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Table of Contents TASK 1 3 1.1 Explain the link between strategic management and leadership 3 1.2 Analyse the impact of management and leadership styles on strategic decisions 5 1.3 Evaluate how leadership styles can be adapted to different situations 6 TASK 2 7 2.1 Review the impact that selected theories of management and leadership have on organizational strategy 7 2.2 Create a leadership strategy that supports organizational direction 9 TASK 3 11 3.1 Use appropriate methods to review current leadership requirements 11 3.2 Plan for the development of future situations requiring leadership 13 TASK 4 15 4.1 Plan the development of leadership skills for a specific requirement 15 4.2 Report on the usefulness of methods used to plan the development of leadership skills 17
TASK 1
1.1 Explain the link between strategic management and leadership Strategic management is defined as decisions taken by the managers in framing strategies in a way so as to augment organization’s performance and achieve competitive advantage (Thompson & Martin 2010) . Strategic leadership is referred as potentiality of a manager to utilize strategies and attain mission and vision of an organization as well as to guide and motivate other members of the organization to achieve organization’s objectives (Hill & Jones 2012) . Both leaders and managers act in the organization to achieve the common goal of the organization. Where managers are concerned about shaping strategic ideas and plans to achieve organizational goals leaders are concerned about undertaking strategic actions to attain the goal. The linkage between strategic management and leadership can be well described using the Drotter pipeline model which identifies six key passages through which a leader grows and is also helpful for the management to develop leaders in the organization (Charan et al. 2010) .
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Figure 1 Leadership Pipeline model Source: (Charan et al. 2010) .
As per the pipeline model in case of first passage that is transition of a leader from managing self to managing others, organization need to ensure that the leader understands what is the organization’s expectations. At this passage a leader need to develop effective communication skill, able to handle conflicts, delegate work properly and should seek 360 degree feedback for own improvement. In case of transition from managing others to managing managers, a leader should inhibit the role of a coach and mentor. Leader should be able to create a competent team and use organization resources effectively. In case of third passage from managing mangers to functional manager, a leader need to think and act strategically and should be aware of the recent trends. In the fourth transition from functional manger to business manager, a leader needs to have a shift in values and perceptions so as to handle the entire business functions. During the fifth passage, from business manager to group manager, a leader need to have the capability to
broader long term goals of an organization and undertake strategic decisions. In the sixth transition from group manager to enterprise manager that is the CEO need to be responsible for building leadership, implementing various decision making methods to cite a few (Charan et al. 2010) . Siemens needs to apply the Drotter pipeline model to overcome the leadership issues in the organization such as the case of bribery (News 2012) . Moreover, organization needs to improve the link between management and leader since employees are reluctant to report to the management in case of any operational issues (The Economists, 2014) .
1.2 Analyse the impact of management and leadership styles on strategic decisions Strategic decisions of an organization are influenced by a number of factors such as style and nature of organization’s leaders, organization’s life cycle stage to cite a few. Leadership style inhibited by mangers especially at the top level forms the most vital factor in shaping strategies for the organization. Developing a competitive and clear strategy is a challenging task and is dependent highly on skills and competencies of a leader. A leader needs to have a style exhibiting the ability of flexibility, bringing necessary changes in organizational culture, long term viewpoint and need to be proactive in anticipating the contingencies to cite a few (Anon 2008) . Management and leadership styles have a considerable impact on the strategic decisions of an organization which is evident from the various organizational issues encountered due to poor leadership style exhibited by Siemens ( Becker 2014) . The organization is believed to have poor communication system. Employees in the organization were unaware regarding the
management’s decision of undergoing for an organization’s restructure. Employees got information only through external parties such as reports from press or agencies, webcast to cite a few. Employees didn’t have any knowledge regarding their job securities as well. As per the recent information strategy of the organization employees were not considered to be a family as considered earlier and hence transparency in information was no more maintained by the management with its employees (Becker 2014) . This type of leadership behavior affected the organization’s business and reputation negatively. Some of the problems faced by Siemens includes losses in running solar power unit, interruption in high speed train deliveries resulting into a fine worth of nearly €116 million in the year 2013, inability to relate offshore wind farms with power grid resulting into a fine nearly to Euro 570 million in the year 2012 (Troianovski 2013) .
1.3 Evaluate how leadership styles can be adapted to different situations Leadership is concerned about the needs of the organization and employees working in the organization. All leadership styles cannot be adopted by a leader as per ones convenience or liking. A leader needs to act differently in varied situations and circumstances so as to solve complex problems at times. Leadership styles need to be tailored by the leaders of any organization as per the demand and necessities of a particular situation. It also includes recognizing what people in the organization demands and what are the challenges that an organization is currently facing (Murray 2010) . The senior management in the Siemens organization wanted to expand its business portfolio. The organization seeks to enter into the world of digitization and automation along with electrification so as to augment business profitability. The management aims at bringing a change in organizational culture for such expansion (The Economists, 2014) . In order to change
7 | Page organizational culture the leaders in Siemens need to adapt transformational leadership style. A transformational leader is characterized by the ability to persuade or inspire others. As expectation from the team member is high this type of leadership style will help Siemens to inspire its employees to participate in bringing about an organizational culture change required to meet business expectations. This will in turn improve the productivity level and engagement of its employees (Ricketts & Ricketts 2010) . Siemens need to improve its operational performance as failure in number of projects has affected the profitability of the organization considerably. Reasons of such failure being employees fright to report to the management at times when problems were encountered during project execution (The Economists, 2014) . Such situation demands the management to adopt a democratic and participative leadership style (Ricketts & Ricketts 2010) . As per this style that is transformational leadership, Siemens will be able to improve employee participation in successful completion of the project by giving them ownership and rewarding them for reporting in case of any project related issues.
TASK 2
2.1 Review the impact that selected theories of management and leadership have on organizational strategy Management and leadership are the two most powerful and dynamic tool commanding people and guiding the organization’s activities. There are many contemporary as well as sophisticated theories on management and leadership that had been proposed by theorists. Some of the theories are Transformational theory, Transactional theories, Behavioural theory, Functional theory,
8 | Page Great man theory, Situational theory, Trait theory to name a few (Chemers 2014 ; Gill 2006 ; Waite & Chiefs 2008) . The management and leadership theories that have been selected are transformational and transactional theories to review the impact of these theories on organization’s strategy. Transformational theories: Transformational theory was framed by Burns (1978) and later by Bass (1995, 1998) (Bass & Riggio 2006) . As per this theory a transformational leader has the capability and skill to persuade and motivate its team members for the successful accomplishment of organization’s objectives by aligning individual’s goals and values with the organization values and goals. Howell and Avolio (1993), affirmed that a transformational leader is characterized by five key traits which are inspiration, simulation, vision, team building and coaching (Bass & Riggio 2006) . There are four components of a transformational leader which are idealized influence, inspirational motivation, intellectual simulation and individual consideration. A transformational leader develops strong communication network in the organization by disseminating organization’s objectives and vision clearly to the organization’s members (Bass & Riggio 2006) . Impact on Organizational strategy: Since the organization, Siemens is targeting for a change in organizational culture so as to expand its business operations from electrification to digitization and automation it is essential to communicate to the employees the need and benefit of an organizational change and to persuade and motivate them for such change. Moreover, in Siemens interpersonal skills between management and employees is very poor due to huge communication gap. A transformational leader will be able to communicate properly the organization’s strategy and overcome resistant to culture change.
9 | Page Transactional theories: As per Burns (1978), a transactional leader is one who is task oriented and has the ability to guide its members in a specific direction so as to achieve organizational goals (Martin 2006) . A transactional leader is characterized by contingent reward and management by exception (Chemers 2014) . Followers need to follow the instructions and guidance of the transactional leader and the leader in turn rewards its followers. Apart from rewards a transactional leader adopts various other approaches in order to accomplish organization’s goals such as appealing to the group members, punishment, being aggressive to cite a few. However, involvement of transactional leaders as far as group activity is concerned is less and intervenes when the group displays underperformance (Martin 2006) . Impact on Organizational strategy:Siemens have been facing various operational issues such as project failures, late deliveries to cite a few. The company’s ethical dimension was at stake due to bribery issues. One of the major concerns of Siemens is employees’ unenthusiastic attitude to report any problem with management which in turn is hampering its organizational performance. A transactional leader will be able to motivate employees through reward and proper guidance to improve performance and execute work properly.
2.2 Create a leadership strategy that supports organizational direction Leaders at any level in the organization require having expertise and skills in certain areas. Some of these areas are knowledge and competencies in technological area, good communication and interpersonal skills, competent conceptual proficiency so as to frame strategic decisions and solve complex issues (Leatherman & Leatherman 2008) . Siemens in order to bring a change in its organizational culture and improve business productivity needs to frame a leadership strategy which will support its organizational direction and strategy. Some of the proposed strategies are:
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Self leadership: As per self leadership strategy a leader before leading other members in the organization need to be self influenced, self regulated and self committed. A leader needs to undergo self assessment so as to explore and identify that it possesses requisite skills, knowledge, qualities and nature of being an effective leader. It will help a leader to realize its capabilities to achieve organization’s success through the application of its skills and talents. Leaders at the Siemens organization need to align their vision with that of the organizational vision. A leader needs to be clear about organizational objectives, values and mission so that they can communicate the same clearly to other members of the organization and motivate them to attain the same (Neck 2006) . Team Building: Leaders at Siemens need to give priority in building an effective and productive team. People in an organization are from different ethnic and cultural backgrounds. Employees differ in terms of technical knowledge, skills, competencies, specializations as well. It is imperative for leaders to consider all these factors while building a team so as to maintain team cohesiveness and set team culture and values in alignment with the organizational culture and values (Malone 2009) . Clarity in role of every team members need to be maintained to avoid role conflict. Leaders also require taking the responsibility of assessing team performance and undertake team development process on continuous basis through effective training and development. This will help in improving productivity of team members and hence overall organizational performance will also improve (Malone 2009) . Mentoring: Mentoring refers to advising, motivating and inspiring to cite a few for uplifting employee’s behaviour. The main objective of a mentor is to help its mentee grow and develop in the organization (Rothwell & Chee 2013) . As per this strategy a leader in organization needs to play the role of a mentor that is advice and guides its employees so as to enhance employee’s
11 | Page motivation level. Siemens needs to adopt a mentoring approach to improve the productivity capacity and potentiality of its employees. This will also help the organization in building a learning organization as well. Through mentoring employees will be able to share the experience of leaders and gain knowledge through it which in turn will contribute to the overall success of the organization. Through this strategy Siemens will be in a position to develop an organizational culture which will exhibit high job satisfaction, less employee turnover and high level of employee development (Aubrey 2011) .
TASK 3
3.1 Use appropriate methods to review current leadership requirements For an organization it is inevitable to have competent and skilled leaders which will not only be a support to the employees but also aid in achievement of organizational objectives too. Leaders to a large extent are responsible for organizational success mainly becausetheir traits. Siemens presently is experiencing major restructuring which requires effective leadership skills. A complete overhaul of existing strategic approach is proposed in Siemens as it to a large extent suffers from issues related to bribery, inappropriate and inefficient communications, non- transparency in information sharing, instant decision making, late deliveries of contracts, casting off plans, declining profitability, negative impact on organizational image (Dietz & Gillespie 2012 ; The Economist 2013) . Along with this, existing organizational structure of Siemens designed by Peter Löscher with four major departments namely, energy, industry, health care infrastructure-and-cities was unable to support organizational operations and vision and thus resulted in internal operational inefficiencies (The Economist 2013) .
In order to review the leadership requirements of any organization for example Siemens in this case trait leadership theory is best applicable. It is mainly because this theory assists is indentifying varied traits required for an effective leader. Trait theory of leadership: The trait theory of leadership puts forward that definite set of characteristics establish the type of leadership that will be adopted by particular human being. These characteristics comprise of ability to take responsibilities, risks, authorities, approach and relationships with followers, capability of taking decisions, level of tolerance, level of self confidence, extent of social interactions, creative spirits are a few considered to be a few examples (Northouse 2012) . Along with a proficient leader should also posses skills related to efficient communication, management of time and stress, effective listening, planning, management of workforce, motivating workforce to name a few (Northouse 2012) . In order to review potential or current leadership requirements, the traits mainly required for leadership designation are identified (Mills et al. 2006) . Based on this list mapping between prospective leaders and leadership requirements is undertaken to determine the best suitable leader. With the help of trait leadership theory, an organization will not only be able to identify varied leadership traits required but also use them as benchmarks to critically scrutinize and assess leadership performance. Presently the culture of Siemens is infected with a number of issues mentioned above and thus change is highly essential. By adoption of this theory Siemens to a large extent will be in a position to identify the most appropriate leaders who will be successful in meeting the leadership requirements essential to bring about a change within the organization. Ultimately by identifying required leadership traits Siemens will be able to overcome organizational problems thereby smoothly undertaking overall restructuring and renovation of organizational set up. An effective
13 | Page leader with effective leadership qualities will be able to bring in innovative ideas for supporting organizational restructuring process and facilitate in bringing about a positive cultural change.
3.2 Plan for the development of future situations requiring leadership In order to efficiently execute their responsibilities and make appropriate decisions it is inevitable for leaders to be well informed along with being attentive peripheral activities within business environment (PriceWater House Coppers 2008) . Leaders also need to be conscious along with being responsive towards changes in technology, legal compliances and regulatory framework especially when operating on a global scale. Thus for leaders of Siemens need to consider not only the facets of business environment prevailing in Germany but also significantly consider the global ones also. For Siemens in order to grow economically in a sustained manner it is essential to foster leadership that will help the company is overcoming issues related to bribery, ineffective communication, and change resistance (Bradt 2013 ; Dietz & Gillespie 2012) . Along with these micro level issues, Siemens also need to overcome macro level issues related to declining organizational profitability and intensification of competition affecting Siemens’ basic existence (Bryant 2013) . The future goal of Siemens is specific which is defined in its statement of Vision2020 (Siemens 2014) . The statement outlines Siemens’s strong commitment towards gaining leadership by emerging as a sustainable company by consistently enhancing its performance and expanding business into company lucrative business ventures which will also trigger organizational growth (Siemens 2014) .Siemens’ dedication towards achievement of this vision is highly evident from the decisions taken by the organization. One such decision was changing its top management board along with shuffling of its teams responsible for corporate-oversight in the year 2013 (Boston 2013) . During these changes even the Chief Operating Officer (CEO) was also
14 | Page changed which was a shocking happening in Siemens (Bryant 2013) . Another massive jolt that was received by the people associated with Siemens was layoff of approximately 12000 employees under the organizational restructuring plan (Becker 2014) . This was mainly because these job cuts were not undertaken as a part of planned change. Further the employees were not very clearly communicated regarding the same which added to their utter dismay. In order to convert this ‘Vision 2020’ dream into reality having effective and efficient leadership for Siemens is the need of the hour. Highly result-oriented leaders with strong leadership are essential for different business functions of Siemens laid down under its matrix format ranging from manufacturing to finance, marketing to research and development and manpower management to administration (Trott 2008) . In order to aid in achievement of this vision of Siemens it is unavoidable for Siemens to have effective leaders. These leaders with their higher performance quotient will help in determining the course of action that needs to be pursued along with overcoming all the evils to which Siemens is presently subjected to. The future developments in Siemens are backed by principles of agility, leanness, flexibility and reliability (Bryant 2013) . Thus leadership requirement for Siemens needs to be developed accordingly. By appropriately planning for the future requirements, Siemens will be able to avoid situations that require sudden actions and thus proactively pursue control mechanisms through effective leadership.
TASK 4
4.1 Plan the development of leadership skills for a specific requirement
15 | Page Leadership plays a dominant role in crafting of organizational strategies that facilitates an organization is gaining competitive edge thus gaining long run sustainability and profitability. It is the leader which helps in shaping organizational vision along with varied strategic objectives that needs to be pursued for achievement of the same. Thus a leader lays the foundations for organizational culture and defines philosophy of an organization. In order to achieve theexpectedfuturistic situation, the leadership skills required in Siemens should be based upon the following parameters: Ethical Behavior to Restore Positive Image: The negative image due to rampant bribery practiced in Siemens is one of the most important challenges that present leaders needs to work upon (Dietz & Gillespie 2012) . Thus the focus would be on restoring positive image. In order to do so, the leaders need to preach and practice ethical behavior by defining values and developing standards for the same (Pelletier & Bligh 2008) . These values and standards will act as guidelines and thus inspire followers to fall in pursuit. Change Orientation: The present culture of Siemens which is 166-year old is highly resistant to change (Bradt 2013) . But in order to realize this vision developing a culture that is dynamic and not resistant to change is the only way out. Thus the leader should prepare its followers for tomorrow by motivating them to have a flexible approach towards change. Cultural change which with a more open attitude towards change is to be encouraged by the leader (Bradt 2013) . Effective Communications: Instances in Siemens highlight that presence of huge communication gaps within the system has not only plagued the organization but also resulted in occurrences of such massive problems. The leader thus should encourage two way communications along with promoting communication transparency. In order to do so, advanced
16 | Page technology should be adopted that would promote free flow of information across all functions and departments of Siemens thereby connecting global operations and employees working in different nations (Hernez-Broome & Hughes 2004) . In order to develop the above identified skills an integrated approach in which workshop learning and on-the-job learning will be developed (Nelson et al. 2011) . The plan would comprise of formal leadership development programs and action learning. Formal Leadership Development Programs: Siemens has been an acknowledged for its efforts undertaken to develop leaders from within the organization. The company has a personalized leadership development program that focuses on development of leadership by concentrating on 9 major perspectives namely, strategic-creativity, management of change,enlargement of teams, value, compassion towards intercultural aspects, focus and achievement of business results, alliances and persuasion, leadership and orientation towards customers (Inside HR 2014) . This leadership programs should be promoted more aggressively and concentrate on specific leadership skills required for overcoming current issues outlined above. Action Learning: In action learning leaders will be subjected to real life situations occurring within Siemens and thus learn while resolving practical issues (Saks et al. 2010) . Basically leaders will be either exposed to such problems with which are not common or to similar situations in unusual environment (Nelson et al. 2011) . This will nourish leadership skills among potential leaders by testing their existing capabilities.
4.2 Report on the usefulness of methods used to plan the development of leadership skills
The plan for development of leadership skills will only be successful when leaders resort to self- awareness plans. These plans help them in identifying their potential competencies and weak points which they can improvise upon when subjected to planned integrated leadership development approach (Raelin 2006) . The foundation of effective leadership and its development is laid upon experiences by a leader in different settings namely workshop learning and on-the- job learning. The basic objective of any leadership skills development program is to enhance an individual’s attitude, skills and knowledge thereby raising his or her efficiency levels to perform effectively in present and future circumstances. The usefulness of the above methods will be explored from dependability and honesty, self learning, and futuristic perspectives. Dependability and Honesty Perspective: Integrity implies consistency of performance delivered by a leader. The chosen methods for leadership development will primarily focus on enhancing leader’s behavior in a positive and ethical direction which will thus motivate followers to perform on similar lines (Peterson 2004) . To bring about a complete change within Siemens, transformational and charismatic leadership is required which is possible only when the leadership development models are based upon this perspective. These methods would focus on nurturing leadership skills by focusing on brining about change within the organization with ethical perspectives along with exercising control on intentions to be involved in negative or unethical activities (Palanski & Yammarino 2009) . With the aid of dependability and honesty perspective a leader will be in a position to resolve issues arising at differing organizational levels and thus smoothenachievement of Siemens’ vision. Self-Learning: Individualistic development is at the core of any leadership development program. These development programs would foster self-learning among leaders through the
18 | Page process of self-discovery of individual strengths and weaknesses (Raelin 2006) . The leaders by having an understanding about self will be able to take measures to overcome weaknesses and convert strengths in competitive advantages (Kolb 2014) . Self-learning will help leaders to take knowledgeable actions. The integrated leadership development program in Siemens will also focus on this perspective and thus will be useful in enhancing leadership skills. Futuristic Perspective: For leaders to be able to take proactive actions it is essential to have a futuristic perspective (popularly known as vision). Based on the present circumstances they should be in a position to forecast the future and take actions accordingly. These leadership development programs in Siemens will help in developing this futuristic perspective among organizational employees especially among potential leaders (Wang et al. 2005) . In a dynamic business environment in which companies are striving develop human assets to gain competitive advantage developing effective leaders is highly significant (Kolb 2014) . Developing leaders requires investment of scare resources and thus organizations need to be cautious while determining methods for doing so. Siemens is already experiencing a tough time and in on the verge of complete organizational change. Thus the leadership development programs need to consider this aspect and successful help the organization to undergo change. Ultimately the usefulness of leadership development programs will be tested during this hard- hitting time faced by Siemens.
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Introduction Investments and dealing initiations in the aircraft market is considerably a high profile business head. A latest report by Anderson (2015) for Gulf Business, notes the rapid increase
Aircraft Leasing Trends
4
in the activities of leasing aircrafts in the aviation market. The report refers to the an amount of more than $200 billion at Dubai Airshow, in the year 2013, whereby very few aircraft organisations paid any attention to the deals, rest moved into the sector of financing these deals through alternative means, like leasing of aircrafts. An interview with Safwan Kuzbari, an industry veteran, who is in this business since 1973 with his Novus Aviation Capital, states – “Operating leases some 10 years ago were only 20 per cent of the portfolio of the aircraft being operated…. “Today, we are over 35 per cent”. Further confirmation collected from Deloitte & Touche LLP (2010) and Capital Aviation (2014) specifically noted that leasing of aircraft has been identified as one of the most convenient, efficient and popular form of long-term financial investment. The core reasons of its popularity are backed by its trend to remain extremely flexible with reduced status of value risk. In consideration with the aforementioned increasing demands of aircraft leasing in the global market, the investors are still amidst the state of indecisiveness, in terms of choosing between the options of purchasing aircraft or leasing aircraft. This report is investigating the basic aspects that can assist in gaining the right decision in this matter.
Global Aircraft Market The increasing demands and developments in the aircraft market remain a very significant matter of concern in the global aviation market. The research based report of BCC (2014) mentions that with an extensive amount exceeding $120 billion is demanded by the global aircraft market for all the deliveries to be made in the year 2015, which is the current year (see Appendix 1 for details). Scopes for tremendous financial benefits and opportunities are marked in the domain of participating the market of aircraft finance by the investors.
Past Aircraft Market
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A very clear and steady growth of the trends involved in the aircraft leasing and purchase has been noted by BCC (2014) as following – Figure 1 Environment of Aircraft Financing since 2007
Source: BCC (2014)
It can be clearly noted from Fig. 1 that since 2007, aircraft organisations are much involved in various concerns of maintaining their business, and the leasing appears to be one f the most satisfactory domain in past couple of years. The report confirms that amidst tighter regulatory norms in the global market, there last decade remained as the ground for increasing competition in aviation industry for new commercial modes of bank loans (1 st -tier airlines), and boosting aircraft leasing (2 nd -tier airlines). The growth of the leasing companies faced some fluctuation during global recession of 2008; otherwise, their hold over the aircraft market was strong in 2007. The developmental trends in leasing aircraft gets further noted since 2011 and the same is currently very strong in terms of initiating the business lead of aircraft industry on global frontier. The reports of Deloitte & Touche LLP (2010) offered the insight into the aircraft market by stating that in past decade, i.e. 2004 – 2013, the orders received by Airbus is 8,933 with a delivery of 4,824 aircraft. In case of Boeing, it has a count of 8,428 with delivered record of 4,458 aircrafts. With intense increase in competition of the aviation industry, the organisations are more inclined in considering leasing of aircraft than buying the same.
Current Aircraft Market
Aircraft Leasing Trends
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The current demands of aircrafts, as noted by the report of Airbus (2015) are 32,500. The limitations are noted in terms of manufacturing units and thus the trend of purchasing new products is highly compensated through the aircraft leasing by various organisations all over the world. Further details are depicted in Fig. 2, below – Figure 2 Current demands for new Aircraft
Source: Airbus (2015) Declarations as made in Fig. 2, holds the fact that the trend of leasing aircraft undergoes the process of remarketing of the passenger fleet that eventually gets converted into freight fleet. The retirement of the new deliverables after remarketing, gets prolonged and the same is very much appreciated in offering finance based support to the respective aircraft leasing company and the airlines leasing the same. It is the act of conversion that renews the financial side of the airlines and offers huge profit margins that are
counted from the negation to buy new Aircraft or Boeing.
Aircraft Leasing Trends
7
Resources collected from Investec (2013) specifically note the increasing demands of aircraft leasing in last few years. The report of Investec confirms the activity of aircraft leasing as an asset as it assist in the creation of value with minimal exposure to risks. In the current aircraft market, the considerations and preferences of narrow body aircraft leasing is at high pick, as it supports in releasing the investment burdens and operational perspective remain comparatively cheap for the Airline organisation.
Projected Future Trend The futuristic trends as forecasted by Airbus (2015), for the demands and deliverable rates of aircraft until 2034 gets serious backlog status. As per this report, the demands are large all over the world, but the deliveries are slow and unable to meet the demands of the growing airline business. a comparative declaration has been made by Airbus (2015) in order to gain the status that will appear by 2034, in the following manner (see Fig. 3) – Figure 3 Projected Futuristic Global Trends of Aircraft by 2034
Aircraft Leasing Trends
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Source: Airbus (2015)
Figure 3 makes it clear that the demands of the aircraft on a global basis is increasing and at the same time suffering for lack of available units. Demands from Asia/Pacific holds a grip of 39% as against the global demand of 32, 585 by 2034.europe and the North American nations follow the trend of increased state of demands for aircraft by 20% and 17% respectively. This gets confirmed by the statistical investigations initiated by Ivestec (2013). About the future status of demands for aircrafts, Ivestec (2013) noted that airline organisations and companies are left with no other option than to lease aircraft in future, in a large quantity. Since this activity is going to minimise the risks of aircraft business along with the potentiality to offer expected return to the airline organisation in the following manner (see Fig. 4), the trend of aircraft-leasing is going to gain enormous significance (see Appendix 2).
Figure 4 Expected Return from Aircraft Leasing
Aircraft Leasing Trends
9
Source: Ivestec (2013)
It is important to note from Fig. 4 that as against the expectation of 12% to 15% of returns in the production of aircraft under first/second lease the level of gearing gets counted for 70% to 80%. In the same way, under 3 rd /4 th lease cycle the expected return of higher rates offers 50% to 60% level of gearing. The emphasis over opportunistic growth thus is the basic structural status of aircraft leasing in the global market. Airbus vs Boeing Buying of Airbus and Boeing appears an expensive activity. The price and the international ratings are some of the factors that add to its extensive and expensive price ranges. The difference between the act of buying new aircraft from Airbus or Boeing has been noted hereafter. Price Lists A comparative analytical approach between Airbus and Boeing gets noted basically due to the relevance of financial support as counted by the act of leasing the aircraft. The price list of the Airbus and Boeing confirms it all. See Fig. 5 & 6, for details – Figure 5 Price list of Airbus in 2015
Aircraft Leasing Trends
10
Source: Airbus (2015 a)
Figure 6 Price list of Boeing in 2015
Aircraft Leasing Trends
11
Source: Boeing (2015) It is important to note here that the actual prices vary as per the deals. In case of leasing aircraft, these prices get lessen further, and thus adding an extra financial edge to the price list. The activities of manufacturing Airbus and Boeing remain relevantly engaged in creating the competition of price in order to defend respective value of market share. Airbus (2015 a) notes that the activities of leasing of the aircraft for Airbus and Boeing are subject to respond positively to the rates of currency and exchanges as marked by the international aircraft market. International Rates The matter of currency rates, followed by exchange rates of Airbus and Boeing also differs as per their demographic manufacturing locations. The production of the Boeings are basically based on the US dollars. On the other hand, the production of the Airbus gets determined as per the Euro rates. These exchange rates depend a lot in terms of understanding the appreciation and depreciation of Airbus and Boeing. As marked by Boeing (2015) with the appreciation of US dollar in contrast to Euro comes into being, the production cost of Boeing aircraft increases in a competitive manner, and as per the production cost of Airbus aircraft. On a converse manner as the US dollar falls against the status and value of Euro, Boeing gains necessary advantage and so is the market of leasing the Boeing and Airbus. Popularity of Aircraft Leasing The demands of more aircraft leasing organisation in the global basis is increasing in count. Most of these organisations prefer to lease aircraft, from either airbus or Boeing rather than purchasing, due to the scope of gaining less financial burden and returns to be gained on a long-term basis. In this context, Capital Aviation (2014) declares the aircraft market as the place that allows huge amount of efficient deployment of large capitals. Such initiations are stated to be very appropriate as the same offers stable flow of cash, which gets supported by contracts determined on long term grounds. The other aspects are about the predictability made over returns on long-term and as per value-forecast for future; global and absolutely mobile as an asset.
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1) Introduction WestConnex highway project expected t be completed in 2022 is aimed to providing the city of Sydney a long term economic solution by being future ready though linking all the
transport gateways with accessible connections and making it ready to handle a lot more traffic and ease the way the city is expanding thereby bringing a $20bn economic value if the near future. The project is developed as an urban transformation catalyst which would prepare the city and the area surrounding it to be ready to deal with the increasing transportation demands and growing urban travel thereby giving a push to ever increasing economic need of the New South Wales region. The Project was originally envisioned to cost $14881 m but with expansions made to the same keeping in mind the future connectivity needs the project estimates are now put somewhere in excess of $16812 mn and when completed the project costs might exceed $20bn. However the future benefits are expected to put Sydney into the growth orbit: a) The long range economic growth of Sidney and surroundingareas would be propelled with improved access it would create by linking all the important business districts of the city with that of the internationalgateways like Sydney Airport and bringing western Sydney to the proximity of others and connectingall the major business areas. b) When the first stage of the project is completed the road congestion would begin to wear thin and improve commutability by increasing commuting speed, reducing travel time of millions, bringing safety to motorists and be a reliable alternative travel mode through the numerous arterial roads it would create.
2) Options Analysis – any other options that is viable besides the chosen Westconnex? WestConnex would be completed in three different stages and six different sub projects. The first stage would involve the widening of of the existing M4 highway and extending M4 to Haberfield through tunnels via concord. This would also makes provisions for further
expansions in the future without altering the original project in any major way. The first phase of the project is expected to be completed by the end of first Quarter of 2017 and the estimated cost of the first phase is put at approximately $4500m or $4.5bn. This stage is already underway and going on as per schedule. However there is no unanimity regarding the projects future benefits as western Sydney residents made their opposition clear to the project and one of the major concern is the fact that westconnecx won’t help reduce traffic in any significant manner in the local arterial roads. Instated of this the city of Sydney council has advocated commissioning of a major public transportation system and strengthening the existing one. One other major disconnect is the fact that majority of western Sydney citizens feel they are not going benefit from this project (Saulwick, 2015) . The city council reports also alleges that the highway project is not in sync with the new land use pattern of Sydney. And the project is out of sync with the new airport which was proposed at Badgerys Creek which is in the south west and westconnecx won’t provide any connectivity to those areas either. Another issue that is being discussed is the fact that the highway being developed as a toll road would affect a majority of daily commuters and not many would use them regularly to avoid toll and thus clogging the local roads further. Alternative to Westconnex Highway:
Building larger Metro Rail Network
Boosting Rapid bus transit system in the greater Sydney area.
Building more arterial roads and expanding the existing set of road networks by bringing more local areas to the network. Applying the Five case model to WestConnex
The Strategic Case
This is based on how project brings in strategic synergy and best fit to the stakeholders. The strategic case is generally case oriented and change is justified to the existingsetup only if the evidence suggests for the same. There is a need to define the intervention and the measured outcome and the financial decision is not based on random suggestions but concrete and measurable goals (Besanko, 2012) . The Westconnex highway projectdoes not clear this strategy as the New South Wales government gave a go ahead without measuring the strategic fit and long term impact. The project is devoid of specific benefits which are not correctly measured and some of them does not look achievable and lacks relevance inthe constrained time period (Chandra, 2013) .
The Economic Case Economic case hinges on the fact that the spending proposal shall be justified on the larger national or state-wide scale. It shall include a larger achievable scales which the west connex project failed to live up to and in the face of 70% rise in the cost of the project the economic case of the project is not only weak but also resented by a larger section of the population (Jack R & Samuel J., 2006) .
The Commercial Case This scenario hinges on the structure f the construction contract and how the same is designed to procure materials and other items of construction optimally. The same has been met as the construction contracts and materials and equipment’s involved to be sued is approved by the government regulations set by Sydney council, NSW state rules and federal funding regulations. The output terms of the contract is also can be measurable and thus a commercial case has existed for the same. However the same might not have aligned properly or as expected with the economic case (Besanko, 2012) .
The Financial Case
The financial case of the westconnex project is further weakened by the weakening cost benefits and escalating costs of the project and the authorities have so far failed to project the revenue form toll collection of the project on a variable scale. The sale of equity in the project to private parties depends upon a sustainable level of large toll collection. Thus the viability of investing and recovering the same within a time frame looks highly unlikely and thus private participation is not clear as of now (ROSS and Westerfield, 2012) .
The Management Case This scenario calls for delivering preferred options of the project being capable of being delivered in time and the same shall be capable of being monitored on a continuousbasis and evaluated as and when required. A project is undertaken only when it fits into the projects overall objective and westconnex has fitted well with the sated goals even if some of the goals are ambiguouslystated. The same would have been made with more research and public participation and discourse (Meredith, 2009, 7th edition) .
3) Anticipated Benefits – what are the benefits of this project?
Source: http://www.westconnex.com.au/about/key_benefits.html a) The project is expected to create more than 10k jobs. b) This is in additions to maintenance works of the highways. c) Economic benefits of $20bn are expected for the New South Wales economy. d) Local roads would be decongested and communities would live peacefully than ever before. e) Leisure time would increase for motorists using the highways. f) The highway would be able to reduce carbon emissions to larger extent by reducing CO2 by an estimated 610719 tonnes annually.
4) Risk Analysis – are they any risk or shortcomings?
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In recent years, marketing communications has become a specialized and challenging field due to advancing technology. Marketing messages have appeared in a variety of non-traditional contexts. As a communication expert, one needs to be more creative and accurate in designing integrated marketing communications and mixing communication tools in a way that conveys effective messages to customers better than competitors.
Adopt the position of being a Communications Consultant with either a corporation or SME and choose one of its core products / services.
1. Critically analyse and appraise marketing communication targeting, spend and positioning over the past 3 years which should be reflected in an audit report to the board of directors. Outline a clear case for greater depths of an integrated approach.
–– The concept of marketing communication as critically analysed by Dahlen, et al (2010), refer to the business strategies dwelling amidst the fast-paced IT (Information Technology) growth. The impacts are noted as severe, especially in generating integrated mode of marketing communication spread all over the world. Dahlen, et al (2010) stated that for growth and sustainability a company needs participation in all kinds of media and have access to fully managed marketing communication mix. Staying in touch with target consumer is highly recommended by these scholars.
As we consider the case of Škoda Auto, a Czech automobile manufacturer, and the popular brand from Volkswagen Group, there is a great amount of participation noted in past 3 years. According to the report of PwC (2016), the performance of Škoda in 2014 was 3.6% share of the Russian auto market (see Fig. 1).
Figure 1 Market Share in 2014
Source: PwC (2022)
From Fig. 1, we can gain an insight into the status of Škoda in the year 2022 as against Lada, KIA, Hyundai, Renault, Toyota, Nissan, and VW. The position of Škoda was comparatively under serious competitive pressure. However, the same report adds that by the year 2022, Škoda attained enough grip over the market. The reason of course is the instance of high inflation that increases the selling of the cars from 1.3 million to 2.3 million in 2022 (PwC, 2022). However, the interesting part to be noted here is that in spite of this increase in sale, Škoda remained on a static position (see Fig. 2).
Figure 2 Market Share in 2015
Source: PwC (2022)
From Fig. 2, it can be noted that due to high inflation, all the other companies too gained equal edge as Škoda. As all the other companies were involved in increasing their shares, Škoda managed to remain with its 3.6% margin. Following the illustrations related to integrated marketing communication for increasing sales capacity, by Dahlen, et al (2010), it was much realised that Škoda is in demand of adding advanced Information Technology to its communicative platform. As per Dahlen, et al (2021), the practice of developing promotional activities, along with traditional methods, wherever necessary, the business houses must create integrated connection with different kinds of channels. Promotional ventures need to concentrate more on the developments made in expressing positive brand dialogues with targeted consumers. This approach demands unified modulation of overall communicative messages and themes, related to the brand identity, in this case Škoda.
As per the Annual Report offered by Škoda Auto Company (2021), it was in the year 2021, that the company realised the importance of adding projects related to “High Performing Organisation” identity. For this purpose, there was an aggressive attempt of pushing innovation in every sector of business. IT and advertising sectors get the highest push of innovation. The core objective of Škoda Auto in the year 2020 is to organise ‘Company-wide IT-based innovation workshops’ for the Senior Managers of the company. These workshops were about developing the human resources of the company, so that all kinds of latest communicative and IT trends can be made part of the organisation. Presentations related to modern ventures of accumulating IT support in the department of HR, appeared to be highly effective to Škoda Auto. Emphasis was led over the developing and learning of the staff as a whole. The company adapted all sorts of modern ways of marketing communications. The annual report led by Škoda Auto Company (2016 a) affirms that the company aimed in gaining resourceful employees, highly skilled and potential applicants, and appropriate planning in HR. Above all the core focus is on having the latest modes of IT support, especially in the domains of occupational medicine and the activities involved in protecting the brand identity. Škoda added new modules under the venture of “High Performing Organisation”, whereby both professional as well as project-based performances were well managed under the Company brand identity. Within a span of a year, the company notes enough growth. As per the same report, the new sales figures by 2016 of Škoda Auto turned up as follows –
Figure 3 Market Share as in 2021
Source: Škoda Auto Company (2021)
As noted in Fig. 3, the new sales of 2021 appeared as 6.8% with a drastic rise from 1,055,500 to 1,127,700 vehicles’ deliveries. From this growth, ŠKODA is currently determined to prepare its product campaign based on integrated marketing communication (IMC) for FY 2020-21 (Škoda Auto Company, 2021).
Based on the IMC, Škoda Auto is currently involved in creating good marketing communications. In this venture, specialised emphasis has been led over targeted audience, expansion of media and the networking services of communicating directly with consumers. However, in this process, it is mandatory to accept changes in the delivery of dialogue in every mode of communication. It is necessary to consider the speculation of Dahlen, et al (2010), whereby dialogue between the company representatives (seller) and the targeted consumers (buyer) must concentrate in generating maximum elemental impact of attraction, engagement, absolute involvement, and above all the thread to sustain clients or attain consumer loyalty; in order to generate repeat transactions.
2. Critically comment on the overall communication strategies in relation to the product/service. Provide analytical justification with several examples of other brands altering the communication mix, as to why you believe the current communication strategies should change. At the core of your arguments, you believe the communication message should emphasise greater credibility.
— Relevance of initiating overall communication strategies in relation to the product/service have been much recommended by Dahlen, et al (2021). According to these scholars, the importance of strategies in marketing communication enhances the handling of the relationship between the seller and buyer. The approach emphasises that every company must have extensive coordination with all the sources of media and mass communication. Along with it, there is the need to develop strategy of ‘full marketing communication mix’. In this context, the modified marketing strategy of Škoda Auto are noted to remain more inclined in adding marketing communication mix to its business scenario. Strategic positioning of Škoda Auto is identified as an intensive project of VW’s ‘Strategy 2025’ (Škoda Auto, 2021). The three keys for appropriate planning and positioning of Škoda Auto count are identified as ‘e-mobility, urbanisation, and digitalisation’. As for instance, VW has held its position in the market of China through e-mobility. In this strategic approach, the market of China gets communicatively active and based on the collected data the company launched the tailored-made Golf GTE and the Audi A3 e-tron. The success story of VW is now subject to get mirrored by Škoda Auto. In this approach, the company gains an investment plan that is estimated as €2 billion, in respect to the vehicles having alternative drive systems, as well as various SUVs.
On a particular note, Dahlen, et al (2010) referred that the strategic implementation of ‘good marketing communications’ must concentrate in comprehending the environmental analysis of the particular market. Customisation of the product and the services must get initiated accordingly. Considerations related to environmental set up and market positioning must get speculated from macro level, and from the ethical hold of local community, as through “think globally and act locally” (Dahlen, et al., 2010). The context of stakeholder must comprise the participations of consumers, employers, suppliers, etc. For Škoda Auto, getting hold of the macro to local level marketing is a real challenged in the cross-cultured marketing approach. Understanding the culturally shaped mental status of the consumers appears to bet the core elemental concern for Škoda. For positioning of the company in the Indian market, Škoda is subject to concentrate more in the dynamics of marketing and gaining strong competitive positioning in India. For this purpose, the current strategic marketing approach is related to Corporate Social Responsibility (CSR). Currently Škoda is initiating its ‘Corporate Social Responsibility Policy of SAIPL for 2016-17’, whereby Škoda Auto India Pvt. Ltd. gets committed to offer social and economic support to the underprivileged section of Indian society (Škoda Auto India, 2016). Based on the formulation of “SIMPLY CLEVER = SIMPLY HUMAN”, the CSR activities of Škoda in India is more about creating a socially supportive brand image. The aim is to gain local preferences and the sense of trust from the consumers.
A comparative analysis of Škoda Auto with its contemporary competitors shows that Škoda needs more essence of reformation in its communication mix. As against Hyundai Elantra, Toyota Corolla Altis, and Chevrolet Cruze, Škoda appears less competitive. Data derived from Carzoom (2016) refer that for growth and sustainability every automobile manufacturer must concentrate in the characteristic criteria of maintaining the concern if affordable pricing, car’s look, engine power, fuel efficiency, the existing brand image, & most importantly the services that are to be offered after the sale. For Hyundai Elantra, the after-sale services are much better than Škoda Auto, hence there is a tough competition of growth for Škoda. The differences are also noted in terms of affordability where other companies are more concerned about the income groups of the particular market, whereas Škoda is more about the maintenance of its brand image as per its original market. Toyota Corolla Altis, and Chevrolet Cruze are recognised more in market due to their promotional mix, whereas on the other hand, Škoda Auto lacks a total inclusion of all the elements of promotional mix (Carzoom, 2016). More comparative analyses led by Autocar (2016) for the UK market states the following
Figure 4 Škoda Auto vs.
Competitors
Source: Autocar (2016)
Irrespective of some growth in the UK market, the current international marketing scenario for Škoda , demands more competitive features. The role of promotional mix of Škoda must remain integrated and need to concentrate more on the basic features. The demand for change in current promotional practices appears very necessary. Recommendations of Dahlen, et al (2010) for enhancing communication mix must get accompanied by adequate amount of market dynamics, in reference to the consumer demands and financial status. It is the core responsibility of the company to keep track of the consumer profile, retain the loyal consumers, and above all generate profitability from the targeted consumers. In context of the product maintenance, Dahlen, et al (2010) stated that maintaining product portfolio, along with brand equity is the core concern of marketing strategy for growth and sustainability.
Following the official reports as presented by ŠKODA AUTO Company (2016) and ŠKODA AUTO Company (2016 a), it has been derived that this company good in maintaining Public Relations at Škoda , yet needs consistent actions for long term effect. Moreover, its image demands a serious makeover, and traces of Volkswagen appear to be effective for gaining more attention. The real challenge for Škoda Auto is in changing the perception of customers that prevails since 1991. For this purpose, the communication mix must remain strong enough to change the negative image of the brand to neutral perception. Secondly, there is the need to make a move from neutral to positive perceptions. Škoda needs to revise its Marketing Ps (product, place, price, and promotion), especially the Promotional mix through appropriate communicative means. The Advertising formulations, skills of Personal selling, generating Sales Promotion through media and social networking platforms, creating strong Public relations, initiating ventures of Direct Marketing, are some of the basic field of speculations that Škoda Auto needs to revise and change. Moreover, there is the need to add campaigns for building Corporate image, leading Sponsorships for social events, and above all indulge in aggressive tactics in developing Guerrilla marketing strategies. The ultimate change is needed in the placement of the Product as per the cultural and economic status of the targeted consumers.
3. Justify the above, outline and
explaining what steps and processes the marketing manager would need to go
through to enact this within their organisation or with a marketing
communications agency. Devise a new message strategy in tandem with a succinct
statement justifying a slight increase in budget to the Chief Financial
Officer.
— The Challenges related to the product manufacturing processes and marketing expansion strategies for VW, as mentioned in ŠKODA AUTO Company (2016) and ŠKODA AUTO Company (2016 a), refer directly towards a serious transformation to the current marketing plan of the company. As mentioned above the basic challenge at the communicative level is related to the process of changing consumer perspectives towards the age-old image of Škoda Auto. The strategic planning for marketing communication of a branded gets well illustrated by Dahlen, et al (2010) through the formulation of ‘CAMPAIGN’ (see Fig. 5).
Figure 5 Integrated Marketing by
‘CAMPAIGN’
Source: Dahlen, et al (2010)
Škoda Auto is facing innumerable challenges in the international market. Most of the challenges are related to improper communication mix in the new markets like China and India. There are also issues of being non-comprehensive in terms of understanding the cultural entities of the new markets. As the challenges of Škoda Auto get analysed under the formulation of ‘CAMPAIGN’, it becomes clear that Škoda Auto needs technological and brand image makeover in the upcoming year. There is the realisation that Škoda Auto is facing issues related to mass communication and is unable to cope up with the advertising platforms developed by Social networking services. There is a great set back in generating modernised and digitalised means of adding promotional mix to the company campaigns. The major keys for the building of appropriate marketing-communication strategy, for Škoda Auto, must take care of its positioning in the international market. Moreover, the strategy needs to check the benefits that the company can offer to consumers, for gaining competitive advantages in the market. The marketing strategy for 2017 needs to remain close in maintaining it’s the current strengths. Its organisational features related to its product quality, affordable pricing, and after-sales services must get well scrutinised for gaining consumer loyalty. Fulfilment of consumer needs must remain as the core target for the company in the year 2017. In order gain adequate amount of edge in the international competitive market, Dahlen, et al (2010), the company needs to get hold of the consumer segmentation, whereby the socio-economic levels and standards of the consumers must get well realised by the company. Škoda Auto, in this respect must concentrate in gaining knowledge about the buying behaviours of Chinese and Indian population. Moreover, adequate development about awareness, buying and re-buying habits, and consumer interests must get well scrutinised by the company. Product positioning and the establishment of brand image are possible when there is a well-structured SWOT analysis made about the company. As for Škoda Auto, the SWOT analyses get noted as follows:
Figure 6 Škoda Auto: SWOT Analysis
Strengths
Weaknesses
Škoda Auto
cars are customised as per the preferences of the European and the Russian
consumers.
Škoda Auto
comprises of just 2.97% (2016) of international market share, as such a small
player in the automobile manufacturing sector.
Škoda Auto
gets tagged with VW and thus has a huge brand identity. The VW popularity adds an extra edge to the
brand image of Škoda Auto.
Brand image
of Škoda Auto dates back to 1991, and thus is in serious
need of complete makeover. The shadow of VW is the only way Škoda Auto is having its identity
appeal in the market.
The
surveys related to consumer level of satisfaction appear positive in Russian
and European markets.
The after-sale
services of Škoda Auto
cars in China and India are not impressive enough to gain sustainability. Vehicle
design, quality, and materials are some of the issues that Škoda Auto is facing in these new
markets.
Škoda
Auto is holding its position in the market share chart from 2014 -2016
Developing
poor perception about Škoda Auto is much visible in the international
market.
Škoda
Auto gaining above a million in last consecutive years
Škoda
Auto cars need high maintenance charges and the same are unaffordable in the
large third world markets.
Opportunity
Threats
Škoda
Auto is already gaining popularity in the markets led by VW. As VW has gained
adequate hold in the market, so is the opportunity for Škoda
Auto.
In
the third world market, the launching of cheaper cars is a great matter of
challenge for Škoda Auto. The local competitors make Škoda
Auto lose huge portions of the market share.
Škoda
Auto understands the ways analysing consumer behaviour, at least in the
Russian and European markets.
Škoda
Auto is limited in offering huge product ranges to China and India; and thus,
is facing competitive edge to sustain in these nations.
Source: Based on ŠKODA
AUTO Company (2016) and PwC (2016)
Dahlen, et al (2010) noted
that the way to get hold over new market is by understanding its cultural
values and social structure. Economic frontier should also be considered in
terms of deciding the price range of the products. The demands related to integrated
mode of handling marketing communication appears as the key to the entire brand
development programme. Based on the SWOT
analysis of Škoda Auto, it can be marked that this is a brand, which needs
absolute definition and upgraded formulation for designing the strategically
structured marketing communication mix. For gaining maximum position in the
international market, Škoda Auto must remain relevant to the respective market,
reach-out maximum targeted consumers, get into the budget of the consumers, and
able to assure integrated marketing tools for the delivery of a cohesive and very
specifically unified message to the consumers. Sequential arrangements of the
messaging tools and tactics must get implemented for strategic marketing campaign
of Škoda Auto. For this purpose, there is a unison made through the right
sequence, with the aim to attain maximum profit oriented construction of the
brand image. The customised-devise for the marketing communication of Škoda
Auto in 2017, must remain precisely close to the determined timescale. As noted
by Dahlen, et al (2010), timescale is marked as the carrying out of all kinds
of determined marketing campaigns, irrespective of short or long term marketing
mix tactics. Maximum use of the budget is something that has been quoted by
Dahlen, et al (2010) as a way of choosing relevant options, as commercials on
TVs or social media networking campaigns (which are much cheaper than TV ads). These
scholars recommended that in generating campaigns through communication mix,
the companies must remain focussed and all the efforts must concentrate in
meeting the organisational strategic objectives. Moreover, preferences to the Marketing
Strategy must get supported by consistency of communication mix and promotional
mix. However, considerations of all the other marketing mix tools, must remain set
forth for optimum results
(Dahlen, et al., 2010).
Thus, in order to gain enhanced
marketing position, the company needs appropriately structured integrated
Promotional mix in the year 2017. For this purpose, it is important to get in
collaboration with a marketing communications agency. The best platform for
integrated marketing campaigns, is the one structured by Tandem Communications
(see Appendix 1 for entry form). The customised-devise meant for gaining a new
message strategy for Škoda Auto gets structured under the campaign strategic
builder Tandem Communications. The purpose is to offer succinct statement in
order to justify the minimal increase in the marketing budget of Škoda Auto for
the year 2017. An appeal to the Chief Financial Officer, gets well justified by
the below mentioned customised-devise.
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The outstanding rise of three major Full Service Carriers of the Gulf area, namely, Emirates, Qatar and Etihad; has reshaped entire market of global aviation, especially around Dubai, Abu Dhabi, and Doha. These airlines are adopting diversified means of business strategies in order to meet the increasing global competitiveness. with initiations of these FSCs the Gulf airlines are developing as “global super-connectors” that has the capability of connecting any of the two determined global points, with single stopover in the Gulf (Editorial, 2013, see Figure. 1).
The derivations of Ulrichsen (2015) showed that the culminated achievements of these airlines in Jan. 2015, made Dubai International Airport overtake the Heathrow Airport of London, and thus, it is recognised as the busiest airport in the world. The report added that there is 6% increase in the annual collection of international passengers, which was 70 million (approx.) in the year 2014, as against least increasing rate led by Heathrow operations at near-peak capacity in terms of regulatory and space related constraints. Moreover, the analytical discussion led by Mutzabaugh (2015) states that Emirates, Etihad, and Qatar Airways are much benefited by the absence of any kind of legal or political constraints, as in the “legacy carriers” of Europe as well as the North America. It has been also mentioned that the models of state capitalism, in both economic and political development process, further add to these constraints.
In this paper, the achieve approach is to gain in-depth realisation about the aviation market and the distribution of the major airlines of the world, which are Emirates, Etihad and Qatar. The business models, along with their strategies and networking systems will be analysed for more elucidated understanding of this business domain. The technical, regulatory, and legal concepts of these airlines will be illustrated with the aim of achieving a closer and comprehensive ways knowing their business practices. Significant emphasis has been led over Emirates’ commercial co‐operation, in reference to Qantas joint service deal, Etihad’s investments in multiple carriers from diversified international markets, and Qatar’s participation in the global alliance. These selected commercial strategies get analysed with supportive illustration from Etihad’s approach in particular.
According to the records of CAPA (2013) Emirates is identified for its wide ranged and very broad international connectivity. It is a company that is getting the key position in creating competitive edge for all the other global aviation companies. The report adds that among all the major three Gulf carriers, Emirates comprises of the most mature networking functionality in the entire North American region. This is the reason that this company gains the leverage to have strong hold in aviation industry for a longer duration. the strategic approach of this company depends on its way of managing commercial co-operation with various aviation companies. CAPA (2010), refers to the established carriers networking of this company in European and the Australia market. These deals perceive the strategic approach of Emirates as strong and dynamic in the global carrier business. This happens through the increasing commercial co-operation of Emirates with Europe, North America, Asia and Australia.
CAPA (2013 a) laid focus on the commercial co-operation of Emirates with Qantas and American Airlines. The profitability has been inscribed by this report by stating that in a couple of year there is the transformation programme, whereby Qantas avails underlying profit prior to the tax amounting 192 million AUD (or 172 million USD) for FY 2012-13. Moreover, it is important to note that Emirates still is on the form of offering cooperation rather than getting in to long-term alliances. The research initiative led by Parker and Löfberg (2009) noted Emirates for its anti-competitive elements and the ideology that through alliances, a company tends to gain artificial speed in the business. This can be referred to the relationship of Emirates with American Airlines that was led with the aim of offering more benefits to the consumers through the availability of multiple airlines.
In the same thread there is the codesharing initiated by the Emirates with Malaysian airlines (Cole, 2016). The report by Cole (2016) analyses the purpose of this commercial co-operation of Emirates to the Malaysian airlines and notes that this venture looks forward to offer more seamless kind of travel options to the passengers to 15 Malaysian cities, with convenient connectivity to Kuala Lumpur. On a reciprocate ground these travellers are also benefited by the expanded network, that comprises 90 destinations from the Middle East, Europe, America and Africa.
Though there is no room or extensive alliances led by Emirates, yet even in the future Emirates aims to continue with its strategic approach of offering commercial co-operation to various airlines. As reported by The Emirates Group (2012) the company added seamless connections between Dubai International Airports and Lisbon. It is through the reciprocal codesharing that the customers are availed with the benefit to enjoy single-combined ticket for the Emirates as well as TAP flights as operated from Portugal. Apart from that The Emirates Group (2013) further notifies that Emirates SkyCargo along with Qantas freight are getting into partnership for gaining new trading and business opportunities. This is a partnership that is offering seamless access to the consumers from their network to other networks.
The CAPA (2013 a) report declared that in the FY 2012-13, entire international aviation commercial strategy revamped with and around the co-operations as offered by Emirates. There are competitive platforms marked from Virgin Australia. It is here that the Qantas makes some distinct progress and gains transformational international look in the aviation business, until FY 2014-15. The approach is in terms of putting these commercially equipped partners in the position of preparing extensive expansion of their routes from 2016 (Emirates, 2015)
Following the commercial success of Dubai in the aviation industry, the rulers from Abu Dhabi, UAE, decided to meet the economical gap by the establishment of a flag carrier meant for UAE. As in the year 2002, Qatar gets withdrawn from Gulf Air, the Abu Dhabi rulers planned to establish a new airline (Etihad, 2015 a). Initiated by a royal decree in the month of July 2003, the Etihad Airways had its first flight in November 2003 (Opu, 2010). This airline came with the commercial strategic approach of investing in the venture of getting hold over multiple carriers across the world (UAEInteract, 2003). Since then, Etihad grew with 70 aircraft to meet 80 destinations and designated itself as the world’s ‘fastest growing airline’ (Al-Sayeh, 2014). As recorded by Al-Sayeh (2014) until 2014, this airline was operating to all the continents, with extensive announcement of expanding multiple carriers in the European and Asian nations.
The commercial strategy of making investments in multiple carriers by Etihad Airways offered it with the mode of quick growth scope in a very short span of time (Etihad, 2013). By the last part of 2011 the Etihad Airways decides about increasing its ownerships in the stakes that are spread over multiple international markets. The strategy started by increasing stake ownerships with Air Berlin, and soon covered Aer Lingus (by 3%), Virgin Australia (by 20%), Jet Airways (by 24%) and Air Seychelles (by 40%) (Etihad, 2013). By 2014, this airline acquired 49% of stake ownership over newly re-launched flights of Air Serbia. This is the commercial strategy of Etihad, which allows the company to buy or invest in stakes of multiple carriers, as per ‘craft codeshare agreements’ being in its favour.
Conclusively, obvious rise and development of the three major Gulf airlines, namely Emirates, Etihad, and Qatar get noted in the international aviation market. As a result, of this the global market is in great demand of implementing exemplified or similar commercial strategies for sustainability amidst the competitive platform as created by these Gulf airlines. The study of Emirates’ commercial co‐operation, as through Qantas joint service deal; Etihad’s commercial strategy of investing in global multiple carriers; and Qatar’s decision to be a part of global alliance, show that the airline industry should start functioning in more innovative commercial way. It is highly important for all the international airlines to abide to international agreements and maintain transparent consumer–oriented service deliveries to all the stakeholders of the aviation industry.
As exemplified by the ‘Big Three’ airlines from Gulf, irrespective of operating from closely located hubs, these airlines are successful. The reason is that they follow different commercial strategies of aviation business.
Emirates stands as the pioneer with long-haul network, fiercely dominated competitiveness, along with incumbent carriers in order to connect traffic. The partnership of Emirates with Qantas strengthens this trend of dominance, especially in the routes connecting Australia and European nations.
As for Qatar Airways, it has been a process of meeting a huge ambition and the same gets achieved through its opening up to the global Oneworld alliance. As a result, Qatar Airways transforms its carriers into various connecting routes.
Lastly, the commercial strategic approach of Etihad appears more outstanding. Etihad is a company that joined the bandwagon very late, yet is equally offering aggressive competitive edge to its contenders. Its success is in its decision of investing over multiple carriers with more service-led facilities and offers in both regional networks and long-haul connections, on a parallel basis.
Thus, it is to be noted that to gain positive edge of the global competitiveness, the international airlines must have right commercial strategies, as in case of Emirates and Qatar, to be specific; and follow change in both fundamental as well as strategic approaches. The basic approach of any international airline should be in creating critical customers, specifically assessed destinations, and offering innovative services and products, in order to gain competitive advantage over the selected region and attain upward mode of mobile clientele; as in the case of Emirates, Etihad, and Qatar.
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