This document provides an external analysis of Air Canada including a PESTEL analysis. Some key points:
1. Air Canada faces political pressures like higher taxes as a Canadian company compared to foreign rivals. Economic factors also impact Air Canada, like rising fuel costs.
2. Technological changes in booking and mobile services increase customer demands. Safety regulations are also strict in Canada.
3. Porter's Five Forces analysis finds industry rivalry is high due to many discount carriers. Substitute threats are significant from these smaller airlines attracting customers with low prices.
Southwest Airlines started in 1971 with 3 aircraft and focused on keeping costs low to offer low fares. By emphasizing excellent customer service and a fun, supportive company culture, Southwest was able to achieve significant growth and market share. However, increased competition from other low-cost carriers poses a threat going forward. To sustain its success, Southwest will need to maintain its unique culture while continuing to find new ways to improve efficiency and reduce costs.
This document discusses Air Canada's communications strategies and objectives. It aims to protect and promote the corporate brand by effectively communicating a consistent message of safety, reliability, accountability and luxury to stakeholders. One strategy is using traditional media to communicate Air Canada's upgrades and objectives to customers. Another is expanding the brand by communicating its connection to Canadian national identity, such as through supporting the 2010 Vancouver Olympics. The document also notes opportunities and challenges for Air Canada's communications, such as having a global network and over 23,000 employees.
Air canada- Digital Marketing StrategyKeshav Arora
- Air Canada wants to position itself as the premier travel partner for Canadians to explore their own country as travel anxiety decreases using an omnichannel digital marketing strategy.
- The strategic plan includes two campaigns - "Making Your Dreams Travel" and "CleanCare+" focusing on domestic exploration and COVID-19 safety, running from June to August.
- Key goals are to take an omnichannel approach, increase paid advertising, and boost brand affinity over competitors.
Southwest Airlines was founded in 1971 in Dallas, Texas and has since expanded across the United States and to other countries. It focuses on providing low-cost and reliable air travel. Southwest utilizes several strategies to keep costs low, such as using a single aircraft model, efficient boarding processes, and encouraging employees to assist with multiple tasks. The company also places strong emphasis on developing a positive company culture and profit sharing plan to motivate employees. These consistent practices have helped Southwest withstand economic challenges better than competitors.
This document summarizes information about the European airline industry. It discusses the differences between full service carriers (FSCs) and low cost carriers (LCCs), provides financial statistics for major European airlines and LCCs, and analyzes factors like industry competition and strategic groups. Porter's five forces model is applied to the industry, showing high levels of competition. The document also includes frameworks for analyzing airline strategy and competitive advantage. Case studies are presented on British Airways' performance and recovery program.
This document contains a SWOT analysis and PEST analysis of JetBlue Airways operations strategy prior to 2005. It discusses how JetBlue was the first airline to offer various in-flight amenities. The document also compares the economics of JetBlue's E190 and A320 fleets, noting the E190 has higher costs per seat mile but also higher revenue. It agrees with JetBlue's decision to add the E190 to complement its existing A320 fleet. Finally, it recommends JetBlue slow fleet growth across both aircraft types to maintain a balanced fleet.
Southwest Airlines started in 1971 with 3 aircraft and focused on keeping costs low to offer low fares. By emphasizing excellent customer service and a fun, supportive company culture, Southwest was able to achieve significant growth and market share. However, increased competition from other low-cost carriers poses a threat going forward. To sustain its success, Southwest will need to maintain its unique culture while continuing to find new ways to improve efficiency and reduce costs.
This document discusses Air Canada's communications strategies and objectives. It aims to protect and promote the corporate brand by effectively communicating a consistent message of safety, reliability, accountability and luxury to stakeholders. One strategy is using traditional media to communicate Air Canada's upgrades and objectives to customers. Another is expanding the brand by communicating its connection to Canadian national identity, such as through supporting the 2010 Vancouver Olympics. The document also notes opportunities and challenges for Air Canada's communications, such as having a global network and over 23,000 employees.
Air canada- Digital Marketing StrategyKeshav Arora
- Air Canada wants to position itself as the premier travel partner for Canadians to explore their own country as travel anxiety decreases using an omnichannel digital marketing strategy.
- The strategic plan includes two campaigns - "Making Your Dreams Travel" and "CleanCare+" focusing on domestic exploration and COVID-19 safety, running from June to August.
- Key goals are to take an omnichannel approach, increase paid advertising, and boost brand affinity over competitors.
Southwest Airlines was founded in 1971 in Dallas, Texas and has since expanded across the United States and to other countries. It focuses on providing low-cost and reliable air travel. Southwest utilizes several strategies to keep costs low, such as using a single aircraft model, efficient boarding processes, and encouraging employees to assist with multiple tasks. The company also places strong emphasis on developing a positive company culture and profit sharing plan to motivate employees. These consistent practices have helped Southwest withstand economic challenges better than competitors.
This document summarizes information about the European airline industry. It discusses the differences between full service carriers (FSCs) and low cost carriers (LCCs), provides financial statistics for major European airlines and LCCs, and analyzes factors like industry competition and strategic groups. Porter's five forces model is applied to the industry, showing high levels of competition. The document also includes frameworks for analyzing airline strategy and competitive advantage. Case studies are presented on British Airways' performance and recovery program.
This document contains a SWOT analysis and PEST analysis of JetBlue Airways operations strategy prior to 2005. It discusses how JetBlue was the first airline to offer various in-flight amenities. The document also compares the economics of JetBlue's E190 and A320 fleets, noting the E190 has higher costs per seat mile but also higher revenue. It agrees with JetBlue's decision to add the E190 to complement its existing A320 fleet. Finally, it recommends JetBlue slow fleet growth across both aircraft types to maintain a balanced fleet.
UPS uses various technologies like DIAD devices, automated package tracking systems, and mobile apps to efficiently route packages and provide customers real-time tracking. These systems help UPS achieve strategic objectives like lowering costs through route optimization and improving customer service. Without these information systems, UPS would not be able to efficiently deliver over 15 million packages per day, costs would increase, and customer satisfaction would decline, putting UPS at a competitive disadvantage.
Harvard Business School Case Study on Southwest AirlinesPramey Zode
Southwest Airlines has been successful due to its principal values, creation of a unique culture, and business model focused on operational simplicity and low costs. Some strengths that have contributed to its success include having a friendly approach with customers, innovative retention strategies, and a strong work culture. However, the airline is dependent on a single airplane producer and faces threats from increasing costs and competition from other carriers offering similar low-cost services. Overall, Southwest has created a memorable brand focused on customer service through strategies like empowering employees and prioritizing building relationships.
This document provides a case study and agenda for SG Cowen's recruitment process of new candidates. SG Cowen focuses on recruiting from top business schools to find loyal, committed candidates with strong cultural fits. They also consider candidates from other top universities and former associates. The selection process involves on-campus interviews and assessments at "Super Saturday" events. While this process allows for collective decision making, it could be improved with online testing and multiple interview phases to reduce bias. The document analyzes four candidate profiles and considers their strengths and weaknesses for the role.
Southwest Airlines was founded in 1971 with a unique low-cost business model focused on quick turnarounds and customer satisfaction. It spread throughout the "Golden Triangle" region of Texas and emphasized a fun-loving culture. Southwest achieved great financial success in the 1990s and developed a reputation for excellent customer service. It continues to focus on low costs, high employee satisfaction, and putting customers first.
Since the birth of flight in 1903, air travel has emerged as a crucial means of transportation for people and products. The hundred-plus years following the invention of the first aircraft have brought about a revolution in the way people travel. The airline business is a major industry, relied upon by millions not only for transportation but also as a way of making a living.
The document provides details about Airblue, a Pakistani airline, including its history, leadership, routes, fleet, and achievements. It discusses the airline's founding in 2003 and expansion over the years to become one of the largest carriers in Pakistan, as well as its goals to further expand internationally. Key figures mentioned include CEO Tariq Chaudhary and COO Shahid Khaqan Abbasi, the routes it serves, its fleet of Airbus aircraft, and its introduction of technologies like e-ticketing.
115274730 history-of-malaysia-air-linesAzuati Mahmud
Malaysia Airlines has a long history beginning in 1937 and has grown to service over 100 aircraft to 114 destinations globally. It has established a strong brand recognized for its excellent cabin crews and hospitality. However, it faces weaknesses such as low margins and financial losses compared to competitors like Singapore Airlines. Introduction of low-cost carriers like AirAsia also took away much of its domestic market share. To address issues, Malaysia Airlines implemented a Business Turnaround Plan in 2006 that improved profitability but it still lags competitors financially and needs further restructuring such as fleet renewal and strategic alliances.
The document provides an analysis of JetBlue Airlines. It discusses JetBlue's founding, competitive strategy, strengths and weaknesses. Key points include:
- JetBlue was founded in 2000 and had significant financial success in its early years, achieving profits while other airlines lost billions.
- It differentiates itself from competitors like Southwest by offering amenities like seat-back TVs and leather seats.
- JetBlue keeps costs low through efficiencies like operating a standardized fleet and selling tickets exclusively online.
- Though it faces threats from larger competitors, JetBlue has significant strengths in management, customer focus, and low costs relative to the industry.
Southwest Airlines has grown since 1967 to become one of the largest low-cost carriers in the world through a strategy of cost leadership, differentiation, and focus. It keeps costs low by operating a single aircraft type, using secondary airports, and having an average of three cabin crew. Southwest differentiates by offering fun experiences, pets on flights, and bag-free travel. The company focuses on serving price-sensitive and convenient travelers with frequent, reliable flights on shorter routes comparable to driving times.
Dave Carrol, a musician traveled in United Airlines and finds his Guitar being broke due to poor cargo handling. The case tells about the events that followed and how United Airlines responded back and the customer service that was given to Dave and how he responded back.
Southwest Airlines has experienced significant growth since 1982 but now faces new challenges requiring changes to its historic organic growth strategy. While the culture of customer service and employee loyalty built by Herb Kelleher remains integral, Southwest must consider expanding to new airports and markets through mergers and acquisitions as well as modest fare increases to sustain profitability as competition increases.
Southwest Airlines case analysis presentation (designing work organization - ...Aditya Kumar Varshney
Group A8 analyzed Southwest Airlines. Southwest's mission statement focuses on excellent customer service delivered with warmth, friendliness and company spirit for both external customers and internal employees. The mission statement is simple but does not align fully with business strategy or reflect a vision for growth. Southwest has experienced great success through its low-cost strategy of operating fuel-efficient Boeing 737 aircraft on point-to-point routes, keeping fares simple, and focusing on volume over frills. It also emphasizes a unique, fun-loving culture cultivated through employee profit-sharing and development. However, maintaining this culture as the company continues to grow poses a challenge.
Southwest Airlines is a major US airline founded in 1967 that pioneered low-cost air travel. It operates flights across the US and to nearby international destinations. The document provides an overview of Southwest's mission to provide high quality customer service, vision to become the world's most loved airline, services offered, target markets, leadership, and business strategy. It also analyzes the airline industry and Southwest's position using tools like PESTLE, Porter's Five Forces, and SWOT. The purpose is to evaluate Southwest Airlines' business operations and strategies.
Harrah's Entertainment, Inc. Case Analysismbartugs
Harrah's Entertainment needs to decide how to attract new customers, retain existing customers, and regain lost customers while facing competitive pressures. It has strengths in strategic focus, 100% profit growth year-over-year, and strong marketing targeting specific customer segments. Harrah's has 18 casino locations, competitive pricing, and a loyalty program with 15 million members. However, aging facilities and increasing competition pose weaknesses and threats as competitors invest in newer, superior venues and technology like player cards and internet gambling expands.
The document provides an analysis of the Indian aviation industry. It discusses key trends including consolidation in the industry, growing passenger numbers, the focus on low prices, and increasing capacity. It also outlines recent government initiatives to modernize airports and allow greater private investment and foreign ownership. The industry is growing rapidly, with passenger traffic increasing by 19.2% in early 2010 compared to the previous year. However, airlines face challenges from high fuel costs and fluctuations in the value of the rupee. Major players in the industry are discussed including Air India, Indigo, and Jet Airways.
The document provides an overview of Southwest Airlines, including its culture, values, operating practices, history, and financial performance. Southwest Airlines was founded in 1971 and pioneered low-cost, high-frequency, point-to-point air travel. It focuses on customer service and maintaining a fun, people-oriented company culture. Southwest has experienced strong financial performance and growth over the past decades to become one of the largest airlines in the US.
South west airlines case presentation (strategic management & operations)chaithu reddy
This document provides information about Southwest Airlines, including its history, operations, achievements, and strategies. It was founded in 1971 in Texas as a "discount airline". Key points are that it operates over 90 destinations within the US using Boeing 737 aircraft, has over 46,000 employees, and has achieved over 40 consecutive years of profitability. Its strategy focuses on low fares, high-frequency short flights, and excellent customer service.
The document discusses the challenges facing the US airline industry, including rising costs, excess capacity, and increased competition from low-cost carriers. It notes that the industry's financial problems predate 9/11 and that major restructuring will be needed for the legacy carriers to adapt to current market conditions and regain profitability. Code-sharing agreements between carriers are seen as one way to cut costs through increased cooperation.
British Airways is the flag carrier airline of the United Kingdom, founded in 1924. Its mission is to be "The World's Favourite Airline" by providing a full service experience. Its goals include reducing its environmental impact through decreasing carbon emissions, waste, and noise. British Airways has a number of internal capabilities, such as its aircraft fleet and destinations. Externally, it has close relationships with customers and alliances with other airlines. Using Porter's Five Forces model, British Airways faces high competitive rivalry and threat of new entrants in the airline industry.
- Ryanair announced a new route between London and Dublin in 1986 using a 44-seat plane with 4 daily round trips
- Ryanair estimated annual revenues of over 6 million Irish pounds assuming 100% occupancy of flights
- Ryanair estimated much lower annual costs of around 95,000 Irish pounds per ticket compared to British Airways' 155,000 Irish pounds per ticket for the same route
- This would give Ryanair an estimated annual profit of over 205,000 Irish pounds from the new route
- Aer Lingus could respond by lowering prices and accepting losses in the short term, or focus on other business lines besides passenger flights
- British Airways, as a larger government-supported carrier, was less concerned about
The document analyzes strategies for reversing declining demand at Vera Bradley. It finds the company's traditional products no longer attract new customers. It recommends Vera Bradley expand into Asia Pacific markets and use customized marketing to target career women. Specifically, it suggests partnering with retailers to enter new regions and creating a VIP list of local influencers to promote the brand through social media. This targeted approach could help Vera Bradley differentiate itself and produce higher growth.
UPS uses various technologies like DIAD devices, automated package tracking systems, and mobile apps to efficiently route packages and provide customers real-time tracking. These systems help UPS achieve strategic objectives like lowering costs through route optimization and improving customer service. Without these information systems, UPS would not be able to efficiently deliver over 15 million packages per day, costs would increase, and customer satisfaction would decline, putting UPS at a competitive disadvantage.
Harvard Business School Case Study on Southwest AirlinesPramey Zode
Southwest Airlines has been successful due to its principal values, creation of a unique culture, and business model focused on operational simplicity and low costs. Some strengths that have contributed to its success include having a friendly approach with customers, innovative retention strategies, and a strong work culture. However, the airline is dependent on a single airplane producer and faces threats from increasing costs and competition from other carriers offering similar low-cost services. Overall, Southwest has created a memorable brand focused on customer service through strategies like empowering employees and prioritizing building relationships.
This document provides a case study and agenda for SG Cowen's recruitment process of new candidates. SG Cowen focuses on recruiting from top business schools to find loyal, committed candidates with strong cultural fits. They also consider candidates from other top universities and former associates. The selection process involves on-campus interviews and assessments at "Super Saturday" events. While this process allows for collective decision making, it could be improved with online testing and multiple interview phases to reduce bias. The document analyzes four candidate profiles and considers their strengths and weaknesses for the role.
Southwest Airlines was founded in 1971 with a unique low-cost business model focused on quick turnarounds and customer satisfaction. It spread throughout the "Golden Triangle" region of Texas and emphasized a fun-loving culture. Southwest achieved great financial success in the 1990s and developed a reputation for excellent customer service. It continues to focus on low costs, high employee satisfaction, and putting customers first.
Since the birth of flight in 1903, air travel has emerged as a crucial means of transportation for people and products. The hundred-plus years following the invention of the first aircraft have brought about a revolution in the way people travel. The airline business is a major industry, relied upon by millions not only for transportation but also as a way of making a living.
The document provides details about Airblue, a Pakistani airline, including its history, leadership, routes, fleet, and achievements. It discusses the airline's founding in 2003 and expansion over the years to become one of the largest carriers in Pakistan, as well as its goals to further expand internationally. Key figures mentioned include CEO Tariq Chaudhary and COO Shahid Khaqan Abbasi, the routes it serves, its fleet of Airbus aircraft, and its introduction of technologies like e-ticketing.
115274730 history-of-malaysia-air-linesAzuati Mahmud
Malaysia Airlines has a long history beginning in 1937 and has grown to service over 100 aircraft to 114 destinations globally. It has established a strong brand recognized for its excellent cabin crews and hospitality. However, it faces weaknesses such as low margins and financial losses compared to competitors like Singapore Airlines. Introduction of low-cost carriers like AirAsia also took away much of its domestic market share. To address issues, Malaysia Airlines implemented a Business Turnaround Plan in 2006 that improved profitability but it still lags competitors financially and needs further restructuring such as fleet renewal and strategic alliances.
The document provides an analysis of JetBlue Airlines. It discusses JetBlue's founding, competitive strategy, strengths and weaknesses. Key points include:
- JetBlue was founded in 2000 and had significant financial success in its early years, achieving profits while other airlines lost billions.
- It differentiates itself from competitors like Southwest by offering amenities like seat-back TVs and leather seats.
- JetBlue keeps costs low through efficiencies like operating a standardized fleet and selling tickets exclusively online.
- Though it faces threats from larger competitors, JetBlue has significant strengths in management, customer focus, and low costs relative to the industry.
Southwest Airlines has grown since 1967 to become one of the largest low-cost carriers in the world through a strategy of cost leadership, differentiation, and focus. It keeps costs low by operating a single aircraft type, using secondary airports, and having an average of three cabin crew. Southwest differentiates by offering fun experiences, pets on flights, and bag-free travel. The company focuses on serving price-sensitive and convenient travelers with frequent, reliable flights on shorter routes comparable to driving times.
Dave Carrol, a musician traveled in United Airlines and finds his Guitar being broke due to poor cargo handling. The case tells about the events that followed and how United Airlines responded back and the customer service that was given to Dave and how he responded back.
Southwest Airlines has experienced significant growth since 1982 but now faces new challenges requiring changes to its historic organic growth strategy. While the culture of customer service and employee loyalty built by Herb Kelleher remains integral, Southwest must consider expanding to new airports and markets through mergers and acquisitions as well as modest fare increases to sustain profitability as competition increases.
Southwest Airlines case analysis presentation (designing work organization - ...Aditya Kumar Varshney
Group A8 analyzed Southwest Airlines. Southwest's mission statement focuses on excellent customer service delivered with warmth, friendliness and company spirit for both external customers and internal employees. The mission statement is simple but does not align fully with business strategy or reflect a vision for growth. Southwest has experienced great success through its low-cost strategy of operating fuel-efficient Boeing 737 aircraft on point-to-point routes, keeping fares simple, and focusing on volume over frills. It also emphasizes a unique, fun-loving culture cultivated through employee profit-sharing and development. However, maintaining this culture as the company continues to grow poses a challenge.
Southwest Airlines is a major US airline founded in 1967 that pioneered low-cost air travel. It operates flights across the US and to nearby international destinations. The document provides an overview of Southwest's mission to provide high quality customer service, vision to become the world's most loved airline, services offered, target markets, leadership, and business strategy. It also analyzes the airline industry and Southwest's position using tools like PESTLE, Porter's Five Forces, and SWOT. The purpose is to evaluate Southwest Airlines' business operations and strategies.
Harrah's Entertainment, Inc. Case Analysismbartugs
Harrah's Entertainment needs to decide how to attract new customers, retain existing customers, and regain lost customers while facing competitive pressures. It has strengths in strategic focus, 100% profit growth year-over-year, and strong marketing targeting specific customer segments. Harrah's has 18 casino locations, competitive pricing, and a loyalty program with 15 million members. However, aging facilities and increasing competition pose weaknesses and threats as competitors invest in newer, superior venues and technology like player cards and internet gambling expands.
The document provides an analysis of the Indian aviation industry. It discusses key trends including consolidation in the industry, growing passenger numbers, the focus on low prices, and increasing capacity. It also outlines recent government initiatives to modernize airports and allow greater private investment and foreign ownership. The industry is growing rapidly, with passenger traffic increasing by 19.2% in early 2010 compared to the previous year. However, airlines face challenges from high fuel costs and fluctuations in the value of the rupee. Major players in the industry are discussed including Air India, Indigo, and Jet Airways.
The document provides an overview of Southwest Airlines, including its culture, values, operating practices, history, and financial performance. Southwest Airlines was founded in 1971 and pioneered low-cost, high-frequency, point-to-point air travel. It focuses on customer service and maintaining a fun, people-oriented company culture. Southwest has experienced strong financial performance and growth over the past decades to become one of the largest airlines in the US.
South west airlines case presentation (strategic management & operations)chaithu reddy
This document provides information about Southwest Airlines, including its history, operations, achievements, and strategies. It was founded in 1971 in Texas as a "discount airline". Key points are that it operates over 90 destinations within the US using Boeing 737 aircraft, has over 46,000 employees, and has achieved over 40 consecutive years of profitability. Its strategy focuses on low fares, high-frequency short flights, and excellent customer service.
The document discusses the challenges facing the US airline industry, including rising costs, excess capacity, and increased competition from low-cost carriers. It notes that the industry's financial problems predate 9/11 and that major restructuring will be needed for the legacy carriers to adapt to current market conditions and regain profitability. Code-sharing agreements between carriers are seen as one way to cut costs through increased cooperation.
British Airways is the flag carrier airline of the United Kingdom, founded in 1924. Its mission is to be "The World's Favourite Airline" by providing a full service experience. Its goals include reducing its environmental impact through decreasing carbon emissions, waste, and noise. British Airways has a number of internal capabilities, such as its aircraft fleet and destinations. Externally, it has close relationships with customers and alliances with other airlines. Using Porter's Five Forces model, British Airways faces high competitive rivalry and threat of new entrants in the airline industry.
- Ryanair announced a new route between London and Dublin in 1986 using a 44-seat plane with 4 daily round trips
- Ryanair estimated annual revenues of over 6 million Irish pounds assuming 100% occupancy of flights
- Ryanair estimated much lower annual costs of around 95,000 Irish pounds per ticket compared to British Airways' 155,000 Irish pounds per ticket for the same route
- This would give Ryanair an estimated annual profit of over 205,000 Irish pounds from the new route
- Aer Lingus could respond by lowering prices and accepting losses in the short term, or focus on other business lines besides passenger flights
- British Airways, as a larger government-supported carrier, was less concerned about
The document analyzes strategies for reversing declining demand at Vera Bradley. It finds the company's traditional products no longer attract new customers. It recommends Vera Bradley expand into Asia Pacific markets and use customized marketing to target career women. Specifically, it suggests partnering with retailers to enter new regions and creating a VIP list of local influencers to promote the brand through social media. This targeted approach could help Vera Bradley differentiate itself and produce higher growth.
Treadway Tire Company Implementation Plan FINALWhitney Parkin
The summary provides an implementation plan for Treadway Tire Company to address cultural issues by implementing short and long-term changes. In the short-term, the plan recommends implementing 8-hour shifts, skill workshops for line foremen, clearly defining job expectations, and establishing specific workplace guidelines and rules. Long-term recommendations include formalizing training programs, establishing an open and positive organizational culture, and transforming management approaches. Key aspects of the plan include establishing a guiding coalition, creating a new vision focused on team emphasis and risk-taking, and using Kotter's 8 step model to institutionalize changes through communication, recognition programs, and evaluating interventions.
This document provides a summary of chapters from a book on strategy analysis. It discusses analyzing both the external and internal environment. For the external environment, it covers topics like PESTEL analysis, Porter's five forces model, and industry structure. For the internal environment, it discusses resources, capabilities, core competencies, and analytical frameworks like the resource-based view, 7S model, and VRIO framework. The goal is to understand a firm's internal strengths and how to leverage them to exploit external opportunities.
This document lists various international airlines including Air Canada, Air France, Air New Zealand, Emirates, Etihad, Eurofly, Japan Airlines, Lufthansa, Singapore Airlines, Thai Airways, Virgin Atlantic. It also notes that it forgot to include the Brazilian airlines TAM and GOL.
Rising fuel costs and a global economic slowdown present challenges for Air Canada. Fuel costs for airlines have increased from $44 billion in 2003 to $178 billion in 2011, and the 2008 financial crisis led to falling demand for air travel. Adopting a cost leadership model could help Air Canada compete, but may be difficult due to non-controllable fuel costs and other expenses. The airline may need to focus on both cost cuts and service quality to succeed in the competitive airline industry.
Reading In The Future, it is a series of forecasting presentations, concerning airlines, most of the airlines addressing their performance of current month for current year to the same month of the previous year, i.e is month by month comparison by looking backward, no target setting/ level to achieve. Today the story is different and the approach is unique, airlines can define their seasonality patterned and consequently set their targets in future, and it is your decision to look backward and stick on it, or move onward by setting your targets and try to achieve them..
Goodyear faced challenges with its hybrid distribution model. [1] Small independent dealers provided high-touch service but required resources from Goodyear. [2] Manufacturer-owned outlets educated customers but were costly. [3] Large chains prioritized discounts over brand loyalty. Goodyear struggled to balance these conflicting channel goals as each member pursued independent interests over the manufacturer's.
Air Canada acquired Canadian Airlines in 2001 and faced operational challenges integrating the two airlines. In 2001, the events of September 11th led Air Canada to file for creditor protection. In 2004, Deutsche Bank provided $850 million in financial aid to prevent Air Canada's bankruptcy. Air Canada's strategies included expanding international operations, reducing costs, improving customer service, and fostering cultural change. The document identifies and analyzes risks such as currency risk, operational/technological risk, market risk, interest rate risk, catastrophic risk, and economic risk. It provides recommendations for hedging and managing these risks through tools like insurance, contingency planning, currency derivatives, and adjusting hedging strategies.
El documento describe lugares para visitar y actividades para realizar en Australia, incluyendo playas magníficas, buceo, surf y observación de fauna como koalas y canguros.
Smm6: Social Media Management_Gestao dos Social Media 6Manuela Aparicio
This document discusses social media marketing and user-generated content. It characterizes consumer behavior on social media, such as posting status updates, creating blogs, and sharing videos. Consumer purchasing of products through social media is also examined. The document outlines the areas of social media marketing including social communities, publishing, entertainment and commerce. It describes paid, owned and earned social media and different media types used in social media marketing. Metrics for measuring influence on social media are presented along with frameworks for social listening and responding to consumers. Career roles in social media are listed.
The document summarizes mortality statistics from the emergency department of AIIMS, New Delhi, India in 2010. It shows the total number of deaths and brought dead cases on a monthly basis, with the highest numbers in June (57 brought dead), July (54 brought dead), and March (34 brought dead). Over the year there was a total of 135 deaths and 444 brought dead cases seen in the emergency department.
1. The internship involves supporting the Sales Support Center through uploading files to the correct folders, loading media into the library, linking and tagging files in the content editor, and creating an end result sales support center.
2. Part of the internship involves attending press checks to ensure color accuracy when replicating live color chips. A recent project was creating a color guide for Menards Wolman.
3. The intern will also assist with formal routings which involves working with other teams like brand, legal, and senior management to get approvals through the routing process.
Village life in India is simple, with villagers wearing simple clothes and eating simple food while making their living primarily through farming. Most Indians live in villages where life revolves around agricultural work from dawn until dusk, as farmers work tirelessly in the fields to provide food for the country. Though village homes are small and made of mud with straw roofs, rural Indian communities are growing economically stronger.
NOTE This Industry overview is only a starting point for your an.docxhenrymartin15260
NOTE: This Industry overview is only a starting point for your analysis. Environment and industry issues can change rapidly and some of the information here may therefore be out-of-date.
You MUST supplement this information with additional research.
The Airline Industry
4940- Summer, 2014
Few inventions have changed how people live and experience the world as much as the invention of the airplane. During both World Wars, government subsidies and demands for new airplanes vastly improved techniques for their design and construction. Following World War II, the first commercial airplane routes were set up in Europe. Over time, air travel has become so commonplace that it would be hard to imagine life without it. The airline industry certainly has progressed. It has also altered the way in which people live and conduct business by shortening travel time and altering our concept of distance, making it possible for us to visit and conduct business in places once considered remote.
The airline industry exists in an intensely competitive market. In recent years, there has been an industry-wide shakedown, which will have far-reaching effects on the industry's trend towards expanding domestic and international services. In the past, the airline industry was at least partly government owned. This is still true in many countries, but in the U.S., all major airlines have come to be privately held. The U.S. airline industry has been in a chaotic state for a number of years. According to the Air Transport Association, the airline industry’s trade association, the loss from 1990 through 1994 was about $13 billion, while from 1995 through 2000, the airlines earned about $23 billion and then lost about $35 billion from 2001 through 2005. Against this backdrop of poor financial performance, dramatic changes in industry structure have occurred. Growth in air passenger traffic has outstripped growth in the overall economy and the U.S. airline industry remains in the midst of an historic restructuring. Over the last five years, U.S. network airlines have reduced their annualized mainline costs excluding fuel by more than 25%, or nearly $20 billion.
While some of the cost savings realized in the industry were the product of identifying greater operational efficiencies, most of the savings were generated by renegotiation of existing contractual arrangements with creditors, aircraft lessors, suppliers and airline employees and achieved either through the bankruptcy process itself or under threat of bankruptcy. A portion of industry capacity still operates in bankruptcy. But, it is down from a high of 46 percent in 2005. As a result, several carriers that were near liquidation now have lower cost structures that should allow them to show improved performance.
Economic profile of the Air line industry: The airline industry has always exhibited cyclicality because travelers' demand is sensitive to the performance of the macro economy yet airl.
Virgin Atlantic, Marketing, External Environment, Internal Environment, Porter's Five forces Model, IIFM, Indian institute Of Forest Management, Richard Branson
Strategic Management (Lucky Air Case Study)Parth Khurana
Lucky Air is a Chinese low-cost carrier based in Kunming, Yunnan. It was founded in 2004 and officially became a low-cost carrier in 2016. Lucky Air operates domestic routes from its hub at Kunming Changshui International Airport using a fleet of 57 narrow-body aircraft that fly to 62 destinations. It faces competition from other Chinese carriers like China Eastern Airlines and Kunming Airlines. Lucky Air aims to cut costs through strategies like cost leadership, differentiation, and using information technology. However, it also faces threats such as high fuel costs and industry regulations.
The Australian airline industry is dominated by two major airlines, Qantas and Virgin. A PEST analysis identified key political, economic, social and technological factors impacting the industry, such as industry deregulation, rising fuel costs, a tight labor market, and advances in airplane and information technology. A Porter's Five Forces analysis found competition to be intense between Qantas and Virgin due to their dominance, with potential new entrants facing moderate to high barriers. Opportunities for the airlines include regional expansion and taking advantage of international route designations, while threats include rising costs and potential new competition. The document recommends strategies like cost cutting, differentiation, and workforce efficiencies for the airlines to gain competitive advantages.
The Impact of Blockchain on Ryanair's Dynamic PricesAntonio Auricchio
What impact will the Blockchain have in terms of the design of Ryanair as an organization ? Let's say that we get the world to allow the Blockchain to evolve the way the paper proposes. Then what? How will this affect the way Ryanair will be designed and how will it function if it is based on a Blockchain architecture?
The Future of Airline Retail - Fast Future Report 19 07 11Rohit Talwar
This document summarizes key discussions from an airline retail conference. Six main challenges were identified: 1) continued economic uncertainty, 2) deepening customer insight, 3) driving innovation to increase customer relationships and revenue, 4) leveraging new technologies, 5) rethinking traditional offerings, and 6) evaluating revenue sharing between airlines, airports, and suppliers. New technologies like Wi-Fi, seatback displays, tablets, and smartphones were discussed as ways to engage customers, sell virtual products, and drive additional revenue. Traditional aspects like brochures, retail carts, and food were also discussed in terms of innovation.
Revenue management first appeared in the airline industry in the early 1980s. It arose from the need for accurate demand estimates and profit-generating resource allocations in a newly deregulated environment. We begin this program and this module with a look back at the main causes and consequences of airline deregulation in North America. We describe how the deregulated North American airline industry has encouraged a trend toward deregulation, or at least liberalization, worldwide. We then move on to introduce the basic concept involved in airline revenue management.
The Indian aviation industry has faced many challenges in recent years including high fuel prices, overcapacity, and periods of subdued demand growth. Most airlines have high debt burdens and liquidity constraints. The government has taken steps to allow foreign investment in airlines and direct fuel imports, but these may not fully address the industry's fundamental problems. Over the long term, airlines need to improve their cost structures and the industry needs better alignment of capacity and demand to restore pricing power. Traffic growth has been steady, but intense competition has reduced yields and profits in the face of high costs exacerbated by high fuel prices and a weak rupee.
This document discusses the political, economic, and competitive factors that have impacted the European airline industry. It analyzes how deregulation, wars, and terrorism have changed the industry politically. Economically, it explores how recessions and rising oil prices have affected profits. Competitively, it examines the low-cost business model of carriers like Ryanair and EasyJet and how they have gained significant market share through low fares. The future prospects discussed maintaining cost advantages for low-cost carriers while major airlines will face challenges competing on price.
This document provides an overview of Emirates airline, including key details about its founding, headquarters, fleet size, destinations served, and ownership structure. It also summarizes some of Emirates' strategic partnerships and business activities. Charts are presented showing Emirates' revenue sources and value creation approaches. The document then analyzes Emirates' success in building a strong global brand, including factors like government support, employee satisfaction, and innovation. Apparent weaknesses in Emirates' strategic direction are discussed, along with potential solutions. The impact of declining fuel prices on Emirates' future strategy is also considered.
This document provides an overview of Emirates airline, including key details about its founding, headquarters, fleet size, destinations served, and ownership structure. It also summarizes some of Emirates' strategic partnerships and business activities. Charts are presented showing Emirates' sources of revenue and costs. The document then analyzes Emirates' success in building a strong global brand, including factors like government support, employee satisfaction, and innovation. Potential weaknesses in Emirates' strategic direction are discussed, along with how the airline could address issues like overlooking faults in marketing and being overconfident in its industry position. The impact of declining fuel prices on Emirates' future strategy is also considered.
The document provides an introduction to airline industry economics. It discusses how air travel has grown globally and facilitated other industries. It describes the airline industry structure as an oligopoly with few dominant firms and high barriers to entry. It outlines the oligopolistic characteristics airlines exhibit and discusses factors like market share, mergers, mutual dependence, and non-price competition. The document also covers the airlines' economic characteristics such as high costs of labor, fuel, and technology changes. It analyzes how airlines are sensitive to economic fluctuations.
Case Study on GETTING AIRLINES ALLIANCES OFF THE GROUNDAJ Raina
This case study on GETTING AIRLINES ALLIANCES OFF THE GROUND (International Business) was prepared by the students of Era Business School, New Delhi (PGDM 2012-14 batch)
Aer Lingus is an Irish airline that provides both passenger and cargo air transportation services. It operates short-haul routes within Europe and long-haul routes to the United States. A SWOT analysis identifies Aer Lingus' strengths as its strong foothold in the European market and large fleet size. Weaknesses include alleged strained employee relations and limited international presence. Opportunities exist to expand routes and destinations with its new fleet. Threats include increasing fuel costs, changing regulations, and competition. Aer Lingus' ability to effectively execute its low-cost business model and coordinate with suppliers is critical to its success, especially in an economic downturn where demand for travel is reduced.
Issues & Trends - The Global Budget Airline Industry V2ahabib10
The document provides an overview of the global budget airline industry, including major players, business models, competitive landscape, and critical issues. It discusses the low-cost carrier business model of relying on high volume and eliminating ancillary services to offer lower fares. Additionally, it outlines several trends and challenges facing the industry, such as managing ancillary revenues, disruptive government regulations, and declining demand due to factors like the H1N1 virus.
The Boeing Company provides an overview of its organization, leadership, core competencies, and situation analysis. It discusses its two main business segments, corporate functions, mission and values. Boeing also summarizes its Connexion in-flight internet service, including its high costs, low usage rates, and marketing mistakes. It finds that Connexion's $500,000+ installation costs per plane and lack of customers led to huge losses despite over $1 billion invested over 6 years. Recommendations include smarter market research, understanding airlines as gatekeepers not customers, and accessibility to gain network effects.
JOINT VENTURE OF BRITISH AIRWAYS, AMERICAN AIRLINES AND IBERIA AIRLINESIsmam Shawon
This presentation summarizes a proposed joint venture between British Airways, American Airlines, and Iberia Airlines to jointly manage capacity, prices, and share revenues and expenses on routes connecting North America and Europe. The joint venture would allow the airlines to cut costs through better coordination while also avoiding price competition. Customers would benefit from an expanded network with more direct flight options. However, some argue large airline alliances could eventually dominate the global market and lead to reduced competition, higher prices, and less innovation. The presentation also discusses various strategies airlines have used to remain profitable without forming alliances, and methods the joint venture partners could employ to divide revenues and costs.
The document discusses how airports can become smarter by embracing new technologies. It describes how instrumentation, interconnectivity, and intelligence can help airports overcome challenges like capacity issues, dissatisfied passengers, and declining revenue. Specifically, it explains how using technologies like RFID, sensors, and mobile devices airports can track passengers, bags, and processes throughout the airport to improve operations and customer service. It also discusses how connecting previously separate airport systems through shared services and control centers allows different stakeholders to work collaboratively and share important information.
JetBlue Airways has differentiated itself from competitors by providing extra amenities like satellite TV and radio on every seat. However, operational issues from unsustainable growth, high fuel prices, and fleet costs led to losses in 2006. While demand for air travel is growing internationally as more countries see rising economies, JetBlue faces threats from fluctuating demand, increasing fuel costs, customer complaints, and strong competition from other major airlines.
1. An External, Internal and Financial Analysis of
Air Canada
Strategic Management | BUS 800 - 021
Submitted by:
Group Members:
Arman Mohammadi
Sharlene Morgan
Steven Palazzo
Neeraj Saini
Abiman Sureskumar
Submitted to:
Professor Timothy Pervin
Submitted on:
December 9th
, 2016
Ted Rogers School of Management
Ryerson University
2. Air Canada – External Analysis
Airline and Aviation Industry
3. 1.0 PESTEL Analysis
1.1 Political Environment
o Transnational Companies - the airline industry is a mature industry with big players. Apart
from the two major players, Air Canada and WestJet; the other players are companies with
head offices outside of Canada and as such compete on numerous routes. These foreign-
owned companies are big enough to subsidize routes and recoup in other areas. They also
can spread their overhead cost to numerous departments (economies of scope).
o Transfer Pricing - most foreign invested companies use transfer pricing as a means to
ensure that most of the profits are realized favorably. Unfortunately, the Canadian
government takes issue with the companies who decide to transfer their profits to another
country if the profits are realized in Canada. It believes that these profits should be taxed
in Canada and not in a host country where tax benefits can be taken advantage of.
o Taxes - the airline industry is heavily taxed. The taxation is for normal custom taxes up to
environmental taxes for air pollution. All these taxes are passed to consumers and reflected
in a higher priced fare.
Implications on Air Canada - Air Canada’s head office is in Canada, unlike other international
airlines and so it has to pay higher taxes and fees. This will impact their profits and their capacity
to expand beyond the domestic market. In addition, Air Canada’s main route has been its domestic
market, therefore if seat capacity should decrease, either the company has to expand to other
markets or feel the pressure in its gorged profits. It added baggage prices to a mix of non-standard
prices to offset the taxes it pays to the government. However, this is being met with mixed feelings
by customers.
1.2 Economic Environment
o Cloud Services - due to technological changes, most airlines have moved from physical
flight bookings and check-in services to online bookings and check-ins. This has saved
them on operational costs. In addition, electronic communication using messaging systems
to solve customer problems has become standard across the industry.
o Impact of Fuel Prices - the economic downturn in 2008 and the fluctuating prices of fuel
has caused a tightening in the airline industry leaving the major airlines fighting for
passenger seat capacity and using alliances and partnerships to ensure capacity. To this
end, many carriers went belly-up in the market (Zip and Zoom Airlines). The low cost of
fuel has really assisted many carriers with lower operational costs and thus more profits.
Implications on Air Canada - Air Canada has to compete with companies on certain routes that
can provide bargain prices without the hassle of higher overhead due to higher taxes and
environmental fees. With new entrants using secondary airports, they cut into the profits of the
bigger players in the market. Air Canada has benefitted from low fuel prices that have increased
profits. However, with the new Organization of the Petroleum Exporting Countries (OPEC) deal,
the crude oil prices are set to rise. The coloration between crude and fuel is already established as
an increase in crude oil normally means an increase in fuel prices which raises operational costs.
4. 1.3 Social Environment
o Safety - safety is highly regulated under aviation regulation. The Canadian Transport
Agency (CTA) is the regulator that monitors closely the safety measures put in place. This
is a huge factor in transportation services and in the airline industry in particular. There are
strict regulations in Canada on safety from arrival to the airport to destination. Many
airlines try to differentiate themselves with this feature. Planes are routinely checked at the
airport after every flight. This impacts the bottom-line as planes need to be physically fit
to fly and also ensure the safety of their passengers.
o Shift in Customer Demand - customer demand has shifted towards faster service and quick
response. The introduction of online sales, third party seat sales, and mobile services, have
greatly improved the way customers interact with air transportation. Customers purchase
their own tickets instead of going through an agent, pay for baggage fees and check-in
online before entering the airport.
Implications on Air Canada - Air Canada has to pass through tough regulations in safety standards
to compete with other carriers. It is these standards that help Air Canada to differentiate itself from
its competitors to be named in the top 2% in North America. In addition, Air Canada has already
established online and mobile presence for booking, check-in and monitoring of flights although
WestJet also has a significant presence in these areas as well.
1.4 Technological Environment
o Rapid Change - the Airline industry has to keep up with new aerodynamic technology to
get passengers to their destinations in a timely manner. This means that airlines are
important investments. These airlines compete for the most recent technologically
advanced planes from the airplane manufacturers. In addition, many companies have
infused technology into their processes such as booking and check-in services. They have
also adapted to mobile services providing customers to interact on the go.
Implications on Air Canada – Air Canada has included aerodynamic technology to differentiate
itself in the market. Boeing, an airplane manufacturer, has designed and built Boeing 787 planes
that Air Canada has configured to include more economy passengers than first class ones. This
vastly increases the number of seat sales as most customers buy economy instead of first class. Air
Canada has also infused technology within their internal systems to meet customer demands.
1.5 Ecological Environment
o Weather Patterns - the industry is dependent on good weather to make profits. Therefore,
weather monitoring is imperative to ensure that the staff and passengers are safe.
o Environmental Sustainability - airlines produce pollutants in the air when used in
transportation. Due to this fact, the Canadian government charges an environmental tax on
all flights. This environmental tax is passed on to customers.
Implications on Air Canada – the environmental tax impacts Air Canada as the fares are not
competitive with other North American companies. The overall cost of the airfare to customers is
higher than some of its rivals (Delta and American) and thus affects its bottom line.
5. 1.6 Legal Environment
o Environmental Regulation Act - all airlines in Canada are charged an environmental tax
and must adhere to all regulations. Many companies self-monitor and use their governance
and Corporate Social Responsibility (CSR) structure to lower their carbon footprint.
o Canadian Aviation Act - this regulation governs the parts, service of aircraft, licensing of
aircraft, licensing and training of airline staff, operations of the air as well as
airworthiness. Another newly added piece of legislation is the opening up of the airline
industry to accept foreign airlines to compete with the Canadian airlines in the Canadian
market. Foreign airline ownership has now increased from 25% to 49%.
Implications on Air Canada - the Act and regulatory oversight body make it expensive to operate
an air carrier in Canada as there are heavy start-up costs. In addition, Air Canada has to compete
with new discount carriers planning to enter the market (such as Southwest Airlines) due to
favorable increase in acquisition shares.
2.0 Industry Economic Traits
2.1 Implications for Air Canada
3.0 Porter’s Five Forces of Competition
3.1 Industry Rivalry
o Concentrated Competition – the competition between the businesses in the airline and
aviation industry is very focused and concentrated. This can be attributed to the fact that
the competition from cheaper airlines on traditional carriers is enormous. There are also
higher cost carriers who serve as competition in a different way as their primary point of
differentiation is through their superiority in customer service. Furthermore, more
traditional businesses in this industry will have more variety with regards to where
consumers can fly to and depart from. Therefore, although the traditional carriers possess
most of the market share in this industry; there is no doubt that the smaller carriers are
closing the gap through offering flights of lower costs and concentrating on popular flights
in the market. This variable is a huge detractor to the attractiveness of the airline and
aviation industry because of the fact that the high number of smaller carriers in the industry
who are entering the industry with aggressively low prices are making the competitive
rivalry in the industry very high.
3.2 Threat of Substitutes
o Smaller Airline Carriers – as stated above, there are numerous airline carriers within the
airline and aviation industry that are entering the industry by using a penetrative pricing
model where they look to attract consumers with low prices. Consumer trends today in the
airline and aviation industry also have began to focus more on finding cheaper flights than
comfort due to the high prices that most traditional carriers display. The smaller airline
carriers have strictly aligned themselves with the most popular consumer trend which is
cheaper airline flights and together; it is changing the attractiveness of the industry. This
variable has a negative impact on the industry because consumers are becoming more cost
6. sensitive which lends proof to the idea that the smaller airlines have a higher chance of
success when going up against the larger, more traditional airlines in the industry.
o Other Modes of Transportation – substitutes that consist of other modes of transportation
such as cars, boats, trains are also less favourable transportation methods that consumers
look to use depending on the distance to their destination, the time it would take to arrive
at their destination and the cost of reaching their destination by car, boat or train. However,
there exists no mode of transportation unlike air travel. Air travel will always be most
popular choice of transportation because it is the fastest mode of transportation and the
most comfortable. This variable would not hinder the attractiveness of the airline and
aviation industry due to these reasons. This variable actually shows that the industry is very
attractive because air travel is the most popular mode of transportation. The impact of this
variable is low because most people prefer flight as their preferred mode of transportation
for mid to long travel times.
3.3 Threat of Entry
o Government Restrictions and Legislations – within the airline and aviation industry, there
exists a plethora of government rules, regulations, restrictions and legislations that
decreases the impact of new entrants to the industry. For example, in Canada, there exists
the Canadian Aviation Act that governs the parts, service of aircraft, licensing of aircraft,
licensing and training of airline staff, operations of the air as well as airworthiness. Another
newly added piece of legislation is the opening up of the airline industry to accept foreign
airlines to compete with the Canadian airlines in the Canadian market. Foreign airline
ownership has now increased from 25% to 49%. Furthermore, Canada also has their
Environmental Regulation Act where all airlines are charged an environmental tax and so
firms in the industry are always conscious of the importance of lowering their carbon
footprint. Therefore, this variable makes the industry somewhat attractive because although
there are strict legislations firms must follow in certain countries; the threat of new entrants
is moderate for the same reason.
o Capital Commitments – any firm entering the airline and aviation industry; a huge capital
comment is required to be a successful player in the industry because of the extremely high
costs of purchasing aircrafts, paying overhead costs and salaries. Therefore, this makes
entering this industry less attractive due to the massive capital commitment that would be
required for any firm thinking of joining the industry.
3.4 Supplier Power
o Aircraft Costs, Fuel Costs and Labour Costs – the three main inputs that firms are at
competition for with each other in the airline and aviation industry are aircraft, fuel and
labour. The price of fuel is linked to the fluctuations in the global market for oil which can
be an extremely volatile market as oil is a commodity. Labour costs are associated with the
relationship between firms and the union. Unions attempt to collectively bargain and
receive benefits and other concessions from airline companies which can drive up costs for
a firm in the industry. Finally, firms within the industry obviously need aircrafts and are
bought as a sales transaction or on a lease basis. The two biggest suppliers of aircraft
requirements are Airbus and Boeing. The power of the suppliers is very high with regards
to aircraft, fuel and labour costs. This does not bode well for the attractiveness for the
7. industry as these inputs are all costly and require massive commitments from firms in order
to be successful in the industry.
3.5 Buyer Power
o Price Sensitivity – within the airline and aviation industry, there is a substantial market
segment that isn’t divided by any demographic. As in, the consumer market for this
industry consists of people of all ages and all nationalities that can afford a flight.
Therefore, the large consumer segment decreases buyer power due to the fact that the effect
of losing one customer to any airline company is marginal. The consumers in this industry
are highly price sensitive as their main priority is securing flights for the lowest possible
price or for the best deals that include lodging, food, etc. Therefore, buyer power is at a
moderate level within this industry. However, this does not bode well for the attractiveness
of the industry at least for the larger firms because of the fact that there are numerous
smaller airlines entering the market offering competitively low prices which means that the
larger and more reputable firms are taking a hit.
3.6 Conclusion
o To conclude, the airline and aviation industry can be classified as somewhat to not very
attractive to firms who wish to enter the market. This is due to the plethora of reasons
outlined in the five forces analysis outlined above. There is a high supplier power which
means suppliers have leverage over firms in the airline and aviation industry. Furthermore,
the buyers in this industry also have leverage over the firms because they can constantly
compare prices and look for the best deals that are tailored towards their personal needs.
There are huge barriers to entry into the market with the numerous legislations that airlines
are subjected to. Furthermore, firms in the industry also require huge capital investments
to enter. There is a high degree of threats by substitute firms who are entering the market
with competitively low prices. This has also resulted in a higher intensity of competitive
rivalry between firms in the industry.
4.0 Driving Forces
o Technology Advancements - the advent of new aviation and information technologies has
impacted the airline industry in a positive way. Airline companies are using these
technologies to control their fuel, and operating costs, thus improving their financials. The
creation of online travel websites such as expedia.org, and Travelocity have increased
publicity for airplane companies.
o Oil Prices - fluctuation in oil prices influences the industry’s operations. Jet Fuel is a
valuable commodity for all airline companies and fluctuations in its price may affect the
company’s financial performance (i.e. bottom line) positively or negatively depending on
the direction of the change. Increase in oil prices would increase expenses, and reduce
profits for the airline companies, and increase airfare for passengers. Decrease in oil prices
would have the opposite effect; that is, it would reduce expenses, and increase profits for
the airline companies, and reduce airfare costs for passengers. Given the heavy reliance on
fossil fuels, oil market has impacted the airline industry for decades, and will continue to
affect the industry until better, cheaper fuel efficient technologies are available.
o Environmental Concerns - many consumers are becoming more conscious about the
environment. This trend has forced companies in the airline industry to find ways to reduce
8. their carbon footprint, as well to invest in corporate social responsibility programs. Such
programs are becoming popular in many industries. The green trend is also putting a
financial burden on the airline industry due to the large amount of environmental tax
imposed on the airline companies. To avoid paying large amounts of tax, airline companies
are making their planes fuel efficient by installing fuel efficient engines. Some wealthy
companies are disposing their old planes, and using the money to purchase new fleet of
planes that consume less fuel. The environmental regulations are driving the industry
towards green alternatives.
o Customer Needs and Wants - customers are searching for companies that offer tickets for
a cheaper price. This is creating more competition among airline companies in the economy
class, which is driving industry growth. Changes in population and customer travel
activities are also affecting the growth in sales for airline companies.
Implications on Air Canada - Air Canada needs to ensure that it has prepared mechanisms to handle
the above factors. The company has included aerodynamic technology to differentiate itself in the
market. The company ordered 787 custom planes from Boeing which were configured to include
more economy passengers than first class ones. This vastly increases the number of seat sales as
most customers buy economy instead of first class. Air Canada has also infused technology within
their internal systems to meet customer demands. These planes will not doubt give company an
advantage over its competitors. In regards to environmental concerns, the company’s new fleet of
planes ordered by Boeing are more fuel efficient. These planes will consume less fuel and will
reduce the operating costs for the company in the long term.
5.0 Strategic Group Map
o With the introduction of Air Canada’s most
advanced line of airline carriers known as Rouge,
the company has furthered distanced themselves
from the competition.
o The company’s own advanced network,
frequent flyer program, world class operational
expertise, and most importantly, their long-term
agreement with Bombardier has Air Canada
sitting at the top of the airline and aviation
industry within Canada.
o Their competitive advantages have enabled
the company to achieve superior cost efficiency
and to be able to offer their customers the best selection of available services. However,
the company is known for a quite poor overall customer service record. This potentially
can be contributed to the company’s aggressive push toward international expansion.
o Air Canada has developed an action plan to expand into new international hub routes and
have also added 21 new locations since the summer of 2016. The company has admitted
that their strategy for international expansion has hurt their overall financials, and
ultimately led to quite a large deficit being observed in the equity section of the company’s
financial report. This is why Air Canada received a lower ranking on overall customer
satisfaction because of their loss of focus toward customer service during the aggressive
targeting of the international market.
9. Implications on Air Canada
o To contrast, Porter Airlines is regarded as being one of the most customer friendly aviation
companies within Canada, which is why they are positioned much higher on this ranking.
However, they are still quite small, and do not come close to having as much market share
within the airline and aviation industry in Canada compared to Air Canada and WestJet.
o WestJet neither lacks nor excels in either cost efficiency or customer satisfaction. Their
customer service records are estimated to be only moderately better than Air Canada, but
they currently lack definitive strategy on how to increase their market share within Canada.
They do not possess key competitive advantage that differentiates them from Air Canada.
WestJet primarily focuses on price when competing with Air Canada, which is not a
sustainable strategy in the long-term.
6.0 Key Success Factors
o Cost Management – as stated in the Five Forces Analysis, there are three main inputs that
will drive up total expenses for firms within the airline and aviation industry. Aircraft, fuel
and labour costs are the three main inputs for firms in this industry. Maximizing revenue
by implementing competitive pricing structures is made even more crucial with smaller
airlines entering the industry offering competitively low flight prices. For example, WOW
Air recently introduced flights to Iceland for $99. Therefore, sustaining a profitable
customer segment is a crucial factor for firms within the industry. In terms of cost
management of the three main inputs, focusing on price hedging during volatile times and
maintaining fuel procurement can be beneficial in the long-run.
o Strategic Alliances – strategic alliances are a huge success factor for firms within the
industry because successful, large airline companies have little trouble ensuring a dominant
market share within their own local markets. Establishing a global presence can be difficult
because gaining a market share in other major regional markets where customer loyalty
lies with other companies can be difficult. Therefore, the value of strategic alliances in
other markets outside your own can help open up a totally new customer base. Strategic
alliances can also help build competitive advantages over other firms in the industry.
o Service Promotions – service promotions can ensure existing customers stay loyal to your
business. Service promotions can be a way to enhance the experiences of loyal flyers and
can be focused on keeping regular customers as well. Services such as ease of booking,
flight type, seating type, class of service offerings can ensure continued customer loyalty
between high-revenue customers and a firm in the airline and aviation industry. Simple
services can go a long way in being a major critical success factor.
6.1 Industry Strategic Impact
o It is difficult to have positive cost management within this industry because of the fact that
fuel costs are fluctuating with the outside oil commodity market. Furthermore, labour costs
are compounded by the fact there is a union to collectively bargain with. Finally, aircraft
cost and maintaining aircrafts is a costly ordeal as well and so cost management can prove
to be difficult for firms in this industry. These costs have a huge impact on the industry and
can be the difference between success and failure for airline companies within the industry.
o Strategic alliances are a huge positive for firms within this industry because it makes
entering global markets easier. This can hold true especially for airline companies in
diverse countries such as Canada where there are people from all over the world who would
10. love the opportunity to fly to the respective places where they were born. Countries whose
population consists of a high number of immigrants will find flights to countries such as
Japan, China, and India very popular.
o Finally, service promotions can help in keeping customer loyalty to your brand or business.
This is even more imperative in the fact that are numerous smaller airlines coming into the
market offering aggressively low prices in an attempt to attract customers. Therefore, the
importance of service promotions can help a firm in the airline and aviation industry build
customer loyalty and build a great reputation for their brand.
7.0 Industry Life Cycle
o The airline and aviation industry is entering the maturity phase of the industry life cycle.
In this stage, creating competitive advantages is primarily through cost efficiency. Cost
efficiency through economies of scale, lower wages and lower overhead costs are key
success factors for firms within this industry. It is clear that the airline and aviation industry
is entering the maturity phase of the industry life cycle. This is because in this industry
there is an increase in focus of the leading firms on the mass market which creates a new
phase of entry as new firms enter the market creating niche positions for themselves within
the industry. This is clearly evident in the airline and aviation industry as new airline
companies such as WOW Air are entering the market using low prices as their niche and
trying to attract consumers with their penetrative pricing style which has them entering the
market offering artificially low prices to attract customers and then reacting to the market
in the long-term. Furthermore, the airline and aviation industry is clearly in the maturity
phase when you look at the fact there is a mass market leading to replacement buying with
more options in the market. Customers in this industry are also knowledgeable and price
sensitive so they look for the best deals and compare airlines. These are some of the
strategic implications of the airline and aviation industry being in the maturity phase of the
industry life cycle.
8.0 Company Outlook
The airline and aviation industry is constantly growing and expanding. Within Canada,
there are quite a few key players, such as Air Canada, WestJet and Porter Airlines. All of these
companies within the airline and aviation industry contribute to the Canadian airline market place.
Air Canada is the strongest player within this market and faces high levels of competition from
Porter than it does from WestJet. Air Canada has focused on international expansion and
establishing their brand as a rising key player internationally. However, they have also created
their Air Canada Rouge line to directly target the Canadian marketplace.
Porter Airlines and WestJet are both taking steps to position themselves higher up in an
attempt to challenge Air Canada in hopes of becoming Canada’s main provider for airline services.
Nevertheless, both companies face a stiff uphill battle because of how well Air Canada has been
able to establish their brand as Canada’s top choice for airline services. Air Canada maintains a
select few of key competitive advantages over their domestic competition, which includes the
contracts they have negotiated and arranged with the major airports across Canada which provides
them with the most premier landing time slots and faster and easier access to the passenger
terminals. To further distance themselves from the competition, Air Canada formed a key
partnership with Boeing, a company that is regarded around the world the premier manufacturer
11. of airplanes and aviation equipment. Technology is constantly changing, and new disruptive
technology can either be very successful or cause significant limitations for any company, no
matter what their market share may be. Air Canada’s partnership with Boeing signified how Air
Canada as a company is aware of how disruptive new technology can be, especially within the
airline and aviation industry. Air Canada was included new aerodynamic technology, with the
assistance of Boeing, to differentiate themselves in the market, and has also implemented the 787’s
series of airlines Boeing developed into their line of airplanes. These 787 planes provide more
economy seats than traditional airplanes do, which serves as an advantage for Air Canada, since
the majority of customers fly on economy class compared to first class within Canada.
While Air Canada has developed a very strong brand reputation and implemented some of
the newest aviation technology and equipment into their airline services, they are not excluded
from having problems. The financials of the company appear to be one of the major weaknesses
of the company. In fiscal 2014, a large deficit was reported in the equity section. This deficit was
due to the fact that total liabilities of the company exceeded total assets at the end of the fiscal
year. This deficit resulted in a number of significant accounts, such as total shareholders’ equity
and return on equity, ending with negative values for the end of fiscal 2014. Additionally, the
return of capital and employed and the debt-to-equity ratios also had negative values because of
the deficit. In addition to this, the next major weakness that is hurting the company’s iron grip over
the airline and aviation industry within Canada is their recent pattern of poor customer service
records. Air Canada has received an alarming rate of customer complaints over the past decade,
which has resulted in a loss of trust in the brand and their loyalty toward their customers. The most
important thing for Air Canada is that they do not rest on their laurels and assume that they will
always be at the head of the pack for airline services within Canada. They must continue to improve
upon their current competitive advantages and strengths, and also constantly consider new
strategies and tactics to maintain their profitability, and especially, their strong brand reputation.
They must correct the major weaknesses that are hindering the company’s potential growth by
developing suitable strategies that will address these issues, and implement a solution on how to
properly remedy the problems at hand.
12. Air Canada – Internal Analysis
9.0 Present Strategy
o International Expansion - Air Canada employee engagement and have taken steps to
expand into new international transportation hub routes and have added twenty-one new
locations since summer 2016. They have admitted that it has hit their bottom line but has
met expectations. In terms of whether this strategy is working or not; although these routes
13. enable them to provide continuous service from Canadian based airports, it would also
increase operational expenses to their overhead. One such expense is landing fees. In
addition, they would be competing against those national airlines for premier times slots,
terminals and route domination. If the Air Canada Management team can ensure that
forecasting measures and the benefits of revenue per seat weighs favorably against the
operational cost per flight, it could work. By way of caution, Air Canada has to first address
its debt issues if it needs additional capital to embark on this expansion.
o Customer Engagement - Air Canada has stated that they have improved on-time
performance, introduced frequent flyer rewards (Air Canada Altitude), implemented a
customer relationship management system, improved onboard service and increased
premium agent services and lounges at airports. In terms of whether this strategy is working
or not; although the above is currently in place, there needs to be a process makeover to
ensure that “before-sales” to after “sales service” are superb. There is still a disconnect
especially with after–service care. Hence, deliverables should be tied to employee
performance and lead times measured against benchmarks. This is necessary to examine
improvements. There needs to be a sense of customer–focused attitude from employees
throughout the organization so that the process flow becomes seamless. Employees should
be trained on the overall vision and specific customer service process areas needed. In
addition, due to the fact that there are great current retention levels for employees, the
learning curve will not be vast.
o Culture Change - Air Canada has measured its culture through employee surveys, stable
union agreements, employee stock options, and Canada best employer status. They feel
that the company is improving and a change is currently occurring at the company. In terms
of whether this strategy is working or not, the answer is a resounding no. The above are
good methods to begin the conversation. However, measurements in customer service
surveys in key areas are also important. One such area of critical importance is in baggage
services. Customers want to know that their belongings have arrived safely. With expanded
service, this problem will be compounded if not addressed. In contrast, WestJet, its main
competitor prides itself on being customer – focused. Employees have such a strong sense
of identity with the company that there are mutual adjustment teams in their customer
service department and not a traditional hierarchical structure (WestJet 2015 annual
report).
o Cost Reduction and Revenue Generation - Air Canada believes its Rouge line of carriers
are competing successfully in the domestic market due to the new technologically
advanced fleet, its access to Air Canada network, frequent flyer program and operational
expertise. The projection is that it will outstrip the main Air Canada plane by a 25%
reduction in Cost Per Available Seat Mile (CASM). They have implemented a revenue
management system which changes the basic requirements of fare pricing. In addition, they
have a long-term agreement with bombardier that has staggered termination dates to aid
cash flow. In terms of whether this strategy is working or not, the answer is a definite yes.
The management capabilities are evident in the deals brokered with Bombardier, the
diversification of the fleet and the procurements and union agreements reached. On the
other hand, internal process flows need improvement in order to ensure that from
deliverables to tasks, customer-centred approaches are used. Therefore, employee
engagement and culture change are imperative to their growth strategy.
10.0 SWOT Analysis
14. Strengths
o Brand recognition.
o Good customer base.
o Strong alliances.
o Top in safety.
o Advanced technology.
o Human Resources.
Weaknesses
o Susceptible to fuel fluctuations.
o Poor customer service.
o Company culture: bureaucratic system.
o Subjected to unusual weather patterns.
o Human Resources.
o Unhealthy financial state.
Opportunities
o New markets.
o Grow customer base.
o Customer service improvement.
o Culture change.
Threats
o New low fare private airlines launched:
Inner Jet and Jet line.
o More competition as government increased
foreign investment ownership in the industry
(from 25% to 49%).
10.1 Strengths
o Brand Recognition - Air Canada is one of the fifty top known brands around the world and
the premier brand in Canada. Although it is the recognized domestic brand, there are not a
lot of competition in the domestic market. The main choices currently are Air Canada and
WestJet. They also have premier landing time slots and terminals at the major airports in
this market. Air Canada can capitalize on this for its expansion plans as a connector to
major arteries in Canada.
o Good Customer Base - Air Canada has a healthy customer base in North America. This is
mainly through the increase in their on-time service performance and increased destination
services. As a result, Air Canada was the recipient of the Skytrax four-star rating and
remains the only four–star carrier in North America (Audited Financials - AC 2015).
However, they need to improve their customer service to retain and gain new customers.
o Strong Alliances - Air Canada has made strategic alliances with other airlines for
connecting passengers to their destination. Air Canada is part of the Star Alliance network
since May 1997. This network provides connectivity, collaborative and coordination serves
between member airlines to ensure that passengers have a smooth transportation
experience. This is a positive for Air Canada as this alliance membership enables its clients
to have connectivity to any major destination in the world. Another advantage of this
alliance is that Air Canada can leverage its membership using connector tactic to receive
customers from other airlines to connect in their expanded destinations.
o Safety Standard - Air Canada meets the IATA and IOSA safety standards for over seven
years and is currently ranked in the top 2% for safety in North America (Audited Financials
– AC 2015). Air Canada can use this as an advertising tool to gain new customers.
o Advanced Technology - New Fleet: Air Canada has received Boeing 787 airbuses with
more economy capacity configuration. These planes are technologically advanced with
TV’s on the backs of seats for in-flight entertainment and travel tracking. The new
technology that results in increasing travel times and convenience for customers is also a
good selling point for the carrier.
15. o Advanced Technology - Process Technology: Air Canada has implemented customer
relationship management systems to assist and interact with customers regarding
reservations, check-in, flight monitoring and easy switch options. This easily available
online and on mobile devices. Another technology introduced is the revenue management
system that configures fares based on origin and destination rather than individual flights.
The investment in these technologies are good as it demonstrates the commitment and
improvement that Air Canada is making to implement their growth strategy and diversify
streams of income to their profit structure. A third feature of Air Canada’s use of
technology is offering free Wi-Fi service to its customers on certain routes. This is an
additional bonus that demonstrates that Air Canada recognises the need for customers to
communicate and connect during flights.
o Human Resources - Air Canada is a unionized company with an average ten year
commitment from unions. Hence there is a low turnover rate of employees and tenure of
employees are normally over a long term period. With long term employees, plan and
process flow should be easily streamlined. It may be difficult, however, to change culture
and infuse new processes.
10.2 Weaknesses
o Fuel Fluctuations - the price of crude oil and fuel prices coincide in price. When oil prices
are low, so are fuel costs and it lowers the cost of operational expenses, which enhances
profits. However, the opposite is true. With the recent OPEC freeze in production, and
therefore increase prices for oil, the fuel prices will then increase and thus increase
operational expenses for Air Canada.
o Poor Customer Service - there are numerous customer complaints about Air Canada
customer service especially due to lost baggage and other senior services. The main
complaint is that customers are led on a wild goose chase across
departments without answers leading to frustrated customers and unwanted media
coverage. Air Canada needs to address this promptly. This will have a huge impact on
the brand reputation, sales and ultimately profits.
o Unionized Human Resources - this means that Air Canada pays more for wages than its
counterparts. This is an issue for the company as it affects profits. Secondly, with a
unionized system, there is a seniority hierarchical structure that stifles star performers and
resists change. This hurts the brand as employees are promoted by their age and not by
performance. If employees are promoted based on ability instead of seniority, employees
with talent would promote the brand and ultimately increase the profits of the company.
o Company Culture - Air Canada has a functional structure with high level of central control
by CEO and management team. This normally causes bureaucracy in departments,
normally classified as inward looking and does not function as a whole to assist external
clients. Coordination and cooperation becomes a problem, there is little to no cross
functional integration. The CEO and Management team has to lead in the new culture of
integration, cooperation and coordination in order to differentiate themselves successfully
in the international market under their global expansion plan.
o Unhealthy Financial Outlook - Although Air Canada’s revenues have increased over 2014,
there is still a huge increase in liabilities on the books. The debt to equity ratio is -
9.81. This means that Air Canada does not have enough leverage and cannot safely use
its debt as a source for its financial needs. Shareholder equity is also very small. Air
16. Canada can still operate as they have cash flow but need to lower their debt in order to
attract new investment (see financials).
10.3 Opportunities
o New Markets - Air Canada can expand into new markets such as India, China and Japan
as there are large populations of these nationalities present in Canada. However, Air
Canada would now be competing with other major airline for premier landing areas in these
airports. In addition, the operational costs would increase as Air Canada has to pay landing
fees into all these major routes. If the CASM and Revenue per Available Seat Mile (RASM)
works out to be greater than the landing fees charged, it will be beneficial for Air Canada.
o Grow Customer Base - with the new routes and connections to the regular Canadian routes,
Air Canada can expand their customer base through connecting traffic. This will enable
Air Canada to diversify their core capacity from mainly capacity seating on planes to traffic
connection capacity. It would also reduce their operational fuel cost per flight as the costs
would be spread over longer distances.
o Customer Service Improvement - Air Canada needs to set targets and organize their
customer service processes. Priority needs to be placed on customer interaction and after
sales support. This needs to be monitored and tied to performance measurements and job
roles. Air Canada needs to ensure that their departments from sales to after sales service
is customer focused.
o Corporate Culture Change - there needs to be a culture change within the organization from
hierarchical to a leaner organization. This is particularly difficult to overcome in a
unionized environment. However, if the management team initiate this as a collaborative
approach with the union, new measures may be introduced and targets set to achieve a
turnaround within the company.
10.4 Threats
o New Entrants - with the new change in ownership legislation passed in November 2016,
foreign investors now have the opportunity to invest in new airline in the domestic
market. The foreign ownership threshold has been increased from 25% to 49%. Jetline
and Inner Jet, smaller domestic airlines have been granted special privileges to launch.
They are the first recipients of the new foreign investment. With new entrants, there is the
competitive price wars that serve to suppress the newcomers and keep dominance. Air
Canada already has a discount airline Rouge that competes against Porter, another private
discount carrier.
o Competition - smaller airlines entering or competing in the market will compete for
domestic passenger transportation, using smaller airports and low fare deals to drive
down passenger fares. Although Air Canada has its rouge discount airlines, it will still face
higher cost for landing fees at Canada’s premier airports compared to smaller operational
fees for the discount carriers. Moreover, with expanded markets, there are also greater
competition from indigenous airlines on fares and premier landing slots and times.
17. 11.0 Competitive Strength Assessment
o This competitive strength assessment shows that Air Canada has the highest score of 4.0
when compared to its main competitors. Porter has the second highest score at 3.0 and
WestJet is last with a score of 2.3.
o With regards to its long-term strategy, Air Canada has placed a large emphasis on
international expansion, cost reduction and revenue growth. They’re currently doing a lot
to differentiate from WestJet and Porter because these two companies are relatively lower
in those two key resources.
o Air Canada has a higher rating than both competitors in culture change but the main source
of competition lies in the customer engagement section. On a scale of 1-5, Air Canada and
Porter have ratings of 0.6 and WestJet has a rating of 0.4 in that section.
o To conclude, Air Canada when compared to WestJet and Porter does not have to do much
to differentiate and is largely ahead of its two main competitors with regards to competitive
advantages against them.
o WestJet is the weakest competitor to Air Canada according to the competitive strength
analysis conducted because although it ranks as a top airline within Canada; its main
competitive advantage lies in its “Care-Antee” policy, whereas Air Canada and Porter can
mitigate that loss by their own competitive advantages.
o WestJet is an underdog in the industry because they depend on its policy to boost their
growth potential which is something that they aren’t heavily involved in currently.
o Porter has established themselves as a key player within Eastern Canada and major cities
within Ontario. They rely on cost efficiency to gain more customers with high service.
o Porter’s success has come from their marketing and positioning (Billy Bishop Airport) for
instance provides potential customers with access to affordable and high service airline in
Toronto. This is how Porter has managed to become a key competitor to Air Canada.
o However, Air Canada is able to deal with Porter because of their Rouge airline that is cost-
competitive and offers service advantages as well.
o To conclude, Air Canada compares very favourably against WestJet and Porter.
19. 12.0 Financial Analysis
The analysis below was conducted using consolidated statements of financial position, and
operations for the fiscal periods from 2014 to 2015.
20.
21. Conclusions
o Total current assets have increased by $647 million from last year. A large reason for this
increase is due to improvements in: cash & cash equivalents, short term investments,
restricted cash and promissory notes receivables. Many of these assets can be used by the
company to implement new systems that will help the company achieve its objectives.
o The excess of current assets over current liabilities can be noticed in the table above (please
refer to working capital figure).
o Cash and cash equivalents, and short-term investments account for twenty percent of the
total assets. The amount increased by $397 million from the previous year which is a
positive sign. The increase was due to the acquisition of short-term investments. Such
investments can be liquidated to raise cash for investment and can also be used to pay off
existing liabilities.
o Overall total assets have increased more than liabilities, although the increase is small.
o Under liabilities section, the company needs to focus on its long-term liabilities, especially
those arising from debt and finance leases. Please refer to the items highlighted in red in
the consolidated statement of financial position. The amount recorded in total liabilities
needs to be reduced. This is because in 2014, the amount exceeded total assets. The excess
was recorded as a deficit.
o The deficit decreased total shareholder’s equity account for both 2014 and 2015-year end.
The reduction impacted the company’s D/E Ratio, return on capital employed, and return
on equity ratios. D/E Ratio was very small in 2014 because of smaller shareholders’ equity
and larger in 2015 because of larger total liabilities.
Areas of Concern
o Liabilities need to be reduced to minimize deficit.
o Shareholders’ equity needs to increase to improve D/E and ROE ratios.
22. o Although net margins have increased each year, they still represent a small percentage of
total revenues. The reason they are small is because of the large operating, and non-
operating expenses. Please see the red markings below. To improve this figure, the costs
mentioned above need to be controlled.
Conclusions
o Revenues have increased in a linear pattern over the three years. It has increased by an
average of 5.84% each year. This amount was calculated by taking the average of the two
growth rates mentioned in the table disclosing the ratios [(7.19% + 4.49% / 2) = 5.84%].
o Of the total operating expenses, aircraft fuel, and wages, salaries, and benefits constitute
almost 50% of total revenues. Please refer to the numbers bolded in red.
o Total operating expense account for at least 90% of the total revenues earned each year,
leaving a small percentage for income. These costs need to be controlled if the company
wants to improve its financial performance.
o Net income has accounted for less than three percent of total revenues. This means for
every dollar of revenue; Air Canada keeps a small number of pennies. This is an area of
concern.
23. Areas of Concern
o Operating Expenses - aircraft Fuel, and wages, salaries, and benefits needs to be controlled
o Non-operating Expenses - interest expense needs be controlled, along with fuel and other
derivatives, and net financing expenses concerning employee benefits. These costs are
reducing income to a small amount.
Observations
o Upward trend in assets. This is a good sign.
o Upwards trend in liabilities. This is not a good sign.
o Upwards trend in equity. Although the amount of equity reported in 2015 is small, it is still
bigger than the negative amounts reported in the previous two years.
1.03%
7.87%
13.55%
6.16% 7.15%
Air Canada
(2013-2015)
Westjet
(2013-2015)
Delta
Airlines Inc.
(2013-2015)
American
Airlines
(2013-2015)
Average
Net Profit Margin
24. Conclusions
o Air Canada has not performed well when compared to its competitors WestJet, Delta
Airlines Inc., and American Airlines Group.
o Air Canada’s gross profit, and net profit margins are below average. Large operating and
non-operating expenses are the primary causes of this.
Questions to be Addressed
Can the Company Pay its Bills?
o The company has sufficient cash & cash equivalents and short-term investments, and other
current assets to pay its liabilities. Short term investments can be liquidated to raise cash
for investment, and can also be used to pay off existing liabilities.
o From the analysis mentioned above, Air Canada has monetary resources to pay its existing
bills.
Does the Company Have Capacity to Raise Capital?
o Given that the amount of liabilities exceeds equity in both years, it is not possible for the
company to raise capital from debt. The reason is because of the large debt to equity ratio.
Lenders will be reluctant to loan money to a firm that has a high D/E ratio.
o The company should consider raising capital via equity. Raising capital from equity will
improve the company’s debt to equity ratio, and give it access to resources which could be
invested in projects to expand the company’s operations internationally.
Do the Financials Provide a Competitive Advantage? How?
o Air Canada has large amounts of current and non-current assets that can be liquidated to
generate cash which can be used to invest in projects. Assets can also be disposed off to
third parties when the company is experiencing financial difficulties and needs cash
immediately to satisfy its short-term obligations. Having control and ownership over such
a large amount of resources gives the company a competitive advantage over its rivals.
o Although the company owns and controls many assets, it is unable to reap full benefits
from their usage because of the large expenses. These expenses have reduced the
company’s earnings, asset turnover ratio, as well as gross profit, and net profit margins.
From a financial perspective, the large operating and non-operating expenses do not
provide a competitive advantage to the company.
o Overall, the company’s financials do not provide a competitive advantage. The potential
benefits of the company from owning and controlling large amounts of assets is being
overshadowed by the low turnover and profitability ratios.
What are the Implications of the Financials for Future Strategy & for the Execution of Strategy?
o Need help with this.
25. How Does the Company Perform Compared to its Competitors?
o Air Canada’s gross profit and net profit margins are below average; expenses could be the
reason. The company’s margins ranked last when compared to its competitors: WestJet,
Delta Airlines Inc., and American Airlines Group. Although the competitive strength
assessment shows that Air Canada has the highest score when compared to its competitors,
the ratios do not support this score. If we were to focus on the ratios alone, we may conclude
that the company has not performed well. The reason could be due to the fluctuations in
equity and expense amounts. These amounts are distorting the operating/ efficiency and
profitability ratios of the company.
o Although net margins have increased each year, they still represent a small percentage of
total revenues. The reason they are small is because of the large operating and non-
operating expenses. To improve this figure, resources need to be devoted developing
efficient systems.
What is Increasing - Revenue, Costs, Debt? What is Decreasing? What are the Implications?
o Revenues, costs, and gross profits have increased each year. This is a good sign because it
tells us that the company’s services are popular amongst people around the world.
Revenues from passenger tickets have increased by an average of 6.16% over the three
years, cargo services have increased by 3.35%, and other services by 3.21% over the three
years. Together, revenues have grown by an average of 5.84% each year.
o Costs have also increased in proportion to revenues. Operating costs have increased by an
average of 2.6%, which is less than the percentage increase in revenues. However, non-
operating expenses on the other hand have increased by an average of 41.20% over the
three years [(15.07% increase from 2013-2014 + 67.32% increase from 2014-2015) / 2].
Overall, expenses have increased by an average of 21.9% [(2.6% average increase in
operating expenses + 41.20% average increase in non-operating expenses) / 2]. These
expenses need to be reduced.
o Despite the increase in revenues and expenses, net income has increased in a linear pattern
over the three years. If the expenses can be minimized, there is potential for the company
to earn even more profits.
o Total assets and liabilities have also increased from 2014 to 2015, with assets increasing
more than liabilities. The difference between assets and liabilities is not large however.
o Under liabilities section, the company needs to focus on reducing its long-term liabilities,
especially those arising from debt and finance leases. Please refer to the items highlighted
in red in the consolidated statement of financial position. The amounts recorded in total
liabilities need to be reduced, given in the year 2014 the amount exceeded total assets. The
excess was recorded as a deficit.
o The deficit decreased total shareholder’s equity account for both 2014 and 2015-year end.
The reduction impacted the company’s D/E Ratio, return on capital employed, and Return
on Equity ratios. D/E Ratio was very small in 2014 because of small shareholders’ Equity,
and large in 2015 because of large total liabilities. Air Canada needs to find a way to
balance debt and equity so it does not affect the company’s ratios.
26. Is the Company in a Healthy or Unhealthy Position? Implications?
o Despite the rising costs, and liabilities Air Canada is still reporting positive earnings each
year. The company is in a somewhat healthy position to achieve their long-term strategy
of expanding operations internationally; managing costs, and creating more revenue
streams. The number of assets owned by the company can be used to trade with suppliers.
As was mentioned above, Air Canada has a competitive advantage when it comes to
owning assets. These assets need to be utilized better so they can generate a large return
for the company.
o The company needs to find a way to control their expenses, and liabilities if they want to
continue to earn positive earnings in future.
13.0 Issue Identification
o Unhealthy Financial State - Air Canada needs to alleviate their debt as they move into their
expansion. Operational cash flow is imperative and is actually the lifeblood of the company
to thrive while establishing new routes. One way is to seek more capital is to go back to
the market to get more shares from investors. However, it is important to explain the debts
and sell the growth strategy to future investors.
o Poor Customer Service - customer service needs vast improvement in order to compete
against private carriers with a leaner organizational structure. Departments must be
customer-focused ensuring that customers are listened to and problems are solved
promptly. One method is to include turnaround times for customer service calls and case
files (lost luggage claims). Another method is to establish a complaints department that
investigates complaints, finds solutions, publishes findings and outlines recommendations.
Customers would not have to go through various departments, but only one department.
o Corporate Culture Challenge - the culture has to change from a hierarchical one, filled with
a traditional top-down approach to more of a lean approach whereby feedback is solicited
from employees and clients. Collaboration also helps the employees to own the processes
they help to create.
o Competition - Air Canada has to use its dominant status in Canada and its leverage from
its strategic alliances to look into entering new markets.
27. References
Press, T. C. (2016, November 07). Air Canada ready for competition but opposes quick
exemptions for rivals. Retrieved December 01, 2016, from http://www.cbc.ca/news/business/air-
canada-earnings-1.3839972
Bonigut, M., Severn, B., & Wilson, H. (n.d.). Porter Airlines Conquering Complexity | by Azure
Corporation and Rotman Information Solutions. Retrieved December 01, 2016, from
http://www.enablingideas.com/how-did-they-do-it/2013/03/porter-airlines-conquering-
complexity/
https://www.aircanada.com/en/about/media/presentations/documents/BAML_2016_Transportation_C
onference.pdf
http://www.enablingideas.com/how-did-they-do-it/2013/03/porter-airlines-conquering-complexity/
http://www.cbc.ca/news/business/air-canada-earnings-1.3839972
American Airlines Group Inc
2014 Report
file:///C:/Users/nares/Desktop/AmericanAirlinesGroupInc_10K_20150225.pdf
2015 Report
file:///C:/Users/nares/Desktop/AmericanAirlinesGroupInc_10K_20160224.pdf
Delta Airlines
2015 report
http://www.annualreports.com/HostedData/AnnualReports/PDF/NYSE_DAL_2015.pdf
2014 Report
http://www.annualreports.com/HostedData/AnnualReportArchive/d/NYSE_DAL_2014.pdf
Westjet
2013 Report
https://www.westjet.com/guest/en/media-investors/2013-annual-report/WestJet-Financial-
Statements-2013.pdf
2015 Report
https://www.westjet.com/assets/wj-web/documents/en/about-
us/financialReports/WestJet2015AR.pdf
Air Canada
28. 2015 Report
https://www.aircanada.com/en/about/investor/documents/2015_ar.pdf
2014 Report
https://www.aircanada.com/en/about/investor/documents/2014_ar.pdf
Canadian Aviation regulation: http://laws-lois.justice.gc.ca/eng/regulations/SOR-96-433/page-
1.html
Air Canada annual report 2015: Sedar.ca /company/airCanada
Bloomberg: https://www.bloomberg.com/news/articles/2016-09-28/opec-said-to-agree-on-first-
oil-output-cut-in-eight-years
Fox news – OPEC deal: http://www.foxnews.com/world/2016/11/30/opec-agrees-to-cut-barrel-
production-by-1-2-million-day-to-push-up-oil-price.html
Boeing makes 787 for Air Canada: http://www.boeing.com/commercial/customers/air-canada/
Investor Conference presentation
http://www.aircanada.com/en/about/media/presentations/documents/CIBC_15th_Annual_Easter
n_Institutional_Investor_Conference_YUL_Sept222016.pdf
Sedar : Air Canada- MD&A
http://www.sedar.com/DisplayCompanyDocuments.do?lang=EN&issuerNo=00001324
http://www.aircanada.com/en/about/media/presentations/documents/Credit-Suisse-4th-Annual-
Industrials-Conference-December1-2016.pdf
Customer complaints:
Senior: http://globalnews.ca/video/3091949/air-canada-injury
Baggage:http://globalnews.ca/video/3094201/lost-luggage-for-months-air-canada-finally-
responds
Star alliance : http://www.staralliance.com/en/ceo-biography?airlineCode=AC
Air Canada corporate : http://www.aircanada.com/en/about/acfamily/index.html