The BCG matrix helps companies analyze business units based on market growth and market share. It divides units into four categories: Stars, Cash Cows, Question Marks, and Dogs.
- Stars operate in growing markets with a high market share.
- Cash Cows generate stable profits in low-growth markets.
- Question Marks have potential but a low market share.
- Dogs show low growth and limited market influence.
This tool guides decisions about investment, divestment, and resource allocation.
The following BCG matrix of British Airways shows business units classified by market share and growth. It highlights profitable routes, emerging opportunities, and less competitive operations. The matrix identifies which parts of the airline generate cash, require investment, or may need strategic review.
Overview of British Airways
British Airways plc is the national airline of the United Kingdom. Its headquarters are located at Waterside in London, near Heathrow Airport. Heathrow serves as the airline’s main hub for international and domestic flights.
The airline ranks as the second largest carrier in the UK by fleet size and passenger numbers, following easyJet. In January 2011, BA merged with Iberia, creating the International Airlines Group, a holding company based in Madrid, Spain. British Airways became the first airline to earn more than one billion US dollars on a single air route in one year.
History and Development
The British Government created the British Airways Board in 1972. The board managed two nationalized airlines, British European Airways and British Overseas Airways Corporation, along with two regional airlines, Cambrian Airways and Northeast Airlines. On March 31, 1974, the government merged all four airlines into British Airways.
The Thatcher government privatized the airline in February 1987. The company expanded through acquisitions, including British Caledonian in 1987, Dan-Air in 1992, TAT European Airlines in 1993, and British Midland International in 2012.
Executive Summary: The 2025 Snapshot
As of early 2025, British Airways is a highly profitable “Cash Cow” engine for its parent company, IAG. The airline contributed £2.05 billion in operating profit in 2024 (up from £1.3bn in 2023) with a 14% operating margin. Its strategy has shifted from purely defending market share to aggressive monetization of loyalty and premium leisure travel.
British Airways BCG Matrix
1. Stars (High Growth, High Market Share)
These are the primary drivers of future value. BA is investing heavily here to maintain dominance.
IAG Loyalty (Avios)
- In 2024/25, IAG Loyalty is a standout performer. Avios issued surged by 17%, and active customers grew by 13%.
- Why it’s a Star: It generates high-margin revenue that is less volatile than flying. This unit is growing faster than the airline itself by monetizing the currency (selling Avios to Amex, banks, and retailers).
BA Holidays
- Revenue grew 8% year-on-year in 2024.
- Why it’s a Star: This division allows BA to double-dip on margins (flight + hotel/car). It helps fill seats during off-peak times without diluting public ticket prices. The “premium leisure” boom is directly fueling this growth.
Premium Leisure Travel
- While corporate travel volume is stuck at ~66-70% of 2019 levels, premium leisure revenue has soared, driving the airline’s £2bn+ operating profit.
- Why it’s a Star: The demand for Business/First class from wealthy vacationers is growing faster than general economy travel, and BA dominates this segment out of London.
2. Cash Cows (Low Growth, High Market Share)
These units generate the cash required to fund the ‘Stars’ and pay down debt. They are mature, stable, and dominant.
Transatlantic Routes (The “North Atlantic” Corridor)
- This single corridor is responsible for the vast majority of BA’s profitability. In 2024, capacity here increased by 2.8%, but revenue maturity means growth is slowing.
- Why it’s a Cow: BA (jointly with American Airlines) holds a dominant market share on flights between London and NYC/LA. The market is “mature” (not many new passengers to find), but the yields are incredibly high.
Heathrow Slot Dominance
- BA holds over 50% of the slots at London Heathrow (LHR), a physically constrained airport where no new runways exist yet.
- Why it’s a Cow: This is a formidable competitive fort. Competitors literally cannot enter this market because there is no space. This allows BA to command a price premium (higher yield per seat) compared to flights from Gatwick or Stansted.
Also, explore Boeing BCG Matrix Analysis
3. Question Marks (High Growth, Low Market Share)
These are risky bets. They operate in growing markets but face intense competition. BA must decide whether to invest heavily to win share or divest.
BA Euroflyer (Gatwick Operations)
- BA returned to Gatwick with a new subsidiary (“Euroflyer”) to compete with EasyJet and Wizz Air on cost.
- Why it’s a Question Mark: The leisure market is growing, but BA has a lower market share here compared to EasyJet. They are trying to claw back market share by lowering their cost base, but success is not guaranteed.
IAG Cargo
- The global air cargo market is projected to grow at a 6.4% CAGR, but yields (price per kg) dropped ~32% in 2023 and continued to soften in 2024 as supply chains normalized.
- Why it’s a Question Mark: While the market is growing, BA carries cargo in the “belly” of passenger planes, whereas competitors like DHL/FedEx (Integrators) dominate with dedicated freighters. BA is a small player in a big, growing pond.
Sustainability (SAF & Hydrogen)
- IAG committed $450m+ to sustainable aviation fuel (SAF) development.
- Why it’s a Question Mark: This sector will be massive in 2030, but currently, BA’s “share” of the green fuel supply chain is minimal and speculative.
4. Dogs (Low Growth, Low Market Share)
Areas where profitability is low and the strategic value is diminishing.
Select Asian Routes (vs. ME3 Carriers)
- Routes to secondary Asian cities where BA competes against Emirates, Qatar, and Etihad.
- Why it’s a Dog: BA cannot compete on price or product quality against the “ME3” (Middle East 3) carriers, who use their hubs to funnel traffic efficiently. Market share is low, and growth is stagnant due to flight time disadvantages.
Non-Hub Point-to-Point Economy
- Short-haul economy flights that do not feed into the Heathrow hub.
- Why it’s a Dog: Without the connection traffic (passengers flying Manchester -> London -> New York), these routes struggle to make money against Ryanair. BA has largely exited these (e.g., closing non-London bases) to focus on the Hub-and-Spoke model.
Strategic Analysis for 2026
- Milk the Cow: BA is using the massive cash piles from Transatlantic flights to upgrade its IT systems (fixing the 2024 technical failures) and retrofit cabins (new Club Suite).
- Fuel the Star: The aggressive expansion of BA Holidays and Loyalty is a masterstroke. It diversifies revenue away from volatile fuel prices. Expect them to push “Avios for everything” (Uber, shopping, etc.) even harder.
- Fix or Divest the Question Mark: The Gatwick/Euroflyer experiment is critical. If it doesn’t reach profitability by late 2025, BA may scale it back and retreat to its Heathrow fortress.
Other Sources Consulted
IAG Full Year 2023 Results Announcement (Page 4, “British Airways”)