Qatar Airways Analysis
INTRODUCTION
The objective of this assignment is to analyse the current situation of Qatar Airways, as well as to determine possible future strategic options through the application of theoretical frameworks such as value chain analysis, resource edit, stakeholder analysis and Ansoff matrix.
BACKGROUND
Since its re-launch in 1997, Qatar Airways has attained staggering growth in fleet size and passengers number. From four aircraft in 1997, the group grew to a fleet size of 42 in September 2005 and by 2015, the fleet size will almost triple to 110 aircraft. From its hub in Doha, Qatar Airways has developed a global network of destination thanks to its code-share partners and alliances with other companies. Qatar Airways' strengths might be identified in its good financial position that means, thanks to petrodollars, an easy access to working capital. Its management is solid and prepared to future's challenges, such as its crews and its modern fleet. Opportunities might be identified in Qatar Airways' potential of growth either in Middle East area than in global area, thanks to development of new routes and focusing its strategy on top quality carrier, focused heavily on customer service. With these good intentions, Qatar Airways can win the intense competition between Arabian carriers, such as Emirates, Etihad and Gulf Air and fill up its weaknesses that are: lack brand awareness and prejudices on Arabian Airlines, essentially due to Islamic terrorism and political instability of adjacent states.
RESOURCE AUDIT ANALYSIS
The resource audit identifies and evaluates the resources available to Qatar Airways, in order to support its strategic aims and objectives. In this analysis is essential to identify company's resources and competences, finding the link between each other, aiming to add value to the organisation.
Threshold Resources
(See Appendix 1)
Unique resources
Physical: In this group might be identified catering facility, such as fine
The objective of this assignment is to analyse the current situation of Qatar Airways, as well as to determine possible future strategic options through the application of theoretical frameworks such as value chain analysis, resource edit, stakeholder analysis and Ansoff matrix.
BACKGROUND
Since its re-launch in 1997, Qatar Airways has attained staggering growth in fleet size and passengers number. From four aircraft in 1997, the group grew to a fleet size of 42 in September 2005 and by 2015, the fleet size will almost triple to 110 aircraft. From its hub in Doha, Qatar Airways has developed a global network of destination thanks to its code-share partners and alliances with other companies. Qatar Airways' strengths might be identified in its good financial position that means, thanks to petrodollars, an easy access to working capital. Its management is solid and prepared to future's challenges, such as its crews and its modern fleet. Opportunities might be identified in Qatar Airways' potential of growth either in Middle East area than in global area, thanks to development of new routes and focusing its strategy on top quality carrier, focused heavily on customer service. With these good intentions, Qatar Airways can win the intense competition between Arabian carriers, such as Emirates, Etihad and Gulf Air and fill up its weaknesses that are: lack brand awareness and prejudices on Arabian Airlines, essentially due to Islamic terrorism and political instability of adjacent states.
RESOURCE AUDIT ANALYSIS
The resource audit identifies and evaluates the resources available to Qatar Airways, in order to support its strategic aims and objectives. In this analysis is essential to identify company's resources and competences, finding the link between each other, aiming to add value to the organisation.
Threshold Resources
(See Appendix 1)
Unique resources
Physical: In this group might be identified catering facility, such as fine
Bibliography: • Doganis, R. (1991), Flying Off Course: The Economics of international Airlines, Routledge, UK. • Johnson, Scholes and Whittington (2005) Exploring Corporate Strategy 7th Edition, Harlow, UK. • Lynch, R. (2006) Corporate Strategy 4th Edition, Harlow, UK.