Send the link below via email or IMCopy
Present to your audienceStart remote presentation
- Invited audience members will follow you as you navigate and present
- People invited to a presentation do not need a Prezi account
- This link expires 10 minutes after you close the presentation
- A maximum of 30 users can follow your presentation
- Learn more about this feature in our knowledge base article
Do you really want to delete this prezi?
Neither you, nor the coeditors you shared it with will be able to recover it again.
Make your likes visible on Facebook?
Connect your Facebook account to Prezi and let your likes appear on your timeline.
You can change this under Settings & Account at any time.
Transcript of Pegasus sunum
Porters Five Forces Analysis of the Airline Industry
On 1 December 1989 two businesses, Net and Silkar, partnered with Aer Lingus to create an inclusive tour charter airline called Pegasus Airlines
By 1992, tourists began returning to the country and Pegasus grew with the acquisition of a third 737-400.
In 2008, it carried a total of 4.4 million passengers. In 2013 the passenger traffic grew even further to 16.8 million passengers carried.
In 2007, Pegasus carried more passengers in Turkey than any other private airline.
In January 2005, ESAS Holdings purchased Pegasus Airlines and placed Ali Sabanci as the chairman. Two months later, he changed the airline from a Charter airline, to a Low-Cost airline.
- Strong balance sheet and growing cash flow with in system
- Online service
- Appropriate, accessible price policy with low-cost strategy
- First-mover advantage in Turkey
- Reduced labor costs
- In-depth industry experience
- direct customer sales and distribution
- Innovative cost reduction
- Brand name
- Substantial growth in Europe according to Official Airline Guide’s report in 2011 and 2012
- Flight at the time performance
- Fleet – Pegasus Airlines ordered a fleet that contains 100 planes which cost 12 billion $
- Use of technology
- Customer services (problems about tickets for example, they show the price unless taxes and service cost at their advertising and web site, restrictions, extra costs)
- Quality of service
- Having insufficient social responsibility projects
- Limited locations and traveling routes
- Geopolitical location of Turkey
- Building third airport in Istanbul and second runway in SAW.
- Technological development
- Agreements with other companies (renting car, ordering meal before flight to eat while flying, booking a hotel room)
- Growing industry
- Decreased product costs through scales of economy.
- The ability to leverage other industry participants marketing efforts to help grow the general market.
- Tourists destination
- Increased in demand
- Future/ potential competition from an already established market participants (new low cost entrants, mergers/ alliance between competitors)
- Increasing costs
- A slump in the economy that could have a negative effect on people's spending discretionary income.
- Government regulation (max-min price, taxes, regulations, etc.)
- Slow economic growth in Turkey
- Weather conditions
- Substitute transportation (cars, buses, speed trains)
The company offered 34.5% of its shares of stock to the public.
Fastest growing Airline Company in Europe according to Official Airline Guide’s report in 2011 and 2012.
Leading low-cost airline in Turkey
Porter's Competitive Advantage
Porter's Value Chain
1.1) About the firm: PEGASUS
1.2) Company’s Position in the Life Cycle
2) External Environment
2.1) Porter’s Five Forces Analysis of the Airline Industry
2.2) PESTEL Analysis
3) Internal Analysis of Pegasus Airlines Corporation
3.1) Pegasus SWOT Analysis
3.2.) Pegasus TOWS Matrix
3.3) Porter's Competitive Advantage
3.4) Value Chain
3.5) Financial Analysis
4) Strategic Map and Probable Scenarios
5) Strategy Recommendation
6) Strategy Implementation
Marketing and sales
Our strategy recommendations after Pegasus' strategic analysis are to;
- Create routes in Eastern Europe, Middle East, South Africa and the Balkans using some of their low cost strategies to enter those regions
- Stay steady market share increase
- Increase the investment in becoming as green as
possible not only for the airline image but also to meet the EU carbon emission levels limits
- Use the brand name to provide their customers a benefits membership card to minimize the impact of the lack of loyalty and price focus
After our strategy recommendation, we can chose a better strategy for Pegasus Airlines Corporation to increase this company's strategy, operational and financial situation in the industry and the share market to increase investments in the company.
Choosing a SO (strengths-opportunity) and ST (strengths-threats) strategies, could help this company getting better;
Creating routes in Eastern Europe, Middle East, South Africa and the Balkans using some of their low cost strategies to enter those regions and;
increasing the investment in becoming as green as possible not only for the airline image but also to meet the EU carbon emission levels limits would be strategies that Pegasus should implement in its company.