When most airlines start out, it is usually a rough and difficult journey, but not for Scandinavian Airlines. We are referring to the available passenger air carrier resources brought to the table by the founding partners. However, do not forget all of the right choices that were made each and every year that brought them success. Their ability to net profits very easily had to do with their marketing savvy, and their prominence in the airline industry. Their good results, and their ability to manifest what they focused upon, had to do with taking chances at the right moments in time. In the next few paragraphs, the legacy of Scandinavian Airlines will be detailed.

Sometimes the airline that you fly on will represent their country with a flag of some sort. People or companies that have deep roots with their country may honor this tradition. Most businesses that do well, such as Scandinavia Airlines, abide by certain principles and values. Today, the airline is owned by three countries; Denmark, Sweden and Norway. Similar to many larger corporations, this airline is privately funded as well as publicly owned. SAS, or Scandinavian Airlines, is the largest air carrier based in Scandinavian territory. The airline owns a fleet of 198 aircraft and flies to almost 180 destinations around the world in 30 countries.

All airlines seem to have one thing in common, and that is a highly dynamic investor and ownership portfolio. But that is really not too surprising when you consider the difficulties with financial operations. So once more, in the 1990s, Scandinavian Airlines went through more ownership changes and restructuring of their financial investment holdings. Nevertheless, this didn\’t stop SAS from adding other airlines to its acquisitions. They also bought 95% of Spanair, the 2nd largest airline in Spain, and Air Greenland. An agreement was reached with a Catalonian group in 2009 for SAS to divest more than 80% of its holdings in Spanair.

A long term approach by this group of international airlines is how the alliance came about. 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 embroiled in this are Norway, Denmark and Sweden. Yet the shareholding of public stocks by the company stays at 50%.

The current state of affairs for Scandinavian Airlines finds them continuing in the tradition of a global air passenger carrier. 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. The international division of the airlines is known as Scandinavian Airlines International, not surprisingly, and the number of employees is a little under 1,000. This International Division operates separately from the Denmark, Sweden, and Norway European traffic divisions.

Scandinavian Airlines is divided into unique business divisions according to their respective service areas. The main structure of this company, from the very beginning, has resembled an alliance between the financial investors and the different airlines in the group. SAS has now merged with all of the partner airlines and brought them into the conglomerate. Close to 16,000 employees now work throughout the SAS conglomerate in the countries of Denmark, Sweden, and Norway.

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