Emirates Airline has grown significantly since its founding in 1985. It now flies to over 150 destinations worldwide with a fleet of over 200 aircraft. The airline has won numerous awards for its services and products. Some of its keys to success include operating a young and efficient fleet, providing excellent onboard service and entertainment, and pursuing an international expansion strategy without relying on government subsidies. The document discusses the organizational structure of Emirates, including its functional departmentalization approach. It also outlines some of the strategies used across its finance, operations and marketing divisions to achieve continued growth and profitability.

2. 。CHAPTER1. Introduction of Emirates Airline
。CHAPTER2. Controlling
‧Adapt to the environment change
‧Limit the accumulation of error
‧Minimize cost
‧Cope with organizational complexity

3. 。 CHAPTER3. Departmentalization
‧Functional
‧Production
‧Customer
‧Location
。 CHAPTER4. Leadership
‧Leaders in Emirates Airline
‧The leader way
‧The encouragement policy
‧The publishment policy

4. CHAPTER1

5. Emirates has been awarded the highly coveted
“World’s Best Airline” award, presented by Skytrax
at the 2013 World Airline Awards.
2013 THE WORLD'S BEST World Top
10 Airlines
1 Emirates
2 Qatar Airways
3 Singapore Airlines
4 ANA All Nippon Airways
5 Asiana Airlines
6 Cathay Pacific Airways
7 Etihad Airways
8 Garuda Indonesia
9 Turkish Airlines
10 Qantas Airways
2012 The World’s Best Airline of the
Year
1 Qatar Airways
2 Asiana Airlines
3 Singapore Airlines
4 Cathay Pacific Airways
5 ANA All Nippon Airways
6 Etihad Airways
7 Turkish Airlines
8 Emirates
9 Thai Airways
10 Malaysia Airlines
2011---------10
2010---------8
2009---------5

6. ONBOARD : STAFF SERVICE
Friendliness of Staff
Service attentiveness / efficiency
Consistency of service
Staff Language skills
Assisting families
Problem solving skill, etc.
& for a record 9 year in a row
ROUND / AIRPORT
Airline web site
Check-in
Boarding procedures
Ground staff
Baggage delivery, etc.
ONBOARD : PRODUCT
Cabin cleanliness
Toilet cleanliness
Airline magazine
Inflight entertainment
Audio / Movie programming
Quantity of food, etc.

7. • The service goal is quality, not quantity
• The highest standards of quality in every aspect of our business
• Continually striving to provide the best service in the industry is the
secret of Emirates’ success.

8. • Inflight entertainment ICE:movies, TV shows, games, music, news
and more, all at your fingertips. Entertainment from around the world.
• Staying connected Mobile phones on Emirates/OnAir - Wi-Fi in the
sky/In-seat telephone, SMS and email/Up to the minute information
• Young flyers special care/entertainment for kids/children’s
meal/skysurfers

9. • With a fleet of more than 200 aircraft, we currently fly to 141
destinations in 80 countries around the world, and our network is
expanding constantly.

10. • wholly owned by the Government of Dubai
‧Emirates has grown in scale and stature not through protectionism
but through competition—competition with the ever-growing number
of international carriers that take advantage of Dubai’s open-skies
policy.
‧the Government of Dubai saw fit to treat Emirates as a wholly
independent business entity.

11. • The Emirates Group - more than 62,000 workers
representing more than 160 different nationalities
• Emirates’ multinational cabin crew of over 132
nationalities, including Taiwanese.

12. Sheikh Ahmed embarked on his career in the aviation industry in 1985 when he was
appointed President of the Dubai Department of Civil Aviation (DCA) – the governing
body that oversaw the activities of Dubai International and Dubai Duty Free, among
others. In the same year Emirates Airline – Dubai’s international carrier was launched
with Sheikh Ahmed as its Chairman. He is now the Chairman and Chief Executive of
Emirates Airline and Group, which includes dnata – the region’s leading travel
services and ground handling company, and other aviation related entities.

13. • Since launching in 1985, Emirates has grown into one of the largest
and most dynamic airlines in the world and has transformed Dubai
into a major connecting hub for global air travel.
• 阿聯酋國際航空在1985年3月杜拜王室支持下，以杜拜皇家空軍聯隊提
供的第一架飛機波音727-200Adv開始了兩條航線的運行。除了1000萬
美元的啟動資金，這時運營所需的資金由政府補貼，還從巴基斯坦國
際航空公司租了一架新的波音737-300，於1987年退租。
• 1985年10月25日第一條航線喀拉蚩開始運行。從巴基斯坦國際航空公
司租用一架空中巴士A300B4-200，隨後開通了孟買和新德里的航線。
阿酋國際航空開始盈利是在成立後的第9個月。

14. • DUBAI, U.A.E., 10th February 2014: Taipei became Emirates’ newest
passenger destination when flight EK366 arrived at Taiwan Taoyuan
International Airport on Monday
• “Dubai and Taipei are very similar, both are important trading hubs
and today’s link will help to build on bilateral trade. We have been
working hard to promote Taipei across our network and I am
confident that the influx of business and leisure passengers will
continue to grow,” added Sheikh Ahmed.
Emirates heads to Taipei

15. • 觀念釐清
• 關鍵因素
• 財務來源
為何國營的民航能夠擁有高效率的原因

16. • 是國營民航但不靠官方(不管是中央或地方)任何資助
• We are owned by the Government of Dubai.In 1985 Emirates received US$10
million from the Government of Dubai in start-up seed capital andUS$88
million invested in infrastructure, which included two Boeing727 aircraft and
the Emirates Training College building. This has been more than repaid by
dividend payments to the Government of Dubai, which have totaled US$2.3
billion to date.
• The Dubai Government and the management of Emirates have consistently
made it clear that Emirates is required to be self-sustainable and profitable.

17. • Dubai’s success is not due to unfair competition or government support but
the result of an effective aviation model.
• 外部因素(外在環境影響ex.政策、經濟、地理位置)
• High respect and trust from government
• liberalised economies with open market access -- show the strongest performance
• In the city’s historic position as an entrepôt, which has free trade and competitive open
markets at its core
• 內部因素
• commercial entrepreneurial principles
• Robust competition -- lowers prices and allows more people to fly
• 公司內部各部門的控管
• 詳細細節在上次報告中已說明，內容已在簡報上面

18. • No financing has been obtained from Investment Corporation of Dubai(ICD)
or the Government of Dubai. Unlike some airlines in the Gulf region who
benefit from sovereign debt guarantees, the Dubai Government does not act
as guarantor for any of Emirates’ loans.
• Emirates has always raised funds on a commercial basis
• Emirates finances its aircraft through a wide range of sources(圖示在下一頁)
• Including operating leases, European/US Export Credit Agencies(ECAs) and commercial
asset-backed debt as well as non-conventional sources such as Islamic funding and equity
from Japanese, German and other investors (as part of tax-based cross border leveraged
leases).
• Our lenders hail from around the globe including firms like Citibank of theUS, France’s Credit
Agricole and Sumitomo Mitsubishi of Japan

19. ECA
13%
Bonds
9%
Ex-Im
12%
Commercial Banks
19%
Islamic
4%
Operating Leases
43%
Sorces

20. The ad of Emirates in Taipei City.

21. CHAPTER 2

22. PART 1

23. provides a platform for strategic corporate decisions with regards to serving
new markets, future investments in aircraft purchases, product enhancement
and airport facilities
buying airplane, foods ….etc.
a central role in devising the Emirates Airline strategy

24. • Emirates Group with its own in-house research capabilities.
• Including costing research projects, managing research projects in-house as
well as through external research agencies.
• The aim is to meet customer and business needs.
-- AeroMobile, Emirates’ inflight mobile phone service provider, reaches its five
millionth user and Emirates launches Wi-Fi internet connectivity for its A380
fleet.

25. PART 2

26. employees
machines policy
Emirates

27. Emirates
employees
machines policy

28. • The quality assurance (QA) department:
Monitor all of Emirates Engineering's technical and support functions to ensure
that they comply with engineering procedures and GCAA's terms and approval
requirements.
• Replacement of old models aim to shorten the service life of the
aircraft, thereby reducing costs and become better.

29. employees
machines policy
Emirates

30. • a sound psychological interventions to relieve the pressure on staff
• Emirates provides its employees with benefits such as comprehensive
health plans and paid maternity and sick leave. Another strategy
employed by Emirates is to use profit sharing and merit pay as part of
their competency based approach to performance management.

31. employees
machines policy
Emirates

32. • Emirates is learning from those small country airlines, such as
Switzerland, Singapore Airlines
• Clark表示“對於某些人來說，聯盟可能是件好事情。”他還補
充到，很多聯盟中的航空公司都在面臨嚴重的財政困難。“組成
聯盟就能應對這些困難了嗎？答案是否定的。如果你的商業模式
足夠強大，並且管理良好，你就可以度過艱難時期，並繼續發
展”。

33. PART 3

34. • The airline has entered into a deal with several major oil companies
to supply jet fuel to them at a specific price.
• Strategic fuel partnership has ensured that Emirates Airline maintains
its profitability amidst a dynamic oil market, thus staying ahead of
competition.
oil deposits unstable oil prices

35. • Emirates Airline has been in the market for a relatively shorter time.
• This therefore means that the airline is not burdened by certain costs
such as the legacy fees that go towards the pensions of the long
serving employees.
• The legacy costs are behind the reason why most of the airlines
charge high air fares is because; the legacy costs are usually factored
in this. Therefore, long serving airlines cannot compete effectively
with Emirates Airline on price.

36. PART 4

37. • May 1998: Emirates paid to the Government of Sri Lanka $ 70 million
to get the Sri Lankan Airlines 40% of the shares. Sri Lankan, there
were a lot of heavy losses and liabilities, as well as much needed
funds to update its fleet. After that, Emirates airline is responsible for
operations in Sri Lanka.
• January 2008: Emirates announced that the company will franchise
Sri Lankan Airlines in April 2008, when transferred to the
Government of Sri Lanka. But no plans to reduce the stake held by Sri
Lankan Airlines.
• 2008年1月6日，阿聯酋國際航空公司宣佈在4月1日起，放棄斯里蘭卡
航空公司的管理權，斯里蘭卡政府將會完全控制斯里蘭卡航空。

38. -- a vast organization with manifold business interests in the aviation, travel,
tourism and leisure industries More than 50 divisions provide innovative,
quality travel and tourism services
-- one of the biggest employers in the region with more than 62,000 workers
representing more than 160 different nationalities - is always evolving and
considering new ways to strengthen its operation

39. • Using the expertise derived from our core aviation business - such as
flight catering, cargo, engineering and training
• Training: Emirates Aviation College/Emirates CAE Flight Training
• Each member of staff’s commitment towards ongoing improvement
combines to maintain the competitive edge of our operation in global
markets.
• The billions of dollars we have invested in purchasing the most
advanced aircraft in production mean we operate one of the youngest
and most eco-efficient fleets in the world

40. CHAPTER 3

41. FUNTIONAL
Departmentalization
PRODUCTION
Departmentalization
LOCATION
Departmentalization
PRESIDENT
CUSTOMER
Departmentalization

42. PART 1

43. most common
ADVATANGES
• Each department staffed by
experts.
• Supervision is facilitated
• Coordinating activities inside
each department is easier.
• Decision making tends to be
slower.
• Employees concentrate too
narrowly on their own unit, lose
sight of the total system.
• Accountability and performance
become difficult to monitor.
DISADVATANGES

44. Heart of the group–
Emirates airline and Dnata

45. • One of the largest suppliers of combined air services in the world.
• With a global footprint across five continents 37countries.
• Offering:
1 aircraft ground handling 地勤
2 cargo 貨運
3 travel
4 flight catering services 航空配餐

46. Emirates
Cabin crew
operations &
service delivery
Procurement &
logistics
採購與物流
Finance & audit
財務與審計
Group
security Human
resources
Planning and
research
Engineering
Flight
operations 航
務
Legal
Commercial 廣
告
Customer
service
Dnata
Cargo貨運
Ground handling
地勤服務
Travel

47. PART 2

48. FINANCE
SOFTWARE
MARKETING

49. FINANCE
SOFTWARE
MARKETING

50. • Description: concentration on family market segment
• Objective: differentiate from competitors, exploit market potential
• Expected results: increased awareness, and market share
Single market strategy:

51. • Description: operating outside national boundaries
• Objective: seek opportunities beyond domestic business
• Expected results: increased growth, market share, profits
International market strategy:

52. • Description: Repositioning among existing and new customers from
travel to lifestyle brand
• Objective: differentiate from competitors, react to changing
consumer preference
• Expected result: enhancing sales, market share and profitability
Repositioning strategy:

54. • Emirates is continuously innovation
• Advance in technology
• Strong financial capabilities: the airline is making a profit
• Partnership With Qantas: this will help Emirates to attract more
Australian customers
• Well recognized Brand. It is currently number three on the top airline
brands
• High customer satisfaction economy class: it is one the best economic
class

55. • Depends heavily on expat employees
• Emirates has low revenue from America, Middle East, and Africa

56. • Emerging market such as Europe and Brazil
• Introduce new technology and services

57. • Increase in Oil prices: it will affect the business profit
• Terrorist attacks: this might decrease the number of flights
• Unstable political conditions: this might decrease the number of flight
• Financial crises

58. FINANCE
SOFTWARE
MARKETING

59. Measure the cost of providing service and maintaining customer loyalty
To measure service provided to ensure it continues to meet and enhance customer
experience; improve level of service to become more sustainably efficient
Maintain and build loyalty with existing and new customers
Due to strong competition position & industry still in growth stage.
Aggressively pursue and proven risk management ability
Expected results: significant increase in market share that can be sustained long term

61. • In Emirates Airlines, the company is seeking to have employees who
have the ability to handle down the corporate values
and perspectives.
• Their leaders aim on generating organizational behavior that will
serve as a model for other airline industry.
• In doing so, the management are also able to make sure that their
employee adhere to the needs of their employees and internal and
external environment.

62. • 剛營運時的阿聯酋航空採用了顛覆性的商業模式：只在兩個大型樞紐機場之間飛行；大手筆投入，
購買最好的飛機；提供最好的產品與服務。彼時正是全球“低成本航空”大行其道的時期。然而，
自從1985年首飛以來，它從沒有賠過1分錢，而且保持著平均每年20%以上的高速發展。即便是2008-
2009財年，阿聯酋航空也沒有受到金融危機的影響，凈利潤為1.87億美元。
• 航空界分析師分析：新飛機使得阿聯酋航空的燃油利用率很高。使得它在燃料競爭中脫穎而出；第
二點：同種機型組成的大規模機隊還可以降低維護費用。大多數航空公司都是在出現嚴重的機械問
題時請外部專家處理，從而產生了高昂的費用。第三，飛機出問題的幾率小，避免了航班延誤而產
生的額外成本，以及會給搭乘者更為舒適的感覺。
• 阿聯酋航空的總部在杜拜，那裡是世界上為數不多的實施“開放天空”政策的城市。有120多家航空
公司正在開展自由、公平的空中競爭。這和一些城市“保護天空”政策有很大區別。被保護起來的航
空公司是無法成長的。

63. PART 3

64. • Frequent-flyer program
• In-flight entertainment system
• Ground services
• Lounges

65. • Skywards : a four-tier frequent-flyer program operated by Emirates.
• In 2013, Emirates launched a frequent-flyer partnership with Virgin
America. Members of both airlines’ frequent-flyer programs will earn
and redeem Skywards miles.
←Skywards miles

66. • All three classes feature a personal in-flight entertainment (IFE) system
on Emirates aircraft.
• Ice TV Live : watch the news or cheer on your team.
• Open Skies : take in the best writing in the skies with articles.

67. • Passengers may check-in between two to 48 hours prior to flight
departure. This may be done over the counter or at the lounge within
the airport. Self-service kiosks are also available at Dubai International
Airport, as well as at certain stations of the Dubai Metro.

68. • First and business class passengers, as well as Skywards Gold and Silver
members, have access to Emirates Lounges. The airline has 32 lounges in
28 cities. Skywards Silver members can only use the lounges at Dubai
Airport. At airports in which Emirates does not operate a departure
lounge, a third party departure lounge is usually provided for First and
Business class passengers as well as Emirates Skywards Platinum and
Gold members.

69. PART 4

70. The Emirates Group
Dubai, United Arab Emirates
policies, the largest population in the UAE(United Arab Emirates), etc.
:
:
:

71. • A transfer point to get passengers to their intended destination.
• Dubai International Airport

72. • Destinations : 140 cities, 78 countries

73. • A large number of destinations in Africa
• Factor : Neighboring areas
↓Emirates ↓compare : Air New Zealand

74. • Almost doesn’t have destination in Canada
• Factor : Canada–United Arab Emirates aviation dispute
Air Canada, who claim Emirates has unfair advantages. And it has
objected to any expansion into Canada from Emirates. Emirates has
not been given more landing rights in Canada.

75. ←Emirates Canada route : only Toronto

76. CHAPTER 4

77. PART 1

78. Ahmed bin Saeed Al Maktoum
Tim Clark Maurice Flanagan(retired)

79. • Chairman & CEO of Emirates
• Governing Emirates Airline form
1985 to now
• Made Emirates Airline develop
into one of the largest airline in
the word.

80. • President of Emirates Airline
• joined Emirates in 1985 and
became President of Emirates
airline in 2003
• identifying profitable new routes
for Emirates.

81. • fonder and Ex-Vice-Chairman
of Emirates Airline
• The manager of Dnata and
combined it with Emirates
Airline
• He has decided to retire in April
2013, at the age of 84

82. PART 2

83. • Without them it would not have been possible and we acknowledge this with
a range of excellent benefits, including a generous profit share scheme, and
programms designed to help them fulfil their career goals.
• Each member of staff’s commitment towards ongoing improvement
combines to maintain the competitive edge of our operation in global
markets.
• We firmly believe our employees are our greatest asset and their
contribution to the staggering pace at which we have developed cannot be
underestimated.

84. • professional growth
• individual achievement
leadership and business skills
global workforce flexible learning opportunities :
e-learning, on-job development, coaching and mentoring,
instructor-led learning programmes
some of which are offered in Dubai, at the Emirates Aviation College
have Centers of Training Excellence in Australia, India, Pakistan and
the UK

85. The Emirates Group provides staff with a bonus based on the group’s
financial performance. A profit target is set each year and needs to be
met before bonuses are paid
an Emirates spokesperson said in a statement provided to Arabian
Business.
By Courtney Trenwith
Sunday, 12 May 2013 2:38 PM

86. PART 3

87. training benefit
encourage

88. • Network of learning center
• Provide online training, classroom based programs, e-learning,
practical assessment, project bases training for all the employees

89. For air cabin crew in order to empower them with the essential skills
and widen their scope and competence in their specific job prospects.
To provide them with employment opportunities beyond the aviation
industry.
ICDL programmes

90. As Emirates Airlines continues to reach new heights in service
and efficiency, we need to respond by empowering all our
students with the necessary skills to enable them to deal with
the challenges of today’s rapidly changing world. We consider
that the ICDL global standard for IT competency is key to
achieving this.
- Mohammed Al Budoor

91. • Profit Share to all eligible staff based on company performance which
has ranged from between 2 and 14 weeks of basic salary.

92. Benefits
cash Non cash
other

93. Competitive Tax Free Basic Salary
Company Provided Accommodation/Accommodation Allowance
Company Provided Transport/Transport Allowance
Profit Share Scheme
Exchange Rate Protection Scheme
Professional Specialist Allowances

94. Annual Leave
End of Service Gratuity
Leave Tickets
Education Support Allowance
Personal Life and Accident Insurance/ Workmen's Compensation
Insurance
Medical and Dental Provision/Government Health Card
Government Pension Scheme
Provident Fund

95. Concessional Travel
Emirates Card

96. PART 4

97. Publishment in Emirates
rules publishments

98. • Note: Because the Emirate of state-owned enterprises - If you made ​​the
mistake of employees belong to the internal rules of the company will
suffer punishment system within the company
• If mistakes involving state law - Dubai royal family (Dubai Laws), not only
by internal punishment outside the law will be punished in the state

99. • Administered missing important documents or valuables materials, equipment,
etc., were seriously affected the company's business
• Figure task dispatch excuse-free, machine-induced bungled things, or assigned
by the event of major delays, losses suffered by the company
• False or fraudulent information or records were inaccurate
• Trouble at work jeopardize the company's normal order of alcoholism
• Have an adverse effect on the company by ex. Spread negative rumors or
company business secrets
• Gambling was seized in the workplace

100. • No kissing, no touching
• No swearing/making indecent gestures
• No taking pictures of others without permission
• Disrespecting any religion
• No sharing private space with opposite sex
• No indecent clothing

101. • Reprimand
• Demerit (greater than or demotion office or downgrade)
• Fire
• Fine
• Torture
• Death penalty

102. CHAPTER1&2
• http://www.worldairlineawards.com/
• http://www.theemiratesgroup.com/english/facts-figures/annual-report.aspx
• http://www.emirates.com/tw/english/about/about_emirates.aspx
• http://www.ukessays.com/essays/anthropology/the-emirates-airline.php

103. CHAPTER3
• http://big5.china.com/gate/big5/alqhkdh.blog.china.com/201105/8123174.html
• http://big5.chinabroadcast.cn/gate/big5/gb.cri.cn/3821/2004/11/17/153@363057.htm
• http://finance.ifeng.com/air/fhhktj/20090527/715777.shtml
• http://prezi.com/z-tgofuu0kv0/emirates-marketing-strategy-presentation/
• http://prezi.com/2dnzzyua7oxy/emirates-strategy/
• http://zh.scribd.com/doc/57017999/Strategic-Analysis-on-Emirate-Airlines
• http://www.emirates.com/tw/english/flash/route_map.aspx
• http://en.wikipedia.org/wiki/Emirates_Airlines
• http://www.airnewzealand.com/schedules/headermap.aspx?countrycode=US&lang
uage=EN
• http://www.theemiratesgroup.com/english/
• http://www.emiratesgroupcareers.com/english
• http://en.wikipedia.org/wiki/Dnata

104. CHAPTER4
• http://www.emiratesgroupcareers.com/english/Careers_Overview/opportunities/emp_b
enefits.aspx
• http://www.icdlgcc.com/For_Employers/Testimonials_and_Case_Studies.html
• http://www.ukessays.com/essays/management/training-and-development-at-emirates-
airlines-management-essay.php

105. • CHAPTER 1 Introduction of Emirates Airline (presented by舒涵&芸君)
→舒涵&芸君
• CHAPTER 2 Controlling (presented by舒涵&芸君)
Adapt to the environment change→佳柔
Limit the accumulation of error/SWOT Analysis→郁欣
Minimize cost →怡安
Cope with organizational complexity →佩臻

106. CHAPTER3 Departmentalization
*no presenter
‧Functional →佳柔
‧Production →郁欣
‧Customer →佩臻
‧Location →怡安
The final PowerPoint was produced & designed by怡安
CHAPTER4 Leadership (presented by
郁欣&佩臻)
‧Leaders in Emirates Airline →怡安
‧The leader way →舒涵
‧The encouragement policy →佳柔
‧The publishment policy →芸君