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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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Introduction:
A worldwide recognized credential that gives professionals a thorough understanding of theoretical concepts and real-world applications of quantitative finance is the Certificate in Quantitative Finance (CQF). Derivatives, risk management, mathematical finance, derivatives, risk control, financial programming, and quantitative trading strategies are some subjects covered in the curriculum. The Certificate in Quantitative Finance (CQF) will give you the specialized quantitative skills necessary for success, transforming your career. Because of this, a focus is placed on teaching relevant, practical skills you may use immediately.
Professionals can acquire the knowledge and abilities necessary to succeed in computational finance roles through the CQF program. The flexible nature of the curriculum enables working professionals to retain their employment while enrolled. Probability theory, stochastic calculus, and the pricing of derivatives are some basic concepts covered in CQF Level 1. Building on these ideas, CQF Level 2 discusses more complex subjects, including exotic products, model validation, and algorithmic trading. Professionals who complete both levels of the CQF program will thoroughly understand quantitative finance, preparing them for various positions in the computational finance industry.
Availability
of CQF Courses in Belgium:
Belgium has not had any particular businesses providing CQF Level 1 & Level 2 courses. On the other hand, Belgian citizens can sign up directly for the CQF course on the Fitch Learning website. The flexible curriculum offers access to various online tools and support, enabling professionals to continue working while they study. The company that provides the CQF program in Belgium, Fitch Learning, does not have a physical presence there. Belgian citizens can still apply to the program and take distance learning courses. Your career success, both now and in the future, is the goal of the curriculum. Your enrolment price includes everything you will need to complete the qualification. This covers pre-program planning, faculty assistance, tuition, assessments, textbooks, access to the CQF alum network, the CQF Portal, the CQF App, the Lifelong Learning Library, and a one-year membership to Wilmott Magazine. This guarantees that neither you nor your company will incur any additional charges. The CQF curriculum is revised every three months to include the most crucial market practices.
Because the program is delivered online, anyone can access it. Local institutions in Belgium can provide computational or quantitative finance courses besides the CQF curriculum. In finance, known as quantitative finance, financial data is analysed using mathematical models and tools to make predictions and judgments. Numerous academic institutions in Belgium provide undergraduate and graduate-level quantitative finance courses. This essay will concentrate on the curriculum, advantages, and employment chances of the level 1 and 2 computational finance courses provided in Belgium.
Quantitative analysts evaluate financial data and forecast future market patterns using mathematical models and techniques. They work for hedge funds, investment banks, and other financial organizations. Financial risk is assessed and managed by risk managers using statistical methods. Banks, insurers, and other financial organizations employ them. Financial engineers design and test economic goods and solutions using mathematical and statistical models. Banks, insurers, and other financial organizations use them. Portfolio managers manage investment portfolios, choosing investments based on risk analysis and market trends. Numerous institutions in Belgium, such as the Solvay Brussels School of Economics and Management, the Vrije Universiteit Brussel, and KU Leuven, offer level 1 quantitative finance courses. A foundation module for the Master in Quantitative Finance program offered by the Solvay Brussels School covers subjects including statistics and probability, financial mathematics, and financial markets. A core module on quantitative approaches in finance is part of the Master in Quantitative Finance program offered by the Vrije Universiteit Brussel. This module covers financial modeling, risk management, and investment analysis. A core mathematical finance module in the Master of Science in Financial Engineering at KU Leuven covers stochastic calculus, option pricing, and risk management. Taking level 1 and level 2 quantitative finance courses can lead to various financial employment prospects. Taking a level 1 course in quantitative finance has many advantages. In addition to developing a thorough understanding of the statistical and mathematical techniques used in finance, students will also obtain knowledge of financial markets and instruments. Many different financial careers, such as investment banking, asset management, risk management, and financial analysis, benefit from having this knowledge. Students who successfully finish a level 1 course in quantitative finance are also well-prepared to undertake more advanced or graduate-level coursework in the subject. By presenting increasingly complex mathematical and statistical
techniques used in finance, level 2 courses in quantitative finance aim to build on the foundation offered in level 1 courses. Advanced derivatives pricing, stochastic calculus, and financial econometrics are typically covered in the curriculum. Along with learning how to create and evaluate quantitative trading strategies, students will also learn about more complex financial instruments like exotic options.
Numerous foreign banks and financial institutions operate in Belgium, where the financial services sector is expanding. There is a need in the industry for qualified individuals, particularly those with a solid grasp of quantitative finance. Graduates of the CQF are well-positioned to work as quantitative analysts, risk managers, and trading strategists in the Belgian market. With good pay and room for professional progression, these positions are in high demand.
Conclusion:
Despite having no physical presence in Belgium, Fitch Learning still allows residents to sign up for the CQF program and pursue distance learning there. Professionals who complete both program levels will thoroughly understand quantitative finance, preparing them for various positions in the expanding Belgian financial services sector. A CQF qualification can be a worthwhile career investment because it offers chances for job progression and competitive pay in a demanding and fulfilling field. CQF offers precisely the right mix of the theoretical underpinnings and the practical expertise required in applications to real-world use cases. The CQF, acknowledged by the financial services sector, is a requirement if you want to advance or take on a career associated with quants. It will give you various modern quantitative skills and strategies that will help you flourish in today’s markets.
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Introduction
The benefits of the utilization of the construction contracts include, the requirements of the
agreement while performing home building, the contract paper preserves the rights of the
contractor or builders, superintendent, principles and the other involved parties. In
accordance with the Crown Build project case study, the building construction is located in
the NSW area and it is going to be a four storey building with the fixed amount of AUD28
million and within a fixed timeline as mentioned in the contractual document of this building
project and the contract has been signed under AS4000-1997 regulation. But in the middle of
the project development, it has been detected that the beam size is incorrect and the
contractor has provided notice to the principal and superintendent of the project. The
superintendent has corrected the drawing with correct beam size and instructed to eradicate
the implemented wrong beams. Now gradually the quantity of the handrails has increased
with labour const and delivery delay. Now, the contractor can apply for different progress
claims under different clauses.
Task 1
The Australian building industry mainly follows the laws and regulations of ABIC or
Australian Building Industry contracts, HIA or housing Industry of Australia and the
government contracts. Each of the construction projects in Australia follows jurisdictions of
Building and Construction Industry Security of Payment Act 1999 (NSW), Home Building
Act 1989 that mainly focuses on the building activities of the NSW Area. For the residential
building construction in the NSW area under Schedule 1 of Home Building ACT 1989 refers
that the roof plumbing and Specialist work will be done in relation with dwelling. Governing
law Clauses refers to the transactions between the parties that are mainly operated in the
territories and the states and the parties generally maintain and follow the legislation
attributes of Competition and Consumer Act 2010 (Cth) and the payment security legislation
(Wang and Burdon, 2021). According to the considered mandatory of the general guidelines
of the construction projects, the scope, timeline and the allocation of roles and responsibilities
will be mentioned (Appendix 3) The payment schedule along with the provisional sum and
the contract sum will be written and also the dispute resolution, relief damage, limitation
clauses and available reliefs are also mentioned in the construction contracts. The general
principles of the construction contracts uses different objectives such as the type of work
4
(commercial, design, residential), size and value of the contract, legislative requirements for
state and the mention of the parties who are administering the contract paper such as
architect, contractor, superintendent and the principles.
In accordance with the Australian Standards (AS) there are different general conditions that
are prepared by Standards Australian Committee. The general principles of construction
contract laws are described here-AS 4000-1997: This contract is signed for the construction
delivery purpose and is known as “general conditions of a contract”. AS 4901-1998: it is
mainly as a sub-contract and it is used with the AS4000 principles. AS 4902-2000: this is
mainly built for the construction delivery and design purpose and it is a variant of AS4000.
AS4905-2002 is signed for the minor contract conditions and it is administered by the
Superintendent. Thus, it is clear that the selection of the contract depends on the different
circumstances but there is some general reflection- The amendments or the body of the
contract, instruments of the contract or agreement that are written formally, and the annexure
parts. Some basic features of AS4000 are- the contractor of a construction project is required
to m\execute the completion of the construction project within a fixed timeline and at a lump
sum price. It is important to sign the agreement with the clearly mentioned date of completion
of the construction contracts, if the extension of time is required, and the contractor will have
to provide a ‘qualifying cause of delay’ (Swift, 2019). The case study deals with the
construction project of Crown build that is facing structural difficulties due to the proposed
wrong beam size and this dispute can be resolved by the AS4000-1997 contractual agreement
with the proper utilization of the clauses.
The advantages of using the standards forms of the Australian contracts are- it can reduce the
total cost, the scope of negotiation can be avoided with the signing of document and thus
influences the speediness of the process, However, in the agreement, the rights of the both of
the parties, the proper mentioning of the conditions of the contract, expected date of project
completion, the date of work commencement and the other terms and conditions related to
the construction project are clearly mentioned in the construction contracts. The benefits of
the utilization of the construction contracts include, the requirements of the agreement while
performing home building, the contract paper preserves the rights of the contractor or
builders, superintendent, principles and the other involved parties. The construction contracts
help to lay out the planning and conditions of the owner very clearly. It also ensures that the
owner of the building and the contractor are performing together in order to achieve a
5
common target, The clear guidelines of the contracts helps to perform a better construction
performance and the associate legislations add value to the protection of the builders and
traders (Jones, 2021). In addition to that the changes can be possible if there is any evidential
defect or damage or complaint occurs during the process.
Task 2
According to the case study of the Crown Build, the construction of the four storey building
under Crown Build developer is facing structural deficiencies as the superintendent of the
project has proposed wrong size of beams in the design paper. This issue has been resolved as
the contractor has informed the superintendent and the superintendent has issued a new
design with the correct size of the beams. Moreover, the superintendent has informed us to
remove the used beams and replace them with the correct beams (Appendix 2). Now this
situation has increased the amount of the stair handrails and thus it is enhancing the cost and
the time period. In this case, the contractor will apply for the provision of the compensation
rate from the superintendent as the dispute occurs due to the provision of incorrect
information by the Superintendent. This is a communication problem in the construction
management project.
The construction project of the Crown Build has been made according to the law of AS 4000-
1997 thus it includes a fixed timeframe and fixed allocated cost. For the Crown Build project
the time frame is 24 months and the allocated cost is AUD 28 million. But as the changes
have been done in the building design along with the beam sizes, there is a qualifying cause
of extension of the time period. Thus the contractor can apply for the delay delivery of the
project and delay cost under the AS4000-1997 legislations (EL GEZERY, 2018). The
contractor can apply for the EOT or the delay cost under AS4000 policy as the issue has been
caused by the omission of the Superintendent. In this regard, the qualifying cause of delay
compensable cause, 8.1 can be claimed for achieving the incurred cost due to the quantity
enhancement of the stair handrails, labour cost and beam removal cost.
Under clause number 25.3, the delay cost of the construction of Crown Build project involves
the labour cost. In addition to that the clause number 11.2 is also applicable in this regard as
the changes have been made and thus the costing structure is changing. The constructor can
use the clause in order to include the additional expenses with the lump sum cost of the
project. EOT can be applied in this case as there is a qualifying cause of delay as the mistake
6
has been done by the superintendent and the contractor can apply for achieving a relief. It
cannot be ignored that the principal of the project has also omitted the mistake made by the
superintendent in the beam size (Rıgga, 2019). In accordance with 34.2 clause number, the
contractor of Crown build has already sent a notice to the superintendent and the principal to
apply for EOT. This EOC will be received within 28 days after the claim has been done and
the delay cost has a qualifying cause of delay under clause number Qualifying cause of delay,
CC, 8.1.
Task 3
According to the policies of AS4000, the contractor of Crown Build can claim for the
expansion of the time frame in order to carry out WUC and the contractor needs to prepare a
qualifying cause of delay statement with evidential attributes. There are fundamentally two
types of qualifying cause of delay- i) it is applicable when any omission or mistake is made
by the superintendent of a building construction project and ii) it is applicable when the
mistake or default is made by the contractor of a building construction project or due to
industrial and weather conditions (Van Der Westhuizen and Evans, 2019). In the case of the
Crown Build project, the mistake has been performed by the superintendent of the building
construction as in the initial design the superintendent has proposed an incorrect beam size
which is shorter than the required beams. The Item number 23 can identify another factor
about the qualifying cause of delay as it measures if the EOT is not grantable in this situation.
After that the extension delay will be transformed into the calendar and the business days.
Under clause number 34.2, the contractor will be liable to submit the delay notice and in this
case the contractor of Crown Build has to submit proper documentation with the evidence of
the beam fault to the superintendent of the building project and the principal (RUGINĂ,
2021). This documentation will include the cause of delay and the estimated delivery date of
the project. In this regard it can be considered that claiming of EOC notice and delay notice
are different notices issued by the contractor. The provision of EOC notice comes under
clause number 34.2 and the delay notice provision comes under clause number 34.3. In
accordance with the regulation of clause number 34.3, the contractor of Crown Build has to
provide evidence regarding the fault in the beam size, responsible person and the extended
timeline in the notice of the EOT.
The process of claiming for EOT under AS4000 includes the submission and accessing of
notice of delay with the evidences for ‘qualifying cause of delay’ under the clause number
7
34.2, provision of delay notice, EOT claiming notice under the clause number 34.3, delay
damage claim as stated in the clause number 34.9 and 41.1 and the final assessment under the
clause number 34.4 (Appendix 1). The dispute in the construction building project will come
under 42.1 and the progress claim will be done as an activity of the payment security policy
according to clause number 37.1 (Montalbán-Domingo et al. 2019).
However, demonstration of the delay will be properly reported in the EOC notice. In
accordance with the policies, the superintendent of the Crown Build project has taken
mitigation steps in order to resolve the issue of the incorrect beam size. For taking effective
steps, the superintendent has designed a new building drawing with correct beam size and
instructed to remove the wrong beams that are already implemented in the building.
However, clause number 34.9 is identifying the compensable cause under AS4000-1997. Due
to the omission and the defaulted act of the superintendent, the clause number 1.1 stated that
it is a subject of compensable cause. The item number 26 (Annexure Part A) can detect the
other qualifying causes of damage delay and it also can be ‘Nil’ but the ‘Nil ‘refers that there
is no additional cost found in the case.
The quantum inclusion and the basics of claim need to be considered while preparing the
notice for the damage delay claims. The contractor has to submit and keep updating the
prepared claim as evidencing aspects for the delay. The clause number 34.4 includes both the
non-qualifying and qualifying delay causes in the cases of the overlapped situation. In this
case, it can be considered the prevention steps will be evaluated by the contractor to measure
if the objectives are affecting his attributes or not. Moreover, according to clause number
42.1, the contractor can also provide a dispute notice if he found any disagreement with the
proposal of the superintendent’s instruction (Adzoyi and Nani, 2021). The contractor can also
involve incurred cost that has been increased due to the replacement of the shorter size
beams, labour cost and the increased quantity of the handrails. These inclusions of the cost
will be done under clause number 36.2.
Task 4
There are fundamentally two reasons for claiming cost. Firstly, the incorrect beam size has
extended the delivery date of the building construction and on the other hand the labour cost
associated with the extension of the project and the removal and implementation of the newly
proposed correct beams. These types of costs are regarded as the “global cost claim”. In this
8
regard the superintendent will be considered as a liable person to provide the compensation
cost to the constructor or the builder. The clause number 36.2 indicates that the incurred cost
structure can be claimed by Crown Build as the variation has occurred in the contractual cost
structure. The cost claim will be made as the superintendent has made a mistake in the
building drawing with incorrect beam size. In order to respond to the cost variation, the
contractor will provide the incurred cost quotation and this quotation needs to be verified and
sanctified by the superintendent as a sign of approval. This cost structure will include the
additional cost of the raw materials, labour cost and the extension period cost. It will be
called ‘cost plus agreement’. In accordance with the policies, the superintendent of the Crown
Build project has taken mitigation steps in order to resolve the issue of the incorrect beam
size. For taking effective steps, the superintendent has designed a new building drawing with
correct beam size and instructed to remove the wrong beams that are already implemented in
the building. However, clause number 34.9 is identifying the compensable cause under
AS4000-1997 (Klee, 2018). Due to the omission and the defaulted act of the superintendent,
the clause number 1.1 stated that it is a subject of compensable cause.
According to clause 26, the expense claim will involve the additional cost with the lump sum
cost in the contract. In addition to that the clause number 25.6 will be applicable as it
indicates the delay labour cost that is a delay damage expense. The clause number 11.2 needs
to be applied as there is a verified costing structure in the construction of the Crown build
project. The clause number 26 will also include the additional costs with the main costing
structure. Now the additional cost includes the labour cost, implemented beam removal cost,
extension cost and the quantity increment cost of the handrails (Hastie, Sutrisna and Egbu,
2017). The value of the raw materials will be added in the additional cost structure according
to the law of AS4000.
Conclusion
As the Crown Build project has been signed under the law AS 4000-1997, the financial and
delay dispute will come under different clauses. The provision of EOC notice comes under
clause number 34.2 and the delay notice provision comes under clause number 34.3. In
addition to that the clause number 25.6 will be applicable as it indicates the delay labour cost
that is a delay damage expense. Under clause number 25.3, the delay cost of the construction
of Crown Build project involves the labour cost. In addition to that the clause number 11.2 is
also applicable in this regard as the changes have been made in the cost structure.
9
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Hello CQF Delegates January 23 Cohort Batch,
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1.1 AC 1.1 Explain the importance of strategic human resource management in
organizations
Strategic human resource management is related to the development of human resources
strategies in synchronization with the mission, vision and objectives of an organization in a
way such that the organization’s goals are accomplished. An organization should have the
ability to frame such human resource strategies which will enhance the overall productivity
of the organization (Durai 2010) .
The strategic human resource management in Tesco has been like the backbone of the
company in achieving success at the time of diversification into different sectors for business
activities. The organization through its strategic HRM has been able to develop its business
embedded with technical expertise, integrity and customer oriented globally (MacLachlan
2009) . For developing a vibrant strategic linkage of human resource with its corporate
strategy the company had designed a transformational coaching programme for the growth
and capability development of its mangers followed by an effective feedback procedure. The
programme aimed at communicating business priorities of the organization to its personnel
and building effective leaders as its competitive advantage (Churchard 2010) . In order to
augment the customer value the organization invests highly on recruitment, employee’s
training and infrastructures (TESCO 2012) . Tesco maintains a healthy relation with its union
partner and believes in employee’s participative decision making process for the
accomplishment of organizational goals (Wilton 2010) .
With a change in organizational culture Dell has been able to build a strong position in the
market. The company shifted its focus from just attaining growth to talent management,
leadership building and framed global vision (Scott 2006) . Dell strives for building a
competitive strategy for becoming a low cost player in the market. To have an alignment with
its business strategy the company renders its human resource services with the help of
technology that is through web. Through the company’s intranet its HR team have been able
to carry out various HR activities with the help of a variety of web applications such as
hiring applications or tools, management reports, automatic employee reference system,
updating of employee’s information to cite a few. This has helped the organization to
increase the performance of its employees in many ways such as development in
productivity, self-service, outsourcing as well as self-service. Along with these the company
has been also able to reduce its cost of carrying out human resource operations as less
manpower is required in performing automated activities and it is less time consuming as
well (Gary & Varkkey 2010) .
1.2 AC 1.2 Assess the purpose of strategic human resource management activities in
an organization (Siemens case study)
The key purpose of developing a strategic human resource management is to have an
alignment between the human resource strategies and organization’s business strategies. Such
integration will help an organization in attaining sustainable competitive advantage.
Integration in human resource signifies an alignment between the human resource policies
and the policies of other business operations in an organization such as finance, informational
technology, marketing, production to cite a few (Vedd 2003) . However, the purpose of
designing a strategic human resource management is not only having an integration between
HR and corporate strategy rather the aim is also to have an integration between decisions
regarding the organization’s personnel with the expected output of the organization. An
organization need to align human resource management with the corporate planning system,
focus on the human resource activities that will help in the accomplishment of organizational
goals and should undertake actions that will help in building strong personnel-management
relationships (Dhar 2008) .
The main purpose of Siemens behind designing a strategic human resource management is to
meet global challenges. Siemens operates in highly competitive technological market which
is continuously developing which makes it imperative for the organization to have an
effective HR strategy so as to develop and grow its personnel on continuous basis through
frequent trainings. Various trainings imparted by the organization are like class room
training, apprenticeship training to cite a few. The organization also organizes management
development and education program so as to keep its employees up to date regarding the
changing market trends and requirements. Siemens encourages global team work as part of its
human resource strategy. The employees in the organization are expected to understand work
and perform across every departments, disciplines and regions. The main purpose of Siemens
behind such strategy is to enable its employees to handle multiple responsibilities in the
global market and infuse a feeling of oneness and a vital part of corporate among its
employees. In order to compete in the global market Siemens also redesigned its performance
management system which constitutes of assessing its employee’s performance on regular
basis followed by an effective feedback system. This will help its employees to augment their
competencies and potentiality. The management will also be in a position to identify the
existing competency gap and the remedial measures that needed to be taken to bridge such
gap. The organization believes that in order to attain long term growth and increase
shareholder value it is inevitable to build a motivated and satisfied human resource pool.
Therefore Siemens provides career development and growth opportunities, fair compensation
benefits, cordial work culture to cite a few to its employees by developing a strategic human
resource policies and practices. This will in turn help the organization to prosper in the
market. To gain success in the global market it is vital for an organization to have an effective
cultural diversity management system. Therefore Siemens promotes a culture of transparency, openness and fairness in its organization to deal with the culturally diversified
workforce in its system (Bhatia 2005) .
1.3 AC 1.3 Evaluate the contribution of strategic human resource management to the
achievement of an organization’s objectives (Siemens case study)
Siemens has repositioned as well as redesigned its organizational and human resource
strategy which contributed significantly in meeting the business objectives. Siemens has
divided its business strategy into organizational strategy and human resource strategy in
which human resource strategy has been framed in alignment with the organizational
strategy. While the business strategy of the organization was framed to augment the
organization’s capabilities, the human resource strategy was framed in a way to guide the
actions of the organization’s personnel and maximize the human potentialities so as to
achieve competitive advantage. For an effective execution of human strategy the company
has divided human resource activities into design and consulting services, service centres and
strategy. The service centre of human resource is concerned with carrying out daily human
resource functions effectively. The strategy and design division of human resource is
responsible for conducting an external environmental analysis. Based on such analysis the
group is expected to carry out the human resource activities such as recruitment,
communications, and appraisal to cite a few in a way so as to have a considerable
contribution on the organizational success. The consulting service group provides guidance to
the organization in respect to the formation and implementation of organizational strategies
(Chanda 2007) .
The human resource strategy of Siemens consists of imparting frequent training and
education to its personnel which is based as per the business requirements of the company for
building and developing competencies of its employees globally. This strategy acts as a pillar
of global success for the company (Siemens 2015a) . To have a strategic recruitment process
8
Siemens PLM software has strategic affiliation with various organizations to build up the
future engineers, technologists and leaders. By this way Siemens will be able to recruit highly
skilled and qualified personnel in future which will in turn enhance the quality of business of
the organization hence leading to success (Siemens 2015c) .
Siemens had realized that recruiting right candidate, imparting training and retaining talent is
imperative to achieve success. Siemens therefore to have a valuable top-notch recruitment,
compensation, employee development, performance evaluation and retention process to cite a
few globally collaborated with the success factors solution. With these the organization has
been able to standardize and integrate its human resource process. Collaboration with success
factors solutions has enabled the organization to have global insight for growth and human
resource planning. Through these cross border managers are being able to exchange
information globally and take quality business decisions (Siemens 2015b) .
1.4 AC 2.1 Analyse the business factors that underpin human resource planning in an
organization (Either dell or tesco)
Human resource planning constitutes of application of planning procedure to the human
resource requirements of a firm. In order to have an effective human resource planning the
plan should be linked with the operational and strategic planning process of a company
(Prasad 2012) . The main objective of a human resource planning is to motivate personnel in
an organization, enhance customer experience quality and focuses on enhancing creativity,
commitment and development in an organization. Human resource planning enables an
organization in determining the future demand for labor as well so as to meet the projected
needs of an organization (Deb 2006) .
Various factors related to the external environment of an organization may influence the
objectives of an organization and the human resource requirements to meet the organization’s
9
objectives. Some of the factors related to the business of an organization which acts as
influencing factors are like governmental control, economic circumstance of a place, and
prevailing competition in the market and changes in the labor force. Governmental control
includes rules and regulation framed by the state or local government. Economic condition of
a place implies the recession, inflationary condition, level of employment to cite a few of a
place. The prevailing competition refers to the major players or the number of exits and entry
of players in the market and business that strives for absorbing the same workforce whereas
changes in the labor force implies the composition of labor or supply and demand of labor in
a particular market (Byars & Rue 2008) .
One of the major objectives of human resource planning at Dell is to assist the organization in
the accomplishment of goals and attain competitive advantage thus enabling the organization
to beat various external and internal business factors. The organizational human resource
planning (OHRP) process has been the key factor behind the success of Dell. The
organizational human resource planning process enables Dell to forecast the demand for
labour well in advance so as to augment the growth of the organization. The human resource
planning process of Dell engages in identifying the vacancies for key jobs in the organization
well in advance. Along with these the process also involves competency mapping which is
done by measuring the performance and quality of the organization’s high performers. This
enables an organization in deciding what kind of skill sets can be expected from the new
recruits. The organization implements flexible deployment of its human resource personnel
for an effective operation of OHRP process. During the lean time of recruitment and peak
time of sales the recruitment team is deployed in the sales and customer service team to
contribute in the sales of the organization (Rao 2010 ; Holzner 2006) .
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Introduction
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
3
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
6
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
9
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
10
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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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.
Commercial Co‐operation: Emirates
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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