Surname 2NameInstructorCourseDateWriting an .docxmattinsonjanel
Surname 2
Name:
Instructor:
Course:
Date:
Writing an Analysis to a Business Problem- Emirate Airlines
Recommendation
The Emirate Airlines have grown to be an industry pace setter over the years. Under a very ambitious management and an insatiable customer base, the airline has only one option to expand and cater for this demand. With a global network to virtually all mega cities in Europe, Africa, Australis, Asia and America, the global presence requires to be matched with equally robust business capacity. The Emirate Airlines has found the need to invest over $ 17 billion in fleet expansion in a period of about three years (Alcacer & Clayton 1). The expansionist drive by the airlines management is seen as a reaction to cover further routes as opposed to point - to - point routes. This would mean restricting clientele and ultimately limiting the ambitious growth the management had for the company.
Main Problem
The sustained and motivated goal of being a global carrier was increasingly becoming a reality as is evidenced in 2013. The company was able to seal the largest procurement deal of airbuses that could easily fly to further destinations such as New York and Sydney. Additionally, it was able to cover over 138 destinations globally (Alcacer & Clayton 2). This presents the main problem to the airline. What is the best way for the company to serve demand and maintain profitability in the wake of an increasing expansion and resulting demand?
The secondary problem would include upholding its successful business model that has been implemented under the able leadership and management of its CEO Tim Clark, who is nearing his retirement (Alcacer & Clayton 15). Finding a visionary leader to steer the company and its considerable workforce towards the realization of the company’s goals is no task for a faint heart.
Proposed
Solution
The business model adopted at its inception years in 1986 has proved to hold the mantle for the company. In the end, the corporation made profit regardless of international recession or completion. The unique business model offers Emirates Airlines as a high-end carrier with special amenities for its passengers. Refusal to compromise on standards of the company model is an essential element to remedy the crisis of achieving the demand. The company should take note that its faithful clientele has agreed to pay extra because of the exceptional services, which the Emirates airlines have been known to offer.
Potential Disadvantages
The Emirates airlines have one of the largest fleets in the world. This massive number has increasingly choked the facilities at the Dubai Airport. Additionally, maintaining this fleet will be expensive in future. It will face the same problem as legacy carriers with an older fleet that is costly to maintain (Alcacer & Clayton 13). Customers would be faced with impending challenges, which the company is already facing but at a different scale.
Potential Consequences
An increase in demand will ...
Impact of boeing 787’s battery failure on airlinesAditya Parmar
This presentation comprises information regarding battery failure in Boeing 787 and the efforts made by Boeing Commercial Airplane and impact of battery failure on Airlines.
WheelTug PLC
What they do:
WheelTug develops and manufactures electric aircraft taxiing systems. Their flagship product is an in-wheel system installed on the nose wheels of aircraft.
The problem they solve: Traditional aircraft taxiing (moving on the ground between gate and runway) often requires pushback tugs or the use of the aircraft's main engines. This is inefficient, costly, and increases emissions.
How it works:
WheelTug's system uses electric motors powered by the plane's auxiliary power unit (APU) to enable aircraft to maneuver on the ground independently.
Benefits:
* Saves time during aircraft turnaround
* Reduces fuel burn and emissions
* Reduces noise pollution around airports
* Increases potential aircraft utilization
* Potentially improves safety by reducing the need for external vehicles
Surname 2NameInstructorCourseDateWriting an .docxmattinsonjanel
Surname 2
Name:
Instructor:
Course:
Date:
Writing an Analysis to a Business Problem- Emirate Airlines
Recommendation
The Emirate Airlines have grown to be an industry pace setter over the years. Under a very ambitious management and an insatiable customer base, the airline has only one option to expand and cater for this demand. With a global network to virtually all mega cities in Europe, Africa, Australis, Asia and America, the global presence requires to be matched with equally robust business capacity. The Emirate Airlines has found the need to invest over $ 17 billion in fleet expansion in a period of about three years (Alcacer & Clayton 1). The expansionist drive by the airlines management is seen as a reaction to cover further routes as opposed to point - to - point routes. This would mean restricting clientele and ultimately limiting the ambitious growth the management had for the company.
Main Problem
The sustained and motivated goal of being a global carrier was increasingly becoming a reality as is evidenced in 2013. The company was able to seal the largest procurement deal of airbuses that could easily fly to further destinations such as New York and Sydney. Additionally, it was able to cover over 138 destinations globally (Alcacer & Clayton 2). This presents the main problem to the airline. What is the best way for the company to serve demand and maintain profitability in the wake of an increasing expansion and resulting demand?
The secondary problem would include upholding its successful business model that has been implemented under the able leadership and management of its CEO Tim Clark, who is nearing his retirement (Alcacer & Clayton 15). Finding a visionary leader to steer the company and its considerable workforce towards the realization of the company’s goals is no task for a faint heart.
Proposed
Solution
The business model adopted at its inception years in 1986 has proved to hold the mantle for the company. In the end, the corporation made profit regardless of international recession or completion. The unique business model offers Emirates Airlines as a high-end carrier with special amenities for its passengers. Refusal to compromise on standards of the company model is an essential element to remedy the crisis of achieving the demand. The company should take note that its faithful clientele has agreed to pay extra because of the exceptional services, which the Emirates airlines have been known to offer.
Potential Disadvantages
The Emirates airlines have one of the largest fleets in the world. This massive number has increasingly choked the facilities at the Dubai Airport. Additionally, maintaining this fleet will be expensive in future. It will face the same problem as legacy carriers with an older fleet that is costly to maintain (Alcacer & Clayton 13). Customers would be faced with impending challenges, which the company is already facing but at a different scale.
Potential Consequences
An increase in demand will ...
Impact of boeing 787’s battery failure on airlinesAditya Parmar
This presentation comprises information regarding battery failure in Boeing 787 and the efforts made by Boeing Commercial Airplane and impact of battery failure on Airlines.
WheelTug PLC
What they do:
WheelTug develops and manufactures electric aircraft taxiing systems. Their flagship product is an in-wheel system installed on the nose wheels of aircraft.
The problem they solve: Traditional aircraft taxiing (moving on the ground between gate and runway) often requires pushback tugs or the use of the aircraft's main engines. This is inefficient, costly, and increases emissions.
How it works:
WheelTug's system uses electric motors powered by the plane's auxiliary power unit (APU) to enable aircraft to maneuver on the ground independently.
Benefits:
* Saves time during aircraft turnaround
* Reduces fuel burn and emissions
* Reduces noise pollution around airports
* Increases potential aircraft utilization
* Potentially improves safety by reducing the need for external vehicles
1. Every second counts
Brisbane Aiport has a plan to make light arrivals
and departures smoother. Julie Thomson reports
traic congestion prayers,
says Willey.
“While BAC were doing
everything in their power to improve eiciencies
everything in their power to improve eiciencies,
it was a complex issue that required a joint
approach and there was no simple ix.”
But he believes the scheme’s time-saving
initiatives could enable existing infrastructure
at Brisbane Airport to handle an extra ive or six
lights per hour in busy periods.
NATS team identiied 24 capacity initiatives
that could improve eiciency at Brisbane Airport,
one of which was standardising arrival speed of
aircraft and departure separation standards.
Performance monitoring was a key part of
ACE says Willey. As its practices in Brisbane
matured, there were indications of eiciencies
taking place. He cites an example, reduced fuel
advisory; that is, the extra fuel aircraft carry in
expectation of landing delays, requiring them
to remain airborne. Lowering of fuel weight
translates to savings in operating costs.
here would always be weather factors
that interfere with airport eiciencies, Willey
acknowledges, but safety remains the irst
priority. “Industry will delay all day rather
than put a plane in the air that carries any
threat to passenger safety."
In a demonstration of commitment to
growth of aviation services and the support
of development of critical infrastructure,
BAC has signed an agreement with Virgin
Australia to upgrade their passenger facilities
at the domestic terminal. It will include an
expanded Virgin lounge, expanded seating
areas and additional aerobridge gates for
wide-bodied Airbus 330 aircraft.
he agreement includes ongoing Virgin
access for the next 10 years, support for the
development of the new parallel runway and
the sale and lease back of the Virgin hangar.
E
very movement matters. Every second
counts. hat is the mantra Brisbane
Airport Corporation (BAC) follows every
day around the clock in the quest to make
airline movements more eicient, serving
happy customers.
It’s the lynchpin of their Airport Capacity
Enhancement (ACE) plan, implemented 15
months ago to make arrivals and departures
smoother, add capacity and reduce delays.
In a collaborative move, air traic controllers,
airport operators and airlines are working
together to improve identiied issues and to
make best use of the airport’s existing resources.
Time is money. So many eyes are on every
second that an aircraft is on a runway, working
to streamline the 700 plus lights per week day
coming into and leaving Brisbane Airport. Even
a ive second delay per aircraft can add up to
two missed runway slots per hour. Airservices
commissioned ACE to address the demand at
major airports.
BAC head of airport development Mark
Willey says that prior to its implementation, a
consultancy team from NATS, who are leaders
in operational analysis in the busiest airspaces
in the world, assessed Brisbane Airport and
found it to be highly eicient. But they also
identiied opportunities for improvement.
Similar studies have been conducted
in other states where ACE also began
implementation in 2012.
Brisbane Airport currently has two
runways. he secondary cross-runway recently
reopened, catering for smaller aircraft mostly
on intrastate light routes. It was built in 1988
when the traic through the airport was a far
cry from the level it is today. Utilisation of this
secondary runway is more vulnerable to wind
direction vagaries and consequently more
likely to be out of action.
A new Brisbane runway is planned for 2020,
but the implementation of ACE showed BAC
was not waiting for it to be the answer to its air
Every second counts
Brisbane Aiport has a plan to make light arrivals
and departures smoother. Julie Thomson reports
Copyright Agency Ltd (CAL)
licensed copy
B Magazine, Brisbane
09 Jul 2013
General News, page 14 - 299.94 cm²
Suburban - circulation 425,094 (Fortnightly)
ID202375369 PAGE 1 of 2
2. Collaboration to ensure eficiencies are met: captain Brett Jensen,Qantas
senior captain; Margaret Staib,chief executive oficer Airservices; Julieanne
Alroe,managing director and chief executive oficer BAC; and Andrew
Lillyman,general manager network operations Virgin Australia.
Collaboration to ensure eficiencies are met: captain Brett Jensen,Qantas
senior captain; Margaret Staib,chief executive oficer Airservices; Julieanne
Alroe,managing director and chief executive oficer BAC; and Andrew
Lillyman,general manager network operations Virgin Australia.
Copyright Agency Ltd (CAL)
licensed copy
B Magazine, Brisbane
09 Jul 2013
General News, page 14 - 299.94 cm²
Suburban - circulation 425,094 (Fortnightly)
ID202375369 PAGE 2 of 2
