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Qatar Airways has challenged all odds over the past 18 years. Primarily an airline company with the aim of providing route convenience travel means of travelling through Doha, now a commercial entity to Qatar and vice versa. Currently the youngest and fastest growing airline at international level Qatar Airways is catching up and sweeping off previous market leaders. However, Doha’s less prolific airport overshadows the airlines extravagant. Qatar Airways didn’t have to work as hard as some of the prolific names in the aviation business to get to where they are today as, twice, external influences came to its favour. The 09/11 incident that plagued western airline companies and the economic recession that affected most of the world’s economy besides Qatar’s were among the many driving force behind their success. Having a mother company which is amongst the wealthiest governments in the world justifies the cutting edge and aggressiveness they have over major competitors when it involves introducing new products. Despite already claiming world’s leading airline award (SKYTRAX), Qatar Airways still aim to take their next expansion to a whole new level.
(Qatar Census 2011)

The emergence of Qatar Airways started in 1993 when a group of investors and corporate interests in Qatar came together to form an airline company with the objective to provide direct flights between the nation’s capital of Doha and other regional centres(Ingram , ORIGINS 2007, 2). The airline company launched its operations in 1994 with an unusual route convenience orientated tenacity compared to the relatively commercial aim of the Emirates Group, which was to make Dubai a global hub (Finding Universe 2001, 1).Qatar Airway initially started with a wet-leased Boeing 767-200ER from Kuwait Airways with its first flight routes to Sharjah and Dubai. These first aircrafts were made up of leased or second hand aircrafts as royal family member and CEO at the time Sheikh Hamad Bin Jabor Al Thani relied on cutting maintenance costs and reducing the risk of costly technical problems. A few months after its launch, the Qatar Airways network included Abu Dhabi, Amman, Kuwait, and Cairo before eventually expanding its operations outside the Middle East with its first European Flight to London. The first intra-Asia flights were to Bombay and Colombo. Furthermore, Qatar Airways broke even in its first year, when its passenger toll rose 124,000. After two years of operation, the airline was carrying 448,000 passengers a year although it was lacking profitable business through first-class services.

The facelift that took Qatar Airways from the formerly government owned flag carrier of Qatar to the Worlds five-star airline we know today started in 1997 when they employed Akbar Al Baker (former personnel of Qatar’s aviation department and licensed pilot) as new CEO to influence their relaunch as a private airline company; the relaunch was to establish Qatar Airways as a top class airline and therefore suitors for first-class passengers (Qatar Airways, Akbar Al Baker's profile 2012, 2). Al Baker started his supremacy by cutting the network by a third to make way for investments into in-flight entertainments systems and special features such as lie-flat seating chairs (Ingram, RECAPITALIZATION AND RELAUNCH: 1997 2007). This luxury concept was put into practice when the company secured its first batch of the Airbus A300-600 aircrafts on same year of the relaunch and Airbus A320 aircrafts in 1999. By 2001, Qatar Airways was already carrying 1.5 million passengers annually and has established itself as the fastest growing airline brand in the world. Despite the near downfall of the aviation industry following the 9/11 incident in 2001, the airline’s resilient commitment to expansion compensated as passenger count rose by 150% (2.5 million people) by 2002, whilst their network included 38 destinations. Furthermore, the Qatari government part company with Gulf Air, whom they had a 25% share of, to solely focus on their own flag carrier brand. “This freed up traffic rights to a number of countries that had blocked additional carriers from Qatar on the basis of bilateral agreements” -Frederick C. Ingram. Today’s Qatar Airways operates on a current fleet of 109 aircrafts and flying to 116 destinations worldwide which symbolises their expansion when reflecting on starting with just one aircraft and 2 destinations (Qatar Airways, QATAR AIRWAYS FACT SHEET 2012, 2). The government of Qatar currently owns only 50% of the Qatar Airways brand, which is still the majority share and the rest are held by private investors. “Qatar Airways is the national carrier of the State of Qatar. At just 18 years of age and after just 17 years of operation, Qatar Airways has already been honoured with the coveted title as the world’s leading airline of 2011 with the world’s most respected airline award, SKYTRAX (SKYTRAX 2012)
“Currently undergoing rapid expansion, Qatar Airways is one of the fastest growing airlines operating one of the youngest fleets in the world” – Qatar Airways. The Airline brand which was initially set up as the flag carrier of Qatar designed to provide route convenience to travellers via Doha is now the biggest threat to the Emirates Group, the household airline name in the Middle East and possibly Asia (Emirates 2012).The firm that kick started with $7 is now expecting an expansion of more than US$50 billion with over
250 aircraft on order books worth. After the relaunch 1997, it was all rapid growth for Qatar Airways; the lack of luxury amenities within the Middle Eastern brand of flag carriers meant that Al Baker’s forward thinking luxury scheme was the way forward for Qatar Airways or other Middle Eastern airlines. Akbar Al Baker’s appointment was the introduction to luxury by means of sacrificing destinations to enhance flight comfort. With luxury came VIP customers which triggered the word of mouth on Qatar Airways. Furthermore, with regards to statistics, Qatar Airways’ major advancement came in 2001 – 2002 when it seemed that the whole aviation business was under scrutiny however, the 9/11 incident plagued mostly western based airlines. When Western and especially American based airlines lost their market share, a market was shaped for foreign airlines that could provide luxurious services and with Qatar’s oil rich economy booming, Qatar Airways had the upper hand in taking over what western airlines did best. Having been the youngest airline and just being happy enjoying growth, it was hard to believe that this armada was going to becoming the biggest threat to the powerhouse name in Middle Eastern aviation, the Emirates Group. When the economic crisis hit Dubai, the city was generating all kinds of negative publicity which arguably costed the Emirates Group.
Qatar was amongst the countries which was not affected by the global crisis and with news of great panic in Dubai, former investors knew that Qatar was the next best alternative for their investments which in turn turned Doha to the next luxurious Middle Eastern Hub; Qatar Airways saw this coming and wasted little time in trying to establish themselves at the world’s leading airline. Qatar Airways managed to clinch the prestigious title for being the world’s leading airline before Emirates did which promoted Doha even further. By now Doha and Qatar Airways became the most powerful synergy in the Middle East.

Renowned as the world’s five star airline; recently winning the most prestigious prize in the business and being held in the highest of regards by VIP travellers (Including Donald Trump), Qatar Airways won’t settle there as they aim to further their expansion. Their initial expansion plans were altered in 2011 due to the global economic crisis as they had to cut down first class seats on unspecified number of airlines to enlarge the business class as the level for first class travel fell (Doha Biz 2010). However, that didn’t make them less optimistic as they prearranged an expansion worth up to $50 billion with the latter involving the first of 10 517-seat Airbus A380s in the market and a new airport. Moreover, Qatar Airways plan to introduce 30 price listed 787 Dreamliners worth $6bn to its fleet; an exceptional aircraft whereby fuel consumption is cut down by 22% than other aircrafts of its class (Baker 2011). So, we will be able to go at a longer range. This is a completely electric aeroplane and so it does not get any bleed from the engines, which makes it more efficient. It has also a lower cabin altitude. So, you don’t get dry skin, and you arrive at your destination fresher” – Akbar Al Baker.

Qatar Airways has witnessed considerable growth over recent years. A growth pioneered by their forward thinking leadership and swift plans of action. Historically, Qatar’s discovery of oil made way for investments into Qatar’s very own airline and now the airline has spearheaded Qatar’s competitors from potential investors by seducing them with luxurious amenities from pre-flight to post arrival. However, as Qatar was declared host of the 2022 world cup, panic arose when word spread that salaries are going to be sacrificed to aid infrastructure of high end stadiums following Qatar’s promise to deliver a spectacular world cup. As result, Qatar Airways may have to sacrifice innovations on high end luxury to cater for residents who may be potentially affected by the salary cut. As far as predictions go, Qatar’s economy look to go into real estate and tourism and with no recessions of its economy on the horizon, Qatar Airways will have no problem catering for higher demands and greater competition as they are already on the verge of expanding.

Bibliography
Baker, Akbar Al, interview by Gulf Times Newspaper. Qatar Airways to receive first Dreamliner in June 2012: CEO Doha, (December 19, 2011).
Doha Biz. Qatar Air Drops First-Class Cabins From New Aircraft. 2010. http://doha.biz/2010/03/10/qatar-air-drops-first-class-cabins-from-new-aircraft/.
Emirates, Fly. The Emirates Story. 2012. http://www.emirates.com/ae/english/about/the_emirates_story.aspx.
Finding Universe. The Emirates Group History. 2001. http://www.fundinguniverse.com/company-histories/the-emirates-group-history/.
Ingram , Frederick C. Qatar Airways Company Q.C.S.C. 2007. http://www.encyclopedia.com/doc/1G2-2690300092.html.
Ingram, Frederick C. Qatar Airways Company Q.C.S.C. 2007. http://www.encyclopedia.com/doc/1G2-2690300092.html.
Qatar Airways. Akbar Al Baker's profile. 2012. http://www.qatarairways.com/ae/en/ceo-message.page.
Qatar Airways. "QATAR AIRWAYS FACT SHEET." Doha, 2012.
Qatar Census. Gross domestic product by economic activity constant price base year 2004. Government, Qatar Information Exchange, 2011.
SKYTRAX. World Airline Awards. 2012. http://www.worldairlineawards.com/Awards_2011/Airline2011.h
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