Emirates : marketing excellence

2. From the archives
 Established in 1985 with the backing of Dubai’s royal family.
 Gulf Air began to retrieve its services from Dubai in early 1980s.
 Pakistan international airlines leased two aircrafts to start service.
 The airline was headed by Ahmed bin Saeed Al Maktoum , the
present chairman.
 In 1991, Emirates gets a slot in London’s Heathrow airport.
 In 1999 , Emirates enters the hotel property market with the opening
of Al-Mahama desert resort and spa.

3. The number game:
• Emirates caters to more than 140 cities in 81 countries across six
continents.
• 3600 flights per week from its hub at Dubai international airport.
• World’s largest operator of Boeing 777 and Airbus A380.
• Fourth largest airlines in terms of international passengers.
• Second largest airlines in freight tonne kilometres flown.

8. Business model

12. Awards and achievements
• Aviation Industry Awards
• Business Traveler awards
• Travel Plus Airline Amenity Bag Awards 2013​
• Air Cargo World Awards
• Air Transport News Awards​
• Air Cargo India awards

15. Summary
• Emirates has achieved a unique brand positioning in the market.
• It has emerged as a global brand in airline and luxury hotel industry.
• To maintain its position, it should constantly improvise its marketing
strategy.
• Emirates should look to target consumers other than those in the high
end market.
• Sponsorship through various forms has helped in promoting their
brand communication.
• Emirates has redefined luxury.

16. Q. How has Emirates been able to build a strong brand in the
competitive airline industry worldwide?
• It is the largest airline in Middle East and has an ever expanding fleet
size with service to six continents of the world.
• Dubai government support
• High employee satisfaction
• High customer loyalty
• Lean human resource
• Invested on programs like “ tailored arrivals “
• Innovation to cope up with evolving market

17. Weaknesses In Emirates’ strategy are :
• Overconfidence of market positon
• Absence of any major international alliance
• Targets only the high end market
• Ignore competition.
Q. What are the apparent weaknesses with the company’s strategic
direction? How can the airline address them?

18. Solutions to address the issues are:
• Extending service to new route
• Improved flight service
• Product development – private suites
• Low cost carrier
• Participating in competition and develop counter strategies
• Target low end customers also

19. Q. With the decline of fuel prices globally, airline companies continue to reap the
benefits. What impact will this have on Emirates’ business strategy in the future?
• Company can now attract other market segments also with reduced
pricing.
• Emirates can consider hedging to remain stable even in the situation
of fluctuating fuel price.
• Consider lesser investment in expensive flights to increase the margin

21. Disclaimer
• Prepared by Bharath Jaikumar, GEC Thrissur, during a marketing
internship by Professor Sameer Mathur.