Strategic Management and PDP Report of Emirates

Running head: STRATEGIC MANAGEMENT AND PDP REPORT OF EMIRATES
Strategic Management and PDP Report of Emirates
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1STRATEGIC MANAGEMENT AND PDP REPORT OF EMIRATES
Table of Contents
Part 1: Strategic Management Project on Emirates.............................................................3
Executive Summary.............................................................................................................3
1. Introduction: Company Overview of Emirates............................................................3
1.1. Background of Emirates Airlines.........................................................................3
1.2. Challenges Faced by Emirates Airlines................................................................4
1.3. Ways in Which Challenges are Dealt...................................................................4
2. Restructuring Business Case........................................................................................5
2.1. Introduction...........................................................................................................5
2.2. Existing Model Description..................................................................................5
2.3. Issues with Existing Model...................................................................................6
2.4. Purchasing.............................................................................................................7
3. Literature Review........................................................................................................7
3.1. Concept of Business Strategy...............................................................................7
3.2. Competitive Advantage through “Resource Based View Model”.......................8
3.3. Change Management............................................................................................9
3.4. External and Internal Environment Analysis Models.........................................10
4. Organizational Analysis.............................................................................................11
4.1. Proposed Model..................................................................................................11
4.2. Purchase Structure..............................................................................................11

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4.3. Stock Management.............................................................................................12
4.4. Ordering and Distribution...................................................................................13
4.5. Request for Out Requests...................................................................................14
4.6. Transfer Purchasing............................................................................................15
4.7. Advantages of Proposed Mode...........................................................................15
4.8. Travel Services Arrangements............................................................................16
4.9. Finance................................................................................................................16
4.10. Advantages Realization: Effectiveness of New Service...................................17
4.11. Design, Transformation and Change Management of Organization................17
4.12. Structural Dimensions......................................................................................18
4.13. Contingency Aspects........................................................................................18
5. Conclusion.................................................................................................................18
References......................................................................................................................19
Appendix........................................................................................................................24
Part 2: Professional Development Plan.............................................................................27
2.1. Introduction.............................................................................................................27
2.2. Ways to Fit the Design...........................................................................................29
2.4. Critical Reflection...................................................................................................30
References......................................................................................................................35
Appendices....................................................................................................................37

3STRATEGIC MANAGEMENT AND PDP REPORT OF EMIRATES
Part 1: Strategic Management Project on Emirates
Executive Summary
Emirates cover an extensive network of services in Middle East along with in Asia,
Africa, Europe and America. Emirates airline offers exceptional airline services. Contingency
framework theory considers that the optimal action course remains contingent on internal and
external conditions. McKinsey’s 7s Framework as two categorized elements such as hard and
soft ones those are necessary for an organization to be successful. The findings indicated that to
deal with increasing competition from low cost airlines, Emirates have implemented flexible
pricing of services provided as well as functions based on market condition. As the industry of
airline is a huge sector it is at a stage of maturity, due to the strong competition between the other
airline organizations. The operational cost of Emirates airline is growing owing to the high cost
of investment on the airplanes and the aviation service. The implementation of the new proposed
plan of the Emirates airline within the stock management, purchasing stores, supply chain
systems operated in partnership with another operating management service. Therefore, by
integrating all the planned changes on a periodic basis the organization will be able to adjust all
the minor issues.
In partnership with all the employees with the department of inventory, the company is
recommended to integrate the new process of operation by improving the relationship between
the provider and processes. From analyzing the PDP process it is gathered PDP and the
psychometric tests has helped a lot in personal and professional development. This will be

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heedful in the future. Through this it will be easier to make sure that adequate effort has been
taken to deal with personal errors and overcoming them. Certain efforts will also be made to
instil the communication skill; within self so that easy communication is maintained with people.
1. Introduction: Company Overview of Emirates
1.1. Background of Emirates Airlines
Emirates Airlines is positioned among the fourth largest airline by the scheduled revenue
passenger kilometres flown and based on number of global passengers. The airline company was
established in 1985 and is the national carrier of United Arab Emirates (Lasserre 2017). Emirates
covers an extensive network of services in Middle East along with in Asia, Africa, Europe and
America. Emirates airline offers exceptional airline services. The organization provides travel
and transportation services, first-class lounges, air catering, young flyer accommodations along
with quality in-flight entertainment. Emirates Airlines serves consumers all through the world
(Albers, Baum, Auerbach and Delfmann 2017).
1.2. Challenges Faced by Emirates Airlines
Emirates are dealing with certain issues in its strategic existence and the reasons for
which the organization is attaining its crisis point is explained under:
 Certain strategies and modifications adopted by Emirates Airlines has turned out to be
unsuccessful that is deemed to be a weakness for the company (Pinningtonet al. 2018).
 The risk-taking policy of Emirates is affecting the recent functioning of the organization.
In addition, the business base is observed to be threatened by existing domestic
competition.

5STRATEGIC MANAGEMENT AND PDP REPORT OF EMIRATES
 Due to consumers financial situation they are becoming more price sensitive. For this
reason, they are shifting priority towards Arabian Airlines (Alizadeh et al. 2016). This is
because the cost that is charged by them is less than Emirates.
1.3. Ways in Which Challenges are dealt
To deal with the challenges faced by the airlines, Emirates has developed effective
positioning strategy in which it will modify its internal resources and operational structure
(Bryson 2018). It also considers restructuring of cost management through decreasing national
and fleet validation along with bureaucratic costs. To deal with increasing competition from low
cost airlines, Emirates have implemented flexible pricing of services provided as well as
functions based on market condition.
2. Restructuring Business Case
2.1. Introduction
The case of change is centred on restricting its organizational structure and its existing
competitive strategies. Emirates focuses on changing services offered by them and is developing
high standards of its corporate culture (Bratton and Gold 2017). To attain a competitive edge,
Emirates is planning to fund its own research and development for addressing its debts along
with paying shareholder dividends. The business model of Emirates is being restructured in a
way that it is totally focused on long haul airlines that basically will be able to connect in any
two points all through the world that can increase attractiveness of its services.

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Figure 1: Organization Chart of Emirates
(Source: Beamond, Farndale and Härtel 2016)
The organizational structure of Emirates follows a tall hierarchal structure that facilitates
in easily understanding the organization culture and its structure. The company’s structure starts
with Chairman, Vice President, Executive Secretaries, Senior VP, Divisional VP, Regional and
Area Managers, Department Heads and Supervisors. The tall organizational structure facilitates
in maintaining string supervisory control because of hierarchical structure and the roles and
responsibilities along the employees are clearly defined (Beamond, Farndale and Härtel 2016).

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2.2. Existing Model Description
Emirates Airlines has a competitive business model that clearly explains its corporate
strategy which is followed within the market (Ngah, Tai and Bontis 2016). The business model
has focused on the issues that might take place in decline of oil prices and unstable oil prices
which has facilitated the company in developing strategies which effectively dealt with unstable
jet fuel prices. The major areas of strategy implementation and improvements those are
considered in the business model of Emirates Airlines are explained under:
 A huge investment in the long haul that has facilitated the airlines company in offering
long haul flight services at lower rates (Teece 2017). Moreover, Emirates Airlines also
intends to expand its long-haul airline facilities within new territories at the end of 2018.
 The corporate strategy of Emirates Airlines has diversified its investment portfolio within
the areas of infrastructure development and the airport services all over its operational
routes. Technological developments in its airlines is also considered within the business
model strategies of the organization focusing on which cab services at several airports in
which it will operate to facilitate its passengers reach to their final destinations safely
(Redpath, O'Connell and Warnock-Smith 2017). The major objective of this corporate
strategy of Emirates is to offer flight along with airport services that will make great
difference.
2.3. Issues with Existing Model
There are certain issues which are identified in the business model of Emirates Airlines
because of which the company is dealing with challenges that are explained under: