Airline alliance

SUPPLY CHAIN MANAGEMENT OPTIMISATION AT CATHAY PASIFIC AIRWAYS LIMITED” CASE STUDY GLOBAL LOGISTIC COURSE ASSIGNMENT Prof. Hiroshi Hoshino Umurbek Osorkhan 2EC12056R QBS 10th 5 November 2012 1 Company Overview Cathay Pacific Airways is an airline company founded on September 24th, 1946 by Roy Farrell and Sydney de Kantzow. Starting with a very limited schedule service, the company grew larger through multiple product innovations, technological investments such as the computerized reservation

5.0 Strategic options Referring to the SWOT analysis, we assume the most uncontrollable key issue imposed on C.P. is the circumstance of fierce competition existing in the current airline industry. Consequently, so as to alter the present marketing strategies of Cathay Pacific so that counteract challenges from other competitors, as alternative submissions, the company should advance new strategies such as acquisition and introducing of budget subsidiaries while comprehending the contemporary strategy

its industry, it is necessary that they think beyond their domestic market and consider global markets instead. By doing this, they need to be able to change or implement their strategy in order to stay as competitive as they were before, form alliances and partners along the way and outperform the competition. For Boeing, trying to become the global leader in its industry again meant that they needed to launch an exceptional, better aircraft than their competition, Airbus. They were also relying

Superficial STEEP and Porter’s Six Forces analyses for the US airline industry. STEEP ANALYSIS 1. Technological • Internet Availability: The availability of internet to the general public gave the airline industry a lot of competition. Before there was much more price control from the airlines themselves and prices could be raised or lowered whenever they felt necessary. Only travel agencies had this information available other than the airlines themselves. Internet availability has regulated a lot

competitive strategies of Air New Zealand will be carried out in assessing the performances of strategies and factors pertaining to their level of success. Various recommendations that are important to the short, medium and long-term success of the airline will also be discussed. This report also discusses the business strategy used and the factors that contributed to the organisation’s success or failure. 1.4 Limitations and Assumptions In preparation of this report, the core focus would be placed

Assessment 2: Report Fiona Anderson, Assessment 2: Report MGT330— Kym Treharne Due Date:10 September 2014 Student Number: 11449245 Executive Summary The following paper provides an analysis and evaluation of the current market position of Qantas and the airline industry. By assessing the company both internally and externally by applying PESTLE and Porter’s Five Force frameworks, this report will assess Qantas’ opportunities and strengths within the aviation industry. In addition to this, the report will

Qantas or as it is nicknamed “The Flying Kangaroo” is the largest airline service that runs continuously and the second oldest in the world. It was established in 1920 as Queensland and Northern Territory Aerial Services Limited and first flew internationally in 1935 (Hanson, 2011). The growth of Qantas has been substantial with the most significant progression being the Australian government selling its domestic carrier Australian Airlines to Qantas in 1992 and the announcement of privatisation soon

implemented in 2012 and 2014 seem to improve the company’s performance but still not enough to catch its competitor’s pace. B. EBITDA margin Figure 3 Lufthansa’s EBITDA Margin Comparing with Its Major Competitors Source: Capital IQ The four airlines’ EBITDA margin fluctuates from 2010 to 2016 but overall they all have higher profitability than past years. In comparison with its major competitors, Lufthansa have a more flattening curve. In 2016, Lufthansa’s EBITDA was the third place out of the

Qantas established an extra-large alliance with Emirates, in mutual returns, Qantas has expanded beyond 70 new destinations; Emirates has been capable of accessing approximately 50 settings in Australia. Further, SIA and C.P. had trapped into the vicious discount campaign competition (Leo, 2014). In 2015, SIA had also formulated joint-venture with Tata establishing Vistara in New Delhi and Mumbai in India (The Straits Times, 2015). And SIA might implement the alliance strategy to strengthen its competency

Situation Analysis: Classic Airlines Classic Airlines has grown to an organization of 32,000 employees since starting operations. Last year the company recorded $10 million profit on $8.7 billion in sales. While the airline is profitable, the stock prices have decreased by 10% in the past year and employee morale has been at its lowest due to increase scrutiny on the airline industry from all sectors of the economy. (Classic Airlines, 2008) Classic Airline's customer loyalty is on the decline