Introduction
Internationalization has been the driving force behind E-business in the Arab airline. This case study focuses on the internationalization process and its role in creating an environment that can support E-business and E-commerce with respect to Emirates airlines.
E-commerce and E-business are, also, evaluated with respect to value creation. The essay is based on two models when analyzing the E- business and E-management. These models are Osterwalder and Pigneur’s Nine Building Blocks framework, and Amit’s and Zott’s Value Creation model.
The objective of the essay is to capture the connection between internationalization of Emirates airline, its E-business and E-management. This relation will be in terms of value creation and value delivery to the intended customers. The essay will not, therefore, expound on the internal mechanism of the firm.
Brief Description of the Case
The company that is under study is Emirates airline. The airline is based at Dubai international airport in Dubai. It is the chief airline in the area with about 2500 flights per week. The airlines operate in 122 cities of 74 countries. The company offers some of the world longest flights.
The Emirates airline is fully owned by the government of Dubai since it is a subsidiary of the emirates group. The company is subdivided into two segments where one of the segments handles good transportation whereas the other handles passengers. The company has 4 subsidiaries namely Arabian Adventures, Congress Solutions International, Emirates Holidays and Emirates Tours.
In the mid-80s, the company received backing from the Royal Air wing of about 10 million U.S. dollars. The company, also, received two aircrafts from the royal family. The company was required to operate from outside the government subsidies as a condition that was put across by the financers.
The first managing director was Ahmed bin Saeed Al Maktoum who is currently the chairperson to board of directors. In the consequent years, the company began expanding its routes and fleet of airplanes.
The airplane shifted its operational bases to terminal 3 in Dubai International airport. This terminal was created with a sole purpose of facilitating growth of the airline which was remarkably rapid.
The airline is ranked in the top ten lists of the most successful airlines by both revenue and kilometre coverage. It has risen to be the largest airline across Middle East basing on different aspects of development. The companies became the fourth large airline on handling passengers and total distance coverage in the year 2011. The company holds the third position on the side of freights schedule.
The airline was recognized by Air Transport world with the award of the airline of the year 2011. The reward is based on the effectiveness of the company in enhancing safety and commitment to operational excellence. In addition, the award is reliant on the financial status of the firm, customer service and pace setting.
Internationalization
The world is changing rapidly whereby the business models that were applied traditionally have become outlived. This is because companies are facing challenging and complex factors that affect their business. Over the last two decades, Emirates airlines have entered the global market at a high rate.
Before the beginning of this phenomenon, Emirates airlines participated in global trade but were limited to certain segments of the global economies. The main reason why globalization of Emirates airline has occurred is the liberation of the United Arab Emirate economy (Gupta, 2007).
In this country, the government has changed policies and laws that have allowed the company to be a participant in global trade.
As a result, the company has redefined its mission and strategic position to cater for the renewed interest of the investors. This has resulted to airline executives seeking of a larger market shares in the global platform.
Emirates airline stands to benefit from its globalization in various ways. First, the company will expand its market share. The expansion of the market will aid the company to enjoy economies of scale, larger consumer pool and other advantages.
The company will manage to benefit from numerous opportunities that are there in the gulf region. One key benefit that is available in the gulf region is the availability of capital. The combination of this fact and reality of the limited domestic market motivate the airline to seek global participation.
Additionally, the globalization process exposes the firm. This means that the organization will have a global appearance that will attract many skilled and multi-talented workforces.
The availability of this employee calibre fosters creativity and establishes absolute advantage to the firm. This is because the hired employees are among the best hence their creativity and innovation will be of global standards.
The company will, also, spread various business and operational risks among several regions. Risk management is one of the key tools that determine business success.
In this regard, the airline has established various subsidiaries all over the world. In addition, the company will capitalize on its core competencies in the new established markets.
The final advantage that accrues to the airline is that it will compete effectively in various fronts. As such, the airline will have a fair share of the competitor’s domestic market.
Global Expansion and Orientations
The global expansion of the emirates airline is faced by several challenges ranging from technological, cultural, economic and political categories. Similar to other company, the Emirate airline managers have to confront these challenges diligently. There are no standard ways of managing this challenge.
The solution that the managers adopt is guided by various factors. These may include corporate management culture, literature that relates to management of foreign-based subsidiaries, hiring consultancy firms, and any other method that is deemed appropriate by the management.
On a general scale, there are two prominent orientation models that determine how the managers will manage foreign based subsidiaries. Ethnocentric orientations focus on bombarding the subsidiary with beliefs and corporate culture that is associated evidently with the parent company.
Polycentric orientations stipulate that the managers will use the factors and that are in the country where the subsidiary company is located to develop a solution. Geocentric orientations stipulate that the managers will evaluate the factors that prevail in particulate regions and formulate a solution for the subsidiary.
Geocentric orientations will compel the managers to apply global best practices to generate a solution. The Emirate airline has adopted a matrix that combines geocentric, geocentric and ethnocentric orientations (Larimo & Vissak, 2009).
The company has applied these orientations because it does not wish to detach the subsidiaries from the parent company core. In addition, the company has to achieve global standards hence it will have two factors in the world-accredited methods.
In other words, the airline has given semi autonomy to the subsidiary companies so long as they do not violate the base guidelines.
Selecting Strategic Markets
Globalization has become the optimal mode of business expansion. However, there are various markets in the world but each is unique in its own way. This means that the company cannot enter a market before evaluating its viability and the resultant value to the company.
The company has obliged to the concept of direct opportunism. This means that the company has formulated a logical and systematic approach which includes creating airline routes to underdeveloped countries, electronic commerce, and customized services to higher end customers.
Market Entry Strategies
Market strategy differs in various industries. Furthermore, the firm’s ability to apply a given strategy is another key factor. This includes the firm orientation, availability of resources, product life cycle, competition pressure, experience of the firm and its share in the hosted market.
There are policies that exist in the hosted market to define the mode of market entry. Emirates airlines have opted for fully owned subsidiaries.
Competing in the Global Marketplace
The world economic formation is changing rapidly. This is evidenced by the emergence of multi-national companies from the countries that are termed as third world and under-developed. This has seen the global market reduce the effect of the western owned corporate.
The new entrants have brought new and unique way of doing business. In this regard, the traditional tactics applied by the western owned multi-nations are becoming redundant (Larimo & Vissak, 2009). This has compelled executives to generate effective policies that will counter the new form of competition.
This has given rise to a new phenomenon. The current global trade is now based on quality and pricing, as opposed to the previous setting where cartels existed.
The fundamental goal of the strategies is to win customers and retain them. The company has adopted the global strategy. This means that the airline has used worldwide system to escape competition.
Global Integration Strategy
A company has two strategies of operation in order to sustain a global competitive presence. Emirates airline has faced non-favourable factors from its home market (Larimo & Vissak, 2009). The United Arab Emirates lacks the market size that is large enough to give the company a home advantage.
Also, inefficient levels of technology are among the negative factors that have been seen as the drawbacks. However, the company has established a global presence through its globalization plan.
E-Business and E-Commerce Management
In the global market, E-business and E-commerce are critical in determining a company competitive advantage.
Their application of electronic commerce and electronic business model is a fundamental aspect in a rapidly changing business environment. The modelling of a social system helps the business to understand the relationship between various co-domains.
Ontology of E-Business Model
The ontology establishes a shared familiarity of a given domain through determination of the available elements in the distinguished subject.
The model is based on four fundamental essentials. Products and services offered by a firm, the firm infrastructure and partner network, the relational capital between customers and firm, and the financial segment of the firm.
Product Innovation
The product innovation domain deals with all matters that relate to the company products (Bullinger, 2008). The elements that are predominant in this domain are value proposition that a firm intends to avail to a given customer class. In addition, the firm’s capability ensures that the created value is delivered.
Value proposition relates to the value that a company is willing to offer to a selected class of customers. ICT has created various revolutionary opportunities that enhance value creation.
In addition, ICT has established methodologies of efficient value creation that Emirates airline needs to minimize its costs. This, therefore, commences the opening of 3 forms of airline distinctions that are unique in the market.
The first opportunity that has been created is an innovation by application of new and customized offerings. ICT has enabled Emirates to incorporate detailed information into the services they offer. Also, it has facilitated digital making of products.
The second window of opportunity is through the provision of services and goods at a lower price compared to its competitors. Cost savings that are realized through rationalized infrastructure management are transferred to the customers. This allows the customer to enjoy lower pricing for the product.
The final opportunity comes in the form of premium customers and customer relation excellence. This is because Emirates airline designs a complete new range of products that argue the core offering value.
The three windows of opportunity are enhanced, further, by decomposing the concept of value preposition. There are three main segments in this decomposition that include; cost elements entailing price, risk and effort, customers’ role and value preposition performance.
The company webpage is exceptionally informative in matters that relate to its products. Pricing, daily flights, destination, and other airlines that work together with Emirates airline are available.
The firm has, also, established an online checking system, online booking system, and a mobile phone service that serves as the information dissemination point. On various occasions, the airlines offer subsidence travel fees through promotions.
Target customer
The term target consumer refers to a given consumer segment that a product is aimed to reach (Clark & Osterwalder, 2012). Emirates airline creates value to some customer segments and subdivides market share in smaller and reasonable segments that have similar needs.
Market scope is defined as the limitation of the firm in competing with various market segments. In other words, Emirates will have to choose which segment it will target a product based on factors such as geographical location.
There are two main methodologies that are applied by Emirates in segmenting the market which are business-to-business model and business-to-consumer model.
These aspects existed before the innovation of the internet, but the internet has revolutionized the marketing aspect. It has reduced the reliance of manual procedure to popularize the airline products.
Capabilities
Emirates airline provides services basing on the value proposition which has sufficient competencies that support the intended value. Capability refers to the ability by a firm to apply various value exploitation patterns on an asset. This ability is evident in Emirates operation.
Firm infrastructure and partner network
Infrastructure Management
This pillar expounds on system configuration. The system configuration is essential in enhancing value delivery. This is done through configuration of activities in a firm. In other words, the interaction between value creations on the delivery of value describes the concept of activity configuration.
Emirates have a fleet or airbuses and other modern aircrafts. Their personnel are rigorously trained and well exposed to offer the best service. The work is subdivided into various job groups. The cabin crews handle customers when on the plane while the ground crew handles the customers when on the ground.
Each segment of the workforce is trained to work together with each other to enhance value creation and consequent delivery. The company has invested heavily in airport maintenance that is part of its infrastructure. The company infrastructure is aligned to handle the firm operation efficiently.
Activity configuration
Emirates airline creates value that every client is willing and able to buy hence tapping into an existing opportunity. The created value is based on the combination of internal and external factors, resources and processes (Read, Dunleavy & Ross, 2001). The value chain framework is used in explaining business models.
In this framework, features such as efficient customer response are elaborated and executed. Emirates airline has established an online query option that addresses raised questions within minutes. The entity has a well-established customer support desk that operates 24 hours a day.
These positions aim at identifying disruption of work flow since employees at the customer care desk will realize that the customer is experiencing unsatisfactory service.
Partner network
These networks are defined as inter-organization stable ties that are fundamental to the efficiency of the firm. In response to the pressures from cost, the network will facilitate vertical disintegration. This, therefore, will foster the realignments of the network members.
As a result, the Emirates will concentrate on core competencies that give its competitive advantage. In this regard, the airline has entered into partnership with Qantas airline. This partnership intends to commence 14 flights daily that will fry back and forth between Australia and Dubai.
The agreement, also, allows Emirates to carry out interior flights in Australia, shared lounge and frequent flyer advantage. The firm is, also, a member of the skyline group among other associations. This network has helped the airline to concentrate on its core competencies.
Resources and assets
Emirates airline requires resources in order to undertake activities of value creation. These resources are divided into intangible resources that include patents and copyrights, human resource that include people, physical assets. The airline has accumulated these supportive resources strategically.
First, the company has established a brand name that has a global presence. This has helped it to attract and capture the attention of many travellers.
Secondly, the company has an elaborate fleet of aircrafts that are designed to meet various consumer needs. In this regard, the company has bought and leased 169 aircrafts of which 113 are acquired on operational lease, 50 are on financial lease and 6 are owned by the airline.
The company has placed an order of 223 other aircrafts and identified 70 more aircrafts as an additional option.
Relational Capital between the Customer and the Firm
Information Strategy
Information strategy has three aspects in it. The first aspect will involve timely and effective gathering of customer information. The 2nd issue relates to utilization of information in supporting the relationship between the two parties of interest in the business.
Thirdly, the airline has to exploit the information from customers to facilitate the discovery of other business opportunities. Trade intellect, data removal and warehousing of data are essential to managers since they help the management team to understand the consumer’s consumption trends.
The insights that the managers obtains are applied in developing consumer’s positive feedback effect. The airline has a wide range of customers and differentiated segmentation of the market share.
Therefore, it has a strategic advantage over the competitors due to the efficient methods of collecting information from customers. This helps it to design customer driven products. Information strategy enhances the creation of personal relations between the company and customer.
This means that the airline generates customer profiles that are subjected to collective filtering. The customers view this as a signal to evaluate the quality of services offered to them.
The organization has an elaborate ICT system with a capability to monitor consumers’ request, demands and complaints. This is evidenced by the routing of airline. It is observed that the company dominates in flights that pass, originate and stop in Dubai.
In addition, its price offers to various destinations is an indication that the firm has not yet established a substantial market share that can sustain the goal of profit making without being supported by outstanding offers.
Booking patters are, also, applied in determining the company core routes defended from external competitions.
Feel and Serve (distribution channels)
This refers to the methods that Emirates airline accesses the market and the methodologies it applies in reaching its customers. The airline has to determine how to deliver the value proposition. These channels function by making appropriate amount of a particulate product available in a right market and time.
The internet has a capability to match the course of action instead of cannibalizing it. Through this channel, it is possible for the airline to realize increased margins of profits and increased new potential markets.
However, although internet availability increases the number of delivery of value channels, it also raises the chances of disagreements. This calls for efficient management of the channels.
Emirates airline has embraced E- business. This is because most of its operations are internet based with little activities being conducted manually. This is evidenced by the numerous advertisements that indirectly insist on online book. The company is in a continuous process of adding services online other than creating outlets.
In addition, the company has its flight schedule online. Since the airline creates value through transportation, the company has devised a method that is reliable in enhancing value delivery. The customers use a timetable to schedule their activities. This means that the customer will arrive at the airport on time.
In the plane, entertainment is customized to a customer access wide range of entertainment materials.
The company has prioritized customer satisfaction through effective delivery of value created. The value that the organization creates is safe and timely flights.
The company has put adequate measures towards establishing a good customer relation and guarantee on value delivery. The company online booking system is convenient and interactive. The customers get to select their flights by him.
In addition, the airline has facilitated a customer with an option to select whether to have a stopover in Dubai. Furthermore, the airline has created an additional option for those customers who may wish to subscribe to emirates outstanding offers.
These are some of the strategic steps that the company is undertaking to ensure its competitiveness.
Trust and Loyalty
The world has reached a level whereby it is possible to develop trust without the actual physical presence of another party. Various researches have been carried out with an aim of finding out the level of trust in cyberspace.
In general, researchers have concluded that the level of trust between trading partner in the cyber space is convincing. Customer loyalty has, therefore, been described as the resulting aspect of satisfaction, contentment and reliance.
The airline develops loyalty and capital relationship with customers by creating positive dynamism and transactional relationships, which play a prominent role in harmonizing the customer and airline interests.
Emirates airline stands to benefit from a good customer relationship which is the source of customer loyalty. The airline offers products that satisfy their customers. Therefore, it is likely to retain the market size and attract new customers gradually.
This is because the satisfied customers act as advocates of the company services and products. To attain the required level of competency and guarantee customer satisfaction, the firm has established a link between the airline and the customers where information can be passed easily and conveniently.
ICT has facilitated the creation of this link. The company will establish new and unique ways of value delivery and broaden the strategies of reaching customers through developed channels.
The business realizes that most of the current global transactions are based on trust and loyalty hence face to face interaction is being forced out.
The airline has maintained its domestic market even with the invasion by other international airlines. In addition, Fly Emirates is a national carrier to various nations. This shows that the company enjoys consumers’ loyalty from the domestic customer’s and other external markets.
Financial Aspect
Revenue Model
The revenue model will refer to the firm competency in converting the value created into revenue generating activities. Emirates airline has different revenue models that have different pricing models. The ICT based pricing strategies are applied to enhance the gathering of revenue.
In particular, internet provides an array of pricing strategy that is available throughout the globe in a fast and steady way. Through the internet, it is possible for consumers to compare prices.
The company has managed to convert the value created into financial gains. The company has reported increased customer traffic and higher rates of cargo handling. For instance, the company capacity increased to 35467 million ATKM while the load carried rose to 23672 million RTKM in the year 2011-2012.
The load factor rose to 66.7% while breakeven load factor increased to 65.9. All these indicate how the company has successfully converted the value created into revenue sources.
The company has, also, integrated other related businesses into its financial model such as engaging cab companies in delivering customers from the airport to the hotel, hotel bookings and Dubai high street scheme.
In the last financial year, the company revenue from this activity rose by 56.7% while the revenue from ordinary trading activities rose by 23.7%. This implies that clients are relying heavily on the airline services to enhance their travels.
Cost Structure
This refers to the amount of moneys incurred in value creation. This sets the price tag on all the resources employed. The airline will focus on its competencies and source of the non-competencies from third parties. Effective application of ICT by the airline helps to achieve the desired results at lesser costs.
The company over the previous years has realized growth in costs. Costs in its model are subdivided into two categories namely direct category and indirect category. The increase in direct category has been as a result of increment in activities which have been brought about by its innovative products.
The indirect category comprises of office overhead costs. The company has realized unstable rates of cost in the recent years. This has been attributed to higher credit card rates, losses from the exchange rates, increased online sales, and costs from the training deck crew.
Jet fuel is the main cause of instability in the level of costs. Since jet fuel does not have a fixed rate, the airline lacks control in influencing the costs of the jet fuel. However, the company has adopted a method that helps to cost share fluctuation with the client.
Analysis from an E-business perspective
Value Chain Analysis
The value chain framework is responsible for analysing value creation at the firm’s level. The framework identifies the airline’s activity and determines the economic implication of those activities (Currie, 2004).
In this framework, the business will determine its strategic business unit, critical business activity, product definition and establishment of activity value. In response to these concerns, the airline has devised adequate methods to address them.
A customer defines value as the amount s/he is willing to offer in the acquisition of value created by the airline. Consequently, the airline is deemed profitable because creates value that exceeds the cost incurred in creating it.
Innovation is a key and fundamental origin of value conception. The theory, further, suggests that Emirates will archive optimum value creation by application of technology in activities which are coupled with a strategic combination of company’s resources.
This will result in transformation of the airline industry market resulting in occurrence of economic development.
Creation of virtual markets broadens the innovation space since it is not limited by boundaries. As the airline seeks to exploit new opportunity for value creation, it builds on the concept of virtual market with the aim of enhancing value creation (Funabashi & Grzech, 2005).
This is because these markets create new exchange mechanism and unique transaction methodologies. In addition, innovation is a driving factor in value creation that should not be viewed as the only source of creating value in the virtual market.
The airline has identified the key business unit to be transportation segment of the company. This has enabled the company to provide various travel packages that target different customers. In addition, the airline has developed various supportive services to enhance the experience of travelling.
Application of technological innovation is evident through various ICT supported activities such as booking and online checking of flight timetable. This has enabled the company to reach numerous global markets and serve them adequately.
The value of the business has been created through enhanced customer experience in travelling that starts from the enquiry desk to their arrival of their destination.
Firm’s resource bases
This view identifies a firm as a pack of capability and capital. RBV provides mobilizing resources and combines them in a unique manner that has to be built over a period due to the challenges that are possessed by market imperfection (Gupta, 2007). This aims at creating and preserving the value.
The concept of value sustainability is paramount since it is a motivating factor for the creation of value. A network economy is featured by choice possession of capital, and capability and capital regulation. Access to similar resources through the practical markets is relatively easy and enhances the maintenance of worth.
However, this model of doing business is extremely risky since the competitor can easily access alternative resources. Consequently, it is forcing out the competitive advantage that may have accrued to the firm.
The airline has laid a lot of focus in resource accumulation and efficient utilization. In this regard, the company is indeed a bundle of capabilities and resources. The company has established a team of dynamic employees coupled with a supportive board of directors.
The company has invested heavily in leasing substantial number of airplanes. In addition, the company has partnered to enhance competitiveness with other airlines. This has made it part of the global network economy.
To counter the risk of competition, the company has stepped up its advertisement in the virtual market. This is done with an aim of securing and extending the existing market share.
Strategic Networks
Strategic networking is defined as a stable relationship between organizations that offer strategic importance to the involved parties. These networks take several forms such as joint ventures, strategic alliances and long-term buyer seller relationship. This concept seeks to understand why and how these ties are established.
Also, it will reveal the methodologies that are applied to level the playing fields such that inter-firm relationship allows the involved firm to compete within the same market. The concept, also, checks how value is created and how the difference in a firm’s position affects the performance.
Network thinkers, whose background is in sociology, have narrowed on inferences of network configuration on significance design. Factors, such as centrality and solidity of the network, have been viewed as vital determiners of the set-up reward.
Network size and similarity in products has been proved to possess a positive impact on the performance of the involved firms due to availability of information that relates to that industry. Emirates airline is a member of the association within the airline business hence stands to benefit from the operations.
The emergence of networks whereby the hierarchical and market mechanism exist harmoniously has improved the forms of organizational arrangements that are meant to boost value creation (Jaksic 2012). As a result, executives have advanced to a level that goes beyond the normal innovative transactions.
In this method, the company is distinguished from an ordinal online business and is portrayed to be tapped from the traditional sources of business that exists in a given organisation. This means that virtual markets are exclusively new opportunities for value creation.
This facilitates by structuring the transaction of the organization in the novel way. These transactions are omitted in the network theory. This argument holds in the case of Emirates airline.
Transaction Cost Economics
Transaction cost economics seeks to understand the reasons why firms chose to internalize transactions that could be conducted in the market (Jaksic 2012). This structure postulates that a deal will take place when a product is moved across an interface that can be separated by technology.
In other words, this theory focuses on most efficient governance methodologies that Emirates airline uses with respect to a given transaction. The method evaluates exchange frequency, uncertainty, and assets that they are responsible for enabling the exchange.
The role of cost economics is to identify efficiency that relates to the exchange of transaction. In this regard, it helps Emirates airline to reduce the costs of doing business. Conception of value can be derived from shrinking of ambiguity, irregularity and intricacy. The form reputation helps in lowering the airline operational costs.
The business strategy has helped to improve the efficiency of value creation. This is because it has eliminated some costs that were previously involved in the running of the economies such are numerous booking points and expensive advertisements.
The ICT infrastructure supports the transaction cost of economics hence optimizing on capitalization of the value created. Furthermore, ICT is a value creation foundation.
Conclusion
The company has achieved global standards through its efficiency in value creation and delivery. In this regard, the company has managed to abide by the nine building blocks that have been developed in Osterwalder and Pigneur’s Nine Building Blocks framework effectively.
The company, also, has scored high marks according to Amit and Zott’s Value Creation model. This is an indication that the company is prepared to fight on a global scale.
The company has not been left out in the internationalization process that has been going on the Middle East. The company has established various destinations in the world as part of the gross internationalization process. In this regard, the company growth has been attributed to the recognition of its brand name.
This has resulted to increased attraction of customers. In addition, the customers have come from all over the world to evidence that the company has benefited from a larger market.
Recommendation
The company has realized unprecedented growth from internalization and developing new supportive services. However, there are other emerging airlines that are posing serious level of competition. The company should start to think about re-engineering their strategies so that they can diversify on their operations.
This should include customized classy airplanes that will serve higher edge business executives and celebrities, helicopters, and other forms of air travels.
Also, the company should include other supportive services such as liaising with more hotels and cab companies in order to offer an all-inclusive service.
Also, most travellers to Dubai have business intention hence it should come up with a bureau of suppliers and other sellers in the city so that their customers can access such information from the airline information database.
These additional services should be included in developing the company products. This will help the company to consolidate the market share in the future.
The company should enter with a bilateral agreement with the manufacturers. This means that the company will try to establish a good relationship with the manufacturers. The current state of the airplane manufacturing segment experiences many delays. This has resulted to slower expansion rate.
A partnership with a manufacturing company will benefit from timely development of airplanes that will accelerate the expansion and growth of the company. These advances will facilitate broadening of the airline and bring income to the airport. The techniques should be applied to facilitate development of the airline.
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