...“Turkish Airlines experiences rapid expansion”. This is the title of an article appeared on November 14, 2013 in the Financial Times. In the decade 2003-2013 the company expanded enormously, from 65 to 233 aircrafts, the passenger numbers have more than quadrupled and the number of international destinations grew surprisingly from 76 to 199. (See Exhibit 1) At present, Turkish Airlines appears to be one of the most extensive airline companies with 106 connected countries (the last was added in April 2014). It was also acclaimed as the best European company in the last four years consecutively at the Skytrax World Airline Awards, being the third most profitable carrier after Ryanair and Easyjet. The expansion continues: with the project of the third Istanbul’s international airport and the announcements of new destinations to countries like Mexico, Philippines and South Sudan. (See Exhibit 2) How a small Turkish state-owned company became so huge and successful? What are the main challenges it had to face and how did it tackle them? What are the main actual and future issues for a company that is expanding quickly and widely? We will try to give an answer to these questions in the paper: starting from an essential and short presentation of Turkish Airlines historical evolution, making a synthetic overview of its main strategies and analyzing the past and the future challenges in developing countries such as India. Turkish Airline historical steps towards internationalization...
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...ENVIRONMENTAL and SOCIAL RESPONSIBILITY REPORT Climate and Environmental Responsibility Fuel Efficiency Program Alternative Fuels Environmental Management Waste Management Social Responsibility Occupational Health and Safety Flight Safety Supply Chain Social Responsibility Projects ENVIRONMENTAL and SOCIAL RESPONSIBILITY REPORT It is Turkish Airlines’ responsibility to act and promote sustainability as a commitment to the environment. A. Fuel Efficiency Program In the beginning of 2008, Turkish Airlines started a collaborative study with IATA Green Team and has begun implementing a Fuel Efficiency Program aimed at increasing fuel efficiency and reducing the carbon emissions. The program involves measuring and monitoring of fuel efficiency initiatives and reporting to the Fuel Steering Committee which consists of competent and dedicated personnel from key departments such as Flight Operations, Flight Planning and Dispatch, Engineering and Maintenance, Finance, Marketing and Sales. The initiatives undertaken within the program to increase fuel efficiency and to reduce carbon footprint could be gathered under the umbrella of below topics: 1. Optimizing the operations: Since 2008, more than 70 projects to optimize operations in order to reduce carbon footprint have been introduced and implemented. Some of these operational optimization projects include: Pilot technique, optimizing the use of APU (auxiliary power unit)...
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...TURKISH AIRLINES HISTORY Turkish Airlines is the national flag carrier airline of Turkey, headquarter is in Atatürk Airport in Yeşilköy,İstanbul. Turkish Airlines was established on 20 May 1933 as State Airlines Administration. It services to 41 domestic and 202 international airports in Europe, Asia, Africa and the Americas. Turkish Airlines has been a member of the Star Alliance networks since 1 April 2008. The chairman of Turkish Airlines is Hamdi Topcu and the CEO of Turkish Airlines is Temel Kotil. Also with an operational fleet of nine cargo aircraft, they serves 47 destinations. Their domestic competitors are: Pegasusu Airlines, Onur Air, Atlasjet. International competitors: Lufthansa, Aır France, British Airways etc. Turkish Airlines award for Europe’s Best Airline, Southern Europe’s Best Airline and the World’s Best Premium Economy Class Airline Seat for years 2011,2012 and 2013. Also they have been selected the Airline of the Year by Air Transport News at the 2013 Air Transport News Awards Ceremony. Turkish Airlines was chosen as the offical carrier by Europe’s leading football clubs such as: Borussia Dortmund, Aston Villa and Manchester United. Moreover they made sponsorship and promotion with some athletes and actor: Lionel Messi, Kobe Bryant, Caroline Wozniacki, Kevin Costner and Wayne Rooney. Furthermore the company is the primary sponsor of the Turkish Airlines Euroleague since 2010 and...
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...question of “List of three Airline Company in Turkey“, definitely what people first remind is Turkish Airline. How Turkish Airline create that value in our minds since it’s established through today is an actually key strategy of building strong brand. It is something more than just the name and symbols. Today, Turkish Airlines is the second expensive brand as its brand cost 1.681 million dollar in Turkish market (2012 ,p. 1) . The reason of its expensive brand price compare to other Turkish companies is its brand equity value. Turkish airline implements successful brand equity management in the meaning of differentiation which makes it stand out more than its competitors, relevance, knowledge and esteem. According to my opinion Turkish airline can rate high on all these four dimension. That is something increase the reputation of brand in the mind of customers. Yet, this is not only main stone of the success of Turkish airline. Apart from its differentiation in service, esteem and knowledge, it position its brand name to the mind of customers by creating emotional wallop which is relevant to its attributes and benefits, such as, it can make call on “safe, good quality, luxurious and fast” that speaks these words to people’ apprehension. Moreover, it has a great impact on its brand name which carries a word references “Turkey“ in its name. It is one of the key stone of why it is different than its local competitors. Its brand name makes Turkish Airlines more like national pride...
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...Turkish Airlines’ has a strategic fit between target market, business model, operations strategy, and systems and implementation. Through an ambitious brand visibility strategy, prioritizing business class over first class, maintaining a cargo fleet, working from a hub and spoke system within a nexus of countries that comprises 66% of the world international air traffic, and establishing partnerships with jet fuel companies and service companies, Turkish Airlines has strategically buffeted the turbulence of the global financial crisis and made in-roads towards global prominence in the airline industry. Brand visibility has increased due to several agreements with world renowned organization and famous celebrities. They are a sponsor of FIBA World Championship, and they’ve signed agreements with world famous soccer teams, Manchester United and Barcelona, making Turkish Airlines their “the official carrier.” They’ve also made agreements with celebrities, like LA Lakers basketball player Kobe Bryant, establishing world-famous faces as “global brand ambassadors.” They’ve even established certain celebrities as a “Business Class Faces,” like Danish professional tennis player Caroline Wozniacki. While many airlines work to make their first class cabin attractive, Turkish Airlines has made the business class cabin a priority. In the territory Turkish Airlines’ covers, as prices go up at the gas pump, car drivers are more likely to seek business class air commuting. And instead...
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...Journal of Management Research ISSN 1941-899X 2014, Vol. 6, No. 4 Understanding Performance Indicators of Organizational Achievement in Turkish Airline Companies Dilek Erdogan (Corresponding author) Department of Aviation Management, Faculty of Aeronautics and Astronautics Anadolu University, Eskisehir, Turkey Tel: 90-222-321-3550 / 6984 E-mail: dilekc@anadolu.edu.tr Ergun Kaya Department of Management, Faculty of Business Administration Anadolu University, Eskisehir, Turkey Tel: 90-222-335-05-80/ 2544 Received: Sep. 16, 2014 doi:10.5296/jmr.v6i4.6355 E-mail: ergunk@anadolu.edu.tr Accepted: Oct. 13, 2014 Published: October 13, 2014 URL: http://dx.doi.org/10.5296/jmr.v6i4.6355 Abstract The aim of this study is to analyze performance indicators used by airline companies within the framework of a performance and strategic management tool, namely, ’balanced scorecard (BSC)’, and to assess its applicability in the airline business. Designed as a multiple case study by collecting data from primary and secondary sources, the participants of this study are scheduled airline businesses operating in Turkey. The airline companies have been found to use similar performance indicators within the financial, customer-based, internal business process, and learning/growth perspectives of BSC. Airline companies are recommended to use BSC because it allows them to transform their strategies into measurable performance indicators and to assess their...
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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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...equipments we can handle all the activities within the scope of ground of local and foreign airline companies. • We provide operations of cargo and passenger services within the framework of “Airport Ground Handling Regulations” basing our company policy on consumer satisfaction either an airline or a passenger. • Certificates - We hold Quality Management System Certificate, which is an international quality management standard. - Certificate of Customer Satisfaction Management System, Environmental Management System and Occupational Health and Safety Management System. - Certificate of Green Airport Corporation given by SHGM (General Directorate of Civil Aviation) - The audits of ISAGO (IATA Safety Audit for Ground Operations) Weaknesses • Costs for Staff Trainings All our employees assigned in passenger services are obliged to complete theoretical and practical trainings through “On-the-job training (OJT)” and theoretical courses. Although airports have standard security training and ramp driving classes already established, an intensive training program needs to be established in conjunction with a consultant or expert in the field that promotes awareness and specific knowledge of the fleet they will be handling. • Personal Injuries Some ground handling operations can be hazardous and potentially expensive. Opportunities • Reducing costs-of training programs. Management may be assigned to train employees to diversify the duties of each new employee. For instance...
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...determine the development of scenario, confirming alternative hypothesis, according to which the creation of new air carrier providing safe, effective, low cost air services to a wide range of consumers will be profitable: Obtaining the required governmental approvals. Securing financing. Experienced management. Marketing; either dealing with channel problems and barriers to entry; or solving problems with major advertising and promotion budgets. Targeted...
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...An Analysis of McDonnell Douglas’s Ethical Responsibility in the Crash of Turkish Airlines Flight 981 The Memorial of Flight 981 at Ermenonville (Johnston, 1976). Executive Summary In 1974, Turkish Airlines Flight 981 experienced a mid-flight cargo door failure which led to the first total loss of a wide-bodied aircraft in history. The aircraft was a McDonnell Douglas DC-10, and this tragedy was compounded by the fact that sufficient corrective action had not been taken by the manufacturer after precursory failures had occurred over the four previous years. The purpose of this report is to evaluate the ethical nature of McDonnell Douglas’s decisions throughout this crisis, discerning their priorities with regard to safety and financial gain, and to assess if these qualities have changed in response. The origin of this catastrophe lay in a poor handling of design and manufacturing. The cargo door’s design employed faulty philosophies, and decisions regarding its manufacture were driven by savings at the expense of safety. However, though the door’s faults were later exposed, a more serious problem involving the tail control lines in the passenger floor was continually overlooked until the crash. This was due primarily to a policy of using old design strategies which met minimum federal requirements. The company oversimplified the control lines’ failure mode when confronted with it in ground testing and, being committed to their own design, were unable to...
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...The Logistics Industry in Turkey November 2013 1 Disclaimer Republic of Turkey Prime Ministry Investment Support and Promotion Agency (ISPAT) submits the information provided by third parties in good faith. ISPAT has no obligation to check and examine this information and takes no responsibility for any misstatement or false declaration. ISPAT does not guarantee the accuracy, currency, reliability, correctness or legality of any information provided by third parties. ISPAT accepts no responsibility for the content of any information, news or article in the document and cannot be considered as approving any opinion declared by third parties. ISPAT explicitly states that; it is not liable for any loss, negligence, tort or other damages caused by actions and agreements based on the information provided by third parties. Deloitte accepts no liability to any party who is shown or gains access to this document. The opinions expressed in this report are based on Deloitte Consulting’s judgment and analysis of key factors. However, the actual operation and results of the analyzed sector may differ from those projected herein. Deloitte does not warrant that actual results will be the same as the projected results. Neither Deloitte nor any individuals signing or associated with this report shall be required by reason of this report to give further consultation, to provide testimony or appear in court or other legal proceedings, unless specific arrangements thereof have...
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...Mergers and Acquisitions Mergers and Acquisitions: - Assuming rationality from all players, mergers and acquisitions deals originate out of specific strategic corporate requirements. In reality, the advisors (both legal & financial) and middlemen also play a significant role in the original activity. Acquirers / targets may focus on competitors for a potential acquisition/sell off. Buying competitor implies horizontal integration. There are lot of risks (financial as well as operational) involved and challenges in mergers and acquisitions face by company which is acquiring and target companies as which are listed below:- ➢ Synergies sometimes do not generate real cash flows as expected. ➢ Financial Risk arises from the amount of debt (taken to acquire other corporation) in a company’s capital structure. Impact of changing debt on valuation • Increase in debt increases value through increase in interest tax yield ➢ Interest Tax shield gain is partially offset by increase in cost of equity ➢ There are complex processes involved in mergers and acquisition .It is difficult to compare betas measured against different indices due to differences in composition of index. ➢ Changing financial leverage affects the systematic risk that shareholder’s face. ➢ Risks when the acquirer and the Acquirer-Target merging entities are in two different countries For the corporation that has acquired another company, merged with another company, or been acquired by another company, evaluate...
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...ENGINEERING MANAGEMENT PROGRAM EM 503 – TERM PROJECT Pınar KİRİŞÇİOĞLU – 1995398 Canset ARSLAN – 1496900 TABLE OF CONTENTS 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. SCOPE & GOALS OF TAI ............................................................................................................ 2 STRATEGY OF ULKER ................................................................................................................ 2 ENVIRONMENT OF IKEA ........................................................................................................... 3 CONFIGURATION & COMPLEXITY OF TOFAS ...................................................................... 4 DISTRIBUTED ORGANIZATIONS IN TURKCELL .................................................................. 5 TASK DESIGN OF UNILEVER .................................................................................................... 6 PEOPLE STRUCTURE OF SAMSUNG ....................................................................................... 7 LEADERSHIP AND ORGANIZATIONAL CLIMATE IN GOOGLE ......................................... 8 COORDINATION, CONTROL AND INFORMATION SYSTEMS IN PEGASUS .................... 9 INCENTIVES OF SOMA ......................................................................................................... 10 REFERENCES ...................................................................................................................................... 11 1 1. SCOPE & GOALS OF TAI Turkish Aerospace...
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...performance. Therefore, understanding market conditions of an emerging market is likely to become an increasingly important issue. Credit card companies have also expanded quickly into the emerging markets in order to exploit the opportunities that are provided by the emerging markets. Credit card usage pattern of emerging markets also differs from those of well-developed markets in important ways. Understanding the factors that explain consumer behavior of credit card users in emerging markets could provide an essential insights to marketing strategists of financial services, retailers, and businesses in promoting use of credit cards. Thus, this paper considers the consumer behavior of credit card users in emerging markets in the light of Turkish experience. INTRODUCTION Marketing managers can no longer rely on only domestic markets to ensure their firm’s long-term survival. Globalization, fierce competition, and saturation of the developed markets can be considered as influential factors that push multinational corporations (MNCs) to newly emerging markets for business expansion (Nakata and Sivakumar, 1997). The last two decades of capital market history has witnessed a dramatic expansion of global investors to...
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