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Assignment Task 1: Strategic Supply Chain Management and Logistics
LO1. Understand the relationship between supply chain management (SCM) and organizational business objectives 1.1 What are the organizational objectives of Meditech Surgicals? Explain the importance of an effective supply chain management in achieving the organizational objectives at Meditech Surgicals. (Assessment Criteria 1.1: Explain the importance of effective supply chain management in achieving organizational objectives) The organizational objectives of Meditech Surgicals are:
To be a leader in the endoscopic surgical instrument market.
To deliver cost effective and innovative endoscopy surgical instruments to hospitals on time
To provide the best customer service to domestic and international customers Supply chain management plays an important role in achieving the organizational objectives. It aims to link all the supply chain agents to jointly cooperate within the firm as a way to maximize productivity in the supply chain and deliver the most benefits to all related parties (Finch 2006). It helps organization to stay competitive in the market by outsourcing its non core functions and focusing on the core competencies. It allows organizations to rejig their entire operations and reframe it so that they operate at lower costs and maximize profit margins. For being a market leader, an organization must re- look the whole process and determine which processes can be downsized or upscaled for maximum competitive advantage. The main reason and objective of SCM is to provide a strategic weapon to build up and enhance sustainable competitive advantage by cost reduction without compromising customer satisfaction (Mentzer et al. 2001). When the organization reduces cost and maximizes value, products and processes become more innovative. This results in effective mass customization and improves product life cycles. Thus, the organization is powered well to cater to varied market segments and customer choices.
1.2 What are the prime business functions of Meditech Surgicals? Explain the link between supply chain management and business functions in Meditech Surgicals. (Assessment Criteria 1.2: Explain the link between supply chain management and business functions in an organization) The prime business functions of Meditech Surgicals are:
Forecast demands and procure raw materials accordingly
Produce high end and innovative endoscopical surgical equiments
Deliver and distribute the equipments in a timely fashion and maintain sufficient inventory
Enhance profitability by catering to varied demands The supply chain constitutes of the total process ranging from obtaining raw materials through all suppliers to delivering the end product to the consumer. Supply Chain is the total chain of exchange from original source of raw material, through various firms involved in extracting and processing raw materials, manufacturing, assembling, distributing, and retailing to end customers (Saunders, 1997). Each step of the process adds value to the end product thereby making it a value chain. Thus it touches upon each of the business function by exchanging value addition. Business functions which are closely linked to supply chain management are: demand forecasting, production planning, raw material procurement, production of finished goods, storage and distribution, transportation, and order management. With an effective SCM, the organization will always have the right inventory holding and this eliminates the need for safety stock. Right from procurement of raw materials from suppliers to delivering finished goods to end consumer, an effective Supply chain management makes all the business functions efficient and cost effective. 1.3 Discuss the key drivers for achieving an integrated supply chain strategy in Meditech Surgicals? (Assessment Criteria 1.3: Discuss the key drivers for achieving an integrated supply chain strategy in an organization) Supply Chain Management is an integrating philosophy to manage the total flow of a distribution channel from supplier to ultimate customer (Ellrarn & Cooper, 1993). The key drivers for achieving an integrated supply chain strategy in Meditech surgicals are:
An efficient customer service management process: Customer service management is vital to the success of any organization since it acts as an important source of customer information and satisfaction. On the other hand, the customer also gets accurate information on new products and their availability through interactiion with the production and distribution functions.
Well co-ordinated procurement: Demand forecasting reports are shared with suppliers to assist the manufacturing process and new product development. This results in a reduced product development cycles and effective inventory management. With the advent of technology, e commerce interactive portals can help suppliers stay updated on the upcoming demands.
Innovative product development and customization: Integration of suppliers and customers into this process is paramount. This reduces production cycle times and the products reach faster to the market. This gives a lot of time for effective customization of the products to meet the varied customer needs.
Manufacturing and distribution: A flexible and adaptive manufacturing process is needed to meet the ever changing demands for quantities and mass customizations. When the manufacturing cycles are shortened, products are delivered faster and lead to better customer satisfaction. The finished products reach the distributors in a shorter period of time and hence they too don’t find it necessary to do panic ordering.
Warehousing: The concept of decentralized warehousing assists in timely distribution by reducing wait times and transportation delays. However, it is imperial to enhance communications between distributors, regional warehouses and the central warehouse so that demand forecasting and delivery are accurate and there are no cases of inflated demands which cause unnecessary load on production processes.
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As the planet continues to warm, the effects of climate change become increasingly apparent, making the need for urgent action and transition to a more sustainable future more pressing than ever. The consequences of inaction are dire, including more frequent and severe weather events, loss of biodiversity, and global food and water shortages. This blog post will discuss the current state of climate change, explore its impacts, and highlight efforts to mitigate its consequences and embrace a more sustainable path.
Climate Change: A Global Concern
Climate change is a global issue, with average temperatures rising at an unprecedented rate due to the increased concentration of greenhouse gases in the atmosphere. This warming trend has been primarily driven by human activities, such as burning fossil fuels, deforestation, and industrial processes. The Intergovernmental Panel on Climate Change (IPCC) has warned that we must limit global warming to 1.5°C above pre-industrial levels to avoid the most catastrophic consequences.
Impacts of Climate Change
The effects of climate change are already evident around the world and pose significant risks to ecosystems, human health, and economies. Climate change exacerbates extreme weather events, such as hurricanes, droughts, and heatwaves. These events can lead to loss of life, property damage, and significant economic costs. As glaciers and polar ice caps melt, sea levels are rising, threatening coastal communities and infrastructure. The increased absorption of carbon dioxide by the oceans is causing them to become more acidic, leading to the decline of coral reefs and other marine ecosystems. Warmer temperatures and changing weather patterns disrupt ecosystems, leading to the extinction of many species and the collapse of habitats. Climate change affects agricultural productivity, causing food shortages, and exacerbating water scarcity in many regions.
Efforts to Mitigate Climate Change
To address the challenges posed by climate change, global efforts have been focused on mitigation and adaptation strategies. Governments and businesses are working to reduce emissions through policies like carbon pricing, renewable energy incentives, and energy efficiency standards. The shift from fossil fuels to renewable energy sources, such as solar and wind power, is critical in limiting global warming. Planting trees and restoring forests help sequester carbon dioxide and protect ecosystems. The adoption of sustainable agricultural practices can help reduce emissions while ensuring food security. Strengthening infrastructure to withstand the impacts of climate change can reduce vulnerability to extreme weather events.
Embracing a Sustainable Future
As the effects of climate change become more apparent, it is essential to transition to a more sustainable future. This involves not only addressing the root causes of climate change but also building a world that prioritizes social and environmental well-being. Some key principles for a sustainable future can a shift from a linear “take, make, dispose” economic model to one that reuses and recycles resources, minimizing waste and pollution. Ensuring that the benefits of sustainable development are shared fairly among all members of society. Protecting and preserving ecosystems, reducing pollution, and promoting biodiversity. Fostering understanding and action on climate change and sustainability through education and public awareness campaigns.
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Introduction In context of the marketing practices implemented in the operation domain of airline businesses, this essay is making an insight into the role of sponsorship in case of the Emirates Airline (EA). The basic concentration of this paper is to understand the role of sponsorship in terms of operations in airlines as well as related airports. The idea is to explore and comprehend the factors of sponsorship that are responsible to paving the road of success for an organisation. The case of Emirates Airline (EA) has been selected for the critical analysis of the success attained by the selected company in aviation marketing.
The Case The ownership of Emirates Airline (EA) is in the hands of the Corporate Investors working under the Government of Dubai, UAE. The official declaration of Emirates Airline (EA) in their Annual Report of 2015 declares that it has been recognised as the largest airline organisation in the entire Middle East, with an operating expansion of 3,300 flights/week from Dubai International Airport. These flights are to 78 nations spread all over the world (Emirates Airline, 2015). As reported by Frontier Economics (2015) since 2014, the flights of Emirates Airline (EA) are increased by 29 airports in selected 28 cities of EU28. This operation comprises of 700 flights operating per week in both the back and forth directions. The success story of Emirates Airline (EA) in Europe appears very important in terms of gaining developed route network, which is responsible for connecting many cities of the world through Emirates Airline hub in Dubai.
Background In the words of the official declarations made by the The Emirates Group, the history of Emirates comprises ‘incredible development’ and is ‘fascinating. The Emirates (2015, a) refers the history of Emirates Airline (EA) back to 1980s. during the mid of this decade, the Gulf Air started cutting back most of its services to channelised to Dubai. It is at this position, that Emirates came into being in the month of March of 1985, that specifically was supported and backed up by the royal family of Dubai. The collaboration was initiated with Pakistan International Airlines offering a minimal of two airline aircrafts at wetlease. In order to gain
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independent operative hold, the government subsidies were considered along with $10 million as the capital investment. These developments were initiated by Ahmed bin Saeed Al Maktoum as the head and the current Chairperson of Emirates Airline (EA). Emirates (2015) states that it hardly took any time for Emirates Airline (EA) to expand its destinations and fleet. As such by October of the year 2008, Emirates made a huge shift of all its aviation operations to the Terminal 3 of Dubai International Airport. The plans for its rapid expansions and growth are still part of its success story and sustainability in the competitive sky seems like a simple strategy to it.
The Success Story Emirates (2015) depicts the trend of gaining regular success of Emirates against the continuous regional instability and international economic volatility, as not miraculous, but strategically well equipped. This report added the key combination of having the business wisdom, along with savvy insight into the investment plans and perfect practical ambition. As Emirates celebrates, the 25 th anniversary in the year 2015, the organisation marks its remarkable sustainability and extensive growth with appropriate respect and recognition in the international market. A critically investigated report by Mnisri (2010) notes that the secret of success of Emirates is in its strong hold over the marketing strategy that emphasises in terms of creating strong image of the brand and necessary awareness to be created worldwide. The report of Mnisri (2010) adds that the role of the sponsors are very inevitable in creating this success story. The management of sponsors sports clubs, as well as events in the UAE and various esteem locations noted worldwide are the base for generating absolute marketing strategy for the organisation. To this venture Emirates (2015 a) refers to the continuous explosive growth of the organisation with continuous strive to offer best service to its consumers in the aviation industry. The recent growth plan of Emirates Airline (EA) comprises of – Award winning cargo division in the international business periphery, Management of full-fledged destination, as well as leisure division, & IT developer for the Airline on an exclusive basis.
Role of Sponsorship: EA The role of sponsorship initiated by any business is very significant and powerful in terms of introducing its products, services or even itself a new market. The success story and the extensive participation of Emirates Airline in sponsoring various events, especially those related to sports, exemplifies the significance of sponsorship as an effective marketing tool for creating brand image and awareness at large. In reference to the act of ‘extending brand reach’, the Annual Report 2014 of Emirates Airline states, “Our sponsorships are one of the most visible ways in which we connect people with their passions”.
(Emirates Group, 2014, p. 11)
This is a declaration that confirms that Emirates Airline considered those elements for sponsoring that are closely related to human passion, and its sports. The report adds that Emirates in the current scenario is noted as one of the most popular brands that are involved in sponsoring top level events of sports. Its partnership with selected football clubs in the world, international meets in cricket, Formula 1, and other sports like golf, rugby, horseracing, tennis, and Cup sailing of America, has actually successfully created the essence of omnipresence of Emirates on a worldwide basis. The annual report of 2013-14, states that a total of AED 850m has been already invested over the overall dnata business within the FY of 2013-14, with the establishment of a new record that added the extra edge of being recognised easily, for the airline division.
Sponsorship & Marketing The interrelationship between sponsorship and marketing is related to the process of gaining credible publicity in the market. These aspects are definitely interrelated, yet there is the need to understand the distinction of publicity that is cost-effectives against the advertisement ((McChesney, 2008). Though both are tools of marketing, yet the sponsorship appears most effective and lays serious impact of the brand image on the consumers as a whole. The selection of sponsorship as a marketing tool by Emirates Airline has added enough essence credibility to its brand awareness ventures, worldwide.
Analytical research led by Reed (2013) appreciates the sponsorship activities of Emirates Airline in the sports related activities and various international sports events. However, there is also the reference made towards the least possible participation of Emirates Airline in the networking of the social media. The entire approach of Emirates Airline is in meeting the mass population on a wide ranged spectrum rather than meeting them individually through social media. Moreover, it is important to note that the less participation of Emirates Airline in social media actually creates the image of being on hoardings for a positive cause rather than being restricted to the PCs (McChesney, 2008).
Sports Sponsorship The approach of considering sports sponsorship in the marketing domain, aims in meeting wide ranged audience in an international ground. As noted by ACL (2011), the selection of sports sponsorship by Emirates Airline is part of its strategic marketing, whereby the organisation successful in getting the ideological image for its brand, on a wider scale. As identified by Aaker and Erich (2000), on a global basis sports sponsorship appears more effective than any other marketing tool as it is strong in creating the higher competitive margin for the competitors. Nataraja and Al-Aali (2011) confirms this theoretical declaration of Aaker and Erich as effective in reference to Emirates Airline. For Emirates Airline, this margin has been achieved through its promotional mix of meeting targeted consumers and at the same time in terms of creating brand image widely. It’s role of sponsoring in various environmental activities and community services has actually made Emirates Airline one of the most popular organisations in the world. However, Nataraja and Al-Aali (2011) still emphasise that the omnipresent and strong brand image of Emirates Airline has been established mainly through sports sponsorship, along with its equal conscious about the comfort and profit of its employees as well as stakeholders in international business arena.
EA Aviation Marketing The marketing sponsorship of the aviation business in sports domain by Emirates Airline has been identified in diversified events. According to the list enlisted by Wilson (2015) sports sponsorships led by that Emirates as an organisation stands immense. Sponsorship of
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Emirates Airline is distinct in football as they were involved in World Cup, Arsenal in EPL, Real Madrid in La Liga, Paris St Germain in Ligue Une, AC Milan in Series A, Humburger FC in Bundesliga, and even Olympiacos in Super League. Banners and hoardings of Emirates Airline are also very distinct in the Saudi League, in Asian Football Confederation, and New York Cosmos. Sponsoring popular games like rugby in USA Rugby, Emirates offered stylish eye-catching helmets and pads to the players. ATP World Tour, followed by US Open, World Rankings, Rogers Cup and BNP Paribas Cup, are the tennis game series that are also sponsored prominently by Emirates Airline. The marketing impression established by Emirates Airline is also very tactful. As for instance, the relaxed, comfortable and luxurious first class leather seats in the US open are the keys to make the spectator feel that the similar comfort will also be made available in the Airline services. Following the same thread, while sponsoring F1, the Emirates Airline even created a specialised TV channel dedicated to F1 extensively. Innovation and creativity are thus integral to the marketing of aviation business for Emirates Aviation. These are also seen in the sponsorship activities with sports like horse racing, as in the Melbourne Cup; 18 events as the Ryder Cup in Golf; being part of rugby union through the means of sponsoring the IPL, official ICC match, as ICC World Cup as well as Twenty20 World Cup. Marketing Strategies By the implementation of right marketing strategies, by 2018, Emirates Airline has planned to have more than 320 aircrafts and more than a count of 400 aircrafts by 2020. Considering the growth rates of Emirates Airline these assessments appears very practical.
The success story of Emirates Airline is not limited to mere publicity. The activities of publicity and advertisements through sponsorship are the means to show the world that the EA is very active and strong in meeting all those rules that can add authenticity and credibility to its services. As for instance, EA is very particular in supporting the IATA (International Air Transport Association) norms, like (Emirates, 2012)- investment make for the use of improved technology in airlines and airports effective means of managing operations at fleet & airports maintenance of efficient and hi-tech infrastructure for convenience approval of positive measures for economic development These are grass root strategic implementations that make the entire programme of sponsorship, a success without any major challenge. The keys of managing strategies for successful sponsorships are all based on the practical declarations and operational management of EA in the international market of aviation.
First Key: The very basic step is to have comprehensive and clear communicational objectives, initiated by the organisation for respective brand. For EA, this is done through the collaboration of responsive communication facilities maintained with the consumers. EA is very particular about its visibility by appearing in various popular sports event, worldwide. Its brand awareness and developmental associations with community services, says it all (Nataraja and Al-Aali (2011). Second Key: The second key is to remain proactive. The proactive initiation of EA is managing sponsorship has been well acclaimed already as the company selected the domain of sports to reach the ‘inner passion’ and every corner of human society through international
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display of its participations (Emirates Group, 2014, p. 11). Considering sports as the ground for developing sponsorship makes EA a common and popular brand, globally. Third Key: The third key is to identify the gap to ‘fit in’ exceptionally. As marked by Aaker and Erich (2000), the process of fitting exceptionally between a particular event and the respective brand is though dicey, yet can offer instant success. EA is very bold and strong in taking this initiation. Even after being a brand from aviation industry, its presence in different kinds of sports events created room for its awareness among global population. It appears strange, yet amazing the way Emirates gained hold over the act of ‘fitting in exceptionally’. Fourth Key: The fourth key refers to own sponsorships, and for EA the huge back up is Emirates Group itself. The logo in general is strong enough to offer an incorporated banner to EA. Fifth Key: The 5 th phase refers to the act of being analytical to the publicity opportunities. It is here that EA refuse to remain active in the social media networking and concentrate more in international sports events (Reed, 2013). The motive is simple. EA through Emirates, just wanted to gain extensive recognition in public rather than meeting people individually on personal grounds. The approach is open and popular. Sixth Key: Sixth key is that of payoffs multiple sponsorship, which is very systematically managed by the Emirates group. The financial security and meeting the challenges of economic risks, are considered as a family matter by Emirates group and this EA gains the opportunity to maintain payoffs through multiple sponsorship. Seventh Key: The last key is to manage sponsorship actively and that is definitely gained by the inhouse management services of Emirates Group. However, apart from these key strategies, whereby Emirates Airline is much supported by Emirates Group; there are individual initiations noted for gaining exclusive dominance over the market and laying serious impact on the consumers. These keys are operational management leadership and necessary alliances, wherever needed.
Management Leadership The tactics and approaches of leadership for the attainment of a successful business have attained innumerable definitions. According to Bass, the aspects of organisational leadership in terms of accomplishing management practices needs to get structured in the form of “an
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interaction between two or more members of a group that often involves a structuring or restructuring of the situation and the perceptions and expectations of group members” (1990, p. 19). Under the pressure of cross cultural management structures, there is the need to consider an admixture of transformational attributes, sharing of power as well as authority and responding to every issue in accordance to the current situation. In reference to Emirates Airline, the core consideration is for phenomenal growth that is made possible by the typically structured strong and very stable traits of leadership. As identified by Mnisri (2010) the key note to the trend of gaining success for Emirates is its capability to manage a stable continuity of the team of management. With a combination and team work of talented and experienced executives, Emirates Airline is very successful in gaining mutual management approaches in all its branches spread all over the world. Under the efficient guidelines of the CEO, Sheik Ahmed Bin Saeed Al‑Maktoum, the leadership of Emirates Airline is open to transformational, power-sharing, and situational combination of management structure. As for instance, Emirate Airline in Dubai gets transformed into more contemporary style in European nations. Being the fastest developing intercontinental carrier, the management of EA is flexible enough in considering the cultural differences of all the six continents, yet adding the developmental growth and sustainable services to the consumers. Allied Sponsorship It is the leadership trait of EA under the formulation of combining transformational, power- sharing, and situational approaches that the company is successful enough in establishing its allied sponsorships with much ease. The reports of Repucom (2015) declares that Emirates is very specific in selecting its sponsorship partner and it is this keenness and preciseness that the company earns a lot in gaining brand awareness in respective nations. As for instance, Repucom states that in the Arsenal FC, Emirates chose to be with Arsenal and this dual sponsorship appeared very beneficial to the company. The following graph shows the success rate in this matter –
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Contents Abstract 2 Table of Content 2 List of Figures and Tables 2
Introduction 2 1.1 Research Question 3 1.2 Research Purpose 3 1.3 Research Rationale 3
Literature Review 4 2.1 Strategic HR Management 4 Common Global Practices, SHRM at IBM: A Case Study 4 2.2 Theory to Praxis 4 SHRM Theories, Implementation at IBM 4 2.3 Current Issues 4 Recruitment, Training & Motivation, and Retention 4
Methodology 4 3.1 Research Philosophy 4 3.2 Qualitative and Quantitative Approaches 4
Selected Research Methodology 4 4.1 Research Approach 4 4.2 Sampling 4 4.3 Data Collection 4
Findings and Analysis 4 5.1 SHRM Approaches at IBM 4 5.2 Recruitment and Training at IBM 4 5.3 Motivation and Retention 4 5.4 Analytical Overview 4
Conclusion and Recommendations 4 References 8 Appendices 9
Table of Content
List of Figures and Tables
Introduction
According to the Annual Report 2015 of IBM, the current strategic imperative revenue mix of the company, against the market get noted as follows – Figure 1 IBM: Strategic Imperative Growth
Source: IBM (2015)
It has been clearly marked in the current competitive market scenario, IBM has considered its strategic imperatives as significant elements to its management process. Its expansion in the fields of analytics, cloud, mobile, security, and social context remains successful in gaining 27% of its total revenue of $25 billion in the year 2014. With the establishment of 3,000 patents in 2014, the company acknowledges that it is the capacity and efficiency of its human resource (HR) that integrated technology in accordance to the business proceedings the clients, and adding success to the company on a worldwide basis. Considering developmental approaches of IBM as the core subject, this research is offering a research on the ways the Human Resources are recruited, generated, maintained, and further retained in IBM. The approach is in gaining information about the strategic management formulations as considered by IBM in being able remain competitive in the global market.
For this purpose the official declarations of IBM, like Annual reports and news articles will be considered. Further analytical overview will include various theories, peer-reviewed journal articles, and literary sources for the understanding of Strategic Human Resource Management, with close study of the practices in IBM.
1.1 Research Question In the domain of HRM, why IBM can be idealised by a company, to gain knowledge about sustainability and growth in the current global market?
1.2 Research Purpose The core purpose of this report is to analyse the SHRM of IBM, in order to gain necessary knowledge about the implementation of strategic theories and practices in the HR domain for organisational success. As under the intensive pressure of globalisation, the companies are facing enormous hurdles in recruiting the right employees, training and motivating them, and get most strenuous in retaining valued employees; this research aims to offer the tips and tricks of IBM in resolving these issues in particular.
1.3 Research Rationale As against many competitive software companies, like Accenture, Hewlett-Packard, Apple, etc., IBM with 379,592 employees, excels itself in the process of recruiting, training & motivating, and retaining employees for organisational growth and long term sustainability in the market (IBM, 2014). Its achievements and growth makes it one of the most best place for generating a good career for an employee (IBM, 2015 a). This is the reason that IBM has been selected here, as an ideal company to understand its HR strategic management for the upliftment of those companies that still strive to gain more potentiality in global market.
Literature Review 2.1 Strategic HR Management
Common Global Practices, SHRM at IBM: A Case Study 2.2 Theory to Praxis SHRM Theories, Implementation at IBM 2.3 Current Issues Recruitment, Training & Motivation, and Retention
Methodology 3.1 Research Philosophy 3.2 Qualitative and Quantitative Approaches
Selected Research Methodology 4.1 Research Approach 4.2 Sampling 4.3 Data Collection
Findings and Analysis 5.1 SHRM Approaches at IBM 5.2 Recruitment and Training at IBM 5.3 Motivation and Retention 5.4 Analytical Overview
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This report is the outcome of a consultancy assignment contracted to the author by the senior leadership of Wizz Air PLC, a European Low Cost airline( LCA). The brief given : ‘Wizz wants to be the no 1 airline in Europe”. Thus this report is essentially in the domain of strategy. The current position (strategic) of the Company is assessed in relation to the industry( Low Cost Airline industry in Europe). The aspirational position( No1 among European LCAs) is mapped in the strategic space. The gap between the current and aspirational position( the strategic gap) is assessed. Various strategic alternatives to close the strategic gap considered are discussed and evaluated. Finally a few strategies are recommended and implementation strategies outlined.
Methodology:The information and data for the analysis has been drawn by extensive research in the aviation space, economy, socio- political environment, annual reports of Wizz Air and other competitors ,brainstorming sessions, and focus group discussions. Tools like SWOT analysis, Balanced score card , value chain analysis have been used under a the Internal Reporting Framework has been used.
Introduction :
Wizz Air is a low Cost airliner mostly operating in Central and East Europe(CEE)- Poland, Romania, Bulgaria, Hungary, Check R, Slovakia and 11 such others. It was established in 2003. became operational in 2004 and is one of the fastest growing airline( being 4th in terms of capacity growth) in world, with capacity increase 18.9% in the year 2015-2016, to become 50 th largest airline in terms of capacity, carrying 23.8 million passengers in 2016. It has constantly added new routes and bases . As of now it operates in 500 routes from 28 bases and connects 141 destinations in 42 countries. It has continuously added to its fleet of air crafts . It has around 79aircrafts of A320 A family. In terms of market share, it is a leader in geographical segment it operates ie- Central and east Europe, where it has reported market share of 39.08% Financially it has done well , earning profits on a regular basis.It reported a net profit of € 225.3Million at a net profitability margin of 14.3% in year 2017.
Business Environment : The Business environment for the European positive industry has been very promising after deregulation of the European commercial market in the nineties. No of paasengers carried by the industry is around 900 million per year and is growing 5% annually. The number of airports served are over 400 and . The demand for travel across Europe has been ever increasing. The low oil prices and consequent low fares have helped spur the demand. The environment favours the low cost airlines and the share of the LCAs in passenger traffic is 38% . This is more than double the figure of 17% in Year 2015
Current strategy : The Wizz’ strategy is to be ultra-low cost air service provider. In trying to be attain cost leadership. It does so by increasing operational efficiencies. It[s average load factor is high at 90.1% and aircraft utilisation is 12.5Hrs per day.It aggressively hedges on fuel prices to keep fuel costs low. All these measures contributed to reducing the total air line unit cost at € 3.75 per ASK.( available Seat kilometre). It is a niche player operating in a small geographical area- the CEE. It has achieved volume growth by increasing its network ( routes) in this area.
Competitor Analysis:Ryanair is the leader in the aviation industry in Europe in terms of passenger carried as well as by market capitalisation( value of the company). It is also a low cost carrier. Its average fare charged per passenger is as low as €40.5, which makes its break even load factor high at 73%. Nevertheless it’s able to be cost leader by being operationally highly efficient with a passenger load factor of 94% and aircraft utilisation rate of 9.33 hrs.per day. It has increased its network in Europe as well as in specific markets across Europe( eg Israel). It is not averse to growth via joint ventures and acquisitions. Acquisition of Aer Lingus, proposed offer for Alitalia takeover and investments in China are prime examples.
It is evident that both Wizz Air and leader – Ryan Air are competing on the same variable Cost Leadershp. Table 1. gives a comparison of underlying variables which drive the strategy.
Table
1
Particulars:
Wizz Air
Ryanair
Av. Passenger fare (€0
65.73
40.5
Load factor (%)
90.1
94%
Air craft utilisation
rate (BHrs/ day)
12.5
9.33
The low cost strategy requires a high operating efficieny in which the operating costs are the lowest. A comparison of ratio operating costs /operational revenues of the two airlines are given below
Table
3
Particulars
Wizz
Air
Ryanair
Total revenues
100%
100%
Scheduled revenues
58.27
73
Ancillary revenues
41.73
27
Total operating
expenses
84.3
77
Fuel and oil
23.88
29
Airport and
handling charges
24.82
13
Others/ Route
charges
3.34
10
Staff costs
7.19
10
Depreciation
3.66
7
Marketing,
distribution and other
1.78
5
Maintenance,
materials and repairs
4.75
2
Aircraft rentals
14.89
1
Operating profit
15.7
23
This shows that Wizz Air is able to match the leader Ryanair in many aspects of operational efficiency. However it looses out in the items of airport handling charges and air craft rentals. This indicates that Ryanair is able to keep these over heads down because of higher volume of passengers carried and favourable lease agreements
A comparison of .fare wars of different air lines in Europe can also be gauged from the graph. Fig .1
Figure 1 shows the airlines carrying capacity versus fare per kilometre charged.
From Fig.1 it is clear that Wizz Air and Ryanair are charging the same fare per km but Ryan has almost 6 times greater capacity than Wizz Air.
The other comparisons are as follows;
Table
3
Particulars:
Wizz Air
Ryanair
Fleet size
79
400
Average seat / plane
190
189
Area of operations
Central and east
europe
Entire Europe +
others
Routes
500
2000
Bases
28
86
Airports served
141
210
Employees
3000
15000
Thus though the cost advantage of Ryan air is negligible , it has competitive advantage having a much greater coverage of operations and higher volume of passenger traffic. Though the fare charged per Km is almost same for both airlines, it is possible that public perception is Ryanair is cheaper compared to Wizz air as the share of revenue from fares is higher at 73% for Ryan air and only 58% for Wizz air.
Thus the wide gap in competitive advantage that lies between the the No1 eurpean airliner and the aspirant for the No.1 position is in size – size of operations, size of area of routes and coverage, and larger capacity.
Situational
analysis:
As part of the process of strategic mapping a SWOT analysis of WiZZ air is made on the framework of internal reporting.
The internal reporting framework considers the processes of the organisation lead to changes in capital. Capital is a collective concept – aggregate of all the resources used by the organisation as well as the relationship with all its stake holders which goes into create value both to the organisation as well as to the stakeholders. Value is said to be created when there is a positve change/ transformation in the capital and value is said to be destroyed when such change is negative. The framework categorises capital into six types-1) financial, manufactured, intellectual, human, social and relationship.
As WizzAir aspires to be the no1 in Europe, an assessment of each of components of capital in the lines of SWOT analysis.
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