Competitive Strategy Report
For Professor
Group A-F1
Table Of Content
Five Forces Analysis
Strong Competitive Rivalry
Low threat Of New Entrants
Strong Power Of Buyers & Suppliers But Low Threat of Substitutes
PEST Analysis
Political Analysis
Economical Analysis
Technological Analysis & Socio-cultural Analysis
Global Airline Industry Summary
Overview Of Southeast Asian Airline Industry
Overview Of Malaysian Airlines
Aircraft losses: Flight 370 and Flight 17
Malaysian Airlines’ Sources Of Competitive Advantage & Threat
Mission, Vision, & Objectives
SWOT Analysis
Value Chain Analysis
Strategic Issues, Impact, And Decision
Strategic Decision
Potential And Current Alternatives
Recommendations
Conclusion
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The industry characteristically has seen prices consistently drop, throughout time and the average industry profit margin is between 2-3%. Utilizing porter’s five forces framework will help reflect the particularities regarding the airline industry dynamics, attractiveness, and profitability.
Strong Competitive Rivalry The large number of players in the market naturally intensifies competition, which provides an indication for low profit margins. Also, air travel is largely undifferentiated in the sense that airlines face difficulty in differentiating themselves in the market where the service they offer is perceived as a commodity, which leads to intense price competition.
Low threat Of New Entrants The industry is saturated and operates at operational efficiency; moreover uncontrollable political, economical, and other external factors pose significant entry barriers. Therefore, it is very difficult for new players to enter the market, which is mirrored by the reduction in the number of players over time. Industry dynamics create huge barriers to entry.
Strong Power Of Buyers & Suppliers But Low Threat of
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Ultimately, the complexity and interdependence between internal resources and external factors provides an important case study for managerial insights that may be applied to other industries and functions, which is why this report is equally important.
PEST Analysis
Porter’s five forces suggest that the airline industry is complex and subject to many uncontrollable external factors, therefore to best understand the industry it is crucial to explore the magnitude that some external factors influence the industry; and to that end, a PEST analysis provides a good framework for examining the relevant macro-environmental factors.
Political Analysis
Passenger safety is paramount therefore governments have heavily regulated the industry as to ensure minimum safety protocol is preserved. This is one reason why air travel is considered to be one of the safest modes of transport as reflected by famous adage that “you are more likely to get into an accident on the way to the airport than from flying” however diminished profitability is also a consequence of heavy
In spite of that, barriers to entry in an oligopoly market are high. The prime barriers are economies of scale, access to costly and sophisticated technology, patents and tactical measures by existing dominating firms devised to hinder new firms from entering the market. In addition, other sources of barriers include government regulation favoring incumbent firms making it difficult for nascent firms to
3. Threat of new entrants High barriers to entry in the industry. Licensing requirements are high. There is a minimum size requirement to achieve profitability and the initial investment is required and fixed costs of operating. How much of the control is in the hands of existing players of the market or key resources?
Looking at the respective case studies, SIA, EA and Lufthansa have shared similar challenges like striving for cost effectiveness and differentiation from competitors. Despite these similarities, SIA and EA seem to have survived throughout as an individual highly recognized brands while being involved in Star Alliance overshadows Lufthansa. As well, Lufthansa also operated with higher labor costs than low-cost players or emerging market competitors – years of union advocacy, pension fund obligations, and industry regulations forced these airlines to devote a larger share of revenues towards labor benefits. EA advantage mostly comes from government support and their self sufficient in fuel compared to the other two airlines. External factors like fuel prices or government factors may affect the airlines, but the root of sustaining competitive advantages still lies within the organization’s strategies and core values in order to gain
Macro-environmental are uncontrollable factors that influence a business’ strategic planning, decision making and operations (Chartered Institute of Personnel and Development, 2015). However, by understanding its macro-environmental factors, the business could take advantage of these factors and maximize their opportunities, whilst minimizing their threats. The 6 factors of PESTEL analysis include: Political, Economic, Socio-cultural, Technological, Environmental and Legal factors. In this case, it highlights the contextual information of the civil aviation competition of uncertain environmental, political and economic anarchy for flight
The framework is designed to identify the opportunities and threats within an industry. The five forces are mainly the threat of new entry, supplier power, buyer power, threat of substitution and lastly, competitive rivalry. Apple portrays a significant role in four major businesses, more specifically, the “communication equipment industry, the music and video industry, the mobile phones industry and the personal computer industry” (UKEssays). In terms of
Executive Summary JetBlue Airways is a company that applies innovative technologies to offer high quality travel services at a lower cost (Shrivastava, 2012). A SWOT analysis of JetBlue airlines shows that despite the numerous opportunities and strengths it has, it is exposed to threats and weaknesses that pose challenges in its operations. The threats include issues like strong competition from other airlines and the volatility of the fuel prices. JetBlue Airlines is relatively new to the market when compared to its major competitors such as the Southwest and Delta Airlines. Most of its strategies have worked to its benefit.
9. Environments Like any other Industry, the airline industry is also affected by changes in its external environment. King III (2009) highlights that leaders are not supposed to compromise the natural environment and the livelihood of future generations. Environmental Factors can also have a significant role to play in an airline industry; like in the case of Prof. McPherson we observe the bad weather reducing his time by 1 hour and thirty minutes. In light of the environmental factors that affect the airline industry this Study will focus on the traditional Political, Economic, Social, Technological, Environmental, and Legal Analysis, often referred to as the PESTEL Analysis.
Social Growing competition and capacity amongst airlines, lower air fares and more relaxed travel restrictions in many regions have made international travel a viable option for an increasing number of people coming to
Since opportunity to target women was catered by Song, it shows how well they are consistent with external consistency. The threat of competitors declined as well because of their sound strategic implementations. Moreover, we can judge their external consistency by applying porter five forces model. Porter five forces model • Threat of new entrant: Threat of new entrant is quite low because of high capital requirement and lower margins in low-cost airline segment. In addition, market share in this segment is fragmented, which is why it not that easy to snatch market share from existing employees.
Threat of Substitutes 4. Bargaining Power of Buyers 5. Power vested by Suppliers 1. Competitive Rivalry: According to Porter the competitiveness in any sector is significantly increased by the number of players operating in the field and their major competencies.
1.0 Introduction to Strategic Management Strategic management practices the formation; achievement and reaching the major objectives executed by the management of the company, by considering the capital and a task of the internal and external environments in which the company wishes to compete. 1.1 Introduction to Singapore Airlines Singapore Airlines (SIA) is established in year 1972 with remarkable performance among its competitors in the industry throughout its 35-year-long history till date (Heracleous & Wirtz, 2009). According to Singapore Airlines (2014), SIA is one of the youngest aircraft fleets worldwide to destinations crossing a network of more six continents, with its iconic Singapore Girl providing excellent standard of service to customers. Throughout the years of operations, SIA has an impressive ever-growing list of industry 's leading innovations such as offering free headsets along with a choice of meals and drinks in Economy Class in the 1970s, followed by introducing satellite based in-flight telephones in year 1991, involving an ample panel of renowned chefs, the International Culinary Panel, to provide lush in-flight meals in year 1998, developing audio and video on demand (AVOD) capabilities on KrisWorld in year 2001, and lastly flying the airbus of A380 from Singapore to Sydney on 25 October 2007 (Singapore Airlines, 2014).
The increasing level of competition decrease the profitability. Moreover, this tool provides a foundation to formulate strategy and recognize the competitive landscape in the same industry of the company ("Industry Analysis | Porter’s Five Forces | Competition,"
Porter’s five forces model To analyse the microenvironment facing United Biscuits in China, Porter’s five forces model is selected to provide an understanding of the competitive forces, to determine the competitive position of the company and profitability within the biscuit industry whilst offering a framework for predicting and influencing competition over time (Porter, 2008, p.80). The findings are explained below: Threat of new entrants • The high capital cost required for investing in developing distribution, sales network and acquiring production equipment could deter new entrants. The barriers are high when capital is necessary for unrecoverable expenditures such as marketing and product development capability which is difficult for new entrants to succeed in the short-term (Euromonitor, 2014; Porter, 2008, p.81).
Secondly, Porter’s Five Forces Model is used to analyse the level of rivalry in the market, the attractiveness for potential new entrants, the power of suppliers, the power of buyers and the threat of substitution. This will allow us to see a holistic view of the industry in the market environment. Thirdly, the PESTLE framework is used to analyse the factors within the macro environment that are influencing
3.2 Industry conditions (Porter 's Five Forces Analysis) Five forces which would impact an organization 's behavior in the market. Understanding the nature of these forces provides organizations the required insights to enable them to formulate the appropriate strategies to be successful in their market (Thurlby, 1998). 3.2.1 Threat of new entrants (high entry barriers) High capital investment for competitor entry into telecommunication industry. Companies in this industry maintain development, spend fairly large amount of capital on network equipment and incurred high fixed costs. Besides, technologies are also considered as barriers for new companies to enter the market.