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
Copy of Emirates Value Chain Analysis
Transcript of Copy of Emirates Value Chain Analysis
Free tax by Dubai International Airport
Emirates Aviation College
Reward Employee Program
Accommodation and Transport Allowance
In House Research Centre
Computer Reservation System
Flight Scheduling System
Emirates Catering Service
Stock Control, Food & Drinks
Exclusive Emirates Terminal 3
Less Dependence on Supplies
Dubai International Airport
Boarding & Lounge Services
Baggage & Handling
Emirates Sky Cargo
Marketing & Sales
Slogan "Fly Emirates"
Effectiveness of Pricing Strategy
Emirates Hotel & Resorts
24 Hours Prior Check-in Service
ICE (In-flight Entertainment System)
Emirates Airline Value Chain
Easy way to analyse strength and
weaknesses of the company.
Opportunities in developing
Help outsourcing decision
Help to understand the link
between support activities and
A snapshot of situation
Does not include competitors
Complex and time consuming
in searching data for competitor's
value chain analysis
Conclusion and Recommendation
Emirates out weights competitive advantages over
competitors in terms of productivity, cost efficiency,
More theories have to be applied in parallel in order
to do comparison with other company and to analyse
the company external factors (PEST)
In searching data for value chain analysis, external
information and feedback have to be taken into consideration
The Emirates Group is composed of:
Airport services provider Dnata (the Dubai National Air Transport Association)
Transportation-related activities, and a hotel group
Emirates owned by the government of Dubai.
It has flourished under the sheikdom's "wide open skies" policy, which has brought more than 100 foreign airlines to Dubai's efficient airport, the busiest in the Middle East.
Albers, S., Koch, B. and Ruff, C. (2005). Journal of Air Transport Management. Strategic alliances between airlines and airports – theoretical assessment and practical evidence, 11, (2). Available from: http://www.sciencedirect.com [Accessed 08/09/12].
Koplyay, T. and Goldsmith, D. (1998). Strategic Management. Company Profiles, 4, 24. Available from: http://www.cata.ca [Accessed 08/09/12].
Nguyen, V.Q., Campuzano, J.D., Moreno, J.C. and Zheng, X. (2009). Business Strategy in a Global Economic Recession. Airline Industry: Emirates Airlines, 1, 14. Available from: http://www.scribd.com [Accessed 08/09/12].
Reference for Business. (2012). The Emirates Group – Company Profile, Information, Business Description, History, Background Information on the Emirates Group. Available from: http://www.referenceforbusiness.com [Accessed 08/09/12].
Thompson, J. and Martin, F. (2010). Strategic Management – Awareness and Change. 6th ed. Hong Kong: Thomas Rennie.