SWOT analysis on Emirates Airlines

emiratesBusiness News Daily describes a SWOT analysis as “a method of identifying opposition for a new venture or strategy. Short for Strengths, Weaknesses, Opportunities and Threats, this allows professionals to identify all of the positive and negative elements that may affect any new proposed actions.”

Strength

MBASkool.com performed a SWOT analysis on Emirates, and some of their strengths include:

  • Strong Dubai government support
  • Has over 50,000 employees
  • Is present in 72 countries across 6 continents

There is also a user-generated SWOT analysis on WikiSwot which provides further insight into their strengths, including:

  • Effective communication with the public
  • Effective reputation management and branding
  • Emirates is a sponsor of numerous festivals and sporting events
  • Emirates claims to be environmentally friendly compared to their competitors due to low emissions

Weakness

MBASkool.com’s SWOT analysis found that Emirates has weaknesses including:

  • Due to an increase in competition, market share growth is limited and bench-mark standards are becoming more costly

WikiSwot’s SWOT analysis also found a weakness:

  • Labour policies need revision

Opportunity

MBASkool.com found many opportunities for Emirates, such as:

  • Releasing a brand new fleet of airplanes. This will help improve customer confidence in the airline
  • Adding more destinations to their list

More opportunities derived from WikiSwot are:

  • Creating new products and services
  • Emirates recently became an ally with the within the global airline alliance, a contract alliance amongst the top airlines to work together and help one another when necessary

·          A business venture partnering with Disney Land created new clientele and an increase in revenue

Threat

Wherever there are strengths, there are threats. MBASkool.com found a few, including:

  • Increased competition within the Middle Eastern market
  • Fuel costs are increasing
  • The government of Dubai is changing regulations and policies

WikiSwot also found a threat:

  • A global economic slowdown

plane

      Further analysis concludes there is more to be included, however. My personal SWOT analysis of Emirates is as follows:

Strength

  • All planes are equipped with “fly with me monsters,” a collection of blankets, drawing tools, and seatbelt characters to promote safety to pre-schoolers
  • First class includes a shower spa and two on-board lounges for drinking and mingling on the upper deck
  • Their menu includes wild Iranian caviar, braised beef in coconut milk, stir-fried lobster in black bean sauce, cheesecake, and cocktails
  • First class private suites include a personal mini-bar, a privacy divider and sliding door, a vanity, table, mirror and wardrobe, as well as passenger seats that can be converted into full-flat beds
  • A strength specifically related to Emirates and Qantas is the availability of Halal meals during flights between Australia and London Heathrow
  • Effective use of social media

Weakness

  • The United Arab Emirates eliminated a military agreement that allowed for Canadian forces to use a logistical base near Dubai after the refusal of Emirates airlines to expand landing rights in Canada

Opportunity

  • Emirates made Dubai’s ruler, Sheik Ahmed bin Saneed al-Maktoum, their chairman
  • As of 2011, air travel is expected to grow more than seven per cent a year for two decades
  • Emirates’s partnership with Qantas because it opens an extensive network

Threats

  • In the 2009 economic crisis, Emirates had an 80 per cent drop in full-year net profit
  • Countries going to war or being filled with tension, such as Egypt, Yemen and Jordan

food

Stacy Corneau

Carnival Cruise Lines and Crisis Control

Carnival Cruise Lines is a British-American owned cruise line based in Florida, U.S.A. The company has the largest fleet in the cruise line industry, with 24 vessels currently in operation that account for 21.1 per cent of the worldwide market share reported by Carnival.com. Originally an independent company founded in 1972 by Ted Arison, the company is now one of 10 cruise ship brands owned and operated by Carnival Corporation and Plc.

Carnival Cruise line is familiar with crisis control as they lost a ship Jan. 13, 2012. The Costa Concordia sank off the coast of Isola del Giglio, Tuscany, Italy in the Mediterranean Sea because the vessel struck a reef while deviating from its planned course. Of the 4,252 passengers on board, 32 lost their lives. They also had thousands of guests adrift at sea and another vessel temporary shutdown by the Centre for Disease Control.

Costa Concordia, owned and operated by Carnival, was one of the largest ships ever to be abandoned. Captain Schettino was arrested on preliminary charges of manslaughter in connection with causing a shipwreck, failing to assist passengers, and failing to be the last to leave the wreck, as he abandoned the ship with his crew. He was also later charged with failing to describe to maritime authorities the scope of the disaster, and abandoning incapacitated passengers. The company originally opted to pay for his legal fees but after realizing the magnitude of his charges they revoked his offer, as he is being tried as a criminal. Schettino faces over 20 years in jail for his charges.

Costa Cruises offered compensation to passengers, giving roughly 11,000 Euros to each passenger, as a payment for damages and the value of the original price of the cruise. One-third of the passengers took this offer, and the rest filed a class action lawsuit.

The ship left to float in the sea off the coast was an immediate worry for ecological disaster as the shipwreck was partially submerged. It would eventually slip deeper into the water and was still full of oil. This crisis was averted because plans were made to safely extract the ship by March 24, 2012. The company that insured the magazine declared the ship “a constructive total loss.” Stripping this ship for parts is one of the largest operations of its kind. The operation began on Sept. 16, 2013. Carnival averted a crisis by acting quickly to hire a salvage firm to create a plan to protect the natural environment and to safely get the ship out of the popular tourist destination.

Carnival Cruise lines started its disaster control immediately and was quite effective in sharing information with the media and helping with the displaced tourists who were aboard the ship. They offered the payout to passengers within the first month after the shipwreck and paid for passengers to stay in Italy until they were able to fly to their respective homes. Faced with a PR nightmare, carnival acted quickly and was able to save some company face with the public.

This year, Carnival Cruise Lines suffered several more setbacks as one ship was given a failing grade by the CDC and Health Department. Furthermore, another ship, the Carnival Triumph, experienced a fire in their engine room that left them powerless and adrift at sea. The ship had over 4,000 passengers and crew aboard when the fire started. The fire was immediately extinguished from the automated system but left the ship without power. The ship was towed to Alabama by local tugboats. Passengers aboard were given a full refund for travel expenses and the cost of the tickets, a credit for future cruises, and a cheque for damages of only $500. This ship was given an overhaul and is back in the cruise line’s fleet.

Carnival was able to save face throughout all these incidents. They shared all information with the media by setting up direct lines and contacts with the company, and since the Concordia disaster, Carnival has kept its passengers at the forefront of their mind, always giving compensation to those affected by the incidents. After the Costa Concordia disaster, the cruise line industry has been in the media spotlight, the shipwreck being one of the most televised issues in 2012.

Carnival ran several deals this year for its trips, ranging from as low as $49 per night to its regular price range of $1,000+. This proved successful with the maiden voyage of the Carnival Triumph, being completely sold out only four months after thousands of passengers were left stranded at sea, and its renovations and upgrades.

Reports from Harris Interactive poll indicates that consumers’ perceptions were completely changed from after the Costa Concordia and Triumph incidents. The latest polls show their quality scores have declined by 28 per cent. Carnival has taken the biggest hit from all existing cruise lines, because most cruise-related incidents in the last few years have all been with Carnival Cruise ships.

The cruise line has taken a hit in its popularity in recent years because of the incidents of Carnival ships. However, the company took many measures to retain clients by renovating its ships and announcing the plans to build the largest ship in their fleet. Carnival has implemented new deals all year to gain early-bird buyers and individuals who wouldn’t normally take cruises.

Read more: Four Months After the ‘Poop Cruise,’ the Carnival ‘Triumph’ Sails Again — and Is Sold Out | TIME.comhttp://business.time.com/2013/06/14/four-months-after-the-poop-cruise-the-carnival-triumph-sails-again-and-is-sold-out/#ixzz2mKvdWcIZ

James Birchall

SeaWorld’s Murderous Cover-up

SeaWorld, located in Florida, U.S.A., is home to a 33-year-old killer whale named Tilikum. In 1991, he was responsible for the drowning of Keltie Byrne, a 20-year-old whale trainer employed at SeaWorld. Colin Baird, a fellow trainer, stated “it was an accident” and “it was not a malicious attack.”

Merely eight years later, Daniel Dukes, a homeless man living in the area, was found dead in the whale’s tank. SeaWorld’s official report states Dukes drowned, though many questions surrounding the situation remain unanswered.

In 2010, another death occurred. Dawn Brancheau, a professional whale trainer employed at SeaWorld, drowned; official reports state her hair was caught in the whale’s teeth. However, up to 50 witnesses claim they saw the 12,000 lbs whale bite her shoulder and drag her under the water. Chuck Thompson, the curator of zoological operations, stated Tilikum is “a good animal.”

After three murders, SeaWorld re-evaluated their situation and added safety changes to training procedures as well as protocols for the staff and the audience. Since Dawn’s death in February 2010, the Federal Occupational Safety and Health Administration recommended increased safety protocols, though SeaWorld refused to make the changes publically known as the documents contained trade-secrets and are propriety business records.  SeaWorld was court-ordered in September 2010 to make their protocol changes public by October 2010, though they’ve still failed to do so.

In terms of public relations, SeaWorld did not handle these situations gracefully. They should have acknowledged the incidents, apologized, and made any changes they initiated public knowledge. A crucial part to good public relations is recognizing when mistakes have been made and letting the public know your plans on reversing the errors. However, SeaWorld did the opposite by covering up the murders, creating elaborate alternative scenarios, blaming the victims and releasing no information.

By doing so, SeaWorld only hurt their reputation. Blackfish, a documentary released in January 2013, exposes the truths behind the Tilikum scandal. The film ranked highest on CNN’s list, and #BlackfishonCNN was a popular trend on Twitter during its opening weekend. Since the release of the documentary, SeaWorld’s revenue has noticeable decreased. They have raised their prices, and a year-to-date report states:

Attendance for the first nine months of 2013 declined by 4.7% compared to the same period in 2012 from 19.9 million to 18.9 million guests.  Attendance was impacted by new pricing and yield management strategies implemented at the beginning of 2013 that increased revenue but reduced low yielding and free attendance.

Colleen Gorman, a recent spectator of a Tilikum show, stated “I didn’t see any new protective measures […] he’s a time bomb […] he’s been linked to three deaths already, I’m afraid that if anybody comes close to him he’ll do it again.”

One theory as to why SeaWorld is keeping Tilikum is due to his high source of revenue. He has sired over 54 per cent of the whales living at SeaWorld, and will continue to do so.   Fred Jacobs, head of communications for SeaWorld, states “Tilikum is a very even-tempered animal,” despite the three murders. Whether his aggressive nature is biological or environmental is unknown, though SeaWorld projects an image of being more concerned with the revenue he brings rather than the safety of their staff and tourists who come from all over the world to see the large whale.FreeTillyYet another example of poor public relations strategies coming from the Tilikum scandal on behalf of Sea World is petitions to free the 12,000 lbs whale.  The website freetillynow.org uses empathy, intensity, and rational thinking to connect with their audience by sympathizing for the 33-year-old whale who has been confined to a pool since the age of two.  The website also uses social media websites to communicate with the public, such as Facebook, Twitter, Tumblr, Google Plus and Pinterest.

Dreams Take Flight makes dreams come true

Dreams Take Flight is no ordinary flight. It is not about achieving flight or flying in itself. It is, however, about a takeoff; the takeoff of a dream. Since October 1995, Dreams Take Flight has been creating dreams. Thanks to sponsors, volunteers and donors who come together every year, Dreams Take Flight is able to contribute in a significant way to the community and those less fortunate.

Dreams Take Flight is a non-profit organization that gives a chance to less fortunate children to create an unforgettable memory.  Created by Air Canada employees in 1989, Dreams Take Flight has given 23,000 children who have life-threatening illnesses or special needs the chance to travel to Orlando, Fla., U.S.A., where they are given a chance to “be a child for a day.”  What better place than Disney World’s Magic Kingdom, also known as the happiest place on earth, to do so?

However, bringing these children to this magical land requires an aircraft, a fully certified air crew, volunteers, and more. The total cost of bringing 125 children and 95 volunteers to Disney World for one day is $195,000. Air Canada helps by lending a “dry” Airbus aircraft and Shell donates the fuel for the round trip to Orlando, while an air crew of Air Canada’s pilots, flight attendants and aircraft technicians are recruited to volunteer for the round-trip flight. However, once air-born, this is not a regular flight. Flight attendants are encouraged to wear costumes and sing; pillow fights, conga lines, and toilet paper races are quite common on these flights!

Fundraising takes place throughout the year to cover all other expenses, including admission to Disney World’s Magic Kingdom, transportation costs, food, souvenirs, and a memory book that helps the children revisit the special day. Gold level sponsors include the Air Canada Foundation, Mark’s, Bentley, Crocs, Vieux Duluth, Giant Tiger, Dream Mountain Foundation, Rotary Club of South Nepean, and Party City. Party City took advantage of Halloween to promote their kid’s costumes through Air Canada, where an in-store donation to Dreams Take Flight could be made. In Vancouver, Aeroplan miles could be donated to the organization as well.

Air Canada volunteers, community members, and sponsors are key to this charitable organization. Volunteers spend countless hours organizing and planning fundraising events and raffles. 3,000 raffle tickets must be sold this year in Ottawa and they are $10 each. Volunteers are asked to sell tickets from November to December when the draw will be take place. On Friday Feb. 21, Dreams Take Flight will be hosting a fundraiser called Rockin’ for Dreams at Fatboy’s Southern Smokehouse, located at 34 Murray Street in Ottawa, Canada, where the crowd will be entertained by a live performance by the band The StittsVillans. A 50/50 raffle draw will also be held. All funds raised during the event will go to Jason Colley’s 2014 Dream Mountain Foundation Kilimanjaro trek. All the money Jason will be raising will be going straight to the Ottawa chapter of Dreams Take Flight. Members of the community can donated either by mail or credit card, or online through Paypal. Three coin boxes have also been set up in convenient locations throughout the Ottawa Airport in order to accept donations of small change.

As for media coverage, Dreams Take Flight uses radio and television broadcasts. Police chief Brad Duncan and a number of officers from London, Ont., as well as volunteers from the local Home Sense, London Health Science Center, nurses, doctors, and physiotherapists recently volunteered for the Dreams Take Flight trip. The Toronto Police Service included a special post about Dreams Take Flight on their website that covered the event and details of the flight. Local celebrity appearances by former Toronto Maple Leaf Doug Gilmer and former WWE wrestler Trish Stratus grabbed the media’s attention. Details of the events were also broadcast on radio stations such as 91.7 Spirit , and on television stations including Rogers and Shaw TV. Ads also ran in local newspapers such as the Toronto Sun. CityTV aired coverage on May 8, 2013, showing volunteers and children arriving at the Air Canada international hangar at the Pearson airport. On June 4,2013, once they had safely landed in Orlando, Winged Wheels, a motorcycle precision team, helped carry the children from the airplane to buses.  Fundraisers are usually promoted through social media and word of mouth. On Sept. 12, Air Canada’s employees raised $3,600 at the annual “Coffee, Tea or Me?” event.

The child selection for the trip is done through social service agencies that serve special needs family. These agencies provide specialized services such as parent support and family therapy. Dreams Take Flight also works in conjunction with charities like Children at Risk, ODAWA Native Friendship Center, Big Brothers and Big Sisters of Ottawa, Ottawa Children’s Treatment Center, Military Family Resources, and the Boys and Girls Club of Ottawa.  Dreams Take Flight is presently interested in expanding their database of children’s agencies in Ottawa. On Sept. 24, they brought approximately 120 to 130 children to Orlando.

Dreams Take Flight uses various media channels to communicate with the public.  On May 25, 2010, they created their Twitter profile @DTF Ottawa. With 183 followers, their Twitter account is used to promote sponsorships such as @Thetinylight, who provide free photos for families. Volunteers from Ottawa use Twitter to connect with other volunteers in other areas, such as Toronto or Vancouver.  Dreams Take Flight also has a YouTube account where viewers can watch short videos of the trips for different cities. For example Winnipeg’s trip has amassed 790 views thus far. Ottawa’s trip was posted nine months ago and already has 523 views.  A calendar on their website also lists every event they are hosting. It is easy to find, and the events are clearly listed with the time and location.

A child who recently came back from the trip describes the plane ride as “amazing and the whole experience was a lot of fun.” Today, she says “she has some new friends as a result of the trip.”

“I’m thrilled to be part of this trip,” said Toronto’s deputy chief.  “Every kid should get to go to Disney World. When you see their faces smiling and their laughter, you realize it’s a magical place.”

With the support of donors, volunteers, and sponsors, this organization will be able to grow and expand. It is through the generous donations of time and money that this charity has become such a success. Beginning in Toronto, Dreams Take Flight has expanded to Vancouver, Calgary, Edmonton, Montreal, and Ottawa.  Ladies and gentlemen, fasten your seatbelts, dreams are about to come true.

Marie Latour