Emirates Airline Case Study Pdf

 

3 Introduction

“Emirates Airlines goals for the immediate future and long term are,

to be the best in every venture it undertakes; to meet its customers' expectations profitably, to contribute to the success of Dubai Inc., and to make the city the new global aviation hub for the 21st

century.”

Emirates Chairman, Sheikh Ahmed Al Maktoom

In 1985 Emirates Airlines was established by Dubai Government with just two aircrafts. Today Emirates has 83 aircrafts files to 78 destinations in 55 countries worldwide. It has a large number of cabin crews from 95 nationalities. It recently made an aircraft orders worth more than $ 26 billion for 45 Airbus A380, which

makes the company the world’s largest purchaser of Airbus’s super 

-jumbo. (About Emirates) Emirates Airlines recently becomes one of the fastest growing airlines and the fifth-most-profitable airline in the world. It has been growing by more than 20% a year since the last 17 years making a profit of $637 million in 2004-05. (BBC News) Emirates Airlines is committed to achieve its

mission 

, namely “

offering consistently high-quality value-for-money service and to be the best airline on all of its routes

”. Accordingly, it is known as an in

novative and customer-oriented provider of advanced services, such as offering personal entertainment system in all classes, 18 TV channels, 22 audio channels and online booking service which enables customers to book, search for flights and choose seats. (About Emirates)

Case | HBS Case Collection | January 2014

Emirates Airline: Connecting the Unconnected

by Juan Alcacer and John Clayton

Abstract

Narrates the story of Emirates, an airline founded in 1985 in Dubai that by 2013 was among the three largest commercial airlines in the world. The case emphasizes how Emirates capitalized on its location—a small city–state strategically located to reach ¾ of the world population in a flight of less than eight hours—to build a fast-growing and profitable hub-based business model. The case details how Emirates' chooses new routes, technology, and equipment and manages its human resources, marketing and branding, and government relationships—together forming an internally consistent strategy that capitalizes on opportunities across geographic markets. Importantly, students are asked to evaluate if the airlines' strategy will be sustainable as Emirates faces technical and political challenges to expand and must compete with numerous new players from the Middle East.

Keywords: competitive advantage; sustainable competitive advantage; Business Strategy; airlines; multinational; Location strategies; Geographic Location; Multinational Firms and Management; Air Transportation; Competitive Advantage; Business Strategy; Air Transportation Industry; Middle East; Dubai;

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