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Emirates Airline

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batool towailib

on 7 August 2014

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Transcript of Emirates Airline

External Assessment
Competitive Advantage
Strategic Goals
(cc) photo by medhead on Flickr
One of the biggest airlines in the Middle East
It is known to run one of the longest flights globally.
Operates as a subsidiary of the Emirates Group, owned by Dubai’s government.
Today, the airline operates close to 2,300 flights in a week across Dubai, UAE and across the world.

Mission & Vision
“Aims to have 120 Airbus and it is working with Boeing on the next generation of 777 jets and is interested in its replacement”

Emirate airline use mainly 3 strategies

The firm’s belief in the provision of quality service delivery

“Keep discovering”
Built its mission and vision around strong, stable and ambitious team leadership and commitment to provide the highest standards in all their services.
Aims at becoming the best company in customer service.
To be the first in the introduction of new products and services in its operations.
“To be a high-quality provider”
Focused strategy
Differentiation strategy
Cost leadership strategy
Emirates operates within the global market with international competitors including KLM, British Airways, United, Etihad, and Qatar.

The General Assessment
The Specific Assessment
1. Economic Environment
Increased the amount of disposable income in every household
UAE has population (3.5 billion)
Emirate’s growth in the economy

2. Social and Demographic Factors
UAE is increasingly becoming a multicultural region
Emarite’s diverse workforce

3. Political, Legal and Governmental Forces
open-sky policy

4. Environmental Factors
Follow environmental friendly policies in order to preserve the environment

5. Technological Factors
Controls a single global system (available in 14 languages and accepts payments in 42 currencies).
Maintain segment inventory with the use of technology by geographic region and traveler type

1. Customers
A wide range of customers through all ages and demographics using different classes.

2. Suppliers
Emirates main suppliers are Airbus and Boeing

3. Expertise and Labor
Emirates employs in excess of 28,000 employees, 13,000 among them being cabin crew.

4. Competitive Environment

Porter’s Five Competitive Forces
Emirates has a strong brand name

Emirates headquarters' positioning.
Emirates pricing strategy
Its name is easily related to quality of service
Batul altowailib
Mona alhilal
Raja Aleid

Maryam Alzayer

Nour Khalifa
Receiving “more than 400 international awards in recognition of its continuous efforts.

Organization Strength:
The good relationship with the airport’s authority.
Larger aircraft which give it denser capacity and space for freight
Consistent and capable leadership
Delivery of quality and diverse service at an affordable price.
Internal Analysis
The flat hierarchy (only top management can reach decisions)

Organization Weakness:
Source of its labor force; the possibility that such countries may not provide the best in skill, knowledge and service delivery
Huge fleet and lean employee list
Lower cadre employees have no voice
Internal analysis
To continue in quality service delivery and be the airline of choice across the world

To expand into regions untapped by the airline such as Canada, Africa, Far East, Australia, as well as expand operations to other airports in the US.

To remain ahead of the competition:
Data Analysis
The company’s service quality and differentiation.
Emirates try to increase its profitability by reducing its labor cost.

Strategy Implementation
• Differentiation gives value to customers.

• The differentiation will be implemented alongside cost leadership.
Strategy Evaluation
1. The amount of passenger traffic and the revenues.

2. The strategies will therefore be evaluated at the end of each financial quarter.

3. The performance in terms of profits or losses.
Three Steps for the Evaluation:
Thanks for listening
Full transcript