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Superior organisation of modern days has a lot of challenges ahead of them. We live in so called global village and are no longer bonded to one physical address, therefore the biggest competition of every company can be literally found on the other side of the globe, all credits modern technologies. What is more important “the gains previously to be had from market protection, propriety technology, and scale economies have become steadily eroded by trade liberalization, technology transfer, and the development of flexible production technologies”.
(Child J, 2005. pp 3-4) Aviation is simple example that on the past few decades was forced to evaluate to meet customers expectations and adapt to changing world. My organisation, Emirates Airlines (EK), is very bright example why providing right competitive advantage is key factor to success and its “Organization, on the other hand is an asset that each company has to develop to suit its needs and situation, and it cannot be bought off-the-shelf. ”(Child J, 2005. pp 4)
The competition on the market is fierce and legacy carriers like Air New Zealand and Air Canada had to find the edge to fight back price offered on growing low cost carriers (LCC) market. That also positioned EK into the same position of looking for the market niche. A common solution with most of the carriers was to turn them into either to LCCT or deploying their subsidiary brands which was in that kind. Neither of them suited EK and they came up that and they adopted different strategy than anyone else.
They realize they don’t want to be perceived as an airline they want to be associate with lifestyle brand, Hence last year campaign and new slogan “Hello tomorrow”. That was definitely unusual within the market. Emirates has also some sort of good hand to finding new opportunities in the markets where countries “free sky” carriers. That gave the chance for EK to emerge in Australia – New Zealand or Milan – New York route and become significant player on the market (Hazledine 2011 pp.
131). EK’s big advantage is their hub’s position in Dubai, which is very centralized in terms of geographical positioning and, utilize hub as the big transfer zone. Part of every company is to find the right place where they can position themselves towards the others but they have to remember that “the process of arranging collective effort so that it achieves an outcome potentially superior to that of individuals acting or working alone”. (Child J,2005. pp6)”
The followed journal is visibly and clearly structured with composition divided into: Introduction; Background; the LCC competitive threat; the legacy response; conclusion and acknowledgments. (A bow towards the people contributing to research work for the benefit of article) In the journal you can find citing, referencing and paraphrasing from the total of eleven sources including two works by the author. Some of the data was gathered on the aviation workshop and developed into the series of tables which presented the data.
Article is peer reviewed in Scopus® (2) and Web of Scinece? (3). Bibliography: Child, J. (2005) ‘Organization: contemporary principles and practice’. Malden, MA: Blackwell Publishing p. 3-23. Hazledine, T (2011), ‘Legacy carriers fight back: Pricing and product differentiation in modern airline marketing’, Journal Of Air Transport Management, 17, 2, pp. 130-135, Social Sciences Citation Index, EBSCOhost, viewed 21 September 2013.