Swot and Pestel of Emirates Airlines

Topics: Emirates, United Arab Emirates, Dubai International Airport Pages: 5 (1370 words) Published: October 18, 2010
Emirates Airlines (also known as Fly Emirates) is a major airline in the Middle East, and a subsidiary of The Emirates Group. It is the national airline of Dubai, United Arab Emirates and operates over 1,990 passenger flights per week, from its hub at Dubai International Airport, to 157 destinations in 55countries across 6 continents. The company also operates four of the world’s longest non-stop commercial flights from Dubai to Los Angeles, São Paulo, Houston, and San Francisco, all on the Boeing 777-200LR, & has latest Airbus A380 aircrafts for destinations like Bangkok. Emirates Airlines is a subsidiary of The Emirates Group, which has over 40,000 employees from101 nationalities, and is wholly-owned by the Government of Dubai directly under the Investment Corporation of Dubai. Cargo activities are undertaken by the Emirates Group's Emirates Sky-Cargo division.

SWOT Analysis
This part of the assignment will analyse the strategic position of Emirates Airline through the use of SWOT analysis. Based on the given case, the strategic position of the Emirates Airline specifically their airline and aviation position has been challenged because of the changing situations of the airline market. Rival industries of the company has been able to announced the establishment of their business approach in the global market which offers diversified airline industries to cater to the needs of the passengers, cargo and shipment services. The announcement of this company affects the strategic position of the entire Emirates Airline. In order to make sure that the company will not be left behind, Emirates Airline has been able to involve themselves into the expansion to technological developments.

Strengths. As a competitive and globally recognised airline industry, Emirates Airline has been able to have strategic position in the global market. In fact, when Emirates Airline streamlined their business, it already had the advantage of size. With several consecutive years of multibillion profits, the company has outshined its major rival companies to become a model firm. Also, Emirates Airline’s decision to focus on diversified market and by considering and entering the cargo shipping and their customer service was a courageous one, but it has led to its current position as one of the top global brands. The firm has likewise been characterized by many analysts to have an ability to adapt to changing market conditions in order to maximize profit. Listening to and identifying with consumers has allowed Emirates Airline to construct a corporate culture that bears little resemblance to the Emirates Airline of the past. The ability to continuously renew and improve their service in the airline and aviation while effectively managing the needs of their target audience is the key to maintaining Emirates Airline’s leader status and the key for succeeding in having strategic position. Weaknesses. Not all of diversification and approach have been successful and this can be considered as one of the flaws or weaknesses of the company. Analysts have accused the company of focusing too much on their high-end acquisitions and diversification in spite of the risky effects of such decisions. Opportunities. The basis for long-term competitiveness is the ability to develop continuously new generations of more advanced airline and aviation services. Therefore one of the company’s opportunities is to tap into more markets as a result of the innovations being introduced in the aviation. Localized capabilities enabling or even enhancing such co-operation will always make a difference when it comes to first-mover advantages. The opportunity to penetrate new growth markets where internet adoption still has room to go, Leveraging Emirates Airline’s infrastructure business to get first choice and stronger position against rivals is also an opportunity. They also have the opportunity to get ahead of their rival...
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