...2513BPS s2793459 Griffith University Etihad Airways A report on one of the world’s leading airline management systems Prepared by: Course Number: Course Convenor: Course Lecturer: Associate Lecturer: Word Count: Due Date: Extension Approved: Joel Sinclair 2513BPS Mr B Ginn Mr D McBrien Ms P Milton 3004 4 May 2012 14 May 2012 th th i 2513BPS s2793459 Executive Summary The purpose of this report is to review the management system of Etihad Airways. The report analyses Etihad Airways and draws information, justification, and conclusions from the company documents and academic resources. The report is 3000 words, and should be considered by the reader to be a broad overview of the company. The analysis conducted considered organisation background, and how that impacted organisational culture, and structure. In addition to this, the report outlined strategic management and how Etihad Airways stands out in the aviation industry. The report found that Etihad Airways has an Islamic background, that is evident in the fact Etihad is a state- owned airline, established by royal decree in Abu Dhabi. Despite the fact traditional Islamic views were depicted in accessibility of prayer rooms and announced prayers before departures etc., Etihad Airways showed evidence that they sought to accommodate for western culture. This was reflected in...
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...ETIHAD AIRWAYS Assignment I Contents INTRODUCTION 2 BACKGROUND 3 ETIHAD’S CORE VALUES 4 COMMITMENT 4 VISION AND MISSION 5 HISTORY 6 LOYALTY PROGRAM 6 FINANCIAL PERFORMANCE 9 FINANCIAL POSITION 9 FINANCING ACTIVITIES 11 EXTERNAL ENVIRONMENT 11 GENERAL ENVIRONMENT 12 EXTERNAL ENVIRONMENT ANALYSIS 41 INDUSTRY ENVIRONMENT ANALYSIS 44 1. Porter's 5 forces model 44 COMPETITOR ANALYSIS 65 INTERNAL ENVIRONMENT 68 COMPETITIVE ADVANTAGE 90 VALUE CHAIN ANALYSIS 92 IMPORTANT ENVIRONMENTS THAT ETIHAD NEEDS TO BE AWARE OF: 108 ARE THE VISIONS AND MISSIONS CLEAR AND MEASURABLE? 110 REFERENCES 111 INTRODUCTION Strategic management is the comprehensive collection of ongoing activities and processes that organizations use to systematically coordinate and align resources and actions with mission, vision and strategy throughout an organization. Strategic management activities transform the static plan into a system that provides strategic performance feedback to decision making and enables the plan to evolve and grow as requirements and other circumstances change (Dess, Gregory G., G.T. Lumpkin and Marilyn L. Taylor, 2005). Our group decided to work upon Etihad Airways, the flag carrier airline for United Arab Emirates. The name ‘Etihad’ is derived from an Arabic word which means ‘union’. In addition to its main activity of passenger transportation, Etihad controls Etihad cargo and holidays. Aside from that, they have stakes in many other airlines...
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...Topic | Page | Etihad Airways 1.1) Logo 1.2) History | 2 | 1.3) Identifying the Key Concepts of Corporate Communication a) Mission b) Vision c) Corporate objectives and goals i. Short-term goals ii. Long-term goals | 3 | d) Strategy | 4 | e) Corporate identity | 5 | f) Corporate image i. Investors ii. Customers iii. Employees iv. Government v. Media g) Corporate reputation | 6 | h) Stakeholder i) Public j) Market k) Communication tactics/media | 7 | l) Strengths | 8 | m) Weaknesses | 9 | Emirates 2.1) Logo 2.2) History | 10 | 2.3) Identifying the Key Concepts of Corporate Communication a) Mission b) Vision c) Corporate objectives and goals d) Strategy | 11 | e) Corporate identity | 12 | f) Corporate image i. Investors ii. Customers iii. Employees iv. Government | 13 | v. Media g) Corporate reputation h) Stakeholder | 14 | i) Public j) Market k) Communication tactics/media | 15 | l) Strengths m) Weaknesses | 16 | n) Comparison | 17 | o) Recommendation | 18 | p) Referencing | 19 & 20 | Content Etihad Airways 1.1) Logo: 1.2) History: Etihad Airways was established as the second flag carrier of the United Arab Emirates in July 2003 by Royal (Amiri) Decree issued by Sheikh Khalifa bin Zayed Al Nahyan. It started with an initial paid-up capital of AED500 million. Services were launched with a ceremonial...
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... Module Code – 5N4971 An Investigation into Aviation Organisation By: Milton Redmond Table of Contents Introduction: 3 Aims & Objectives: 3 Brief Description of Civil Aviation and Relationship with UNWTO: 4 Chicago Convention 4 United Nations World Tourism Organization 5 ICAO and UNWTO Affirm Cooperation on Joint Aviation and Tourism Goals 5 Description of Etihad Airways: 6 Partners and Alliances: 10 Chartered & Scheduled Flight Services: 20 Etihad Airport Services 23 EAS-Ground 23 EAS-Cargo 24 EAS-Catering 24 Aircraft Type & Passenger Capacity: 25 World's Top 3 Airlines 2013 Profiles and Etihads Direct Competitors: 28 Importance of Branding and General Airport Operations: 29 Movement of Passengers at Abu Dhabi Airport: 31 Communications Utilized by Etihad: 33 Conclusion: 35 Recommendations: 35 Bibliography: 35 Introduction: This assignment requires the author to type a written report on one organisation in the aviation industry which covers learning outcomes 4, 5, 8, 9, 11, 16 & 17 as per the module component. This report is to identify and research an airline related product or service that meets a particular consumer need. Finally the Author will evaluate the findings, draw conclusions and recommendations. Aims & Objectives: * Evidence of understanding and application of Airline Studies. * Detailed Exploration of the chosen topic. * Use / selection of relevant research / survey...
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...Airline also runs 4 of the world longest non- stop commercial flights from Dubai to Los Angeles, San Francisco, Dallas/Fort Worth, and Houston. Ahmed bin Saeed Al Maktoum is the Chief Exercutive Officer (CEO) of Emirates Airline. The main competitors of Emirates Airline are British Airways, Qatar Airways Group, Etihad Airways, Deutsche Lufthansa AG and Air France –KLM S.A. The company start its operation with the first flight EK600 departs from Dubai International Airport to Karachi. The first 3 destination of Emirates Airline were Karachi, New Delhi and Mumbai. Currently, Emirates Airlines flies to 128 destinations with a fleet size of 199 aircrafts. Emirates Airline cabin crew is training at the Pakistan International Airlines Academy. In October 2008, Emirates moved all operations at Dubai International Airport to Terminal 3. The aim of Emirates Airline is quality and not quantity. It tries to provide the highest level of service to its customers. Emirates follow and encourage the open-skies policy. This open policy, has brought more than 100 foreign airlines to Dubai's airport and become the busiest airport in the Middle East. Emirates Airline has expanded its business into different streams like international cargo division, full-fledged destination...
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...Airline also runs 4 of the world longest non- stop commercial flights from Dubai to Los Angeles, San Francisco, Dallas/Fort Worth, and Houston. Ahmed bin Saeed Al Maktoum is the Chief Exercutive Officer (CEO) of Emirates Airline. The main competitors of Emirates Airline are British Airways, Qatar Airways Group, Etihad Airways, Deutsche Lufthansa AG and Air France –KLM S.A. The company start its operation with the first flight EK600 departs from Dubai International Airport to Karachi. The first 3 destination of Emirates Airline were Karachi, New Delhi and Mumbai. Currently, Emirates Airlines flies to 128 destinations with a fleet size of 199 aircrafts. Emirates Airline cabin crew is training at the Pakistan International Airlines Academy. In October 2008, Emirates moved all operations at Dubai International Airport to Terminal 3. The aim of Emirates Airline is quality and not quantity. It tries to provide the highest level of service to its customers. Emirates follow and encourage the open-skies policy. This open policy, has brought more than 100 foreign airlines to Dubai's airport and become the busiest airport in the Middle East. Emirates Airline has expanded its business into different streams like international cargo division, full-fledged destination...
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...An Analysis Report on Barriers to Globalization and External Factors Affecting Kenya Airways Professor: Student Name: Date of submission: Executive Summary Stiff competition, technological changes and the political and legal environment are the main factors determining the success of a company operating in the airline industry. Kenya Airways is subject to these factors and must find the best solution to help mitigate the adverse effects of these factors. It will help improve efficiency, effectiveness and the competitiveness of the company. Liberalization of many economies accompanied by globalization has turned the face of doing business across the globe. It has led to the essence of competition among organization for prosperity and survival. Technological aspects have also improved communication across the globe leading to integrated systems connecting companies and businesses. The report is an overview of the external environmental factors affecting Kenya Airways that is in the service sector in the Airline industry. The service sector requires up to date technology and is easily affected by the external environmental factors. These factors relate to the political stability, legal environment, social, cultural well-being, and the state of technology. Table of Contents Executive Summary…………………………………………………………….2 1.0 Introduction………………………………………………………………….4 2.0 Task 1 ………………………………………………………………………….5 2.1 Macro Environment analysis for Kenya Airways…………………………………...
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...Brand Audit for Emirates By Team Pineapple Pilots Members: 1 Table of Content Table of Content ..................................................................................................................................... 2 Table of Figures ...................................................................................................................................... 2 1. Brand Inventory ........................................................................................................................ 3 1.1. 1.2. Target Market ................................................................................................................... 3 1.3. Brand Identity Inventory .................................................................................................. 5 1.4. Brand Marketing Inventory.............................................................................................. 5 1.5. Competition ....................................................................................................................... 7 1.6. 2. History and Facts about Emirates.................................................................................. 3 Brand Performance.......................................................................................................... 8 Brand Meaning Audit ............................................................................................................. 10 ...
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...Contents Letter from the Chairman Operating Highlights Financial Highlights Corporate Information Notice of the 22nd Annual General Meeting Directors’ Report Management Discussion and Analysis Corporate Governance Report Auditors’ Report Balance Sheet Statement of Profit and Loss Cash Flow Statement Notes to the Balance Sheet and Statement of Profit and Loss Statement relating to Subsidiary Company Consolidtated Statement of Accounts Attendance Slip and Proxy 02 04 05 06 07 16 24 29 47 52 53 54 56 93 94 135 Letter from the Chairman Dear Shareholders, Financial Year 2013-14 was an exceptionally challenging one for the Indian aviation sector. The Indian economy recorded a lower GDP growth rate of 4.7%. Currency volatility and devaluation of the Indian Rupee further exacerbated the situation, leading to a drop in discretionary travel. Consequently, passenger load factors across our industry were under pressure and domestic passenger growth slowed to 4.8%. In this challenging environment, your Company managed to maintain revenues, though costs were hit due to depreciation of the Indian Rupee (of over 11%), higher aviation turbine fuel (“ATF”) rates and increased airport levies. Your Company has been consolidating its domestic network with a focus on strengthening its presence in key markets. Your Company has also been regularly adding international routes, besides embarking upon systematic improvement of its products across all classes of travel. Further, your Company has been strongly...
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...Contents Letter from the Chairman 02 Operating Highlights 04 Financial Highlights 05 Corporate Information 06 Notice of the 22nd Annual General Meeting 07 Directors’ Report 16 Management Discussion and Analysis 24 Corporate Governance Report 29 Auditors’ Report 47 Balance Sheet 52 Statement of Profit and Loss 53 Cash Flow Statement 54 Notes to the Balance Sheet and Statement of Profit and Loss 56 Statement relating to Subsidiary Company 93 Consolidtated Statement of Accounts 94 Attendance Slip and Proxy 135 Letter from the Chairman Dear Shareholders, Financial Year 2013-14 was an exceptionally challenging one for the Indian aviation sector. The Indian economy recorded a lower GDP growth rate of 4.7%. Currency volatility and devaluation of the Indian Rupee further exacerbated the situation, leading to a drop in discretionary travel. Consequently, passenger load factors across our industry were under pressure and domestic passenger growth slowed to 4.8%. In this challenging environment, your Company managed to maintain revenues, though costs were hit due to depreciation of the Indian Rupee (of over 11%), higher aviation turbine fuel (“ATF”) rates and increased airport levies. Your Company has been consolidating its domestic network with a focus on strengthening its presence in key markets. Your Company has also been regularly adding international routes, besides embarking...
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...solutions, staff training, peering, voice and data transit, sub marine and land cable services. (Etisalat.ae, 2011) The company was founded in 1976 as a joint venture between International Aeradio limited, a British company and local partners. Later on in 1983, the govt. of UAE had a 60% stake in the company and rest was publicly traded. From 36,000 exchange lines in 1976, it was having around 7, 47,000 lines in 1998. Today Etisalat is considered as one of the biggest success sagas in Middle East and is one of the biggest contributors to the UAE government after the traditional oil sector. Currently operating in 18 nations world wide, it enjoys around 135 Million aggregate subscribers and annual revenue of US $ 8.7 billion (Etisalat Annual report, 2010). Fig 1: the following figure shows various companies of the overall Etisalat group Fig 2: shows breakdown of revenue ,as on Dec, 2010 (Source: Etisalat...
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...This report was conducted to broaden the knowledge and understanding of doing business in the United Arab Emirates. It contains a general overview of the UAE including the states names, their rulers, the political and legal system and also major religion of the country, Islam. The body of the report covers many of the basic differences and cultural imperatives, adiaphoras and exclusives, which are then compared to Australian western culture. Differences and similarities in greetings, such as the shaking of hands are covered. The report then goes on to cover such issues as the interactions between males and females, issues that can arise due to religious obligations such as prayer 5 times a day and the holy month of Ramadan. Other issues such as how the Arab culture run business in a much more personal manner than in western culture, and how building personal relationships and trust are much more important than the efficiency of getting a project completed. Also covered is how the Arab culture value spoken agreements over written agreements, how a meeting in the United Arab Emirates might take place and how a foreign businessman might react or act in those meetings. Finally negotiation was covered and then a conclusion of what I learnt and my final thoughts. When I started this assignment, I wanted to learn about a country that was rich in culture but was also at the forefront of international business. I thought that the United Arab Emirates would be the ideal country...
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...The report is done from the perspective of auditing. Multiple aspects of Virgin Blue such as strengths, weakness, opportunities and threats are analyzed in the first part. And in the second part five audit risks are identified and explained. Finally, since the appointment of new CEO, the impact of Virgin Blue is illustrated. 1. SWOT analysis * Strengths * Strong brand name and good reputation * Offering competitive fares with high quality customer service and awarded the Best Low-Cost Airline in Australia 2009 * Excellent on-time performance record * Successful loyalty program | * Weakness * Lacking experience in its new long haul business * High percentage of cancellations * Lower margin compared with competitors * Loose supervision * Unstable IT System | * Opportunities * Develop corporate travel market: market share against Qantas * International partnerships: Use Delta, Emirates partnerships to grow product offering against Qantas * Recovering global economy * Increasing immigration * Increasingly advanced technology enables airlines to provide more convenience to travelers | * Threats * Competition from domestic airlines, e.g. Qantas, etc * Upward pressure from fuel Jet fuel prices * Greater international competition: further expansion of Tiger network * Heavily reliance on internet as sales channel exposes them to risks associated with system disruption | 2. Key audit risks ...
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...9 -7 1 4 -4 3 2 JANUARY 29, 2014 JUAN ALCÁCER JOHN CLAYTON Emirates Airline: Connecting the Unconnected Introduction Late afternoon was fading to dusk as Tim Clark, President of Emirates Airline, gazed out at the large crowds mingling outside at the 2013 Dubai Airshow. Front and center at the event was the official program launch of the Boeing 777X, a massive new hit thanks to Emirates’ record order of 150 new planes. Valued at $76 billion at list prices, this was the largest airplane deal ever inked. Letting his thoughts drift, he noted, he imagined with pride these planes joining the collection of widebodied Emirates planes assembled on the tarmac of Dubai International Airport, ready to ferry passengers from Europe, Asia, Africa, the Americas and the Gulf to their respective destinations. This is the face of the global economy, he thought to himself, as he marveled at his company’s success. Emirates was indeed a global success story. In just twenty-five years the airline had grown to become the third-largest airline globally by capacity and the largest by number of international passengers.1 (See Exhibit 1). Twenty-three new routes were added in 2012 and 2013,2 and capacity growth was expected to increase by 18.4% in 2013 thanks to deliveries of new aircraft, including the new A380s deployed to over 20 destinations.3 Emirates anticipated that its meteoric growth would continue and was building its fleet accordingly: with 41 A380s integrated into its fleet thus far...
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...Abstract India, home to one-sixth of the world’s population, is quickly becoming one of the world’s economic engines. Its bureaucratic and outdated regulatory policies have been reformed resulting in a three-fold increase in the number of scheduled airlines and a five-fold increase in the number of aircraft operated. The largest and most popular airline in Mumbai India is Jet Airways started in 1993. Naresh Goyal (both founder and owner) still owns eighty percent of the company, and oversees all aspects of the business. This paper reviews one of the airlines, jet airways, strategic evaluation process to select the next corrective action for the airlines and also the impact on overall aviation industry. How to do a strategic evaluation? Strategic Evaluation is the final phase of Strategic management. Strategy Evaluation is as significant as strategy formulation because it throws light on the efficiency and effectiveness of the comprehensive plans in achieving the desired results. The managers can also assess the appropriateness of the current strategy in today’s dynamic world with socio-economic, political and technological innovations. The process of Strategy Evaluation consists of following steps- 1. Fixing benchmark of performance - While fixing the benchmark, strategists encounter questions such as - what benchmarks to set, how to set them and how to express them. In order to determine the benchmark performance to be set, it is essential to discover the special requirements...
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