1. The Finest in the Sky
Written by Abu Bakar Ashidiqy
Magister Management Batch .V
State University of Jakarta
Written by Abu Bakar, Magister Management, State University of
Jakarta
1
9 February 2014

2. EMIRATES AIRLINES
Goals  To reach on top by excelling what we do
Mission  We exist to deliver the worlds best in
flight service
Vision  To Make civil aviation safe, leading and
sustainable
Written by Abu Bakar, Magister Management, State University of
Jakarta
2
9 February 2014

3. EMIRATES AIRLINES
Objectives (tangible goals are ) 
• Retain and improve frequent to business class
travelers market share
• Increase market share 40% to more 55%
• Tap competitive cost carriers market achieve
company’s return on investment
• Promote Dubai Tourism International Gate to
across continent
Position  As the Finest in the Sky (at Premium
platform)
Written by Abu Bakar Ashidiqy
Magister Management, State University of Jakarta
3
9 February 2014

4. EMIRATES AIRLINES
History & Facts 
• During the mid-1980s, Gulf Air began to cut back its
services to Dubai providing regional feeder flights for
carriers
•
Emirates conceived in March 1985 backed by Dubai's
royal family and instructed to operate independent
company of government subsidies
•
Apart from US$10 million start-up capital
•
Start by leasing two its airplanes - Airbus 300 and
Boeing 737
•
Also Emirates leased a new Boeing 737–300 & Airbus
300B4-200 both from Pakistan International Airlines
Written by Abu Bakar, Magister Management, State University of
Jakarta
4
9 February 2014

5. EMIRATES AIRLINES
History & Facts 
• The airline's first flight, flight EK600, was Dubai–
Karachi on 25 October 1985
• Emirates operates over 1,990 passenger flights per
weeks, from its hub at Dubai International Airport,
to 157 destinations in 55countries worldwide
• The airline ranks amongst the top 10 carriers
worldwide in terms of revenue and passenger
kilometers
• Emirates won numerous awards and aircraft
purchases over 130 aircraft in 2007 alone
Written by Abu Bakar, Magister Management, State University of
Jakarta
5
9 February 2014

6. EMIRATES AIRLINES
• Targeting
•
Emirates caters to high ranking executives and
businessmen belonging to the age group of 30-60 who
are looking for luxury and comfort in travel. It serves all
customers regardless of nationality
• Top Competitors of Emirates
•
•
•
•
Deutsche Lufthansa AG
Air France-KLM S.A.
Etihad Airways P.J.S.C.
Others Premium Airlines
Written by Abu Bakar, Magister Management, State University of
Jakarta
6
9 February 2014

7. EMIRATES AIRLINES
Employment & Structure 
• Emirates employed a total of 38,797 staff at the
end of the fiscal year on 31 March 2011
• Of which 10,785 were cabin crew, 2,237 were
flight deck crew, 1,904 were in engineering, and
9,084 were listed as other
• Emirates won numerous awards and aircraft
purchases over 130 aircraft in 2007 alone
Written by Abu Bakar, Magister Management, State University of
Jakarta
7
9 February 2014

8. EMIRATES AIRLINES
Employment & Structure 
Written by Abu Bakar, Magister Management, State University of
Jakarta
8
9 February 2014

9. EMIRATES AIRLINES
Services which provided  Cabin, Cargo & Ground Services
•
Cabin
•
First Class
•
Business Class
•
Economy Class
•
Cargo
•
Emirates Sky Cargo is the air freight division of Emirates. It began
operations in October 1985, the same year Emirates was formed.
•
Since then as become main cargo division of Emirates, and the anchor
cargo airline at Dubai International Airport
•
Emirates Sky Cargo operates thirteen dedicated cargo aircraft, with ten on
order
•
Airport Services
•
Passengers may check-in between two to 48 hours prior to flight
departure. This may be done over the counter or at the lounge within the
airport.
•
Self-service kiosks available at Dubai International Airport, as well as at
certain stations of the Dubai Metro
Written by Abu Bakar, Magister Management, State University of
Jakarta
9
9 February 2014

10. EMIRATES AIRLINES
Environmental Scanning  are coming broaden from Internal
and External
•
Internal Environment
•
•
•
•
Commercial, brand high performance
Finance, strong backup by Qatar Emirates Al Maktoum
Technical, high maintenance aircraft facility for good aircraft
People, Pilot, Crew and technician expert worldwide
•
External Environment
•
•
•
Economy, economic uncertainty situation
Political, Arab upraising tension
Social, high growing middle class in emerging country
Written by Abu Bakar, Magister Management, State University of
Jakarta
10
9 February 2014

11. EMIRATES AIRLINES
PEST Analysis  Politic, Economy, Social and Technology
• Politic
•
Political situation effect an airline industry, worrying mainly wars & terrorism
• Economy
•
•
•
Economic downturn in so many parts of the world
European facing huge debt, especially Southern Europe such as Greece,
Portugal, Spain and Italy
US facing economic slump
•
Social
•
•
The population of the world is increasing especially in Eastern Asia
Increasing the middle class may upgrade require safety demand
•
Technology
•
New technologies boost affect this industry in negative behind or at the
forefront at competition platform
Written by Abu Bakar, Magister Management, State University of
Jakarta
11
9 February 2014

12. EMIRATES AIRLINES
SWOT Analysis  Strength, Weakness, Opportunity and Threat
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Strength
Has the advantage of Size
Decision to focus on diversified market
Entering the cargo business
Weakness
Difficult to occupy US Market
Does not cater to middle class & budget traveler
Not all of diversification and approach have been successful
Opportunity
To develop continuously new generation of more advanced airline an
aviation services
Budget Airlines Travel
Innovation
Threats
Rival companies are major threats
Rising fuel costs
Low cost carriers upraising, Air Arabia, Al Jazeera Airways
Written by Abu Bakar, Magister Management, State University of Jakarta
12
9 February 2014

13. EMIRATES AIRLINES
SWOT Analysis Quadrant
Strength
Weakness
Has the advantage of Size
Difficult to occupy US Market
Decision to focus on diversified market
Does not cater to middle class &
budget traveler
Entering the cargo business
Not all of diversification and approach
have been successful
Opportunity
Threat
To develop continuously new generation Rival companies are major threats
of more advanced airline and aviation
services
Airline Budget travelers operation
Rising fuel costs
Innovation
Low cost carriers rising,
Air Arabia, Al Jazeera Airways
Written by Abu Bakar, Magister Management, State University of
Jakarta
13
9 February 2014

14. EMIRATES AIRLINES
STRATEGIC FACTOR ANALYSIS
RANKS
COMPANIES
4
1
2
SERVICES TECHNICAL PRICES
3
5
PEOPLE
SAFETY
SCORE
EMIRATES
5
5
4
4
4
22
LUFTHANSA
4
3
1
2
5
16
AIR FRANCE
3
1
3
1
2
10
ETTIHAD
2
4
2
3
3
14
OTHERS
1
2
5
5
1
14
Written by Abu Bakar, Magister Management, State University of
Jakarta
14
9 February 2014

15. EMIRATESmaintain ? with Integration
AIRLINES
For each strength  How to
of Marketing , are
• Price
•
Emirates Airline is using the premium pricing strategy, which is to offer a
higher price than what other airlines in the market offer
•
Place
•
•
Emirates Airline has about eleven travel shop branches in the UAE and about 122
branches outside the UAE all around the world that provides superior services
Emirates Airline has also an online website presented in about nine languages in
order to reach all its target segments from different nationalities
•
Promotion
•
For advertising, it has to advertise in newspapers that mostly
attract this segment like Gulf news and International Airlines
Magazine
Billboards are good tool for advertising, they are attractive and
people everywhere could see them
•
Written by Abu Bakar, Magister Management, State University of
Jakarta
15
9 February 2014

16. EMIRATESmaintain ? with Integration
AIRLINES
For each strength  How to
of Marketing , are
• Product
•
•
Emirates is always the first to offer the high-quality, latest
technologies and services to their customers, start to cargo
business
Gives travelers the ability to send and receive emails and SMS
messages from any class and the first airline to implement TVs in all
classes
•
People
•
Management of Emirates Airlines are able to promotes the sharing
of a common goal among their employee, hence, make the
organization and its team work efficient together. As they work
together, they are able to focus on the needs of the entire
organization which is to sustain their competitive advantage
Written by Abu Bakar, Magister Management, State University of
Jakarta
16
9 February 2014

17. EMIRATESmaintain ? with Integration
AIRLINES
For each strength  How to
of Marketing , are
• Process
•
Emirates Airlines services includes the following key operating
departments such as the First and Business Class Lounges, Special
Services like assisting disabled passengers and unaccompanied
minors, Customer Relations, Baggage Services, Check-in and
Boarding, and the Millennium Airport Hotel (Emirates Wing)
• Physical Evidence
•
Emirates fly planes release carbon dioxide through fuel burning.
However, while flying planes, Emirates wants to make a different by
focusing on how to be an ecologically-efficient organization. They
use fewer resources and creating less waste and pollution
Written by Abu Bakar, Magister Management, State University of
Jakarta
17
9 February 2014

18. EMIRATES mitigate ? With create
AIRLINES
For each weakness  How to
market Segmentation, are
•
•
•
•
•
Most intensify and penetrate US Market and promotes Emirates
Airlines services includes the following key operating such as the
First and Business Class Lounges, Special Services, assisting disabled
and unaccompanied minors
Response Customer Relations, speed Baggage Services, simple
Check-in and Boarding
Business class passengers are the most profitable to Emirates and
are willing to pay for their luxurious services as price is relatively
reasonable for them and hence they prefer nonstop trips
For program in which prior plan but loses out at implementation,
should review
Written by Abu Bakar, Magister Management, State University of
Jakarta
18
9 February 2014

19. EMIRATES could we ?, are
AIRLINES
For each opportunity  How
•
•
•
•
•
•
•
•
•
Marketing Penetration (Improving In-flight service)
Retain and boost market share of Emirate airlines product and
services
Protect dominance of Emirates airlines on existing market
Keep Innovation & Driving out competitors by restructuring
market
Enhance usage of existing passengers
Marketing Development (Extended New Routes)
It provides alternative to the traditional European airline hub as
Heathrow Airport (London), Charles De Gaulle (Paris) and
Schiphol (Amsterdam)
Budget Finance Monitoring (Discipline of Budget)
More focus budget discipline consumption in which set prior
(expenses)
Written by Abu Bakar, Magister Management, State University of
Jakarta
19
9 February 2014

20. EMIRATESwe eliminate ?, are
AIRLINES
For each Threat  How can
•
Introducing new services into existing markets implies product
development is strategy which involves the development of skill
and requires business to expand customized services that can
apply to current market
•
Emirates airline has more services for business travelers that is
reason why Emirates airline introduce high quality first class
private lounges to attract business traveler as anticipate to rival
•
Using fuel controllable by forecasting fuel management, and
tender fuel worldwide to find better price and supply risk moves
to vendor with contract schema
Written by Abu Bakar, Magister Management, State University of
Jakarta
20
9 February 2014

21. EMIRATESwe eliminate ?, are
AIRLINES
For each Threat  How can
•
The low cost airline offers lower prices than traditional airline
by fascinate promotion. The low cost has flexibility fare that is
one reason why some people is switching cost to them
•
Emirates Airlines be supposed to slightly spread from current
marketing objectives to obtain the low cost airline market
share and to retain its customer base of UAE expatriate
market
•
The key routes should be high demand and large number of
expatriate’s home country like India, Pakistan, Malaysia,
Indonesia and possibility to Eastern Asia
Written by Abu Bakar, Magister Management, State University of
Jakarta
21
9 February 2014

22. Thank You
Q&A
Written by Abu Bakar, Magister Management, State University of
Jakarta
22
9 February 2014