British Airways has diversified its business through its airline and cargo operations divisions. It operates over 400 destinations worldwide. While revenue increased in 2012, operating profit decreased 55% from the previous year. The document analyzes British Airways' diversification strategy using Porter's generic strategies and Ansoff matrix. It finds that British Airways has pursued a differentiation strategy but needs to also focus on cost leadership to improve profitability. The document recommends that British Airways focus on the growing UK market and emerging markets to regain profitability through further diversification.
The document provides a history and overview of Emirates airline from its founding in 1985 to present day operations. It discusses the airline's founding, key events and expansions over the decades. It outlines Emirates' current fleet size, destinations served, and goals for the future. The document also reviews Emirates' mission, vision, strategies, products and services offered across various classes. It provides financial reports on revenue, passengers and market share from 2008-2015. Finally, it performs outside analyses including PESTEL, Porter's Five Forces and McKinsey 7S framework to evaluate the external and internal environment.
British Airways was facing a dilemma on whether to eliminate its short-haul flights or not due to increased competition from low-cost carriers like Ryanair and EasyJet. A SWOT analysis revealed BA's strengths in its global brand and network as well as high profitability from long-haul flights. However, it was weak in costs and consumer service for short-haul flights. Ultimately, BA chose to downsize its short-haul business and focus on its competitive advantage in long-haul flights by retreating from competition with low-cost carriers on short-haul routes.
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Emirates Airline is one of the world's fastest growing and largest airlines in terms of international passengers. It operates a modern fleet of 239 passenger aircraft and 15 freighters exclusively on wide-body aircraft. Emirates has a global hub structure connecting over 4,000 city pairs through its own flights from Dubai, with more than 420 daily flights and over 62,000 employees from 165 countries. The airline has been successful due to its strategically placed hub in Dubai, which is located near large populations and has good infrastructure and weather. It benefits from the support of the Dubai government and long-term leadership focusing on route selection and fleet expansion.
The document provides an executive summary for a marketing plan targeting jetBlue customers. The primary target audience is frequent travelers aged 45-64 with household incomes over $100,000. The secondary target is younger jetBlue customers aged 35-49 with families living in New England. The objectives are to reach 80 people 4 times for the primary audience during peak seasons and 75 people 3 times for the secondary audience. The strategy will use various media like magazines, websites, TV, radio, newspapers and outdoor advertising to reach each audience.
The presentation attempts to analyse UK airline industry and the situation in which British Airways, the flagship national carrier, is in, and suggest strategic direction for the brand.
Several strategic models are employed including PEST, SWOT, Ansoff, Keller's CBBE model.
Mapping the success of indigo airlines.Parth Singh
IndiGo is India's largest airline by market share. A recent study found that IndiGo's profit for the first quarter of the current fiscal year was Rs. 106 crore. IndiGo operates 359 daily flights across 27 domestic and 5 international destinations using a fleet of 58 Airbus A320 aircraft. The airline has experienced strong revenue growth and profits in recent years.
The document provides a history and overview of Emirates airline from its founding in 1985 to present day operations. It discusses the airline's founding, key events and expansions over the decades. It outlines Emirates' current fleet size, destinations served, and goals for the future. The document also reviews Emirates' mission, vision, strategies, products and services offered across various classes. It provides financial reports on revenue, passengers and market share from 2008-2015. Finally, it performs outside analyses including PESTEL, Porter's Five Forces and McKinsey 7S framework to evaluate the external and internal environment.
British Airways was facing a dilemma on whether to eliminate its short-haul flights or not due to increased competition from low-cost carriers like Ryanair and EasyJet. A SWOT analysis revealed BA's strengths in its global brand and network as well as high profitability from long-haul flights. However, it was weak in costs and consumer service for short-haul flights. Ultimately, BA chose to downsize its short-haul business and focus on its competitive advantage in long-haul flights by retreating from competition with low-cost carriers on short-haul routes.
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Get Assignment writing help on BRITISH AIRWAYS Case Study + SWOT Analysis Review from Myassignmenthelp Com
At Myassignmenthelp.com- Get complete Case Study + SWOT Analysis Review solution on Essay and Assignment tackled on British Airways. A Case study of the Organizational changes at the British airways- See more http://goo.gl/aKCQOM
Emirates Airline is one of the world's fastest growing and largest airlines in terms of international passengers. It operates a modern fleet of 239 passenger aircraft and 15 freighters exclusively on wide-body aircraft. Emirates has a global hub structure connecting over 4,000 city pairs through its own flights from Dubai, with more than 420 daily flights and over 62,000 employees from 165 countries. The airline has been successful due to its strategically placed hub in Dubai, which is located near large populations and has good infrastructure and weather. It benefits from the support of the Dubai government and long-term leadership focusing on route selection and fleet expansion.
The document provides an executive summary for a marketing plan targeting jetBlue customers. The primary target audience is frequent travelers aged 45-64 with household incomes over $100,000. The secondary target is younger jetBlue customers aged 35-49 with families living in New England. The objectives are to reach 80 people 4 times for the primary audience during peak seasons and 75 people 3 times for the secondary audience. The strategy will use various media like magazines, websites, TV, radio, newspapers and outdoor advertising to reach each audience.
The presentation attempts to analyse UK airline industry and the situation in which British Airways, the flagship national carrier, is in, and suggest strategic direction for the brand.
Several strategic models are employed including PEST, SWOT, Ansoff, Keller's CBBE model.
Mapping the success of indigo airlines.Parth Singh
IndiGo is India's largest airline by market share. A recent study found that IndiGo's profit for the first quarter of the current fiscal year was Rs. 106 crore. IndiGo operates 359 daily flights across 27 domestic and 5 international destinations using a fleet of 58 Airbus A320 aircraft. The airline has experienced strong revenue growth and profits in recent years.
British Airways is the largest international airline based in the UK operating out of Heathrow Airport. It transports 36 million passengers annually to 268 destinations in 97 countries. In 2008, British Airways launched its new Terminal 5 which experienced major operational issues on opening day, damaging the airline's reputation. To restore confidence, British Airways launched an advertising campaign called "Terminal 5 is Working" featuring daily updated ads with real performance metrics and customer photos to convince the public that issues had been resolved. The campaign was successful in helping rebuild the airline's image.
IndiGo has achieved market leadership in India's aviation industry through its strategy of reliable on-time performance, low fares with no-frills service on Airbus A320 aircraft. It focuses on operational efficiency through techniques like quick turnaround times and digital communication systems. IndiGo promotes its brand through aggressive advertising emphasizing on-time arrival and uses dynamic pricing that increases fares closer to the travel date. The company follows a low-cost strategy and maintains a competitive advantage through cost leadership. However, it faces threats from increasing fuel costs and competition from other airlines.
Ryanair began in 1985 operating a small 15-seat aircraft for scheduled passenger flights between Waterford and London. Through the 1990s, Ryanair grew but costs were rising. In response, Ryanair reorganized as a no-frills airline, reorganized its fleet and pricing structure. Since then, Ryanair has continued expanding its route network while keeping costs low through measures like charging for services that were previously free. However, this strategy has also led to criticism and conflicts with airports and governments over fees.
Emirates is an airline based in Dubai that was launched in 1985 with 2 aircraft serving 3 destinations. It has since grown to become one of the largest airlines in the world with over 230 aircraft. Emirates operates various aircraft including Airbus 380s and Boeing 777s. It has a vision of being recognized as a leading aviation organization and sets benchmarks in service quality within the industry. Some of Emirates' key services include economy, business, and first class flights, as well as cargo and executive charter services. It faces competition from other major airlines in the Middle East, Asia, Europe and other regions.
This document provides an overview and summary of a lecture on service quality, customer expectations and perceptions, and case studies of the Ritz Carlton and British Airways. It discusses the key dimensions of service quality, a conceptual model of service quality gaps, reasons why gaps may exist, and objectives and effectiveness of customer information systems implemented by Ritz Carlton and British Airways. Examples of how each organization materializes service and learns from customer feedback are also provided.
SWOT analysis of Vistara ( PESTLE & Porter's Model on Indian Aviation Industry)Harshit Lokhande
The document discusses Vistara Airlines and the Indian aviation industry. It provides an overview of key facts:
- Vistara is a joint venture between Tata Group and Singapore Airlines, operating in the competitive Indian domestic aviation market which is projected to become the third largest aviation market globally by 2018.
- It analyzes Vistara's strengths as being backed by major partners and providing a good in-flight experience, as well as weaknesses like lower brand awareness and fleet size. External opportunities and threats to the industry are also examined through PESTLE, Porter's Five Forces, and SWOT frameworks.
The purpose of this report is to highlight the strategic challenges and issues of the Emirates Airline. Along with that the report will provide sustainable recommendations for the future.
Emirates Airline is the global airline that serves around 155 destinations across the world. Its main hub is Dubai, UAE. Emirates airline operates the largest fleets of Boeing 777 and A380 Aircrafts. With two aircrafts in 1985, Emirates airline owns 265 aircrafts and serves 80 countries globally. Each week 1500 flights are operated across the Globe (Emirates , 2017).
Emirates regional involvement is in Middle East and Africa, Western Europe, Asia Pacific, Eastern Europe and North America.
Jetblue airlines: start from the scratch.case study analysisPriyanka Banerjee
JetBlue was founded in 1999 by David Neeleman with an initial capital of $130 million. It operates primarily out of JFK Airport in New York. The airline aims to bring humanity back to air travel while keeping costs low. It uses paperless ticketing and sells tickets online or through travel agencies. JetBlue employs a cost leadership strategy and differentiates itself through customer service, in-flight entertainment, and attractive employee benefits packages in a non-union environment. In its early years, JetBlue faced challenges around capitalization and attrition but was able to grow rapidly through low fares and a focus on customer and employee satisfaction.
jet airways (Turnaround Strategy of Jet Airways) strategic managementPurva Kini
Jet Airways is an Indian airline based in Mumbai that operates domestic and international flights. It has been experiencing losses in recent quarters due to rising costs and stagnant revenue growth. To address this, Jet Airways is pursuing a turnaround strategy that includes selling a 24% stake to Etihad Airways to gain access to Etihad's resources and cost synergies. It also plans to restructure debt at lower interest rates to reduce costs. These measures aim to accelerate Jet Airways' return to profitability by cutting expenses and boosting revenue through its partnership with Etihad.
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.
The purpose of this report is understand the current strategy of Amadeus, and to deliver strategic recommendations for the future. This report was compiled using information provide by the ex-CFO of the Amadeus company. Amadeus is an IBEX 35 company. This strategic report for Amadeus was prepared by Khan Mohd Eshtiaque and Naye Carla Farid Moussa, two students at IE Business School.
Naye Moussa has been an intern with the e-commerce and online marketing department of Adolfo Dominguez, a leading Spanish fashion designer. She has also worked with the European office of New York University and has been a store model for Abercrombie & Fitch.
Khan Mohd Eshtiaque has previously interned as an M&A summer analyst with BDO Corporate Finance and also interned in the Private Banking department of HSBC.
You can contact them at eshtiaque@student.ie.edu or nmoussa.bba2010@student.ie.edu.
Ryanair’s objective is to firmly establish itself as Europe’s leading low-fares scheduled passenger airline through continued improvements and expanded offerings of its low-fares service.
Ryanair aims to offer low fares that generate increased passenger traffic while maintaining a continuous focus on cost-containment and operating efficiencies.
This document provides an overview of British Airways as a global premium airline. It discusses British Airways' history, products and services, competitors, strengths, weaknesses, opportunities, threats, environmental scanning, strategic choices, and long-term goals of expanding its global presence and improving customer service. The document serves as an assignment brief for a strategic analysis of British Airways' business model and performance.
Ryanair was founded in 1985 and has grown to become Europe's largest low-cost airline. It focuses on serving customers who prioritize low fares over other amenities. Ryanair uses an online-focused marketing strategy, operating the largest airline booking website to eliminate agency surcharges and target cost-conscious customers. It continues expanding to new destinations in emerging markets while also working to enhance service quality as it competes against other low-cost carriers in Europe.
Qatar Airways is the national airline of Qatar. It was established in 1994 and is 50% government owned. Qatar Airways operates flights to over 98 destinations worldwide and has a fleet of over 90 aircraft. It aims to be a major transportation hub connecting East and West. The airline provides high quality service across first class, business class, and economy class. Qatar Airways has received several awards for its excellent service and is consistently rated as one of the top airlines in the world.
This Slide is about Emirates Airways. It also gives some information in global airways markets, as well as strategic tools which are helpful for the firm.
This report analyzes Ryanair's industry and strategic position through various frameworks. It conducts a PESTEL analysis of Ryanair's external environment, a Porter's Five Forces analysis of the airline industry, and places Ryanair in Porter's generic strategies as a cost leader. The report also examines Ryanair's strategies and customer programs through a SWOT analysis and applies Christensen's disruptive innovation model in analyzing Ryanair's impact on the industry.
Emirates is an airline based in Dubai, United Arab Emirates that is wholly owned by the government of Dubai. It is the largest airline in the Middle East operating over 3,600 flights per week from its hub in Dubai to over 140 cities in 81 countries. Emirates has a fleet of Boeing and Airbus aircraft and offers amenities like onboard showers and WiFi. The airline promotes itself through various advertisements, sponsorships, magazines, and other marketing strategies as it seeks to maintain growth and market share despite increased competition from other airlines.
This document provides an overview of strategic management concepts as they relate to services organizations, using British Airways as a case study. It discusses British Airways' corporate structure as part of International Airlines Group, its strategic scope in products, markets, geography and competencies. It also examines strategic costs such as sunk costs and learning curves. The document analyzes British Airways' organization, market definition, industry analysis using Porter's five forces, and recommendations to improve its strategy.
The document provides an outlook on the global aerospace and defense industry in 2012. It finds that the commercial aircraft industry is expected to continue growing due to increasing orders and production, while parts of the defense industry may decline due to decreased military spending, particularly in the US and Europe. Overall, the financial performance of top aerospace and defense companies is projected to be similar to 2011. The document also discusses trends in commercial aircraft production, air traffic control modernization, global defense spending, business jets, and regional outlooks.
Today, most of the organizations quite advanced in involving multiple applications of strategic management.
In this paper I have tried to describe an effective and working Ryanair’s competitive strategy, approach and factors have accounted for Ryanair’s success. I also analyzed what are Ryanair’s distinctive capabilities and how they are implementing various strategies to attract and retain customers.
British Airways is the largest international airline based in the UK operating out of Heathrow Airport. It transports 36 million passengers annually to 268 destinations in 97 countries. In 2008, British Airways launched its new Terminal 5 which experienced major operational issues on opening day, damaging the airline's reputation. To restore confidence, British Airways launched an advertising campaign called "Terminal 5 is Working" featuring daily updated ads with real performance metrics and customer photos to convince the public that issues had been resolved. The campaign was successful in helping rebuild the airline's image.
IndiGo has achieved market leadership in India's aviation industry through its strategy of reliable on-time performance, low fares with no-frills service on Airbus A320 aircraft. It focuses on operational efficiency through techniques like quick turnaround times and digital communication systems. IndiGo promotes its brand through aggressive advertising emphasizing on-time arrival and uses dynamic pricing that increases fares closer to the travel date. The company follows a low-cost strategy and maintains a competitive advantage through cost leadership. However, it faces threats from increasing fuel costs and competition from other airlines.
Ryanair began in 1985 operating a small 15-seat aircraft for scheduled passenger flights between Waterford and London. Through the 1990s, Ryanair grew but costs were rising. In response, Ryanair reorganized as a no-frills airline, reorganized its fleet and pricing structure. Since then, Ryanair has continued expanding its route network while keeping costs low through measures like charging for services that were previously free. However, this strategy has also led to criticism and conflicts with airports and governments over fees.
Emirates is an airline based in Dubai that was launched in 1985 with 2 aircraft serving 3 destinations. It has since grown to become one of the largest airlines in the world with over 230 aircraft. Emirates operates various aircraft including Airbus 380s and Boeing 777s. It has a vision of being recognized as a leading aviation organization and sets benchmarks in service quality within the industry. Some of Emirates' key services include economy, business, and first class flights, as well as cargo and executive charter services. It faces competition from other major airlines in the Middle East, Asia, Europe and other regions.
This document provides an overview and summary of a lecture on service quality, customer expectations and perceptions, and case studies of the Ritz Carlton and British Airways. It discusses the key dimensions of service quality, a conceptual model of service quality gaps, reasons why gaps may exist, and objectives and effectiveness of customer information systems implemented by Ritz Carlton and British Airways. Examples of how each organization materializes service and learns from customer feedback are also provided.
SWOT analysis of Vistara ( PESTLE & Porter's Model on Indian Aviation Industry)Harshit Lokhande
The document discusses Vistara Airlines and the Indian aviation industry. It provides an overview of key facts:
- Vistara is a joint venture between Tata Group and Singapore Airlines, operating in the competitive Indian domestic aviation market which is projected to become the third largest aviation market globally by 2018.
- It analyzes Vistara's strengths as being backed by major partners and providing a good in-flight experience, as well as weaknesses like lower brand awareness and fleet size. External opportunities and threats to the industry are also examined through PESTLE, Porter's Five Forces, and SWOT frameworks.
The purpose of this report is to highlight the strategic challenges and issues of the Emirates Airline. Along with that the report will provide sustainable recommendations for the future.
Emirates Airline is the global airline that serves around 155 destinations across the world. Its main hub is Dubai, UAE. Emirates airline operates the largest fleets of Boeing 777 and A380 Aircrafts. With two aircrafts in 1985, Emirates airline owns 265 aircrafts and serves 80 countries globally. Each week 1500 flights are operated across the Globe (Emirates , 2017).
Emirates regional involvement is in Middle East and Africa, Western Europe, Asia Pacific, Eastern Europe and North America.
Jetblue airlines: start from the scratch.case study analysisPriyanka Banerjee
JetBlue was founded in 1999 by David Neeleman with an initial capital of $130 million. It operates primarily out of JFK Airport in New York. The airline aims to bring humanity back to air travel while keeping costs low. It uses paperless ticketing and sells tickets online or through travel agencies. JetBlue employs a cost leadership strategy and differentiates itself through customer service, in-flight entertainment, and attractive employee benefits packages in a non-union environment. In its early years, JetBlue faced challenges around capitalization and attrition but was able to grow rapidly through low fares and a focus on customer and employee satisfaction.
jet airways (Turnaround Strategy of Jet Airways) strategic managementPurva Kini
Jet Airways is an Indian airline based in Mumbai that operates domestic and international flights. It has been experiencing losses in recent quarters due to rising costs and stagnant revenue growth. To address this, Jet Airways is pursuing a turnaround strategy that includes selling a 24% stake to Etihad Airways to gain access to Etihad's resources and cost synergies. It also plans to restructure debt at lower interest rates to reduce costs. These measures aim to accelerate Jet Airways' return to profitability by cutting expenses and boosting revenue through its partnership with Etihad.
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.
The purpose of this report is understand the current strategy of Amadeus, and to deliver strategic recommendations for the future. This report was compiled using information provide by the ex-CFO of the Amadeus company. Amadeus is an IBEX 35 company. This strategic report for Amadeus was prepared by Khan Mohd Eshtiaque and Naye Carla Farid Moussa, two students at IE Business School.
Naye Moussa has been an intern with the e-commerce and online marketing department of Adolfo Dominguez, a leading Spanish fashion designer. She has also worked with the European office of New York University and has been a store model for Abercrombie & Fitch.
Khan Mohd Eshtiaque has previously interned as an M&A summer analyst with BDO Corporate Finance and also interned in the Private Banking department of HSBC.
You can contact them at eshtiaque@student.ie.edu or nmoussa.bba2010@student.ie.edu.
Ryanair’s objective is to firmly establish itself as Europe’s leading low-fares scheduled passenger airline through continued improvements and expanded offerings of its low-fares service.
Ryanair aims to offer low fares that generate increased passenger traffic while maintaining a continuous focus on cost-containment and operating efficiencies.
This document provides an overview of British Airways as a global premium airline. It discusses British Airways' history, products and services, competitors, strengths, weaknesses, opportunities, threats, environmental scanning, strategic choices, and long-term goals of expanding its global presence and improving customer service. The document serves as an assignment brief for a strategic analysis of British Airways' business model and performance.
Ryanair was founded in 1985 and has grown to become Europe's largest low-cost airline. It focuses on serving customers who prioritize low fares over other amenities. Ryanair uses an online-focused marketing strategy, operating the largest airline booking website to eliminate agency surcharges and target cost-conscious customers. It continues expanding to new destinations in emerging markets while also working to enhance service quality as it competes against other low-cost carriers in Europe.
Qatar Airways is the national airline of Qatar. It was established in 1994 and is 50% government owned. Qatar Airways operates flights to over 98 destinations worldwide and has a fleet of over 90 aircraft. It aims to be a major transportation hub connecting East and West. The airline provides high quality service across first class, business class, and economy class. Qatar Airways has received several awards for its excellent service and is consistently rated as one of the top airlines in the world.
This Slide is about Emirates Airways. It also gives some information in global airways markets, as well as strategic tools which are helpful for the firm.
This report analyzes Ryanair's industry and strategic position through various frameworks. It conducts a PESTEL analysis of Ryanair's external environment, a Porter's Five Forces analysis of the airline industry, and places Ryanair in Porter's generic strategies as a cost leader. The report also examines Ryanair's strategies and customer programs through a SWOT analysis and applies Christensen's disruptive innovation model in analyzing Ryanair's impact on the industry.
Emirates is an airline based in Dubai, United Arab Emirates that is wholly owned by the government of Dubai. It is the largest airline in the Middle East operating over 3,600 flights per week from its hub in Dubai to over 140 cities in 81 countries. Emirates has a fleet of Boeing and Airbus aircraft and offers amenities like onboard showers and WiFi. The airline promotes itself through various advertisements, sponsorships, magazines, and other marketing strategies as it seeks to maintain growth and market share despite increased competition from other airlines.
This document provides an overview of strategic management concepts as they relate to services organizations, using British Airways as a case study. It discusses British Airways' corporate structure as part of International Airlines Group, its strategic scope in products, markets, geography and competencies. It also examines strategic costs such as sunk costs and learning curves. The document analyzes British Airways' organization, market definition, industry analysis using Porter's five forces, and recommendations to improve its strategy.
The document provides an outlook on the global aerospace and defense industry in 2012. It finds that the commercial aircraft industry is expected to continue growing due to increasing orders and production, while parts of the defense industry may decline due to decreased military spending, particularly in the US and Europe. Overall, the financial performance of top aerospace and defense companies is projected to be similar to 2011. The document also discusses trends in commercial aircraft production, air traffic control modernization, global defense spending, business jets, and regional outlooks.
Today, most of the organizations quite advanced in involving multiple applications of strategic management.
In this paper I have tried to describe an effective and working Ryanair’s competitive strategy, approach and factors have accounted for Ryanair’s success. I also analyzed what are Ryanair’s distinctive capabilities and how they are implementing various strategies to attract and retain customers.
This document presents a research proposal to review the marketing strategy of British Airways and assess its effectiveness. The proposal includes an introduction outlining the research questions and background on British Airways. A literature review is presented justifying the research and highlighting challenges faced by British Airways such as increased competition and economic factors. The methodology section outlines that a qualitative research philosophy will be used involving semi-structured interviews and secondary data collection. A timeline is provided projecting completion of the research over 31 weeks.
This document presents a research proposal to review the marketing strategy of British Airways and assess its effectiveness. The proposal includes an introduction outlining the research questions and background on British Airways. A literature review is presented justifying the research and highlighting challenges faced by British Airways such as increased competition and economic factors. The methodology section explains that a qualitative research philosophy will be used involving semi-structured interviews and secondary data collection to analyze the marketing strategy and address the research questions.
Ryanair - Accounting, finance & control projectfilippo cheli
This document shows our work on the most important low fares company for the accounting, finance & control project.
There are three sections:
1. financial analysis
2. benchmarking
3. conclusion
Bombardier Inc. is a Canadian manufacturer of planes and trains headquartered in Quebec. The document provides an analysis of Bombardier's strategy including its history, competitive situation, business environment projections, and proposed strategic adaptations. It recommends strategies for Bombardier to maintain its industry-leading positions in aerospace and rail transportation in the changing global market.
The document provides a financial and strategy analysis of Jaguar Land Rover. The financial analysis uses the CORE approach to examine the context, overview, ratios, and implications of Brexit on JLR's revenue. The context discusses the political, economic, social and technological factors affecting JLR. An overview of the financial statements and key trends is presented. Various ratios analyze profitability, liquidity, solvency, and investors' viewpoint. The strategy analysis examines JLR's strategy in relation to industry forces and implications of Brexit on strategy. Expansion plans are discussed, and it is recommended that JLR focus expansion and prepare for potential Brexit impacts through its new Slovakia plant.
Quite an extensive look on Bombardier including the analysis of key performance ratios over the last 5 years and also a look at CSR within Bombardier. Achieved a first on this piece of work.
Module- Corporate Analysis year 2.
This document is a term paper on strategic management strategies followed by low-cost airline IndiGo. It provides an executive summary and then analyzes IndiGo's external and internal environments. For external analysis, it uses PESTEL and Porter's Five Forces frameworks to examine political, economic, social, technological, environmental, and legal factors impacting the aviation industry. It finds the industry attractive but with threats from new entrants, supplier bargaining power, and competition. The internal analysis covers IndiGo's market share, resources, value chain, and SWOT. It identifies strengths in differentiation and resources but also weaknesses. The paper concludes with strategic alternatives for IndiGo to sustain its competitive advantage long-term.
This document analyzes the business portfolio of Airbus Group. It discusses how Airbus Group segments its business into three reportable segments: Airbus, Airbus Helicopters, and Airbus Defence and Space. However, the document argues that alternative segmentation methods may provide a more accurate picture by considering factors like product similarities, competition, and synergies across business units. The analysis explores using portfolio tools like the BCG matrix to evaluate Airbus Group's portfolio balance but notes these need to account for operational and financial synergies between business units. It also discusses how the unique characteristics of the aerospace industry, including heavy R&D costs and government involvement, impact business strategies.
British Airways is one of the largest airlines in the UK operating over 550 destinations globally. It carries over 33 million passengers annually and generates billions in revenue. While air travel continues to grow significantly, the airline industry faces many external challenges like economic fluctuations, regulations, competition, and rising fuel costs. British Airways' strategy is to strengthen its brand image and customer service. It aims to grow operations through new aircraft and routes. The communication strategy will focus on restoring confidence through emphasizing improvements since issues at Terminal 5 and working with BAA to solve current and future problems. The theme will be "Try it out, BA is learning and improving."
This document is a final paper for a course on alliances, mergers, and acquisitions analyzing Fiat-Chrysler Automobiles' (FCA) network of partnerships and acquisitions over the past 10 years. The paper uses network analysis to examine FCA's partnerships from three perspectives - its direct partnerships, its partners' partnerships, and the automotive industry network. The analysis finds that FCA pursues different strategies for alliances versus acquisitions, prefers partnerships in emerging markets and acquisitions in developed markets, and could improve its network position by diversifying its portfolio and partnering more with major Western automakers. The paper concludes FCA should build its credibility with Western partners before pursuing major mergers.
Business model interrogation and developmentiWant tutor
The company of Thomas Cook is the parent organization of Thomas Cook Ireland and United Kingdom, Condor Airlines along with other such related subsidiaries until the year 2007, when there had been a merger with MyTravel Group PLC. The combination of this new organization had been known as Thomas Cook Group PLC. This had also been listed under the London Stock Exchange(Calder2013). In the current era, it has been identified as one of the leading travel groups across the globe, with an appropriately focused strategy, a portfolio of brands leading the market, a flexible model of business, and a team of approximately 31,000 individuals(Ahwere 2012). The entire group shows commitment towards the achievement of vision. The vision is to go further for making the dreams of others come true(Ingle, 2008). The organization gives huge importance to the customers and is focused on delivering sustainability in valuing the shareholders
Merlion Airways has experienced strong financial growth since starting operations in 2016. It has expanded to three hubs in Singapore, Los Angeles, and Frankfurt serving 118 destinations globally. While competition is high, particularly in Singapore, Merlion has differentiated itself through unique pricing and high passenger load factors averaging over 90%. The company segments the market between premium travelers who receive enhanced amenities, and economy travelers who pay lower fares but have fewer included services. Merlion tailors its aircraft configurations and approaches to each flight duration from short to long-haul.
Key Challenges for the European Aerospace SuppliersEric Ciampi
The document discusses three main challenges facing European aerospace suppliers over the next decade: 1) Developing robust and agile supply chains to keep up with growing demand and complexity, 2) Extending their manufacturing and engineering footprints to more global supply chains, and 3) Taking on more innovation and technology development work for OEMs. It provides examples of how suppliers are responding through consolidation, risk sharing with OEMs, and expanding internationally. OEMs are also pushing suppliers to rationalize their supply bases and improve quality and delivery.
An analysis of the contrasting HRM policies of BA and Ryan Air through 4 frames - Structural, HR,Political and Symbolic and commenting on the alignment of the HRM policies to the strategic objectives of each company
Entrepreneurial Views of Competitive StrategyKivanc Ozuolmez
The document discusses entrepreneurial views of competitive strategy compared to traditional positioning and resource-based views. It summarizes several articles that look more closely at the internal workings of firms and how value is created. Specifically, it discusses how these views examine rent appropriation within firms, new definitions of performance, sources of value creation like talent and innovation, and the importance of disequilibrium in the market. Overall, the entrepreneurial views presented provide a more detailed perspective of the internal firm processes that can explain performance differences between companies.
Similar to Reasons to diversify in the airline business british airways (17)
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
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Reasons to diversify in the airline business british airways
1. 1
Reason to Diversify in a business
(A case study of British Airways)
SID NO: 1246209
INTERNATIONAL BUSINESS ENVIRNOMENT AND STRATEGY
PART 2 OF THE PRESENTATION
MOD001148
(Word count:2,500)
3. 3
1.0: Background
The overall purpose of this study is to examine the reasons to diversify in a
business. This study has chosen British Airways (BA)and there are a number
of reasons behind selection of this organisation. BA is one of the leading
scheduled premium international airlines and also a part of International
Airline Group and full service global airline company (Data Monitor, 2012)
after merge with Iberia. They provideworld-class air cargo service worldwide,
largely combination with its planned passenger service. The airlines operate
over 400 destinations worldwide including Europe, USA, Asia, Africa and Latin
America etc. it has employed over 38,000 employees around the world and
headquartered in Harmondsworth, UK (BA Annual Report, 2013).
The following is the highlights of financial performance as of 31st
Dec 2012:
The Revenue was up around 8.4% to £10,827 million compared to
previous year
Operating profit was £233 million, however 55% was decrease
compared to previous year (FY2011) (BA Annual Report, 2012).
The company has diversified their business through two divisions, namely:
airline business and all other business (cargo operations and network
passenger). Having key business places in London with substantial its
presence at London City Airport, Heathrow and Gatwick (Data Monitor, 2013).
BA had 273 aircraft in service as the end of FY 2012. During the 2012, the
company has carried 37,5800 passengers and hundred thousands of tons
(788,000) of cargo and consequently the load factor for passenger was 79%
whilst the total load factor stood at 72.90% (BA Annual Report, 2012).
4. 4
In addition, the company also has two subsidiaries, including BA Open Skies
and BA City Flyer. BA City Flyer activates a network of European services
and UK domestic Services from London City Airport. There were two
franchise partners including Sun-Air and Comair and they have been using
BA branding and flight codes (BA Annual Report, 2012‟ Data Monitor, 2013).
British Airways has acquired British Midland Limited (BMI) in April 2012, which
belongs to Deutsche Lufthansa AG, (BA Annual Report, 2013).
Hence, this acquisition helps them to strengthening their existence at
Heathrow and also improves their financial performance as this acquisition
has already given position to operate 20 new routes from Heathrow in whole
2012 winter season (Data Monitor, 2013). BA is further investing around
£5billion over 5 years in new aircraft, elegant lounges, smarter cabins and
new technologies in order to make life more comfortable on the ground and in
the air.
Further in the year, they entered into a codeshare arrangement with Air Berlin
on more than 40 flights across Europe. In February 2012, British Airways
andJapan Airlines (JAL) announced plans for a new joint business between
the companies on flights between Europe and Japan (BA annual Report,
2013).
The company began consultation with trade unions in April 2012 on proposals
to integrate bmi mainline into its operations at Heathrow. In thefollowing
month, the company announced a new route to Seoul in South Korea. During
the month, British Airways launched a new route from Gatwick, the UK to Las
Vegas, the US. In August 2012, the company announced plans to launch a
5. 5
new route to Sri Lanka from Gatwick in FY2013 (Data Monitor, 2013). In
September 2012, the company signed code-share agreement with West Jet
boosting its services to select destinations in Canada. During the month,
British Airways and JAL begana joint business agreement under which the
two airlines would share revenue on applicable flights between Europe and
Japan (BA annual Report, 2013). .
British Airways announced plans to increase its flights between Toronto and
London Heathrow in December 2012. During the month, the company
announced a new route to Chengdu in China. British Airways‟ flew its first
Airbus A380 from Los Angeles to London Heathrowin March 2013 (BA annual
report, 2013). In June 2013, British Airways‟ signed a new agreement with
Bangkok Airways, allowing customers to fly to destinations in Thailand,
including Phuket, KohSamui and Chiang Mai (Data Monitor, 2013).
2.0Theoretical Framework
The choice of Porter‟s strategy is stipulated by several reasons. The concept
of generic strategies was created in 1980‟ s which is still widely accepted as
a business tool and platform for researches in the field of strategic
management. The model has a number of positive characteristics such as
“regard, precise structure, practicability, clarity and generality” (Shaw, 2011).
It signifies the three different strategic approaches:cost leadership,
differentiation and focus – the company can undertake to build a strong
competitive advantage by modification and outperform their competitors.
6. 6
The airline industry has experienced a sharp price decline (up to 50%) caused
by a global economic downturn and also various other reasons such as
terrorism, middle- east crisis in 2008-2009 (Data Monitor, 2013). As
mentioned BA‟s profitability was 55% decreased in FY 2012 compared to FY
2011 (BA annual report, 2013). The strategy may help BA to improve their
profitability and competitive advantage as it was already mentioned above. It
is important to highlight the fact that Porter‟s strongly advises companies to
pursue just one strategy at a time. If a firm does not succeed in doing so, it
may get stuck in the middle, which will result in low profitability and inability to
achieve competitive advantage.
The key priority of a company is to have a competitive edge and increase
market share, which is: „A firm pioneers a major diversification‟. The invention
of a new product or technology is an attempt of the simultaneous pursuit of
low cost and differentiation strategies. The diversification with products
portfolio may give BA an opportunity to lower the costs while at the same time
widen the spectrum of its differentiation activities.
However, BA will possess an advantage over its rivals unless it supplies the
market with a unique offering. Once the competitors manage to replicate the
diversification on products and services, the company will return to the stage
when it has to decide on which one of the generic strategies it will be pursuing
(Payne et al, 2011).
7. 7
Furthermore, this study will use Ansoff Matrix to identify the business growth
by diversifying in new and existing market, which suggests that the growth of
the company will be based on whether it existing products and market new
product in new or existing markets. It has four matrix and very useful to
examine the business growth and expansion (Shaw, 2011). Hence, the two
models (Porter Generic Strategies and Ansoff Matrix) will examine the
reasons to diversify in airline business (British Airways).
3.0Analysis
This section reviewed the identified issues of British Airways by using Porter
Generic Strategies and Ansoff Matrix. It is absolute necessity for this report to
be able to distinguish between all three different generic strategies:
8. 8
Cost leadership:
The cost leadership strategy is probably the easiest among the generic
strategies to comprehend, since its focal aim is to minimize the company‟s
costs, which is an essential for the British Airways as the company had
decreased profitability.In relation to BA, the company failed to provide lower
fare to their customers, as the company did not able to generate expected
profit. Hence, the company must look into cost savings by introducing new
routes. Payne et al, (2011), stated that the ability to maintain costs at a low
level brings the advantages in case of the price war which has been going
significantly in airline industry, since it would be much easier to drive
competitors out of the market( Puzell, 2011).
Cost leadership provides another significant benefit for the BA which is the
possibility to set the market prices which can be at or near the industry
average 43 as some passengers believes the farers of BA is not competitive.
The BA has failed to offer lower cost than its competitors and BA failed to
attract business travellers for short hauls flights.In relation to BA, the company
has stood in pure differentiation (Figure 1) and not even in low cost category
where Ryanair stood firmly in low cost category.
Figure 1: Position of the airlines
9. 9
Porter (1998), says that companies pursuing the cost leadership strategy are
expected to perform above the industry average due to the ability of diversify
the prices at lower or equal levels in comparison to the closest competitors in
the industry.
Differentiation
A firm pursuing this strategy will focus on supplying the market with a unique,
not yet provided, offering. In contrast to the cost leadership strategy,
differentiation approach deals mostly with the external business environment,
since it is seeking appropriate and most suitable ways of aligning their
services and products to meet unique customer requirements (Proctor, 2010).
Miller (2009) argues that diversification can be another way of accomplishing
a low cost position on the market and the reason behind to increasing
profitability and market share. The BA has increased diversification in
geographic presence in worldwide. The company serves 400 destination
globally and provides both cargo and passenger service. Hence, the revenues
generates significantly, for instance UK (largest geographic region) alone
10. 10
contributed 44.3% to the total revenues in FY 2012 (BA annual Report, 2013).
Further, total 19.9% revenues comes from the Canada and US and
Continental Europe provides around 16.4% (Data Monitor, 2013). Thus, a
diversified geographic existence provides the BA more opportunities for
accomplishing important revenue growth. However, there are more
geographic presence need to be justified, for instance diversifying more cities
in China (Xonhgi), India (Calcutta, Uttar Pradash). Therefore, it will help to
reduce the risk in specific market including socio-economic and geo-political
reasons and enables a strong positive universal image of the BA.
Focus
This type of a generic strategy is directed on targeting and supplying a certain
group of customers, segment of the product line or even geographical
market.59. However, BA has not been able to target business customers for
short haul flight because BA has been treated as a luxury flights. The focus
strategy is used in a combination with cost leadership, differentiation. While
the cost focus is based on defining the behaviours of price sensitive
consumers in specific segments, the differentiation focus is based on
providing unique offerings to targeted segments ( Murry, 2008). In case of
choosing one of the above described focus strategies by BA, it is necessary to
be ascertain that the offering a company is willing to target a specific segment
with diversification both product and service and geographic portfolio.
However, the company has won the first place in the category of „Favourite
Airline‟ and it was given by the „Globe Travel Award‟ in 2012. In addition, BA
11. 11
has won gold award for best UK based airline in March 2012 ( Data Monitor,
2013).
4.0Ansoff Matrix
Figure 2: Ansoff Matrix Model
Ansoff Matrix consists of four conditions:
Market Penetration: BA already operates in various existing market but
decline profit by 55% in FY 2012 compared to previous year. Therefore, BA
12. 12
needs to expand their e-service in Far East, some European countries, EEA,
Middle East, China and India. However, the company increased 9% growth in
South East Asia and 8% growth in EasternEuropean countries in FY 2011
(Data Monitor, 2013).
Market Development:Ansoff (1957) suggests that existing products sold to
new market help to improve business growth. For instance, BA was the best
performer with a 7% growth in Asia Pacific in arrivals (Data Monitor, 2013) as
they have introduces some routes in Asia Pacific in 2009. In addition,BA has
diversified their services such as, the company was trying to recover their
business customers from the Virgin Airline and also launched loyalty card for
its customers as a medium to draw more people to fly with the brand.
Product Development:Its involves the procedures utilized to bring new
products into new market (Barrows and Neely, 2011). For instance, the
company has introduced a new in-flight entertainment system in the Boeing
777-300 ERs in FY 2010 which has been able to develop a special cabin
where passenger can work, sleep and eat (BA Annual Report, 2013).
Diversification is a substantial business strategy that endeavors to improve
productivity and profitability by introducing new product into the market.
Hence, global company such as BA has collaborated with India‟s King Fisher
in order to provide connecting flights in India‟s various cities. Angwinet al
(2011) argued that traditionally, foreign product diversification is viewed as an
important strategic factor that influences many firm characteristics. In addition,
13. 13
Ansoff Matrix and Porters generic strategy gives the list of specific routes to a
diversified based competitive advantage grouped in four domains:
- Enhance the sources of uniqueness
- Make the cost of differentiation an advantage
- Change the rules to create uniqueness
-Increase BA market share
- Reconfigure the value chain to be unique in entirely new ways (Hill, 2008).
Although, BA has been successful many ways in diversification as it helps to
improve business growth. For instance, British Airways has awarded „Best
Short haul Airline‟ and also awarded for best airline for customer service as
those were hailed for the company‟s diversification on services.
5.0Conclusion and Recommendations
In conclusion, the above discussion has clearly indicated that there are a
number of reasons behind the businessbroadening such as market
development, business growth, increase market share, increase profitability,
and most importantly competitive advantages in the market. The pursuit of the
diversification strategy gives BA irrefutable advantages. Gurau (2011)
summarized the potential benefits of diversification: first of all, the more
diversified the products are the more competitive the market is which in turn
14. 14
leads to a greater variety of offerings. Second of all, as we have already
brought to the attention the fact that a company diversifies its products not
only to make it visibly different from the ones of competitors, but to ascertain
that its products would be preferred by the customers to the offerings of the
closest competitors.Therefore, by trying to make products appeal to a wider
segment, companies are attempting to gain a stronger competitive advantage
hence, power over the market. Third of all, companies‟ intentions to supply the
market with unique offerings result in development of innovations and
inventions, which in turn keeps both companies and markets afloat and
prevent their stagnation.The properly designed diversification strategy may
change the customers‟ perceptions and likes in companies‟ favor and benefit
(Hill, 2008).
The finding of this study suggested that BA could overcome and regain its
profitability (partly) through UK airlines market. According to Market Line
(2013), the UK airline industry is expected to be high growth by 2016 as UK
airline industry has generated revenues over $24.8 billion in FY 2012 and
among this revenues, CAG represents around 0.5% between 2007-2012(Data
Monitor, 2013). Hence, the British Airways could focus significantly in UK
market by increasing short haul flights between UK cities with Low cost fares.
The global tourism industry has been in regaining position since 2008 as
economic recession has bad impact on tourism industry. However, tourism
industry has accelerating, international tourists up from 996 million in 2012
and it was grew by 4% in FY 2012. The Asia Pacific, South East Asia, Central
Europe, North Africa are very good performer in terms of tourists arrivals.
15. 15
Thus, BA could re-focus on its diversification in every sector, for instance the
company could increase more presence in Vietnam, Brazil, Far East, India,
and China.
However, as it was already pointed out above the success of diversification
depends on the BA‟s capability to “match the firm‟s capacity for creating
diversification to the attributes that customers value most” To achieve that, BA
must not only pay attention to the customers‟ demands and requests, but also
adequately evaluate their own strengths and abilities. Therefore, in order to
outperform the rivals, BA has to combine both differentiation and cost
leadership strategies (Grant, 2010). In addition, both combination of cost
leadership and diversification may help BA to improve its profitability.
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