59 DNATA established by DUBAI government, with just 5 staff to

provide ground handling services at the new Dubai International Airport.

60 Sheikh Rashid bin Saeed Al Maktoum opens the Airport and implements the new- “open skies Policy”.

85

• Sheikh Mohammed introduces Mr. Flanagan to Sheikh Ahmed Bin Saeed Al Maktoum, the future emirates chairman.

• Pakistan International Airlines agrees to wet-lease Emirates two aircrafts.

• October 25, Flight EK600 departs Dubai International for Karachi.

91• Emirates Finally get a slot in the world’s busiest International Hub-

London Heathrow.

• By 6th Anniversary, 25,000 passengers/ week are flown to 23destinations across the world.

99 Emirates enters the hotel property market with the opening of the

Al-Maha Desert Resort & Spa.

256

1200

13070

40

OPERATOR OF BOEING 777 &AIRBUS 380

STATEMENT

STATEMENT

STATEMENT

Boeing, Airbus

Govt. of Dubai

Dubai International Airport

Airlanka

Qantas

CodeShare Agreements

Ground handling

Baggage Handling

Aircraft maintenance

Passenger Services

Branding

Offers

Low Cost

Destinations

Skywards

Business Rewards

First Class

Business Class

Economy Class

Individual Businesses

Online

Airports

Travel Agents

Fuel

Taxes

Airport User Charges

Depreciations

Staff/ Labor

Operations Passengers

Excess Baggage

Cargo

Destination & leisure

SWOT

• In order to have a strategic control over its long terminvestments in aircraft acquisitions, Emirates shouldbecome shareholder in AIRBUS & BOEING. This will helpit have a leverage against competition, which also runplanes from these companies.

• Emirates should start taking into cognizance the price ofofferings in a way which is not too much right ofcompetition.

From its founding in 1985 to present, Emirates has emergeda global brand in Airline business. While competition finds itdifficult in coping up with the behemoth, challenges vis-à-visdeveloping right marketing strategies for a continuallyevolving market remain.

Q. How has Emirates been able to build a strong brand in the competitive airline industry worldwide ?

1. It is the largest airline in the Middle East, operating over 3,300 flights per week from its hub at Dubai International Airport, to more than 148 cities in 78 countries across six continents. Also the seventh largest airline in the world in terms of revenue, and the largest airline in the Middle East in terms of revenue, fleet size, and passengers carried.

2. Lean Human resource,3. Dubai government support,4. High employee satisfaction,5. High customer loyalty, 6. Wide area of business activity (80 countries),7. Innovation with the time were the prime factors in building itself as a brand in aviation industry

worldwide.

Ans.

Q. What are some of the apparent weaknesses with the company’s strategic direction? How can the airline address them?

The Apparent weaknesses of companies strategic direction are :

1. Overlooking of faults in marketing strategies.2. Overconfidence about position in the aviation industry3. Absence of any major international alliance.4. Target only the Elite class of customer.

Ans.

Solutions to above observed issues:

1. Improving in flight service meanwhile taking cognizance of completion offerings.2. Extending new routes.3. Product development- private suites.4. Incorporating budget airlines.5. By repositioning and aggressively evolving novel strategies as per the target market response.6. Roll out packages for non premium class travelers.

Q. With the decline of fuel prices globally, airline companies continue to reap the benefits. What impact will this have on Emirates’ business strategy in the future?

Ans. Decline in fuel price globally shall affect Emirates business strategy in the following way-

1. Emirates can roll out affordable offerings for non premium customers.2. When the oil price is falling, options would be in favour of emirates as it is cheaper to hedge

forwards and get protection if prices go up, but if one pays a premium for options, they also retain the potential to benefit from lower oil prices more immediately.

3. Risked slower growth in the coming years as heavy investments in new planes and premium-class services begin to erode profit margins.