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Strategic Analysis on Emirate Airlines

   

Added on  2020-04-07

17 Pages4586 Words540 Views
Running Head: Emirates Strategic Analysis1Emirates Strategic AnalysisStudent’s NameProfessor’s NameCourse Name

Running Head: Emirates Strategic Analysis2Table of ContentsIntroduction3Airline Industry Profile 3Life cycle of the Airline industry 3Emirates leadership style and team 4Core Competency Analysis......................................................................................................4External Environment Analysis of Emirates 5Competitive Environment...........................................................................5PESTEL Analysis 6Porter’s Five Forces Analysis of Emirates..........................................................6Internal Environment Analysis........................................................................87s Mckinsey Analysis....................................................................................8The BCG Matrix of Emirates Airlines.............................................................10Conclusion................................................................................................11

Running Head: Emirates Strategic Analysis3IntroductionEmirates Airlines is an airline company which has its headquarters in Dubai, in the United Arab Emirates. The Airlines came into existence in the year 1985 with just two aircraft comprising its fleet, an Airbus 300 B4 and a Boeing 737 (The Emirates Air Line, n.d.). The present operations of the company extend to more than 102 countries across the world and the fleet consists of more than 142 aircraft. It is considered to be the largest airlines in the Middle East and the fourth largest airlines in the world today and operates more than 3600 flights every week from its base in Dubai (The Emirates Air Line, n.d.).Airline Industry ProfileThe global airline industry has always been characterized by an intense level of competition among the key players along with an intense price pressure that necessitates the continuous need for the airline companies to improve efficiency (S, n.d.). This is an industry which has reflected a parallel growth with the increasing number of passengers using the air mode of travel. However, with the global economic recession, the business sustainability of the airline industry has been affected in key aspects like financial resources, changing consumer preferences, internal resources, market forces, and much more (S, n.d.). Another key element which affects the state of the airline industry is the rise in the prices of oil across the world which affects the cost of travel and the overall profitability of the industry (S, n.d.).Life cycle of the Airline industryThe classic definition of product life-cycle attributes four life stages to every product; the introduction stage, the growth phase, the maturity stage, and the final phase is the decline

Running Head: Emirates Strategic Analysis4stage. According to this definition of Product Life Cycle, the airline industry is in its maturitystage which can be attributed to the presence of perfect competition in the industry and the market (Hill, Jones, & Schilling, 2014). The maturity stage in the product life cycle is characterised by an increasing level of hostile competition among the different players and a surge in the promotional and advertising activities to beat the competition (Hill, Jones, & Schilling, 2014). The companies in a mature industry shift from using defensive strategies to using offensive strategies in their marketing mix, product development strategies, etc. to stay ahead of the competition in this aggressive life cycle stage (Lambert, & Davidson, 2013). This stage also results in the exit of the less efficient companies from the industry as the companies employ strategies to reduce the overall operating costs which leads to the decline in the mean profit levels of the firms. Many companies in a mature life-cycle stage increase the budgets for R&D to improve their efficiency (Lambert, & Davidson, 2013).Emirates leadership style and teamThe Emirates airline’s success is largely attributed to the management team of the company and some of its members who have been a part of the company’s management since its inception in 1985. The leadership style that the top managers and leaders of the company practice is largely a democratic and an influential style of leadership (Zander, & Butler, 2010). The top leaders of the company use the skills and aptitude to inspire confidence in their employees and influence the thinking process of the employees at all levels. The leadership uses the social influence parameters to provide assistance and support to the employees of the company to steer them towards the common goal of the organisation (Zander, & Butler, 2010).Core competency analysis

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