The Emirates Group – 2013
Forest R. DavidA.
Case Abstract
Headquartered in Dubai in the United Arab Emirates, the Emirates Group is the parent of Emirates, the largest airline in the Middle East, operating over 2,500 flights per week from its hub at Dubai
International Airport. Emirates flies to 120 cities in 70 countries and operates 4 of the world’s 10 longest non-stop commercial flights. With 50,000 employees and 50 subsidiaries, the Emirates Group is wholly owned by the government of Dubai and controlled by the Investment Corp. of Dubai. Emirates is very profitable and growing over 20% annually.
After beginning flights from Dubai to Warsaw, Algiers, Tokyo Haneda, and Stockholm in mid-2013, the Emirates is preparing to launch flights to Conakry in Guinea, Sialkot in Pakistan, Kabul, Kiev, Taipei, and Boston in the coming months. In October 2013, Emirates began flights from Dubai to Clark in the Philippines, a nonstop flight between Milan and New York, and a brand new A380 service to Brisbane. A clear strategic plan is needed for the firm to know when and where globally to roll out its popular services.
B.
Vision Statement
(proposed)To be recognized as the leading airline globally in providing the highest quality, service, and convenience.
C.
Mission Statement
(proposed)The Emirates Group aspires to be the recognized leading airline (2) globally (3) in providing the highest quality, service, technology, (4) and convenience (7) to our customers (1) in the air and on the ground. Exemplary business ethics (6) in caring for our employees (9), customers, the environment, and the communities (8) we serve is of paramount importance, as we strive to grow profitably for our shareholders (5).
1. Customers
2. Products or services 3. Markets
4. Technology
5. Concern for survival, growth, and profitability 6. Philosophy
7. Self-concept
8. Concern for public image 9. Concern for employees
D.
External Audit
Opportunities1. The Dirham is pegged to the US Dollar so currency fluctuations are not significant.
2. The Government of Dubai treats Emirates as a wholly independent business entity on its own, and attributes this to the firm’s success.
3. Dubai International Airport is expected to be the world’s busiest by 2016.
4. For fiscal 2012, Singapore Air profits were down $756 million to $336 million or 69%. 5. In 2013, profits in the airline industry are expected to continue to rise to $8.4 billion. North
American carriers are expected to end 2012 with a collective net profit of $2.4 billion, despite GDP growth of only 2.0% and oil at a high price of $109.5/barrel.
6. Backed financially by the Dubai government.
7. British Airways, Delta, US airways and other carriers serving Europe and the USA do not offer near the level of service as Emirates.
8. Growing middle class around the world.
9. Air traffic is forecasted to grow 5.3% annually between 2012 and 2016.
10. Through 2016, the USA will remain the single largest market for domestic passengers at 710 million annually.
Threats
1. Singapore Air is considered the closest competitor based on an overall business model of top service at a premium price and markets served.
2. Women are traditionally not allowed the same access to upper level jobs in the Middle East as men.
3. Rising fuel prices hurt overall profits, as fuel accounts for over 40% of all costs for Emirates. 4. The Arab Spring and instability in Africa also hurt profits, but the company’s net profit for fiscal
2012 was $629 million, down 61% from prior year.
5. Over 100 different airlines provide service to Dubai International Airport.
6. Singapore Air markets they are the only airline to offer a standalone bed, not a converted seat. 7. Delta, British Airways, and other airlines are well entrenched in serving the USA.
8. Three of the largest alliances in the world are SkyTeam, Star Alliance and Oneworld. SkyTeam is based out of Amsterdam and was created in 2000 by founding members: Delta, Air France, Aeromexico, and Korean Air.
9. Volatile price of oil.
10. Ironically for Emirates, the flydubai discount airline may pose the largest threat to the firm, as demand for low price flights is growing rapidly globally.
Competitive Profile Matrix
Emirates is doing exceptionally well when compared to peers Delta and Singapore Air. A rapidly growing firm, Emirates has one area that needs addressing, expansion in the USA.
EFE Matrix
Weight Rating Score Rating Score Rating Score
0.08 3 0.24 4 0.32 2 0.16 0.09 3 0.27 4 0.36 2 0.18 0.07 4 0.28 1 0.07 3 0.21 0.12 2 0.24 4 0.48 1 0.12 0.12 3 0.36 4 0.48 2 0.24 0.12 4 0.48 3 0.36 2 0.24 0.12 3 0.36 4 0.48 2 0.24 0.10 4 0.40 2 0.20 3 0.30 0.10 4 0.40 1 0.10 3 0.30 0.08 3 0.24 4 0.32 2 0.16 1.00 3.27 3.17 2.15 Financial Profit Number of Planes Market Penetration Customer Service USA Markets Served Europe Markets Served
Totals
Customer Loyalty Product Quality Price Competitiveness
Critical Success Factors
Emirates Delta Singapore Air
Asia/Africa/Middle East Markets Served
Opportunities Weight Rating Weighted Score
1. The Dirham is pegged to the US Dollar so currency fluctuations are not significant.
0.03 3 0.09 2. The Government of Dubai treats Emirates as a wholly
independent business entity on its own, and attributes this to the firm’s success.
0.08 4 0.32
3. Dubai International Airport is expected to be the world’s busiest by 2016.
0.08 4 0.32 4. For fiscal 2012, Singapore Air profits were down $756 million to
$336 million or 69%.
0.05 4 0.20 5. In 2013, profits in the airline industry are expected to continue to
rise to $8.4 billion. North American carriers are expected to end 2012 with a collective net profit of $2.4 billion, despite GDP growth of only 2.0% and oil at a high price of $109.5/barrel.
0.08 3 0.24
6. Backed financially by the Dubai government. 0.05 4 0.20 7. British Airways, Delta, US airways and other carriers serving
Europe and the USA do not offer near the level of service as Emirates.
0.06 3 0.18
8. Growing middle class around the world. 0.06 3 0.18 9. Air traffic is forecasted to grow 5.3% annually between 2012 and
2016.
0.04 4 0.16 10. Through 2016, the USA will remain the single largest market for
domestic passengers at 710 million annually.
Emirates is doing an excellent job of addressing external issues as indicated by the score of 3.06. Not being a member of a major alliance is problematic for Emirates, but the new alliance with Quantas is a step in the right direction.
Threats Weight Rating Weighted Score
1. Singapore Air is considered the closest competitor based on overall business model of top service at a premium price and markets served.
0.08 3 0.24 2. Women are traditionally not allowed the same access to upper
level jobs in the Middle East as men. 0.05 1 0.05 3. Rising fuel prices hurt overall profits as fuel accounts for over
40% of all costs for Emirates. 0.04 4 0.16 4. The Arab Spring and instability in Africa also hurt profits, but
the company’s net profit for fiscal 2012 was $629 million, down 61% from prior year.
0.04 3 0.12 5. Over 100 different airlines provide service to Dubai International
Airport. 0.03 3 0.09
6. Singapore Air markets they are the only airline to offer a
standalone bed, not a converted seat. 0.02 3 0.06 7. Delta, British Airways, and other airlines are well entrenched in
serving the USA. 0.04 2 0.08
8. Three of the largest alliances in the world are SkyTeam, Star Alliance and Oneworld. SkyTeam is based out of Amsterdam and was created in 2000 by founding members: Delta, Air France, Aeromexico, and Korean Air.
0.04 1 0.04
9. Volatile price of oil. 0.03 3 0.09
10. Ironically for Emirates, the flydubai discount airline may pose the largest threat to the firm, as demand for low price flights is growing rapidly globally.
0.04 3 0.12
E.
Internal Audit
Strengths1. The largest airline in the Middle East, Emirates flies to over 120 destinations in 70 countries on 6 continents.
2. Operates a fleet of over 170 aircraft and has another 230 aircraft on order worth about $84 billion. 3. Most of the company’s planes include spacious private suites, and some planes provide a spa with
showers.
4. Provide excellent service in Business Class, and Economy Class.
5. Emirates reported a profit for the 24th consecutive year in fiscal 2012 with revenues up 18% from the previous year, and the best year ever for Dnata, which had revenues of $1.9 billion.
6. History of acquiring firms such as Travel Republic Ltd. and Alpha Flight Group for fair prices. 7. Cargo revenues account for 15% of all revenue from the Emirates segment.
8. Emirates has aligned itself with high-level soccer teams and the US Open Tennis Tournament, providing excellent marketing on a global scale.
9. In fiscal 2012 alone, Emirates started long haul flights to Seattle, Dallas/Fort Worth, Rio de Janeiro, Buenos Aires, Washington DC, Geneva, Baghdad, and St. Petersburg, Russia, among others.
10. In January 2013, Emirates and Quantas, two rival firms, partnered to allow Quantas passengers to use the nicest terminal in Dubai in exchange for Quantas moving its hub for European flights from Singapore to Dubai.
Weaknesses
1. No women are among the company’s top management team.
2. The Americas only accounted for 11% of Emirates segment total revenue in 2012. 3. Not a member of any strategic alliance that pools multiple aircraft companies together. 4. Company’s net profit for fiscal 2012 was $629 million, down 6% from prior year. 5. Heavy reliance on domestic revenues (around 50%) for the Dnata segment. 6. Dnata segment overall only accounts for around 10% of total revenues. 7. Does not offer full size beds in cabins for higher end customers. 8. Slow to enter the USA market.
9. Not a publically traded company.
Net Worth Analysis (in millions)
Emirates Company Worth Analysis
Stockholders' Equity - (Goodwill + Intangibles) AED 22,122
Net Income x 5 AED 12,040
Delta Company Worth Analysis
Stockholders' Equity - (Goodwill + Intangibles) -$16,604
Net Income x 5 $5,045
(Share Price/EPS) x Net Income $12,608
Number of Shares Outstanding x Share Price $21,870
Emirates is doing well financially, worth around $6 billion USD. Delta has much of its capital tied up in goodwill and intangibles and reports a negative stockholders’ equity, making the firm more difficult to price.
IFE Matrix
Strengths Weight Rating Weighted Score
1. The largest airline in the Middle East, Emirates flies to over 120
destinations in 70 countries on 6 continents 0.08 4 0.32
2. Emirates operates a fleet of over 170 aircraft and has another 230
aircraft on order worth about $84 billion. 0.08 4 0.32
3. Most of the company’s planes include spacious private suites,
and some planes provide a spa with showers. 0.05 4 0.20
4. Provide excellent service in Business Class, and Economy Class. 0.05 4 0.20 5. Emirates reported a profit for the 24th consecutive year in fiscal
2012 with revenues up 18% from the previous year, and the best year ever for Dnata, which had revenues of $1.9 billion.
0.10 4 0.40
6. History of acquiring firms such as Travel Republic Ltd. and
Alpha Flight Group for fair prices. 0.05 4 0.20
7. Cargo revenues account for 15% of all revenue from the Emirates
segment. 0.04 4 0.16
8. Emirates have aligned themselves with high-level soccer teams and the US Open Tennis Tournament, providing excellent marketing on a global scale.
0.04 4 0.16
9. In fiscal 2012 alone, Emirates started long haul flights to Seattle, Dallas/Fort Worth, Rio de Janerio, Buenos Aires, Washington DC, Geneva, Baghdad, St. Petersburg, Russia, among others.
0.06 4 0.24
10. In January 2013, Emirates and Quantas, two rival firms, partnered to allow Quantas passengers to use the nicest terminal in Dubai in exchange for Quantas moving its hub for European flights from Singapore to Dubai.
0.06 4 0.24
Weaknesses Weight Rating Weighted Score
1. No women are among the company’s top management team. 0.05 2 0.10 2. The Americas only accounted for 11% of Emirates segment total
revenue in 2012 0.07 2 0.14
3. Not a member of any strategic alliance that pools multiple aircraft
companies together. 0.04 2 0.08
4. Company’s net profit for fiscal 2012 was $629 million, down 6%
from prior year. 0.08 1 0.08
5. Heavy reliance on domestic revenues (around 50%) for the
Dnata segment. 0.02 2 0.04
6. Dnata segment overall only accounts for around 10% of total
revenues. 0.02 2 0.04
7. Do not offer full size beds in cabins for higher end customers. 0.02 2 0.04
8. Slow to enter the USA market. 0.06 2 0.12
9. Not a publically traded company. 0.03 2 0.06
Emirates is doing very well on internal issues as the score of 3.14 reveals. Difficulty passing on increasing prices in fuel and slow movement into the USA markets are two key areas to improve upon.
F.
SWOT
SO Strategies1. Order 70 additional aircraft for $25 billion (S2, S3, O1, O2).
2. Have 20 of the 70 extra plans configured to be entirely business class (S2, S3, S4, O5). 3. Partner with several to be determined NFL teams (S8, O1, O5, O10).
WO Strategies
1. Aggressively hire women to manage US operations based in New York City (W1, O5, O10). 2. Acquire a catering service in the USA under the Dnata segment (W6, W9, O5, O10).
3. Have 5 of the 70 planes ordered above 100% suite design in nature with full size beds (W7, O4).
ST Strategies
1. Aggressively hire women to manage US operations based in New York City (W1, T2).
2. Extend the long-term contract with Quantas to have their European based flights connect through Dubai (S10, T1, T8).
3. Increase flights to the USA by 200% by 2015 (S2, S5, S9, T7).
WT Strategies
1. Increase flights to the USA by 200% by 2015 (W2, W5, W9, T7).
2. Extend the long-term contract with Quantas to have their European based flights connect through Dubai (W3, T1, T8).
G.
SPACE Matrix
Placed in the Aggressive Quadrant, Emirates should add more routes, most notably in the USA. Also, increasing the size of the fleet of aircraft to better serve existing markets would be a viable strategy.
7 6 5 4 3 X = 1.8 Y = 1.4 2 1 -7 -6 -5 -4 -3 -2 -1 1 2 3 4 5 6 7 -1 -2 -3 -4 -5 -6 -7 CP Defensive Aggressive Conservative FP Competitive SP IP
Internal Analysis: External Analysis:
Financial Position (FP) Stability Position (SP)
6 -3
5 -3
2 -3
6 -6
6 -3
Financial Position (FP) Average 5.0 Stability Position (SP) Average -3.6 Passenger Revenues
Cargo Revenues
Excess Baggage Revenues Total Revenues
Company Worth Barriers to Entry into Market Rate of Inflation
Rising Oil Prices
Governmental Regulations Competitive Pressure
Internal Analysis: External Analysis:
Competitive Position (CP) Industry Position (IP)
-3 6
-1 3
-1 2
-3 4
-2 4
Competitive Position (CP) Average -2.0 Industry Position (IP) Average 3.8 Growth Potential
Financial Stability Ease of Entry into Market Transportation Alternatives Profit Potential Market Share Service Quality Customer Loyalty Number of Flights
H.
Grand Strategy Matrix
Growth in the middle class around the world is spurring revenue growth among airlines. Emirates holds a strong competitive advantage, especially with respect to providing service for higher end passengers.
Strong Competitive
Position
Slow Market Growth Weak
Competitive Position
Quadrant III Quadrant IV
Rapid Market Growth
I.
The Internal-External (IE) Matrix
4.0 I II III
Europe High
East Asia and Austrailia
Other 3.0 IV V VI The EFE Total Medium Weighted Scores Americas 2.0 VII VIII IX Low 1.0
Strong Average Weak 4.0 to 3.0 2.99 to 2.0 1.99 to 1.0
The Total IFE Weighted Scores
Segment 2012 Total Sales
(in millions of AED)
West Asia 7,083
Middle East 6,314
Africa 6,130
Other Total (West Asia, Middle East, Africa) 19,609
East Asia and Australasia 18,227
J.
QSPM
Opportunities Weight AS TAS AS TAS
1. The Dirham is pegged to the US Dollar so currency fluctuations 0.03 2 0.06 4 0.12 2. The Government of Dubai treats Emirates as a wholly
independent business entity on its own, and attributes this to the firm’s success.
0.08 0 0.00 0 0.00 3. Dubai International Airport is expected to be the world’s busiest
by 2016. 0.08 4 0.32 2 0.16
4. For fiscal 2012, Singapore Air profits were down $756 million to
$336 million or 69%. 0.05 0 0.00 0 0.00
5. In 2013, profits in the airline industry are expected to continue to rise to $8.4 billion. North American carriers are expected to end 2012 with a collective net profit of $2.4 billion, despite GDP growth of only 2.0% and oil at a high price of $109.5/barrel.
0.08 3 0.24 4 0.32
6. Backed financially by the Dubai government. 0.05 0 0.00 0 0.00 7. British Airways, Delta, US airways and other carriers serving
Europe and the USA do not offer near the level of service as Emirates.
0.06 2 0.12 4 0.24 8. Growing middle class around the world. 0.06 3 0.18 2 0.12 9. Air traffic is forecasted to grow 5.3% annually between 2012 and
2016. 0.04 3 0.12 2 0.08
10. Through 2016, the USA will remain the single largest market for
domestic passengers at 710 million annually. 0.06 3 0.18 4 0.24 Increase Flights to the USA by 200% by 2015 Order 70 Additional Aircraft Americas 6,696
Total
61,508
Threats Weight AS TAS AS TAS 1. Singapore Air is considered the closest competitor based on
overall business model of top service at a premium price and markets served.
0.08 0 0.00 0 0.00 2. Women are traditionally not allowed the same access to upper
level jobs in the Middle East as men. 0.05 0 0.00 0 0.00 3. Rising fuel prices hurt overall profits as fuel accounts for over
40% of all costs for Emirates. 0.04 0 0.00 0 0.00 4. The Arab Spring and instability in Africa also hurt profits, but
the company’s net profit for fiscal 2012 was $629 million, down 61% from prior year.
0.04 2 0.08 3 0.12 5. Over 100 different airlines provide service to Dubai International
Airport. 0.03 0 0.00 0 0.00
6. Singapore Air markets they are the only airline to offer a
standalone bed, not a converted seat. 0.02 3 0.06 1 0.02 7. Delta, British Airways, and other airlines are well entrenched in
serving the USA. 0.04 2 0.08 4 0.16
8. Three of the largest alliances in the world are SkyTeam, Star Alliance and Oneworld. SkyTeam is based out of Amsterdam and was created in 2000 by founding members: Delta, Air France, Aeromexico, and Korean Air.
0.04 0 0.00 0 0.00
9. Volatile price of oil. 0.03 0 0.00 0 0.00 10. Ironically for Emirates, the flydubai discount airline may pose the
largest threat to the firm, as demand for low price flights is growing rapidly globally.
Strengths Weight AS TAS AS TAS
1. The largest airline in the Middle East, Emirates flies to over 120
destinations in 70 countries on 6 continents 0.08 4 0.32 2 0.16 2. Emirates operates a fleet of over 170 aircraft and has another 230
aircraft on order worth about $84 billion. 0.08 4 0.32 2 0.16 3. Most of the company’s planes include spacious private suites,
and some planes provide a spa with showers. 0.05 3 0.15 2 0.10 4. Provide excellent service in Business Class, and Economy Class. 0.05 3 0.15 2 0.10 5. Emirates reported a profit for the 24th consecutive year in fiscal
2012 with revenues up 18% from the previous year, and the best year ever for Dnata, which had revenues of $1.9 billion.
0.10 0 0.00 0 0.00 6. History of acquiring firms such as Travel Republic Ltd. and
Alpha Flight Group for fair prices. 0.05 0 0.00 0 0.00 7. Cargo revenues account for 15% of all revenue from the Emirates
segment. 0.04 0 0.00 0 0.00
8. Emirates have aligned themselves with high-level soccer teams and the US Open Tennis Tournament, providing excellent marketing on a global scale.
0.04 0 0.00 0 0.00 9. In fiscal 2012 alone, Emirates started long haul flights to Seattle,
Dallas/Fort Worth, Rio de Janerio, Buenos Aires, Washington
DC, Geneva, Baghdad, St. Petersburg, Russia, among others. 0.06 2 0.12 4 0.24 10. In January 2013, Emirates and Quantas, two rival firms, partnered
to allow Quantas passengers to use the nicest terminal in Dubai in exchange for Quantas moving its hub for European flights from Singapore to Dubai.
0.06 0 0.00 0 0.00
Order 70
Additional
Aircraft
Increase
Flights to the
USA by
200% by
2015
Weaknesses Weight AS TAS AS TAS
1. No women are among the company’s top management team. 0.05 0 0.00 0 0.00 2. The Americas only accounted for 11% of Emirates segment total
revenue in 2012 0.07 2 0.14 4 0.28
3. Not a member of any strategic alliance that pools multiple aircraft
companies together. 0.04 0 0.00 0 0.00
4. Company’s net profit for fiscal 2012 was $629 million, down 6%
from prior year. 0.08 0 0.00 0 0.00
5. Heavy reliance on domestic revenues (around 50%) for the
Dnata segment. 0.02 1 0.02 4 0.08
6. Dnata segment overall only accounts for around 10% of total
revenues. 0.02 0 0.00 0 0.00
7. Do not offer full size beds in cabins for higher end customers. 0.02 3 0.06 2 0.04 8. Slow to enter the USA market. 0.06 2 0.12 4 0.24 9. Not a publically traded company. 0.03 0 0.00 0 0.00
Both options have approximately the same weighted scores, and with Emirates capital position, both should be implemented. Especially considering the extra planes will help facilitate moving into the USA market more aggressively.
K.
Recommendations
1. Partner with several to be determined NFL teams. 2. Order 70 additional aircraft for 25 billion.
3. Aggressively hire women to manage US operations based in New York City. 4. Acquire a catering service in the USA under the Dnata segment.
5. Have 20 of the 70 extra plans configured to be entirely business class.
6. Extend the long term contract with Quantas to have their European based flights connect through Dubai.
7. Increase flights to the USA by 200% by 2015.
L.
Epilogue
On June 18, 2013 in Paris, France, Emirates was awarded the highly coveted ‘World’s Best Airline’ award, presented by Skytrax at the 2013 World Airline Awards. The company also received two other awards including: ‘Best Middle East Airline’ and for a record ninth year in a row, ‘World’s Best Inflight Entertainment.’ The Skytrax World Airline Awards polled over 18 million business and leisure air travelers from more than 160 countries.
On June 5, 2013 in Munich, Germany, Emirates SkyCargo, the freight division of Emirates, was awarded the ‘Cargo Airline of the Year 2013’ award at the Air Cargo Week World Air Cargo Awards. Emirates SkyCargo earlier in 2013, significantly boosted its cargo capacity with the addition of three new Boeing 777F aircraft, taking its freighter fleet to 10 aircraft and its dedicated freighter network to 13 destinations: Taipei, Chittagong, Eldoret, Lilongwe, Chicago, Almaty, Gothenburg, Zaragoza, Viracopos, Tripoli, Djibouti, Hanoi and Liege. Emirates SkyCargo currently serves a route network of more than 130 destinations in 77 countries, spanning six continents across the globe.
On May 14, 2013, JetBlue Airways and Emirates announced expansion of their current partnership to include bilateral code sharing, pending FAA and DOT regulatory approval, whereby JetBlue will place its “B6” airline code on all flights currently operated by Emirates between the USA and Dubai International Airport, as well as between New York’s John F. Kennedy International Airport (JFK) and Milan, Italy. The agreement deepens a three-year partnership between JetBlue and Emirates. Emirates started placing its code on select JetBlue-operated flights in April 2012, expanding an interline agreement that dates back to 2010. Current codeshare routes offered by Emirates on JetBlue-operated flights cover 28 destinations.
Chapter 20: Emirates Group 10 Basic Questions 1: B 2: C 3 A 4: B 5: A 6: A 7: D 8: A 9: B 10: C 15 Applied Questions Strategy Types 1: D 2: D 3: D 4: D 5: B
Foreign Business Culture
1: C 2: C 3: D 4: A 5: B Balanced Scorecard 1: C 2: D
3: C
4: C
