Emirates Airline Overview

1460 Words Jun 24th, 2018 6 Pages
Introduction Emirates (Fly Emirates) is the national airline of the United Arab Emirates. It is one of the fastest growing airlines and is known for consistently turning a profit. Though Emirates is owned by the UAE government, is has “evolved into a globally influential travel and tourism conglomerate known for its commitment to the highest standards of quality in every aspect of the business” (The Emirates Story).
History
In March of 1985, Emirates airlines was created with support from Dubai's royal family. With an investment of 10 million US dollars, Emirates was able to lease a Boeing 737-300 and an Airbus 300B4 for two years ( The Emirates Group). The airline commenced its operations with a new route from
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Emirates has chosen not to join any alliance but it does offer code sharing with various airlines. By remaining an independent airline, it is able to “react without consensus from other alliance members” (Lone Emirates still flying high on luxury). With all these destinations, Emirates has been able to have 101098 available seat miles. Business Model Emirates airlines is known for its sound business strategy and unique ability to plan for the future. One of the first steps taken to cut costs and maximize exposure is in the preparation for the post travel agent era. By offering online ticketing, having a YouTube channel and frequently updating its customers using social media, Emirates is able to eliminate the need for travel agents and generate revenue from advertising placed on its websites (Annual review by the chairman). Emirates' current ratio of direct vs transfer flights is a well-balanced 50:50. However this should change once all A-380s are delivered. By focusing on cargo operations more intensely than its competitors, it is able to generate 20% of its revenue from freight operations. The airline also has a strong presence in secondary markets that are currently not served by its competitors (British Airways, Air France and Lufthansa). By almost completely saturating these secondary markets (Middle East, Indonesia, and south-eastern Asia) with its own fleet, the

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