Competitive Strategy: Internal and External Analysis of Air New Zealand
Verified
Added on 2022/12/26
|16
|3699
|40
AI Summary
This report discusses the internal and external factors affecting Air New Zealand's business operation and recommends strategies for long-term viability.
Contribute Materials
Your contribution can guide someone’s learning journey. Share your
documents today.
Running head: COMPETITIVE STRATEGY Competitive strategy Name of the student Name of the university Author note
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
1COMPETITIVE STRATEGY Executive summary The aim of this report was to discuss about the internal and external business factors important in the business operation of Air New Zealand. Resource based view model is used to identify the internal effectiveness of Air New Zealand in dealing with the business challenges. In addition, the external analysis also identified that emergence of the low cost carriers and the increase in jet fuel price is the two major challenges for Air New Zealand. Based on it, a few strategies are discussed. These strategies can help Air New Zealand in enhancing their long term viability.
2COMPETITIVE STRATEGY Table of Contents Introduction......................................................................................................................................3 Analysis of the internal environment...............................................................................................3 Identification of the resources.....................................................................................................3 VRIO analysis..............................................................................................................................4 Aircrafts...................................................................................................................................4 Human resources.....................................................................................................................5 Capital and financials..............................................................................................................6 Intellectual property.................................................................................................................6 Analysis of the external environment..............................................................................................7 Emergence of low cost carriers....................................................................................................7 Fluctuation in fuel price...............................................................................................................8 Analysis of the industry environment..............................................................................................8 Bargaining power of the buyers...................................................................................................8 Bargaining power of the suppliers...............................................................................................9 Threat of new entrants.................................................................................................................9 Threat of substitutes...................................................................................................................10 Competitive rivalry....................................................................................................................10 Recommendations..........................................................................................................................10 Conclusion.....................................................................................................................................11
4COMPETITIVE STRATEGY Introduction The current business scenario in the global airline industry is one of the most challenging due to the presence of large number of carriers. The increase in the competition is further putting pressure on the existing players in managing their long term business viability. Air New Zealand is the leading and flag carrier of New Zealand. It is operating since 1940 is ranked as the safest airline in the world in 2014 (Tsui 2017). However, even these competitive advantages, Air New Zealand are facing the challenges posed by the new competitors. Hence, it is important for them toreviewtheircurrentinternalandexternalbusinessfactorsandinitiatenewstrategies accordingly. This report will discuss about the major key trends being faced by Air New Zealand currently along with the other external factors. In addition, the internal expertise of them will also be discussed and based on the identified factors; a few strategies will be recommended. Analysis of the internal environment Analysis of internal environment for Air New Zealand will involve identification of their key resources and competencies. This will help to identify the extent to which Air New Zealand is gaining competitive advantages from their available resources. Resource Based View (RBV) model will be used for determination of the internal competencies of Air New Zealand. Identification of the resources In terms of the tangible resources, the current fleet is one of the major resources for Air New Zealand as the fleet is the component for providing the services. In addition, the other assets such as building and hub are all the tangible resources of Air New Zealand. This should be noted
5COMPETITIVE STRATEGY that they are publicly listed company and thus their capital is also considered as the tangible resources, which can be used for further investment and development (Lin and Wu 2014). In terms of the intangible resources, the reputation being gained by Air New Zealand in all these years of their operation is a major resource. This is due to the reason that their brand identity is helping them in attracting the new customers till now. Moreover, the trademarks and other intellectual property being possessed by Air New Zealand are also their intellectual property. For example, the livery and the logo being used in the aircrafts of the Air New Zealand is their intellectual property and helping them in creating distinctiveness (Bromiley and Rau 2016). VRIO analysis Based on the above identified resources of the Air New Zealand, it is important to analyze the extent to which these resources are creating competitive advantages for the brand. VRIO framework will be used in this case. ValuableRarityInimitabilityOrganizational capability Aircrafts Human resources Capital Intellectual property Aircrafts
6COMPETITIVE STRATEGY From the above analysis, it is identified that there are number of areas from where the available resources for Air New Zealand are gaining competitive advantages. In terms of the aircrafts, they are valuable due to the reason that aircrafts are medium of offering services to the customers for Air New Zealand. The quality of the aircrafts will determine the extent to which the passengers will be satisfied. However, they are not rare and inimitable due to the reason that same aircrafts are being used by other airliners also. It is also identified that Air New Zealand is capable enough in managing their current fleet. According to McKenzie-Williams (2017), awarding the Air New Zealand as the airline of the year and safest airline in 2014 proves that they are capable enough in managing their current fleet. The authors have also stated that Air New Zealand is having diverse sets of aircrafts ranging from Boeing 777, Airbus A320 Neo to turboprop powered aircrafts and still ensuring the best level of efficiency. This is also proving the fact that they are capable enough in managing their fleet. Human resources Human resources are also adding value for Air New Zealand due to the reason that their productivity and performance is determining the level of organizational effectiveness. Moreover, the effectiveness of the human resources is also influencing the service delivery process quality. The brand value being gained by Air New Zealand due to their efficient and ideal customer service is the result of the value creation by their human resources. They are not rare as other airliners are also having access to the skilled employees (Kellermanns et al. 2016). However, the individual skill sets of the employees for Air New Zealand cannot be imitated as they are unique for each one of them. Moreover, it will prove costly for the competitors of Air New Zealand to imitate the same level of efficiencies from their employees. Air New Zealand is also capable for managing their human resources as being proved by their customer service quality. This is also
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
7COMPETITIVE STRATEGY denoting that customer service quality is one of the areas of gaining competitive advantages by them. Capital and financials Access to capital is also providing competitiveness for Air New Zealand in terms of their further development and improvement. Starting from the trans-Tasman route and currently being expanded across the world is the contribution of their access to capitals. Thus, it can be concluded that capital is also adding value for Air New Zealand in terms of their business performance. In the future also, capital resources will be valuable for them due to the fact that it will help Air New Zealand in taking the challenge to their competitors by developing and improving. Air New Zealand is a publicly traded company and thus they are capable of managing the capital (Almarri and Gardiner 2014). As the government of New Zealand is the major parent entity, the management of the capital funding is more effective and efficient. Intellectual property Intellectual property of Air New Zealand is their one of the major sources of gaining competitive advantages. This is due to the reason that they are unique in any perspectives. Intellectual property of Air New Zealand is valuable due to the reason that they are initiating differentiation with their core competitors. For example, the livery being used by Air New Zealand inside and outside of their aircrafts is creating distinctive value proposition for the customers. Moreover, it is also rare due to the reason that not every airliner in the business is being able to gain the same level of identity from the intellectual property (May 2015). However, it should also be noted that there are number of other airliners in the region such as Qantas, which are enjoying the higher value and exposure of intellectual property. On the other hand,
8COMPETITIVE STRATEGY intellectual advantage of Air New Zealand is also imitable in nature due to the reason that logo and livery cannot be duplicated. This is also creating competitive advantages for Air New Zealand. Analysis of the external environment Emergence of low cost carriers There are number contemporary factors being faced by the current airline industry including the Air New Zealand. One of the major trends being faced by them is the emergence of low cost carrier concept. In the recent time, there are number of low cost airliners introduced in the market that are offering of short haul and no frills services in low cost compared to the legacy airliners such as Air New Zealand. It is reported that by 2027, more than 50 percent of the airline market share in Europe will be controlled by the low cost carriers (David 2013). In addition, it is also reported that average growth rate of the low cost carriers is higher compared to the legacy airliners and is estimated that low cost airliner market will get increased by more than 8 percent in the coming years. According to Pels, Njegovan and Behrens, the major reason behind the increase in the popularity of the low cost carrier is mainly the involvement of low cost. Traditionally, airline is the most expensive mode of transportation, which kept away the larger middle class segment. However, with the emergence of the low cost carriers, this middle class segment is being tapped. Middle class segment constitute the largest segment in the world and hence low cost carriers are having the advantages over the legacy carriers such as Air New Zealand. Contemporary customer segments do prefer no frills services over the holistic service processes. Thus, the business model of the low cost carriers is also better aligned with the current preferences pattern of the customers. This trend is having adverse impact on the business
9COMPETITIVE STRATEGY viability of Air New Zealand due to the reason that emergence of the low cost carriers will reduce the existing market share of Air New Zealand (Akamavi et al. 2015). This should be noted that trans-Tasman routes can be considered as the shorter haul routes and can be travelled with the narrow bodied aircrafts. Majority of the low cost carriers are using narrow body aircrafts, which will pose challenges to the existing market position of Air New Zealand. Fluctuation in fuel price Price of jet fuel is taking the upward trends in the recent time, which is further proving challenges for Air New Zealand. This is due to the reason that the more will be the cost of jet fuel, the more will be the cost of operation for the airliners. However, on the other hand, with the tighter competition in the market, it is also not possible for the airliners to increase the fare price. Hence, the average profitability will get down. Different political issues such as the problems among the Middle Eastern countries and issues between the United States and Iran, which cause sanction in importing of oil from them, are further amplifying the situation. Emergence of the political issues between the countries in the coming years will also pose the challenge for Air New Zealand because these issues will further increase the cost of fuels (Turner and Lim 2015). Moreover, it should also be noted that the trend of increasing cost of fuel will continue in the coming years as well considering the natural and artificial factors. In the case, the major challenge for Air New Zealand will be to strike the equilibrium between the increasing cost of fuel and competitive price structure in the market. Analysis of the industry environment Bargaining power of the buyers
Paraphrase This Document
Need a fresh take? Get an instant paraphrase of this document with our AI Paraphraser
10COMPETITIVE STRATEGY Bargaining power of the buyers is high for Air New Zealand due to the reason that there are number of other airliners also offering same services in the trans-Tasman routes. Thus, customers are having more options to choose from. In addition, airline market for Air New Zealand is price sensitive and thus pricing strategy of Air New Zealand is determined by the market forces. According to Greenfield (2014), service approaches are being designed by the airliners in respect to the preferences of the customers and in the case of Air New Zealand, differentiation of the service process can only reduce the bargaining power of the buyers. Bargaining power of the suppliers Bargaining power of the suppliers is also high for Air New Zealand due to the reason that they are providing the airline service only. Air New Zealand is depended on Boeing and Airbus for aircrafts and oil companies for jet fuel. Both these are the key elements in the service process of Air New Zealand (Heese 2015). Thus, the price of the aircraft manufacturers and the oil companies is having influence on the operational cost of Air New Zealand. However, it should be noted that there are number of suppliers operating in the market and thus competition based pricing is expected. Threat of new entrants Threat of new entrants is low for Air New Zealand in the airline sector. This is due to the reason that huge cost and infrastructure is required for the new entrants to match up with the existing ones. In addition, there are certain regulations should also be followed by the new entrants in operating in the airline industry. Thus, there are numbers of barriers is present in this industry and associated threat is less for Air New Zealand (Fresard and Valta 2016). However, on the other hand, it should also be noted that large scale multinationals are entering in the airline
11COMPETITIVE STRATEGY business leveraging on their capital sources. They are also having the capability to compete with the existing players. Threat of substitutes Threat of substitute is high for Air New Zealand due to the presence of similar service providers in the market. Each of the airliners in the Trans-Tasman route is offering same hauling services. Moreover, with the introduction of the low cost carriers in the market, the substitutes are getting more for Air New Zealand. Switching cost of the customers is also low, which is affecting the customer loyalty for the particular brand. However, in this case, the customer loyalty program such as frequent flyer program will be beneficial in fending off the threat of substitute. Competitive rivalry Competitive rivalry is high in the airline industry in the Trans-Tasman route and each of the present players is tapping the limited market opportunities. Increase in the market share of a airliner will depict the reduction of another. Thus, the intensity of the rivalry is high for Air New Zealand. Seasonal discounts and other offers are initiated in attracting the customers. Recommendations It is recommended that Air New Zealand should initiate cost leadership strategy over their existing differentiation strategy. This is due to the reason that initiation of the differentiationstrategyishelpingAirNewZealandinofferingdistinctivevalue proposition for the customers but it is not reducing the operational cost for them. Thus, with the help of the cost leadership strategy, Air New Zealand will be able to reduce their
12COMPETITIVE STRATEGY cost of operation and can offer the existing services in more cost effective manner. This will enhance theircompetenciesin facing thechallengeof the lowcost carriers. However, in this case, it is also recommended that existing differentiation strategy of Air New Zealand should also be followed. Offering of distinctive services in lower cost will ensure the maximum value proposition for the customers. It is also recommended that Air New Zealand should initiate growth strategies in the developing countries. This is due to the reason that developing countries are witnessing rapid growth in economy airline sector as well. However, Air New Zealand is majorly concentrating on the western countries with New Zealand, which is becoming less profitable. On the other hand, the passenger traffic is increasing in the Asian-Oceania routes. Thus, initiating the growth strategy in the routes of developing countries will be beneficial for Air New Zealand in terms of their long term business viability. This will also ensure the enhancement of the brand value and identity of Air New Zealand in the new regions. Thus, in this case also, they should change their existing business level strategy in terms of the operating routes. It is also recommended that Air New Zealand should introduce a new sub brand in the low cost carrier market. This new brand will offer low cost services in the region. Thus, it will be beneficial for Air New Zealand in tapping both the premium as well as the cost sensitive customers, which will further increase the target customer base for them. On the other hand, it should also be noted that with the help of the new sub brand, market identity of Air New Zealand will further get penetrated. They will be able to tap the changing preferences in the market with their diversified service offerings. Conclusion
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
13COMPETITIVE STRATEGY Thus, it can be concluded that Air New Zealand is having a majority of advantages and a few limitations. In this report, analysis of the internal factors of Air New Zealand identified that their major resources are creating value as well as other competitive advantages. Moreover, it is also identified that the two major trends being faced by Air New Zealand are the emergence of low cost airlines and increase in the cost of jet fuels. This will have adverse impact in the long term business viability of Air New Zealand. Moreover, the intensity of competition in the market is also more for Air New Zealand in the Trans-Tasman routes. Based on the identified factors, a few recommended steps are also being discussed. These strategies will further help Air New Zealand in coping up with the change in the market effectively.
14COMPETITIVE STRATEGY Regards Akamavi, R.K., Mohamed, E., Pellmann, K. and Xu, Y., 2015. Key determinants of passenger loyalty in the low-cost airline business.Tourism management,46, pp.528-545. Almarri, K. and Gardiner, P., 2014. Application of resource-based view to project management research: Supporters and opponents.Procedia-Social and Behavioral Sciences,119, pp.437-445. Bromiley, P. and Rau, D., 2016. Operations management and the resource based view: Another view.Journal of Operations Management,41, pp.95-106. David Mc A, B., 2013. Service quality and customer satisfaction in the airline industry: A comparisonbetweenlegacyairlinesandlow-costairlines.AmericanJournalofTourism Research,2(1), pp.67-77. Frésard, L. and Valta, P., 2016. How does corporate investment respond to increased entry threat?.The Review of Corporate Finance Studies,5(1), pp.1-35. Greenfield,D.,2014.Competitionandservicequality:Newevidencefromtheairline industry.Economics of Transportation,3(1), pp.80-89. Heese,H.S.,2015.Singleversusmultiplesourcingandtheevolutionofbargaining positions.Omega,54, pp.125-133. Kellermanns, F., Walter, J., Crook, T.R., Kemmerer, B. and Narayanan, V., 2016. The resource‐ basedviewinentrepreneurship:Acontent‐analyticalcomparisonofresearchers'and entrepreneurs' views.Journal of Small Business Management,54(1), pp.26-48.
15COMPETITIVE STRATEGY Lin, Y. and Wu, L.Y., 2014. Exploring the role of dynamic capabilities in firm performance under the resource-based view framework.Journal of business research,67(3), pp.407-413. May, C., 2015.The global political economy of intellectual property rights: The new enclosures. Routledge. McKenzie-Williams, P., 2017. A shift towards Regulation? The Case of New Zealand. InThe Economic Regulation of Airports(pp. 23-42). Routledge. Pels, E., Njegovan, N. and Behrens, C., 2017. Low-cost airlines and airport competition. InLow Cost Carriers(pp. 125-136). Routledge. Tsui, K.W.H., 2017. Does a low-cost carrier lead the domestic tourism demand and growth of New Zealand?.Tourism Management,60, pp.390-403. Turner, P.A. and Lim, S.H., 2015. Hedging jet fuel price risk: The case of US passenger airlines.Journal of Air Transport Management,44, pp.54-64.