It could possibly be said that most airlines would love to have had going for them that Scandinavian Airlines had when they started. We are referring to the available passenger air carrier resources brought to the table by the founding partners. Regardless of how they began, their business integrity and perseverance is what has sustained this company. Their ability to net profits very easily had to do with their marketing savvy, and their prominence in the airline industry. Doing well, especially for this company, was a mix of difficult choices and a vision that was never forgotten. The journey of Scandinavian Airlines will be examined next.rnrnTaking a quick look at the year, 2006, SAS had a revenue of 42 billion Swedish Krona, or SEK. During that year, they carried a total of just over 25 million passengers domestically and around the world. This statistic earned the company a 9th place standing in the top 10 airlines in Europe. SAS attributes this success to smart mergers and acquisitions. The Star Alliance Group is an aviation consortium of which, SAS is a founding member. One tactic the company has pursued is that of joining forces with a wide variety of other airlines over the last fifty years, which has definitely paid off. rnrnAnother brilliant business move for Scandinavian Airlines occurred in 1997. The airlines, along with Lufthansa, United Airlines, Thai Airways and Air Canada created a network known as the Star Alliance.rnrnThis arrangement of international airlines was a part of a lasting line of attack that ended with the alliance's configuration. Subsequently, in 2001, there was a huge reformation resulting in SAS ownership being divided up among three Scandinavian countries, plus public ownership via stocks. The three countries involved are Norway, Sweden and Denmark. Nevertheless, the shareholding of public stocks of the business lingers at 50%.rnrnThe tradition SAS follows, to this day, is as a well-regarded global passenger airline. Internationally, SAS has long-distance routes that cover destinations in North America and Asia. Their two main hubs in Stockholm and Copenhagen are the launching points for most of their international travelers. From the hubs in Copenhagen and Stockholm, the division called SAS International, is responsible for all intercontinental routes as well as all sales units outside of Scandinavia. They currently have more than 900 employees. This division is operational separate from the European traffic divisions spread out among the three holding countries. rnrnScandinavian Airlines, also known as SAS, is a worldwide airline that has some of their most important center points in Europe and throughout Scandinavia. Being owned by three countries, as well as public stock possession, this is an attention grabbing example for a well-known airline. Bringing flight routes up-to-date was shown to be worthwhile, during the beginning years of SAS. After making an audacious move to launch new air routes, the airline was able to gain a lot of attention from the public.rnrnDue to predictions by the management in the company, a huge part of their accomplishments took place because of their predictions of the future, during the late 1900s.

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