Basics of Strategic ManagementEtihad Rail: A New Way to Change a Business Landmark in the United Arab EmiratesCase Study: Inchcape plc. Part 3

Abstract

Case synopsis

Etihad Rail Company is planning to implement a mega infrastructure project in the United Arab Emirates (UAE). They have included freight rail system as part of the 2030 Abu Dhabi economic vision and the UAE national Charter 2021. The plan is to link the UAE’s main cities via the Gulf Cooperation Council (GCC) border. This ambitious project presents a formidable task for the Etihad Rail Company and the region as there is no previous railway history of this kind. The project requires coordination of rail standards from East of Ghwefatet and the Northern Emirates cities and will ultimately be combined with the Western Saudi Arabia borders. The transportation system in the region will be improved greatly with the introduction of a cargo and passenger railway system in addition to the current road system and other means of transportation. The Etihad railway network is the first infrastructure project in the UAE and it will bring economic, strategic, social and environmental changes to the country. This case aims to present an overview of the strategic management dimensions of the Etihad Rail and the processes involved. This case will analyze whether Etihad’s top management team should make a decision to focus only on freight rail or to include passenger transportation as well. Many questions will be addressed in this paper such as the following: What steps should Etihad take in order to start passenger rail? Will economical, strategic and environmental aspects affect it? And if so, how? The case will focus on the analysis of the different aspects of Etihad Rail by using strategic management tools as guidance for implementation and determining its success factors.

Citation

Todorov, K. and Akbar, Y.H. (2018), "Basics of Strategic ManagementEtihad Rail: A New Way to Change a Business Landmark in the United Arab EmiratesCase Study: Inchcape plc. Part 3", Strategic Management in Emerging Markets, Emerald Publishing Limited, Leeds, pp. 109-161. https://doi.org/10.1108/978-1-78743-355-720181003