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Tina Sepehrifar Ebrahim Alavi

2. Financial Report Environmental Analysis PESTEL Analysis Porters 5 Forces Inside


Organizational Analysis The McKinsey 7S BCG Matrix Porters Value Chain SWOT References
Introduction History Todays Situation Vision Mission Goals Volunteer activities Strategy
Products M&A Table of Context

3. 1959 Dnata is established by the Dubai Government with just five staff to provide ground handling
services at the new Dubai International Airport. 1960 Sheikh Rashid bin Saeed Al Maktoum opens the
airport and implements innovative open- skies policy. 1984 Sheikh Mohammed bin Rashid Al Maktoum
and Mr. Flanagan discuss launching an airline in Dubai. Introduction - History

4. 1985 Sheikh Mohammed introduces Mr. Flanagan to his uncle and future Emirates chairman Sheikh
Ahmed bin Saeed Al Maktoum. Mr. Flanagan embarks on ambitious mission to launch an airline with
$10 million in five months. Pakistan International Airlines agrees to wet-lease Emirates two aircraft.
On October 25 Flight EK600 departs Dubai International for Karachi. 1987 Deals are struck to fly into
Londons Gatwick Airport, as well as Istanbul, Frankfurt and Male, the capital of the Maldives. 1988
Damascus is added to the Emirates route network, giving it a total 12 destinations in just 38 months of
business. Introduction - History

5. 1991 Emirates finally get a slot at the busiest international hub in the world London Heathrow.
As the airline celebrates its sixth anniversary, 25,000 passengers a week are being flown to 23
destinations. 1992 Emirates becomes the first airline to install video systems in all seats in all classes
throughout its fleet. $2 million terminal exclusive to Emirates is opened at Dubai International. 1995
As the airline celebrates its 10th birthday, it has a fleet flying to 34 locations in the Middle East, Far
East and Europe. Emirates Flight Training Centre opens. Introduction - History

6. 1999 Emirates enters the hotel property market with the opening of the Al Maha Desert Resort &
Spa. Emirates Groups workforce totals 11,000. 2003 CAE and Emirates join forces to open the $100
million Emirates Aviation Training Centre which boasts numerous full-flight simulators. Emirates
shocks the industry at the Paris Air Show with the biggest deal in civil aviation history - a staggering
order for 71 aircraft at a cost of $19 billion. The A340-500 features revolutionary ice in-flight
entertainment system including 500 channels in all classes, while every seat is equipped with a phone.
Introduction - History

7. 2005 Emirates Group workforce totals 25,000 people from 124 destinations around the world,
making it Dubais biggest employer. Emirates orders 42 Boeing 777s in a deal worth $9.7 billion, the
largest Boeing 777 order in history. 2010 Emirates SkyCargo operates the first paperless flight between
Mauritius and Dubai with all shipments carried processed electronically. dnata becomes the 4th
largest catering provider worldwide. 2012 Emirates joins Boeing in Seattle to celebrate the unveiling of
its 1,000th 777. The landmark aircraft becomes the 102nd to join Emirates Boeing 777 fleet.
Introduction - History
8. Emirates flies to more than 130 destinations in 70 countries on six continents More than 1,200
emirates flights depart Dubai each week, accounting for about 40 percent of all air traffic out of Dubai
international airport. Todays Situation

9. They now have a fleet of more than 170 aircraft. the company has another 230 aircraft on order
(worth about $84 billion) and is the worlds largest operator of both the airbus 380 and Boeing 777.
Todays Situation

10. Mission Statement We exist to become one of the top lifestyle brands in the world. Vision
Statement To make civil aviation safe, leading and sustainable. Goal To reach on top by excelling at
what we do. Introduction - Mission, Vision, Goals

11. The Emirates Airline Foundations board of directors, made of Emirates Group management,
decides on what projects to target. Most of these projects are located at Emirates destinations where
local Emirates staff volunteers can participate and oversee their management. The foundations list of
projects includes: The Emirates Friendship Hospital Ship, Bangladesh The Emirates-CHES Home,
Chennai, India Supporting children with special needs, Dubai Kharja Charitable Society, Jordan
Introduction - Volunteer activities

12. Introduction - Business Model

13. Differentiation Strategy Quality Control strategy Extensive Aviation Training strategy
International Airline Information Technology Development Strategy Resort, Hotel and Tourism
Strategy Emirates Airlines Strategies:

14. One year of Action plan Months Descriptions Department responsible Completion expectation
January R&D of designing all cabins Design & engineering department 1 until 29 January 2011 February
Improve the media system in the first class cabin such as SMS, phone and e- mail IT department 1 until
15 February 2011 March R&D of buy or lease of new aircrafts Engineering & purchase department 1
until 30 March 2011 April Doing advertisements to introduce the benefits that customers can get of
flying in Emirates Marketing department 1 until 7 April 2011 May Update airport system and
entertainment system in flight IT department 1 until 20 May 2011

15. One year of Action plan Months Descriptions Department responsible Completion expectation June
Training 50 crew to improve their performance Human resource department 1 until 25 June 2011 July
Advertisements campaign to promote how easy to visa pass to enter Dubai if using Emirates airline
Marketing department 1 until 29 July 2011 August Checking out of facilities pricing Marketing
department 1until 27 August 2011 September Maintenance for 30 aircrafts Engineering department 1
until 30 September 2011 October Evaluating the sales performance Financial department 1 until 20
October 2011 November Secure the process of e-buying IT department 1 until 29 November 2011
December Set new promotions strategies for 2012 Telecom department 1 until 15 December 2011
16. Master the art of me-time Savour gourmet meals whenever you please Reawaken your senses
in the onboard Shower Spa Meet the world at 40,000ft Your window into new worlds Experience a
seamless journey from start to finish Feel pampered in First Class Products: First Class Flights

17. Arrive inspired Taste your way around the world Meet the world at 40,000ft Your window
into new worlds Experience a seamless journey from start to finish Enjoy extra comforts on your
journey Products: Business Class Flights

18. Experience a journey in a class of its own Taste the flavors of your destination Your window
into new worlds Boredom is grounded Products: Economy Class Flights

19. Emirates SkyCargo is a cargo airline based in Dubai, United Arab Emirates. It is the air freight
division of Emirates, which started operations in October 1985, the same year Emirates was formed.
Since then it has been the main cargo division of Emirates, and the anchor cargo airline at Al Maktoum
International Airport, its main hub. Emirates. SkyCargo operates dedicated cargo flights to 20
destinations in 15countries from Al Maktoum International Airport, and through the Emirates network
has access to additional 79 destinations. Products: Sky Cargo

20. Passengers may check-in between 2 to 48 hours prior to flight departure. This may be done over
the counter of at the lounge within the airport. Self-service kiosks are also available at Dubai
International Airport, as well as at certain stations of the Dubai Metro. Products: Airport Services

21. Recently Emirates started a new service called Emirates Holiday. It is a new way to inspire
holiday - fascinating destinations, unique hotels and all the little things that come together to create
unforgettable moments for a family. Products: Emirates Holiday

22. Emirates Skywards is a frequent flyer program that lets you accumulate points in different ways
and it also enhances your travel experience with a wide range of services and benefits. Emirates
Skywards Blue Emirates Skywards Silver Emirates Skywards Gold Emirates Skywards Platinum
Emirates Skywards Frequent Flyer Program

23. Entertainment Music & Radio Movie TV Games Information: Airshow News and sport
headlines Onboard cameras Communication: Stay connected Wi-Fi in the sky In-seat phone,
SMS and email Mobile phone and data roaming Seat-to-seat messaging Inflight Entertainment: ICE

24. ICETV Live: real time news and sport Watch the news or cheer on your team up to eight channels
of live TV on select Boeing 777s Sport 24 BBC World News Sky News Arabia CNN International
CNBC NHK World Premium Euro news Al Jazeera English Inflight Entertainment: ICE

25. M&A Emirates is currently not a member of any of the three global airline alliances Oneworld,
SkyTeam and Star Alliance. In 2000, however, the carrier briefly considered joining Star Alliance, but
opted to remain independent of the three alliances.

26. Financial Report:Revenue 42.5 42.5 52.9 61.5 71.2 87.8 96.5 0.0 20.0 40.0 60.0 80.0 100.0 120.0
2008-2009 2009-2010 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 Revenue in billion AED
27. Financial Report:Passengers 0.0 10.0 20.0 30.0 40.0 50.0 60.0 2009-2010 2010-2011 2011-2012
2012-2013 2013-2014 2014-2015 Number of Passengers in millions

28. Financial Report:Market Share

29. Outside Organizational Analysis PESTEL Porters Five Forces

30. PESTEL Analysis

31. Emirates airline is owned by Dubais government which this will help it to follow the regulations of
government. Emirates has signed the agreements with countries in Asian Pacific also other countries
about facilitate trade. These agreements have opened up Emirates to the world. Wars and terrorism
could affect the company negatively. Deregulation and Open Skies PESTEL Analysis-Political

32. Fluctuations in the fuel prices creates hurdles for the company to generate more profits. More
than 40 percent of all expenses are related to jet fuel. The potential investments in Dubai of the
tourism industry and the business world will encourage more people to visit it. Economic conditions
around the world, specially the countries where the airline flies, could affect the company. The Dirham
is pegged to the U.S. dollar so currency fluctuations are not significant. PESTEL Analysis-Economical

33. There is rapidly increasing world population and in this way increasing in number of tourist and
educated people. The company has maintained its social and cultural diversity by offering its airline
services to various societies, religions and traditions who are all interacting at one place. The companys
workforces also try to adapt itself according to the social/cultural environment they operate in. PESTEL
Analysis-Social

34. teleconferencing decreased the need of physical and face to face business meetings which directly
affects on the sale of the company and decreased the passengers. A development in technology will
help the company to improve aircrafts facilities and fuel in order to reduce the environmental impact of
the Emirates operations. Emirates develop the online ticket purchase to make it conveniences for
customers. Technology has also brought inflight entertainment services to a higher level. Technology
has made inflight communication services possible. in august 2013, emirates became the first airline in
the Middle east to provide Google now cards for their passengers who book via emirates.com. PESTEL
Analysis-Technological

35. Airbus 380 aircraft is friendly with environment. This kind of aircraft able to consume less of fuel
and emissions. Natural disasters like earthquakes and volcanic eruptions are a threat to this business
PESTEL Analysis-Environmental

36. Department of International Government Affairs, preparing the ground work for conducting
negotiations for Air Service Agreements, by establishing links with other states and provides a necessary
platform for the successful implementation, of an International Air Transport System. The department
also serves as a point of contact for international and national aviation authorities and looks after aero-
political rights of Dubai. Dubai is one of the fastest-growing countries in the world because thousands
of people migrate to Dubai monthly, often because there is no tax on the personal wages in Dubai. The
government of Dubai treats Emirates as a wholly independent business entity on its own and attributes
this to the firms success. PESTEL Analysis-Legal

37. Porters Five Forces

38. In airline industry threats are low as comparatively barriers are high. Some challenges under below
due to new entrants.. the existence of barriers to entry (patents, rights, etc.):- national carrier(hence
enjoying many benefits) brand equity:- renowned player, markets heavily, old in industry, very high
brand value Capital requirements: - part of emirates group, so capital is not an issue. Access to
distribution: - very accessible, has its own terminal & direct metro & busses. Customer loyalty to
established brands: has a program like skywards & frequent flyer miles. Porters Five Forces: Threats of
New Entrants

39. Supplier switching costs relative to firm switching costs: - very high (only 2 suppliers) Presence of
substitute inputs: - a lot of substitutes are present for suppliers as there are over a hundred airlines
currently operating & most of them are planning for expansions. Porters Five Forces: Bargaining Power
of Suppliers

40. Buyer switching costs relative to firm switching costs: easier to switch between airlines as people
might find competitive schemes & offers or cheaper tickets or better services with other service
providers. Number of flights to a particular destination, e.g. only emirates operates direct flights to
San Francisco from Dubai, hence has competitive edge. As no other carrier has a direct flight on this
route. Buyer price sensitivity: - difficult to compete with competitive prices of budget carriers, but
emirates compensates it by offering world class food, services, comfort & in-flight entertainment.
Differential advantage of industry products: - A380 aircrafts, world class service, choices of menu for
elite class, its own private terminal, non-stop direct flights to various routes some of them worlds
longest non-stop direct flights. Porters Five Forces: Bargaining Power of Buyers

41. Porters Five Forces: Bargaining Power of Buyers

42. Buyer propensity to substitute: - very high as there are two types of players in market, budget &
luxury. This leads to a huge price difference. So a lot of people prefer going for cheaper tickets for short
distance flights. Hence emirates looses business. Relative price performance of substitutes:- Huge
price differences due to services offered, but in luxury segments Emirates leads the market. perceived
level of product differentiation:- in case of emirates the perceived value is fairly good due to new
aircrafts, courteous crew which provides personalized services, gourmet food with at least 4 meal
choices for business class & above, its own world class new private terminal to fly from, fleet of new
latest technology aircrafts. Porters Five Forces: Threat of a Substitute Products or Services

43. Number of competitors:- 37 airlines fly from & to Dubai Rate of industry growth: - Middle East
showed the strongest growth at 11 percent in the last decade. diversity of competitors: domestic
flyers & global flyers Sustainable competitive advantage through continuous improvisation:- new
services like onboard Spas, fully reclining seats, live TV. Porters Five Forces: Rivalry amongst existing
firms

44. Porters Five Forces: Forces Impact Threats of New Entrants low Bargaining Power of Suppliers High
Bargaining Power of Buyers Maderate Threat of a Substitute Products or Services Maderate Rivalry
amongst existing firms Maderate

45. Inside Organizational Analysis 7s Mckinsey BCG Matrix Porters Value Chain

46. 7s Mckinsey

47. 7s Mckinsey Strategy: Emirates Airlines has been considered to be at the forefront of industrial
aviation throughout the years. Having flights to more than different cities all over the world, Emirates
Airlines corporate strategy gives importance with the diversity of their stakeholders, specifically with
their clients. As the company is committed with the diversity of their clients, the diversification
management approach of the company enables them to ensure that clients and communities receive
excellent service provided by passionate and dedicated staffs and employees. The success of Emirates
Airline is also attributing to the generic strategies which include focus-leadership strategy. It can be said
that the strategy of Emirates Airlines is a good strategy and it enables the company to provide total
commitment and support organizational operations.

48. 7s Mckinsey Style: The competitive advantage and position of Emirates can be attributed by their
leaders. The leadership style of "family style". It can be said that they are able to integrate patience as
well as their will to attain consensus with the capability to act quickly and decisively. Emirates leader can
be considered as an influential and democratic kind of leader. It is known the leadership composes the
aptitude and skills to inspire as well as influence the behaviour and the thinking of the people or the
subordinates.Emirates leader looked for final decisions made by the other members of the corporation
especially the shareholders.

49. 7s Mckinsey Structure:

50. 7s Mckinsey Shared Value They believe their business ethics are the foundation on which their
success has been built. Caring for employees and stakeholders, as well as the environment and the
communities , have played a huge part in their past and will continue to shape their future. Staff:
remuneration packages are offered based on the labor law of each country and are benchmarked with
other reputed airlines. Emirates provides a Profit Share to all eligible staff based on company
performance which has ranged from between 2 and 14 weeks of basic salary. All eligible staff can avail
concessional airline rebated tickets for self and family.

51. 7s Mckinsey System: The most important issue in Emirates system is their IT solution. Being an
international company resulted in needing a high qualified IT system to manage and control all the
branches performance. Skills: Emirates has a training center named Emirates Aviation University
which has helped the company to acquire new skilled employees. They also have a in-house training
center for training and development of the employees.
52. BCG Matrix Emirates Business Class Emirates First Class Emirates Economy Class Emirates SkyCargo
Emirates Holidays

53. Porters Value Chain

54. Porters Value Chain Support Activities Firms Infrastructure Vertical hierarchy Government
financial support Department of International Government Affairs legal support Free tax by Dubai
international airport Standardized aircrafts HR Management Emirates Aviation College Rewards
based on performance program Accommodation and transport allowance Technology Development
Inflight Entertainments (ICE) In-house research center Engineering center New Technologies in
SkyCargo Online reservation system Procurement Emirates catering system Fuel Handling

55. Porters Value Chain Primary Activities Inbound Logistics Exclusive Emirates terminal for fuel
storage Organized catering system Operation Check in Service Desk Boarding and lounge services
Baggage and handling Outbound Logistics SkyCargo Marketing & Sales Official Sponsorship
Slogans like Fly Emirates, Hello tomorrow, keep Discovering Awards achieving Pricing strategy
Services Skyward Emirates Lounges Emirates hotels & resorts ICE

56. SWOT Analysis

57. SWOT Analysis- Strengths Having strategic position in the global market. Huge profits from
several consecutive years The ability to continuously renew and improve their service in the airline and
aviation with strong support of Dubai government. Customer loyalty program Skilled workforce

58. SWOT Analysis- Weaknesses Analysts have accused the company of focusing too much on their
high-end acquisitions and diversification in spite of the risky effects of such decisions. No global
international alliance Fares are higher than other international airlines

59. SWOT Analysis- Opportunities Emirates have ability to develop continuously new generations of
more advanced airline and aviation services for long-term competitiveness. The important
contributing factor to Emirates success, and a huge opportunity for future growth, is Dubais very
suitable location. The UAEs government has been a successful in negotiating free-trade agreements
with all major economies from the USA to the emerging markets of Asia (though not with a reluctant
EU), which are very likely to further increase demand for air travel to and from the UAE.

60. SWOT Analysis- Threats The competitors have the very aggressive growth plans of some other
Gulf- based carriers, most notably of Qatar Airways and Etihad Airways, that might pose the most
serious future threat to Emirates. Qatar Airways catch-up strategy with Emirates seems to rely largely
on undercutting its competitor while offering similar product quality. Etihads expansion might prevent
Emirates from obtaining much needed traffic rights to countries that do not pursue an open-skies policy.
Fluctuations in the fuel prices creates hurdles for the company to generate more profits Wars and
Terrorism in Middle East.

61. The long-haul, low cost carrier strategy. Differentiation. Horizontal Diversification. Emirates
Airlines Strategies
62. Emirates' unit operating cost is about 40% lower than the lowest cost European major, KLM. It
derives its cost advantage from: I. Its business model is focused purely on long-haul aircraft II. The zero
tax rate in Dubai III. It has not acquired legacy costs 4. It is a dollar-based carrie Emirates' strategy is
unique in that it plans to serve the connecting market with just long-haul aircraft, whereas most hubs in
Europe and the US have an expensive short-haul network (generally competing against LCCs) feeding
into a hub. Emirates Airlines Strategies The long-haul, low cost carrier strategy

63. Emirates is differentiated as a legacy airline where advanced technology, staff skills and ancillary
services are the main drivers for success. Therefore, Emirates is aware of the need for continuous
innovations, not only in fleet and staff expansion but also in premium services. Emirates has been
renowned for technology development and skilled staff of multi- culture backgrounds Emirates Airlines
Strategies Differentiation

64. Although less well known than the airline, DNATA is a diversified, multinational force of its own.
DNATA Airport Operations takes care of baggage and cargo handling at 17 airports in seven countries -
the Emirates, Singapore, the Philippines, China, Switzerland, Pakistan and Australia. DNATA Travel
Services, meanwhile, handles ticketing and travel bookings for individuals and corporations at dozens of
locations in the GCC, and recently opened an office in Kabul. Over the years, the airline has also
diversified into hotels, a natural synergy with its airline and holidays divisions. It controls the Le
Meridien Al Aqah in Fujairah, and the small but growing Premier Inn Hotels chain in the UAE. New
projects include other hotels and resorts in Dubai, Australia and the Seychelles. They have also
diversified their business into Education through building Professional Aviation Universities. Emirates
Airlines Strategies Horizontal Diversification

65. Generate Growth Through Innovation. Enhance Customer Experience. Create Operational
Excellence. Strategy Themes

66. BSC Map

67. Critical Success Factor (CSF) Key Performance Indicators (KPI) Control and Monitoring

68. This is vital for a capital-intensive industry such as airlines It is critical that good managers can run
operation costs at minimum level to increase highest profits. To balance total operation costs, the
management must solve the problem on cost cutting in process to keep profitability Critical Success
Factors (CSF) Cost competitiveness:

69. Emirates is well-established with strong network alliances over international destinations. On the
other hand, Emirates has continuously invested in its fleet and enjoyed high profitability (refer to
Appendix 4). This means the company is able to increase capacity while still able to maintain fixed costs
compared with other players. Emirates can have access to global markets with greater geographical
coverage. Thus, this creates a high barrier to other entrants due to high costs and scope of business.
Critical Success Factors (CSF) Economies of Scale:
70. Emirates has built up its brand and image significantly within the last two decades. Morecustomers
have become loyal and chosen Emirates when travelling from the Middle Eastand Europe or NZ (Stanik
et al, 2007) because of high quality, product innovation and excellent service. Critical Success Factors
(CSF) Brand loyalty and product quality:

71. Key Performance Indicators (KPI) Revenue growth (Sale KPI): 42.5 42.5 52.9 61.5 71.2 87.8 96.5 0.0
20.0 40.0 60.0 80.0 100.0 120.0 2008-2009 2009-2010 2010-2011 2011-2012 2012-2013 2013-2014
2014-2015 Revenue in billion AED

72. Key Performance Indicators (KPI) Market share (Marketing KPI): 0.0 10.0 20.0 30.0 40.0 50.0 60.0
2009-2010 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 Number of Passengers in millions

73. Key Performance Indicators (KPI) Ground Operation KPIs:

74. References Strategic Management; Concepts and Cases; Fifteenth Edition; Fred R. David; Forest R.
David http://www.emirates.com http://www.skycargo.com www.dnata.com
www.emiratesholidays.com

75. Thank You!

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