Search results

The purpose of this paper is to describe the development and evaluate the competitive strategy of Emirate Airlines.

The paper outlines Emirates' history and discusses the factors that have contributed to its remarkable record of profitable growth.

How many state‐owned enterprises do you know that grow their business every year and consistently make a profit? Or, for that matter, that win awards for their customer service? One example of this unusual species is Emirate Airlines – known as “Emirates”. In an industry suffering from high and rising fuel costs, economic recession and fierce price competition, this is indeed an achievement. How do they do it? Some have accused Emirates of unfair competition; the airline naturally denies this, arguing that its success results from superior competitive strategy. What, then, are the factors that contribute to the remarkable performance of Emirate Airlines?

The paper draws attention to the airline's focus on high‐quality product differentiation, other factors affecting its competitive success and the reactions of rival airlines.

The paper highlights the multicultural nature of Emirates' workforce and its reliance on expatriates to run the business.

The paper provides an insight into the structural and competitive considerations that have allowed Emirates to become one of the world's largest and most successful airlines.

The rise of Emirates, Etihad, and Qatar Airways in the Middle East (collectively referred to as “ME3”) has been absolutely dramatic. How should other full-service carriers respond? This study takes a look at how one carrier, Singapore Airlines, has responded and may offer clues to how others may choose to respond. Facing ME3’s ascent in service quality and rapid capacity expansion, Singapore Airlines stuck to its niche as a premium carrier and refrained from tit-for-tat type competition. It managed to command a fare premium in select markets even in the presence of ME3, but had to sacrifice growth in its passenger count. This offers valuable lessons for other full-service carriers.

The purpose of this paper is to focus on the four strategy tools of positions and positioning: leader, challenger, follower and niche. It suggests that it is important for managers to understand where their business fits in the market, vis‐à‐vis the competition. Without this knowledge, it is difficult to identify a differential advantage that will give the necessary competitive edge to attract the target customer.

This paper reviews positioning using a back to basics explanation. A simply constructed matrix – represented by variables: company‐focused or competition‐focused and pushes the boundaries or stays within boundaries – illustrates business philosophy in the marketplace.

Airlines positioned in the United Arab Emirates (UAE) aviation industry exemplify a market environment with companies holding distinctive positions. Emirates Airline is the leader, Etihad Airways is the challenger, Gulf Air is the follower and Air Arabia is successfully established in the niche position. A summary explanation of business operations for each airline supports the discussion.

Marketing practice aligned with textbook theory is identified in the growth‐oriented UAE aviation industry. In real‐world terms, four airlines distinctively hold each of the four positions while a fifth airline is making inroads into the regional market and appears to be challenging the current challenger.

The strategy simply stated in this paper suggests that the market environment is dynamic and constant assessment is necessary. Managers seeking to maximize differential advantage vis‐à‐vis the competition should consider using more than one strategy tool particularly if it contributes to a manager's ability to understand the market environment.

This study seeks to examine country of origin (COO) and national loyalty effects on Lebanese consumers' quality perceptions, attitudes, and purchase intentions with respect to airlines serving Lebanon.

The research comprised formulation of a detailed questionnaire that was served to 360 persons via personal delivery and e‐mails. Statistical analysis of data employed chi‐square and ANOVA tests.

It was found that factors other than personal experience could impact customer perceptions when selecting the airlines of preference in which national loyalty was a key factor. An important finding was that, from the point of view of personal experience, demographic variables influenced customer perceptions, whereas otherwise the country of origin (COO) effect was predominant.

There was a direct implication that factors other than personal experience do impact customer perception when selecting the airlines of preference. The findings show disagreement with many scholars who give high importance to personal experience as a basis for selection. In this scenario, the majority of the respondents traveled on MEA and gave a good evaluation for the quality services provided by MEA. A different experimental setting would be required to determine the response of dissatisfied customers with travel on MEA.

The analysis of COO effect in selecting an airline by Lebanese consumers is the first of its kind of study in Lebanon and would contribute to the overall literature. It could also provide useful information to the airline industry and national aviation planners in Lebanon.

This study aims to examine the roles of advertising (ADV) and sales promotion (SP) in creating airline brand equity (BE) in the UAE, and to test the mediational effect of customer perceived value on the proposed relationships. Additionally, the study examines the outcomes of airline BE (i.e. trust, satisfaction and loyalty).

A structured and self-administered survey was used targeting 234 passengers, from which 197 were valid for the analysis. Exploratory and confirmatory factor analyses were used to assess the research constructs unidimensionality, validity and composite reliability.

The empirical findings support the direct relationship between ADV and BE. Perceived value fully mediates the effect of SP on BE. In addition, BE positively affects trust, satisfaction and loyalty.

Future research could investigate BE and perceived value as multidimensional constructs. Additionally, future research should expand the effect of other variables such as airline type, airline class and other marketing mix elements.

The findings from this research highlight the importance of both ADV and sale promotion in enhancing airline BE, and the pivotal role of perceived value.

The originality of this research is highlighted in conceptualizing a parsimonious model of the preceding constructs (i.e. ADV, SP, customer perceived quality) and subsequent constructs of BE (i.e. customer trust, customer satisfaction, customer loyalty), which has never been investigated collectively in one model in the literature particularly in the airline’ context of emerging economies such as UAE.

This chapter focuses on the IFRS 15 Revenue from Contracts with Customers and IFRS 16 Leases in the airline industry considering the case of Air France – KLM (AF-KLM). This airline timely adopted IFRS 15 and early adopted IFRS 16 for the year 2018 and restated its 2017 financial statements using the full retrospective method so that the 2018 financial statements of the airline provide comparative financial information during the transition phase from IAS 18 to IFRS 15 as well as from IAS 17 to IFRS 16. In the first part of the chapter, liquidity, solvency, and profitability ratios along with cash flow ratios were used to analyze the cumulative effect of IFRS 15 and IFRS 16 using 2017 and restated 2017 financial statements. In this context, results indicate that the liquidity ratios decreased, and the solvency ratios increased in general. In addition, the cumulative effect of IFRS 15 and IFRS 16 created an upward change in general on profitability ratios based on the several performance parameters that should be considered during the transition from IAS 18 to IFRS 15 and from IAS 17 to IFRS 16. Overall, IFRS 15 has minor effect and IFRS 16 has major effect on the financial statements of AF-KLM. In the second part of the chapter, the compliance level of the mandatory disclosures requirements of the airline was examined from the lessee standpoint and the research pointed out that the airline fully complied with these disclosures at its first adoption of IFRS 16 and provided some voluntary disclosures as well.

Worldwide approximately 200 national economies are competing in the destination market. In 2006, global government and capital expenditure exceeded US$1,480 billion making destination branding an important concept that still remains fragmented and unplanned. Dubai, an emirate of the UAE in the Middle East has been chosen as a case study to explain some elements of successful destination branding. This paper aims to apply a framework developed by Balakrishnan to explain areas of caution when competing in an international market where success is also partially dependent on the macro‐environment.

The framework was developed by reviewing literature on destination, place, corporate, product portfolio and service branding. The framework was tested using case study methodology. Secondary research was primarily used to develop the case.

There is a strong fit with the model suggesting that destinations can use this as a basis for continuity in strategy even as governments change. Based on the analysis and review; a checklist for destination branding strategy was recommended.

Since, this study depends on secondary research there is some limitations as data in this region is not easily available.

Destination branding differs in challenges vis‐à‐vis product and service branding. This paper depicts steps essential for creating a successful branding strategy which can be applied in a real world context to maximize returns for the destination.

This chapter examines the competitiveness of the tourism cluster in the United Arab Emirates (UAE) by applying Porter's competitiveness of nation diamond model, with its four dimensions: factor conditions, demand conditions, the related and supporting industries, and, lastly, the firm's strategy and rivalry. Specifically, we provide a thorough analysis of the UAE's strategic plans, initiatives, and tactics to cultivate competitiveness in tourism across the nation. This includes the draft of a vision for the nation, decisions to build and reinforce their infrastructure, determination to develop and nurture skilled workforce, ability to respond innovatively to their customers' evolving demands, selection of the appropriate base for competition, and, finally, continuous melioration of related industries. Examining secondary data and by reviewing governmental reports, we find that UAE did not cultivate a national advantage by owning random natural resources, but rather by having a strategic intent to converge all their efforts and to deliberately build a coherent cluster in the tourism sector. The chapter also provides some limitations and recommendations for future research.

This study aims to identify the factors and propose a conceptual framework for the civil aviation industry from the sustainability perspective with the participation of international entrepreneurs. Based on the results of this study, international decision-makers and entrepreneurs in the civil aviation transportation industry will better understand their decision-making processes. A combination of interpretive structural modelling (ISM) and matrix-based multiplication applied to a classification (MICMAC) was used to classify practical factors to depict a conceptual model based on their level and classification in the sustainable supply chain (SSC) of the civil aviation transportation industry. In this study, special attention has been paid to the issue of sustainability as an essential mechanism for developing international entrepreneurship in the civil aviation transportation industry. The factor of flexibility in service production was identified as the driver factor; the factors of organisational commitment to a SSC were found to have the highest driver-dependent power that can attract international entrepreneurs in this field.

EVENDALE, Ohio — CFM International's CFM56–5 engine has been selected by Gulf Air to power 12 firm, 6 option Airbus Industrie A320 aircraft in an engine order valued at more than S225 million.