Tourism today has grown significantly in both economic and social importance. Travel and tourism is the largest industry in the world on virtually any economic measure including : gross output,Value added,capital investment,employment and tax contributions. In 1992worldwide international arrivals had reached 467 million. In 1992, the Industry’s gross output was estimated to be $3.5 trillion,over 12% of all Consumer spending worldwide international tourism receipts rose by 6-7% in 1992 to $278 billion. The travel and tourism industry is the World’s largest employer, with almost 130 million jobs, or almost 7%Of all employees. This industry is the world’s leading industrial Contri-butor,producing over 6% of the world gross national product, and accounting for capital investment in excess of $422 billion in new faci-lities and equipment. In addition, it contributes almost $400 billion in direct,indirect and personal taxes each year.Tourism is the major source of income for a significant number of count-ries including
: 2 :
Italy,Spain,Switzerland, and most Caribean countries.All countries who have accorded priority to tourism development have Succeeded in attracting the targeted number of toursists. Spain attracts more than 40 million tourists a year.Singapore with relatively no tourism potential draws 7 to 8 million tourists per year. Walt Disney World has over 25 million visitors per year.
Tourism potential in India :
India potentially is the strongest tourism nation in the world. India is Richly endowed with limitless scope for mountain tourism,beach tourism,Historical tourism,cultural tourism,eco tourism,(nature specific activities)And desert tourism.The Himalays others unique prospects for the development of skiing,skating,white water rafting,trekking and other adventure tourism activities . The greatest adventure of all is scaling the Himalayan peaks. The Everest,Kunchenjunga and other mountain peaks offer perennial Challenges for the mountaineering enthusiasts.
The Himalayas is unequalled by any other mountain range in terms of Its sheer grandeur ,scenic beauty,variety of flora,fauna,landscape and Other natural endowments. A hundred million tourist visit the alps and Other mountain ranges every year.In view of what the Himalayas has toOffer and fact that they are located in the increasingly prosperous Asia,It should be possible for us to draw a minium of 3 to 4 million tourists a Year to the Himalayas alone. In addition to its natural advantages, it is Also home to some of the most colourful people of india such as the hutias,sikkimese,Tibetians and Nagas, each one of whom belongs to a Distinct race,each with a different language,food,attire,music,dance,etc.also the Buddhist monasteries,Hindu temples and the mystery surrounding the Himalayas makes it extremely attractive to the foreigntourist.The voletile Bay of Bengal and the serene Arabian sea with their vast Coastlines have excellent beaches unsoilt as yet by man. They provide Phenomenal scope for the development of beach tourism.Nostalgia is big business in the tourism industry. Our temples,forts,palace.
Apart from the tremendous potential for tourism, India has the advent-age of low salaries and wages which will make it possible for us to pro-vide personalized service to the visiting tourists. Educated men and women can converse in English effectively which will be a major advantage in promoting international tourism.Development of Inbound Tourism in India The increased international media coverage on India has generated a lot Of Interest among foreign tourists. This interest can be tapped by using the right mix of marketing and providing the necessary services. Inter-national businessman and professionals travelling to India have regis-tered a significant growth in the last one year and this is bound to increase in the coming months and years. These travelers can be made to spend extra time in India on leisure and tourism facilities.The economic reforms and liberalization makes it possible for Indian And foreign companies to invest in the development of infrastructure Including aviation,power,roads,transport,coastal shipping etc.
But before going to take up the issue it is better to be appointed with concept of Time Sharing Industry. As on Off- spring of tourism would the concept is take up in the next chapter.
: 8 : C H A P T E R —– II : TIME SHARING INDUSTRIES —As A CONCEPT
The Concept Time Sharing Industries mostly rotate around the leisure time utilization better known as holiday utilization. A Holiday is a period of relaxation,an excape from the daily routine. Psychologists are of the opinion that holidays are a vital component on one’s life, a chance for rest and rejuvenation, rather than a luxury.Unfortunately, holidays are expensive, and escalating costs make it diffi-Cult for more than a few people to contemplate taking an annual holiday. A lot of companies have come us to stand by the aspirants who can Afford with megre income and ability. One of such companies is Sterling. Sterling has made the holiday affordable by introducing the concept of “Timeshare”.
The different types of Time Sharing schemes are as follows :
: 12 :
Property Timeshare
When an individual became a member of this scheme he became a co-owner not only in the apartment he chose but also the entire resort complex. A portion of the price he paid goes towards a deposit for operations And maintenance which is called ASCF (Advance Subscription To-Wards Customer Facilities). This means that his property will be Looked after year/ and maintained in Prime condition for his use Year after at no additional cost. The customer can also exchange it With any other week,apartment or location which Sterling owns Now or in the future.
Flexxiweek Timeshare
: 13 :
This product was sold from March 1991 to 1992 with a view of Combining the best of both the fixed and floating week timeshares. While retaining the flexibility of the floating week, the Flexiweek Timeshare also provides access every alternate year to a prime time
Vacation during a fixed preallotted week.
Short Break timeshares
Inception :
This type of Timeshare was sold from May 1992 to September 1993.
Concept :
The reason behind this product was that people who could not afford to have a long holiday ( 6 nights/7 days ) could have a shortone which was tailor-made for them.
: 14 :
Therefore the Short Break Timeshare of 2 nights/3 days would be The right choice for them.
Target Group :
It was aimed at the Professionally busy individual, the elderly and Children who are looking for a short break.
Projects :
Oety, Yercaud and Kodaikanal.
Exchange
This timeshare is only for Season and Classic periods (Season can be Exchanged with Season/Classic while Classic can be exchanged with Classic only).
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Contents Abstract 2 Table of Content 2 List of Figures and Tables 2
Introduction 2 1.1 Research Question 3 1.2 Research Purpose 3 1.3 Research Rationale 3
Literature Review 4 2.1 Strategic HR Management 4 Common Global Practices, SHRM at IBM: A Case Study 4 2.2 Theory to Praxis 4 SHRM Theories, Implementation at IBM 4 2.3 Current Issues 4 Recruitment, Training & Motivation, and Retention 4
Methodology 4 3.1 Research Philosophy 4 3.2 Qualitative and Quantitative Approaches 4
Selected Research Methodology 4 4.1 Research Approach 4 4.2 Sampling 4 4.3 Data Collection 4
Findings and Analysis 4 5.1 SHRM Approaches at IBM 4 5.2 Recruitment and Training at IBM 4 5.3 Motivation and Retention 4 5.4 Analytical Overview 4
Conclusion and Recommendations 4 References 8 Appendices 9
Table of Content
List of Figures and Tables
Introduction
According to the Annual Report 2015 of IBM, the current strategic imperative revenue mix of the company, against the market get noted as follows – Figure 1 IBM: Strategic Imperative Growth
Source: IBM (2015)
It has been clearly marked in the current competitive market scenario, IBM has considered its strategic imperatives as significant elements to its management process. Its expansion in the fields of analytics, cloud, mobile, security, and social context remains successful in gaining 27% of its total revenue of $25 billion in the year 2014. With the establishment of 3,000 patents in 2014, the company acknowledges that it is the capacity and efficiency of its human resource (HR) that integrated technology in accordance to the business proceedings the clients, and adding success to the company on a worldwide basis. Considering developmental approaches of IBM as the core subject, this research is offering a research on the ways the Human Resources are recruited, generated, maintained, and further retained in IBM. The approach is in gaining information about the strategic management formulations as considered by IBM in being able remain competitive in the global market.
For this purpose the official declarations of IBM, like Annual reports and news articles will be considered. Further analytical overview will include various theories, peer-reviewed journal articles, and literary sources for the understanding of Strategic Human Resource Management, with close study of the practices in IBM.
1.1 Research Question In the domain of HRM, why IBM can be idealised by a company, to gain knowledge about sustainability and growth in the current global market?
1.2 Research Purpose The core purpose of this report is to analyse the SHRM of IBM, in order to gain necessary knowledge about the implementation of strategic theories and practices in the HR domain for organisational success. As under the intensive pressure of globalisation, the companies are facing enormous hurdles in recruiting the right employees, training and motivating them, and get most strenuous in retaining valued employees; this research aims to offer the tips and tricks of IBM in resolving these issues in particular.
1.3 Research Rationale As against many competitive software companies, like Accenture, Hewlett-Packard, Apple, etc., IBM with 379,592 employees, excels itself in the process of recruiting, training & motivating, and retaining employees for organisational growth and long term sustainability in the market (IBM, 2014). Its achievements and growth makes it one of the most best place for generating a good career for an employee (IBM, 2015 a). This is the reason that IBM has been selected here, as an ideal company to understand its HR strategic management for the upliftment of those companies that still strive to gain more potentiality in global market.
Literature Review 2.1 Strategic HR Management
Common Global Practices, SHRM at IBM: A Case Study 2.2 Theory to Praxis SHRM Theories, Implementation at IBM 2.3 Current Issues Recruitment, Training & Motivation, and Retention
Methodology 3.1 Research Philosophy 3.2 Qualitative and Quantitative Approaches
Selected Research Methodology 4.1 Research Approach 4.2 Sampling 4.3 Data Collection
Findings and Analysis 5.1 SHRM Approaches at IBM 5.2 Recruitment and Training at IBM 5.3 Motivation and Retention 5.4 Analytical Overview
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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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This report is the outcome of a consultancy assignment contracted to the author by the senior leadership of Wizz Air PLC, a European Low Cost airline( LCA). The brief given : ‘Wizz wants to be the no 1 airline in Europe”. Thus this report is essentially in the domain of strategy. The current position (strategic) of the Company is assessed in relation to the industry( Low Cost Airline industry in Europe). The aspirational position( No1 among European LCAs) is mapped in the strategic space. The gap between the current and aspirational position( the strategic gap) is assessed. Various strategic alternatives to close the strategic gap considered are discussed and evaluated. Finally a few strategies are recommended and implementation strategies outlined.
Methodology:The information and data for the analysis has been drawn by extensive research in the aviation space, economy, socio- political environment, annual reports of Wizz Air and other competitors ,brainstorming sessions, and focus group discussions. Tools like SWOT analysis, Balanced score card , value chain analysis have been used under a the Internal Reporting Framework has been used.
Introduction :
Wizz Air is a low Cost airliner mostly operating in Central and East Europe(CEE)- Poland, Romania, Bulgaria, Hungary, Check R, Slovakia and 11 such others. It was established in 2003. became operational in 2004 and is one of the fastest growing airline( being 4th in terms of capacity growth) in world, with capacity increase 18.9% in the year 2015-2016, to become 50 th largest airline in terms of capacity, carrying 23.8 million passengers in 2016. It has constantly added new routes and bases . As of now it operates in 500 routes from 28 bases and connects 141 destinations in 42 countries. It has continuously added to its fleet of air crafts . It has around 79aircrafts of A320 A family. In terms of market share, it is a leader in geographical segment it operates ie- Central and east Europe, where it has reported market share of 39.08% Financially it has done well , earning profits on a regular basis.It reported a net profit of € 225.3Million at a net profitability margin of 14.3% in year 2017.
Business Environment : The Business environment for the European positive industry has been very promising after deregulation of the European commercial market in the nineties. No of paasengers carried by the industry is around 900 million per year and is growing 5% annually. The number of airports served are over 400 and . The demand for travel across Europe has been ever increasing. The low oil prices and consequent low fares have helped spur the demand. The environment favours the low cost airlines and the share of the LCAs in passenger traffic is 38% . This is more than double the figure of 17% in Year 2015
Current strategy : The Wizz’ strategy is to be ultra-low cost air service provider. In trying to be attain cost leadership. It does so by increasing operational efficiencies. It[s average load factor is high at 90.1% and aircraft utilisation is 12.5Hrs per day.It aggressively hedges on fuel prices to keep fuel costs low. All these measures contributed to reducing the total air line unit cost at € 3.75 per ASK.( available Seat kilometre). It is a niche player operating in a small geographical area- the CEE. It has achieved volume growth by increasing its network ( routes) in this area.
Competitor Analysis:Ryanair is the leader in the aviation industry in Europe in terms of passenger carried as well as by market capitalisation( value of the company). It is also a low cost carrier. Its average fare charged per passenger is as low as €40.5, which makes its break even load factor high at 73%. Nevertheless it’s able to be cost leader by being operationally highly efficient with a passenger load factor of 94% and aircraft utilisation rate of 9.33 hrs.per day. It has increased its network in Europe as well as in specific markets across Europe( eg Israel). It is not averse to growth via joint ventures and acquisitions. Acquisition of Aer Lingus, proposed offer for Alitalia takeover and investments in China are prime examples.
It is evident that both Wizz Air and leader – Ryan Air are competing on the same variable Cost Leadershp. Table 1. gives a comparison of underlying variables which drive the strategy.
Table
1
Particulars:
Wizz Air
Ryanair
Av. Passenger fare (€0
65.73
40.5
Load factor (%)
90.1
94%
Air craft utilisation
rate (BHrs/ day)
12.5
9.33
The low cost strategy requires a high operating efficieny in which the operating costs are the lowest. A comparison of ratio operating costs /operational revenues of the two airlines are given below
Table
3
Particulars
Wizz
Air
Ryanair
Total revenues
100%
100%
Scheduled revenues
58.27
73
Ancillary revenues
41.73
27
Total operating
expenses
84.3
77
Fuel and oil
23.88
29
Airport and
handling charges
24.82
13
Others/ Route
charges
3.34
10
Staff costs
7.19
10
Depreciation
3.66
7
Marketing,
distribution and other
1.78
5
Maintenance,
materials and repairs
4.75
2
Aircraft rentals
14.89
1
Operating profit
15.7
23
This shows that Wizz Air is able to match the leader Ryanair in many aspects of operational efficiency. However it looses out in the items of airport handling charges and air craft rentals. This indicates that Ryanair is able to keep these over heads down because of higher volume of passengers carried and favourable lease agreements
A comparison of .fare wars of different air lines in Europe can also be gauged from the graph. Fig .1
Figure 1 shows the airlines carrying capacity versus fare per kilometre charged.
From Fig.1 it is clear that Wizz Air and Ryanair are charging the same fare per km but Ryan has almost 6 times greater capacity than Wizz Air.
The other comparisons are as follows;
Table
3
Particulars:
Wizz Air
Ryanair
Fleet size
79
400
Average seat / plane
190
189
Area of operations
Central and east
europe
Entire Europe +
others
Routes
500
2000
Bases
28
86
Airports served
141
210
Employees
3000
15000
Thus though the cost advantage of Ryan air is negligible , it has competitive advantage having a much greater coverage of operations and higher volume of passenger traffic. Though the fare charged per Km is almost same for both airlines, it is possible that public perception is Ryanair is cheaper compared to Wizz air as the share of revenue from fares is higher at 73% for Ryan air and only 58% for Wizz air.
Thus the wide gap in competitive advantage that lies between the the No1 eurpean airliner and the aspirant for the No.1 position is in size – size of operations, size of area of routes and coverage, and larger capacity.
Situational
analysis:
As part of the process of strategic mapping a SWOT analysis of WiZZ air is made on the framework of internal reporting.
The internal reporting framework considers the processes of the organisation lead to changes in capital. Capital is a collective concept – aggregate of all the resources used by the organisation as well as the relationship with all its stake holders which goes into create value both to the organisation as well as to the stakeholders. Value is said to be created when there is a positve change/ transformation in the capital and value is said to be destroyed when such change is negative. The framework categorises capital into six types-1) financial, manufactured, intellectual, human, social and relationship.
As WizzAir aspires to be the no1 in Europe, an assessment of each of components of capital in the lines of SWOT analysis.
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