Strategic Management 2___Submitted to_ DR. NEIL BERMUDEZ_B6_MBA-GR5_GROUP 4.pptx
1. Strategic Management 2:
Submitted to: DR. NEIL BERMUDEZ
B6/MBA-GR5_GROUP 4
Presented by:
Jenielyn R. Pacheco
Virginia F. Josue
Teresa R. Sacramento
Brennan P. Rivera
Michelle Martin
Christine Mae Aterado
3. OUTLINE
• 1. Case Background
• 2. Environment Analysis
• 3. Problem Statement supported by evidence
• 4. Alternative Courses of Action
• a. TOWS Matrix
• b. Internal-External Matrix
• c. Grand Strategy Matrix
• d. Summary of Strategies
• 5. Recommended Alternative and Action Plan
• a. Quantitative Strategic Planning Matrix
• b. Action Plan
• c. Financial Projections
– 1. Sales Forecast
– 2. Income Statement Forecast
– 3. Balance Sheet Forecast
– 4. Cash Flow Forecast
4. 1. Case Background
Emirates group, based in Dubai, United Arab Emirates (UAE), a company specializing in aviation ground-
handling services comprises of Emirates Airline & Dnata. Emirates is owned by the government of Dubai operating
under the Investment Corporation of Dubai. (p. 473, par. 1)
Timeline
Late 1950s Sheikh Saeed bin Maktoum decreed open-seas, open-skies, and open-trade policies to develop the
country of Dubai (p. 472, par. 6)
1959 Started as Dubai National Air Transport Association (Dnata) with segments that includes Dnata airport
operations, Dnata Cargo and Dnata Agencies (p. 472, par. 6; p. 473, par. 1)
1985 They began to be called as Emirates group when the Royal Family began providing the funding
($10Million) to Dnata enabling them to acquire more planes. This is to fill up the need of the country of Dubai for air
transfer due to the effect of the cutting back of flight of Gulf Air, the state-owned airline and the flag carrier of Bahrain.
(p. 473, par. 1)
Pakistan International Airlines also played a large role in establishing the Emirates airline by providing
technical and administrative assistance as well as the gifting of 2 new airplanes (Boeing 737-300 and an Airbus A300B4-
200). This is apart from the two used Boeing 727-200 Adv that the Royal Family's Dubai Royal Air Wing
provided. The airline's first flight, flight EK600, was from Dubai, UAE to Karachi, Pakistan on 25 October
1985. (p. 473, par. 2)
Late 1980s In just four years from that time, the Emeritus was serving 12 destinations and up to the year 1994
expansion of up to 32 destinations and was the sixth largest airline in the Middle East. (p. 473)
Late 1990s up to 2000s the company has seen rapid expansion in its acquisition of additional aircrafts, opening of
their own training centers for their pilot and crews and new flights added almost every month, (p.473, par.
5. CURRENT SITUATION
- It operates to more than 130 cities in 70 countries across 6 continents through its fleet of nearly
300 aircraft (p. 472, par. 1)
- Emirates was known to be the “world fastest growing and most profitable airline in the industry.
(p. 473, par. 2)
- 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. (p. 472, par. 4)
EMIRATES MISSION STATEMENT
“To become one of the top lifestyle brands in the world.”
(p.473, par. 4)
6. 2. Environment Analysis
Opportunities
✔The living standard is great, the climate is great, the
infrastructure is impressive, business is growing leaps and
bounds, and the schools in Dubai are international and provide
a great learning environment for kids of all nationalities. (p.473,
par. 3). This makes Dubai as one of the most attractive cities for
migration.
✔Thousands of people migrate to Dubai monthly. (p.473, par. 3)
It attracts multicultural employees.
✔Increase in interest in air travel among the population especially
the young generations
Socio-Cultural Demographic Forces Technological Forces
❖ Availability of Google Search app in its services. This new
product enables Emirates’ customers to see and monitor their
upcoming flight providing flight times and departure terminal.
Google now gives passengers relevant information on their
destination (for example weather conditions locally currency,
local landmarks, accommodations, and attractions) (p.473
par.4)
❖ Technology to provide an upgraded in flight entertainment to
its customers (personal TV monitors with more than 1,400
channels options), as well as provide in flight communication
while on air (e-mail, SMS services, telephone) (p.473 par.2)
❖ Amenities such as seats turning into a 79-inch flat bed at the
push of a button, power supply for laptops, extra large tables,
large screen TV’s) (p. 474 par. 2)
❖ Use of technology that maintains segment inventory to
optimize product and service offers for individual preferences
of each market.
❖ Technological advancement in the industry of aircraft
production and maintenance that improve the facilities and fuel
consumption as well as the impact of it to the environment.
Environment Forces
❖ Launch project to preserve and conserve natural resources.
❖ Help control pollution in the region and is active in the
development of effective and working sustainable programs for
the environment.
7. 2. Environment Analysis
Opportunities
✔ No tax on personal wage (p.473 p.3)
✔ Dubai was aiming to eliminate its dependence on its finite oil
reserves within 50 years and thus has operated under a free
market society for decades (p.473 p.6)
✔ The Dirham is pegged in dollar so currency inflation is not
significant (p.473 par.3)
✔ Level of disposable income at an increase level per capita
income, thus people afford to use air transportation
✔ Potential investment interest in Dubai tourism will increase
the number of people willing to travel to it.
✔ Operating on multiple markets with different currencies and
economic characteristics
Economic Forces Politico-Legal Forces
❖ Government support for infrastructure development. (p.473
par. 3)
❖ Dubai and Abu Dhabi, the national capital, are the only two
emirates to have veto power over critical matters of national
importance in the UAE legislature. (p.472 par. 5)
❖ The government of Dubai owned the Emirates and operating
under the Investment Corporation of Dubai name. But treats
Emirates as a wholly independent business entity on its own
and attributes this to the firm’s success. (p.472 par. 3)
❖ Law taxation policy for companies and business entering Dubai
trade and ecommerce.
❖ World-trade opportunities between countries involved in
Agreements to enhance aviation sector
8. 2. Environment Analysis
Threats
✔Emirates has no women as part of the top management officer
(p.473,par. 5)
✔Thousands of people migrate to Dubai monthly. (p.473, par.
3)In Dubai they pay lower than developed countries
✔Due to diverse backgrounds of its employees, Emirates spend
more resources in training rather than compensation
Socio-Cultural Demographic Forces
Environment Forces
❖ Environmental threats like earthquakes, volcanic eruptions and
other natural disaster affects the airline industry
❖ The industry is a significant contributor to greenhouse gas
emissions
❖ Adverse extreme weather conditions can affect flights
operations
✔ World economics condition affects the company, especially
on countries the airlines serves
✔ Volatility of fuel prices (p.478 par.3)
Economic Forces
Politico-Legal Forces
❖ Dubai and Abu Dhabi, the national capital, are the only two
emirates to have veto power over critical matters of national
importance in the UAE legislature. (p.472 par. 5)
❖ Political instability in the Middle East region (War And terrorism
threats)
❖ Open skies policies which provides equal opportunities for all
air carriers. (p.472 par. 3)
❖ Due to its international nature of operations which exposes it
to multiple political risks stemming from multiple countries for
example health risk from one country it services.
9. Group of firms producing similar product or service
2.B – Operating Environment
Finance
Shareholders,
Creditors
Boeing &
Airbus
Low-Price
discovery
Community
Perceptions
Cheaper
services
FlyDubai
Alliance with Quantas
10. Rivalry Among Existing Firms
NO. OF COMPETITORS
FIXED COSTS
PRODUCT
CAPACITY
1. Singapore Airlines Group – 101 planes
(operates 6.7years)
2. Flydubai – 28planes (<2years)
3. Middle East Airlines – 10 planes
(<4years)
4. British Airway – 250 aircraft
5. Delta
Operating cost/First class ticket
Airline/passenger services
1. Singapore Airlines Group – operates Airbus
380/Boeing 777 (served 77)
2. Flydubai – Boeing 50 (served 52markets)
3. Middle East Airlines – Airbus 320 (served
31markets)
4. British Airway 250 aircraft (50 served)
5. Delta – 5k flights a day (6 continents)
HIGH
11. Potential Entrants
ECONOMIES OF SCALE
SWITCHING COSTS
PRODUCT DIFFERENTIATION
CAPITAL REQUIREMENTS
Labor cost / profitable
fuel, maintenance, airport
fees
Customer loyalty / Luxury
airline
Huge finance
Barriers to Entry-low
ACCESS TO DISTRIBUTION High risk/restricted
12. Entry Barriers in Some Industries
INDUSTRY BARRIER
Global Market Share Company’s major competitors are Singapore Airlines, British,
Delta Middle East Airlines
Fuel prices Volatility of fuel prices
Strategic Alliance Marketing & advertising exposure
Discount Airlines Spirit airlines, Flydubai, Ryanair
13. Emirates Group are luxury airplanes using Suites. Offer stand-alone
bed & all stuffs designed by Givenchy.
All amenities could enjoy by customers giving them the utmost
satisfaction.
Substitute Products MEDIUM
• Suppliers have concentrated into a specific region.
• High product differentiation
• Substitutes not available
Bargaining Power of Suppliers HIGH
14. • Low switching cost
• Plenty of alternative buyers
• Consumer price sensitivity
Bargaining Power of Buyers MEDIUM
• Industry growth
• Shareholders’ actions
• Creditors’ actions
• Community perception
Other Operating Environment Forces
15. “Operating Forces” ANALYSIS
FORCES OPPORTUNITY THREAT
Rivalry among competing firms Better coordinate price,
sales & schedule
Risky & intense
Potential entrants Customer loyalty Customers- switch
Substitute products better experience Threat
Bargaining power of suppliers With control Without control
Bargaining power of buyers With control Without control
Industry growth Increasing Declining
Shareholders’ actions Positive Negative
Creditors’ actions Positive Negative
Community perception Positive Negative
16. KEY EXTERNAL FACTORS WEIGHT RATING
WEIGHTED
SCORE RATING VALUES
OPPORTUNITIES (4) – superior response
1.·The living standard is great, the climate is great, the infrastructure is impressive,
business is growing leaps and bounds (Integration/Diversification)
0.19 4 0.76
(2) – ave. response
2. Thousand of people migrate to Dubai monthly (Catering middle class
passengers)
0.11 2 0.22
(1) – poor response
3 No tax on personal wage (Entering low-cost market) 0.11 2 0.22
4. Open skies policies which provides equal opportunities for all air carriers.
(Market Expansion)
0.22 4 0.88
THREATS Overall Rating:
1. Volatility of fuel prices (Changes in oil Price0 0.08 2 0.16 >2.5 – high response
2 Dubai was aiming to eliminate its dependence on its finite oil reserves
within 50 years and thus has operated under a free market society for
decades (Political influence/changes)
0.09 2 0.18
2.5 – medium response
3. Open skies policies which provides equal opportunities for all air carriers.
(Increased competitions)
0.14 3 0.42
<2.5 – low response
4. Fast paced changes in Technological advancement in aviation 0.06 3 0.18
TOTAL WEIGHTED SCORE
1 3.32
Conclusion:
Firm’s strategies
(responding)
External Factor Evaluation (EFE) Matrix
17. KEY INTERNAL FACTORS WEIGHT RATING
WEIGHTED
SCORE RATING VALUES
STRENGTHS (4) – superior response
1 Emirates is the most valuable brand in Airline Industry
(Strong Brand Name).
0.30 4 0.60
(2) – ave. response
2.Emirates mission is “to become one of the top lifestyle
brands in the world.”. (Strong Brand Image)
0.15 3 0.45
(1) – poor response
3.Emirates is the Best Service Provider Operating longer
flights / Safety record (Technological Advances)
0.16 3 0.48
Overall Rating:
4. Increasing total passenger volume by 15.9% in fiscal year
2013 and maintained a passenger seat factor of 80%. (High
Frequency of Flights)
0.10 2 0.20
>2.5 – high response
WEAKNESSES 2.5 – medium response
1. Only one-base Dubai. Lack of the diversification strategy 0.10 2 0.12 <2.5 – low response
2. Does not seem to cater to the middle class and budget
passengers
0.19 3 0.57
Conclusion:
3. Focusing more on international market with Emirates
having difficulty to occupy US Market
0.04 2 0.08
Firm’s internal position
STRONG
TOTAL WEIGHTED SCORE 1 2.80
Internal Factor Evaluation (IFE) Matrix
19. 2. G Assumptions
G.1 General Environment Stability
The socio cultural, economic and political environment are stable
since Dubai economy is growing and there are favorable regulations.
G.2 Industry Growth Prospects:
The market presents a promising opportunity due to the excellent
geographic location and outstanding management.
G.3 Company’s Competitive Position:
The competitive strengths of the company are excellent inflight
services, promotions, high quality aircraft, accessible and effective
financial management.
20. Problem Statement supported by evidence
• Formulating effective business strategy in becoming
one of the top lifestyle brands in the world as
evidenced by the following :
1. Emirates collects about 90 percent of its revenue outside Middle East (p.477, par. 5)
2. Difficulty of adapting internal branding of growing number of pilots and crew,
having more than 67,000 employees (p. 472, par. 3)
3. High maintenance of training center with simulators for training pilots and crew
which costs $65-million (p. 473, par. 2)
4. Rising fuel prices hurt overall profits because fuel accounts for more than 40
percent of all costs. (p. 474, par.3)
5. Trying to adapt the growing of air traffic and emerging necessities. (p. 472, par. 1)
6. Pricing policies on different segments- first class, business class and economy class.
(p. 474, par. 1)
21. TOW
MATRIX
STRENGTH
1. Strong backing of Dubai Government
2. Strong brand name and image
3. High frequency of flights
4. Large asset & technological advance
5. Solid Alliances and Strong network
6. High customer loyalty due to Quality services and competitive fare
and promotion
7. Large distribution of networks
OPPORTUNITIES
1. No Tax of personal wage (Entering low-
cost markets)
2. Dubai’s ideal living condition (Catering to
Middle-class passengers)
3. Open Skies (Market expansion)
4. Thousand of people migrate to Dubai
(Diversification)
5. Open skies (Innovation/Integration)
SO STRATEGIES
1. Strong financial support of Dubai Government would provide an
opportunity to expand the untapped market (Market Penetration)
2. With lower prices and higher quality, there are more opportunities to
grow your customer base. (Market Expansion)
3. There are more opportunities to enhance service quality thanks to the
extensive supplier network. (Market Penetration)
THREATS
1. Increased competitions
2. Political changes/influence
3. Changes in oil prices
4. Fast paced changes in Technology
advancement
ST STRATEGIES
1. Technology is constantly revolving and changing
2. Increased rivalry in the aviation industry(S5,T1)
3. Varying government Policy and Regulation (S5,T3)
22. TOW
MATRIX
WEAKNESSES
1. Only one-base Dubai. Lack of the diversification strategy
2. Focusing more on international market with Emirates having
difficulty to occupy US Market
3. Does not seem to cater to the middle class and budget passengers
4. Profit margin is quite less due to having a limited target market.
5. Low current ratio creating problems in its operation
OPPORTUNITIES
1. No Tax of personal wage (Entering low-cost
markets)
2. Dubai’s ideal living condition (Catering to
Middle-class passengers)
3. Open Skies (Market expansion)
4. Thousand of people migrate to Dubai
(Diversification)
5. Open skies (Innovation/Integration)
WO STRATEGIES
1. Heavily focused on the international market. (Market Penetration)
2. Intense competition in the Arab areas which gives more opportunity
to move towards the untapped market which is not covered by any
airline company.(Market Penetration)
3. Provide quality services for the expanding market of middle and
low-cost market (Product Development)
THREATS
1. Increased competitions
2. Political changes/influence
3. Changes in oil prices
4. Fast paced changes in Technology
advancement
5. Exchange rates
6. New Entrants-numerous players in the industry
WT STRATEGIES
1. High investing in innovation, quality services result in low-profit
margins.(Diversification)
2. Increasing cost of fuel would increase the company
overall expenses.(Backward Integration)
1. Less marketing efforts give less awareness in the
global market (Marketing Penetration)
23. B. INTERNAL-EXTERNAL MATRIX
EFE= 3.32
IFE = 2.80
IFE WEIGHTED SCORE
STRONG
(3.0-4.0)
AVERAGE
(2.0-2.99)
WEAK
(1.0-1.99)
EFE TOTAL
WEIGHTED
SCORE
High
(3.0-4.0)
I II III
Medium
(2.0-2.99)
IV V VI
Low
(1.9-1.99)
VII VIII IX
GROW AND BUILD – INTENSIVE,
INTEGRATIVE
27. ALTERNATIVE COURSES OF ACTION
The proposed courses of action (ACA) were identified based from the Strategic Factor Analysis,
Competitive Profile Matrix, TOWS Matrix, Internal-External Matrix and further validated through the
evaluative dimensions of the Grand Strategy Matrix. The Strategic Factor Analysis revealed that
Emirates Group is responsive with their internal and external factors. TOWS Matrix pointed out that
there is three strategies according the matching of Internal and external factors. The Internal-External
Matrix revealed that the current position of Emirates Group hold and maintain Market Penetration,
Market Development and Product Development . Moreover, the analysis of the market growth and
competitive position of the company from the Grand Strategy Matrix indicated that the appropriate
strategies that must be pursued by the company fell under Quadrant I. These findings could be
attributed to the strengths include the success of their products evidenced by the revenues generated
by it, specifically for their high brand image, for the excellent service for high-end passengers in first
class that they provide and having strong support from the government for its operations. In totality,
the Summary of Strategies Matrix confirmed that the most feasible alternatives are A, B, and C.
Therefore strategies A, B & C would be best addressed the major problem of the firm under study.
With this it can be said that Emirates can afford to improve their public concern, product
value and price competitors in order to increase their performance in the market.
28. RECOMMENDED ACTION PLAN
1. Quantitative Strategic Planning Matrix
2. Action Plan
3. Financial Projections
30. QUANTITATIVE STRATEGIC PLANNING MATRIX
KEY STRATEGIC FACTORS WEIGHT
MARKET PENETRATION MARKET DEVELOPMENT
PRODUCT
DEVELOPMENT
Rating
Weighted
Score
Rating
Weighted
Score
Rating
Weighted
Score
STRENGTHS:
1. Strong backing of Dubai
Government
2. Strong brand name and image
3. High frequency of flights
4. Technological advance
5. Solid Alliances and Strong
network
6. High customer loyalty
0.15
0.17
0.03
0.09
0.02
0.14
3
4
4
4
3
4
0.45
0.68
0.12
0.36
0.06
0.56
2
3
3
3
2
2
0.30
0.51
0.09
0.27
0.04
0.28
1
2
2
3
2
2
0.15
0.34
0.06
0.27
0.04
0.28
WEAKNESSES:
1. Only one-base Dubai.
2. Lack of the diversification
strategy
3. Focusing more on international
market
4. Does not seem to cater to the
middle class and budget
passengers
5. Profit margin is quite less due to
having a limited target market.
0.05
0.08
0.12
0.11
0.06
2
3
3
3
3
0.10
0.24
0.36
0.33
0.18
3
3
1
2
2
0.15
0.24
0.12
0.22
0.12
3
3
1
2
2
0.15
0.24
0.12
0.22
0.12
SUB-TOTAL 1.00
OVERALL SCORE - - 3.44 - 2.34 - 1.99
31. ALTERNATIVE COURSES OF ACTION
The Quantitative Strategic Planning Matrix results indicated that ACA Market Penetration
obtained the highest overall score which means that this is the best alternative course of
action that could significantly address the identified major problem. Evaluation indicated that
the least risky, in relative terms is market penetration. When employing a market penetration
strategy, management seeks to sell more of its existing products into markets that they’re
familiar with and where they have existing relationships.
Market penetration strategies are used to ultimately increase the number of customers and sales
dollars of Emirates. Market penetration is the act of gaining a deeper presence in a market; by
employing strategies to increase how deep Emirates Airlines is engrained in the market, that
company often has greater short-term and long-term financial health, is better in tune with what
its customers want, and is often better positioned compared to its competition.
In other words, market penetration can be used to assess Emirates as a whole to determine the
potential for companies within the industry to gain market share or grow their revenue through
sales.
Market penetration can help Emirates to determine the size of the potential market it may want to
enter.. If the total market is large, new entrants to the industry might be encouraged that they can
gain market share or a percentage of the total number of potential customers in the industry.
32. 2. ACTION PLANS-
We recommend ACA 1 (Market Penetration)
STRENGTHS
The biggest strength of the Emirates Group is that they have strong brand and image. In the industry of
aviation, Emirates is a strong market leader, with large investments and million of loyal members. The airline
flies to 150 cities worldwide with numerous routes daily. The airline is also active in advertising luxury,
sophistication and simple family life so when customers choose an airline, they will remember Emirate’s
advertisements.
Emirates can also form strategic alliances with its competitors, for example allowing them to depart from
Emirates hub in Dubai, and vice versa. This will allow Emirates to increase market share in markets the airline
currently serves at a lesser cost than establishing a new hub.
33. ACTION PLANS-
We recommend ACA 1 (Market Penetration)
WEAKNESSES
The biggest strength of the Emirates Group is that they lack diversification in their segments. They
only have Dubai as their base. By having alliance with other airlines, they can expand and cater
more countries bases.
Emirates can also venture into servicing the growing number of middle and lower class of society.
Though when presenting this package, marketing should see to it what this low cost packages will
put on the brand image of “LUXURY” the company projects. Instead it has to offer new low cost
brand as a subsidiary of Emirates group serving economic travelers who are now customers of new
low cost airlines, thus expanding the market share.
Emirates can also increase its profit margin by reducing the cost of its operational improvements,
namely improving maintenance processes, maintaining high aircraft utilization and making
effective flight scheduling. It could also invest in the technology of distribution channels to reduce
labor costs for example, installing more self service kiosks in airports of the destinations.
34. ACTION PLANS-
We recommend ACA 1 (Market Penetration)
OPPORTUNITIES
Dubai being a an ideal place for migration due to its
35. ACTION PLANS-
We recommend ACA 1 (Market Penetration)
THREATS
The biggest strength of the Emirates Group is that they are in
36. ACTION PLAN – MARKET DEVELOPMENT
FUNCTIONAL AREA OBJECTIVE STRATEGIES TIME
FRAME
BUDGET
Marketing To penetrate new markets,
build and strengthen
relationships with its existing
customer base, and increase its
overall passenger traffic.
To enhance brand awareness.
Rigorous market research, competitive
analysis, and customer segmentation
enable Emirates Airlines to tap into new
markets and develop customer-centric
strategies to drive business growth.
Promoting consistent exposure in the
marketplace. It focuses on creating a
strong brand identity advertising
campaigns, public relations activities,
social media marketing, and direct mail
campaigns. Participating in trade
shows, conferences and sponsorship to
reach out to potential customers and
showcase its products and services
37. ACTION PLAN – MARKET DEVELOPMENT
FUNCTIONAL AREA OBJECTIVE STRATEGIES TIME
FRAME
BUDGET
Marketing To emphasize cost-effective
marketing tactics that increase
revenue generation
opportunities.
To maintain exceptional
customer satisfaction
Pricing strategies, promotional
campaigns, and product diversification
are implemented to ensure maximum
returns on investment.
Enhance customer experience, by
ensuring a seamless and hassle-free
journey. This involves initiatives such
as personalized customer service, in-
flight amenities, and entertainment
options, frequent flyer programs, and
other value-add services that cater to
the needs of its customers.
38. ACTION PLAN – MARKET DEVELOPMENT
FUNCTIONAL AREA OBJECTIVE STRATEGIES TIME
FRAME
BUDGET
Production/Operations To improve the operational
efficiency of air traffic
management and provide more
flexibility on flight routes
which increased fuel efficiency
and customer attraction.
The Flight operations specialist
collaborates with air traffic control
organizations internationally to
deliver more efficient routes and
operational procedures, applying the
latest technology to support
marketing objectives and
promotions.
Finance To fund the overall budgetary
requirements of all functional
areas of the Market Penetration
Project.
39. ACTION PLAN – MARKET DEVELOPMENT
FUNCTIONAL AREA OBJECTIVE STRATEGIES TIME
FRAME
BUDGET
Human Resources To provide its employees
with the necessary skills and
knowledge to excel in their
roles, aligning with marketing
goals.
Organizes training programs that are
designed to enhance employee skills
and performance, and ultimately, to
build stakeholder brand awareness,
customer loyalty, and goodwill.
Research & Dev’t To understands the need and
wants of its customers.
To constantly evaluate and
improve its products and
services.
Developing new products and services
that meet the changing needs of its
customers
Monitors customer feedback and uses
this information to make changes and
improvements to its products and
services.
40. ACTION PLAN – MARKET DEVELOPMENT
FUNCTIONAL AREA OBJECTIVE STRATEGIES TIME
FRAME
BUDGET
Information Systems To upgrade the existing
IT Infrastructure,
introduce innovative
technologies, and
provide a personalized,
integrated experience
to its passengers.
Enhance the customer
experience, such as online
booking and boarding
systems, mobile applications,
and flight entertainment.
