UNIVERSITY OF MODERN SCIENCE

COLLEGE OF BUSINESS

Service Operation Management

Mngt 444
Fall 2015 - 2016
Classwork 4
S.W.O.T. OF Emirates Airlines

Name
Ali Abdulla al sayari
AbdulRahman Jumaa M.Jamhoor Al Qubaisi
Musallam Alameri
musabbeh Ali mohamed al seiari
Muhannad Alharthi
Emirates Airline Background

ID
20124038
20132650
20131334
20124039
20131797

Section
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Emirates airline is one of the world's richest airlines. It was established in

October 1985 and is owned by the government of the United Arab Emirates.
The first flight of the Emirates airline was to Karachi and Bombay, and in July
1987, the aircraft carrier already reached in Europe. Its direction was the first
European airport London Gatwick. In June 1990, it initiated the first
connection lines from South - East Asia - to Singapore. UAE lines belong to
the alliance Arab Air Carriers Organization. The head office is located at the
Dubai airport.
Company Profile
Company Name
Founder
Head Office
Destination
Main industry
Sub industry
Staff number
Company slogan

Discovering
Official website

:
:
:
:

Emirates Airline
Government of Dubai
Town Center Jumeirah Beach Road Dubai, UAE
Over 60 countries
: Transportation
: Airline
: Over 40,000
: Fly Emirates, Meet Dubai. Fly Emirates. Keep
: www.emirates.com

Mission
We exist to deliver the worlds best in flight service
Vision
To make civil aviation safe, leading and sustainable
Services
Cabin
Cargo
Airport Services
Competitors
British Airways, Qatar Airways, Singapore Airlines and Etihad Airlines

SWOT ANALYSIS
Strengths
Top global brand
A strong corporate culture
Entering the cargo shipping
Continuously improve and
renew their services in the

airline
Managing effectively the needs

of target audience
The advantage of size

Weaknesses
Decision to focus on diversified

market
Does not provide a lot of places

in US
Does not provide to middle

class & budget traveler

Focusing too much on their
high-end acquisitions and

diversification
Not all of diversification and
approach have been successful

Opportunities
Budget travelers
Personalized services penetrate

major threats for example Gulf

new growth markets where

internet adoption still has room

Leveraging Emirates Airline's

Air, Etihad
Rising fuel costs
Low cost carriers for example

Air Arabia, Jazeera Airways

The firm's inability to keep up

infrastructure business to get

Threats
Competitor companies are

first choice
Innovation to develop

with innovations, or recognize

continuously new generations

its demand

of more advanced airline and

aviation services

Conclusion
Emirates are known around the globe as a world-class airline with world-class
products and services. The airline ranks among the top ten carriers
worldwide in terms of passenger kilometers, and has become the largest
airline in the Middle East in terms of revenue, fleet size, and passengers
carried as of 2014, the airline is the fourth-largest airline in the world in
terms of international passengers carried and third largest in terms of
scheduled passenger kilometers flown. The airline is also the third-largest in
terms of scheduled freight tone- kilometers flown.
Emirates have built up a strong brand name as a leader in the aviation
industry, particularly in terms of service excellence, and its very rapid
growth, coupled with consistent profitability. Emirates have won numerous
awards too.
Emirates Airlines has many strengths, like differentiating from other airlines,
as it responses to new technology, such as e-ticketing and self-check-in
services. An obvious weakness is the high prices of Emirates due to its huge
investments in ordering aircrafts. Although it has opportunities (near
investments in AD airport and increase of UAE income per capita in UAE.),
many threats are concerning it, such as increase of oil prices, low cost
airlines and the spread of killer diseases.

Recommendations:

The operational cost is increasing due to huge investments of Emirates

on aircrafts and services and increase in fuel prices. Emirates should
reduce the costs by making operational improvements, namely
improving maintenance processes, maintaining high aircraft utilization
and making effective flight scheduling. It could also be reduced by
investing technology in distribution channels to reduce labor costs. For
instance, it is recommended to install more self-service kiosks in
airports of the destinations of Emirates airline since it has already

install ones in Dubai airport.

In response to the threat of low cost airlines, Emirates shouldn't lower
its fares after years of offering advanced services, instead it has to
offer new low cost brand as a subsidiary of Emirates group serving
economic travelers who are now customers of new low cost airlines,

thus expanding the market share.

Extending routes is recommended especially there is a growth in
tourism UAE. There are main regions in the world that Emirates do not
have routes in, namely Canada, It has to extend destinations
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worldwide (especially attractive areas). Joining a global alliance

enables increasing its destinations, offering more fare options for

customers helping to solve problems of new low cost airline.

Investigating technology is recommended for improving customer
service and Emirates has to sign contract with an e-business company
that offers airlines technology solutions. E-CRM strategy is a new
technology that Emirates should implement since internet users'
number is increasing. It allows managing long term relationships with

customers .
Generally, Emirates should do analysis for internal and external factors
and its competitors and develop new strategies to stay competitive in
the maturity stage.

References:

Stanik, A. Smith, P. Erakovic, E. (2007) Emirates Airlines Expansion

into New Zealand in Hill et al, Strategic Management: An Integrated

Approach, Wiley: Milton QLD Web Case Study

Emirates Airlines, n.d. Emirates Story; Fleet; Chauffeur Drive;
Emirates Experience, Emirates News, retrieved: 20/04/2009,

<www.emirates.com>
Doganis, R 2005, Current Challenges and the Future Shape of the
Airline Industry, Airline Industry Conference Agenda - Seminar Notes,

Imperial College, London.

Brueckner, J.K., The Economics of International Codesharing: An
Analysis of Airline Alliances, International Journal of Industrial
Organization 19, 1475-1498 (2001).
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