阿联酋航空客户感知 Emirates Airways Customer Perception

对于这个项目，我们使用了一级数据和二级数据。作为我们主要数据的一部分，我们创建了一份调查问卷，分发给50名已经在阿联酋航空公司继续飞行的乘客。问卷的目的是塑造人们对品牌的看法，并分析Emirates是否符合其营销组合目标。结果传遍了相关文章，详细的表格形式可以在附录中找到。
1974年，独立后三年，UAE统治者决定建立联合国旗运输舰：海湾航空。然而，航空公司与迪拜政府之间的紧张关系自成立以来就一直存在，因为后者重新融入海湾航空的要求，放弃其开放的天空政策。在反应中，海湾航空在1984至1985年间减少了迪拜和的频率和容量，没有事先通知。由于外国航空公司被证明不能或不愿意填补缺口，迪拜当时的统治者穆罕默德·本·拉希德·阿勒马克图姆酋长召集了一个专家小组由Maurice Flanagan、Tim Clark和统治者的那26岁的儿子后来加入，设计一个急救计划。

该集团建议为迪拜建立一个航空母舰，但很快被统治者接受，但他强加了两个条件：

For this project, we have used both primary and secondary data. As part of our primary data, a survey questionnaire was created and handed out to 50 passengers who have and continue to fly with Emirates Airlines. The aim of the questionnaires was to shape people's perceptions of the brand and analyze whether or not Emirates is meeting its' marketing mix objectives. Findings are spread out throughout the paper where relevant, and detailed tabulated form can be found in the Appendixes.

1.1 Introduction to the Organization

In 1974, three years after independence, the rulers of the UAE decided to establish a joint flag carrier: Gulf Air. However, a tense relationship between the airline and the Dubai government existed ever since its inception, as the latter re fused to give in to Gulf Air's demands to abandon its open-skies policy. In reaction, Gulf Air reduced frequencies and capacities to and from Dubai by more than two thirds between 1984 and 1985 without advance notice (Wilson 2005). Since foreign carriers proved unable or unwilling to fill the gap, Dubai's then ruler, Sheik Mohammed bin Rashid Al-Maktoum, convened a team of experts - headed by Maurice Flanagan and later joined by Tim Clark and the ruler's then 26- year old son, Sheik Ahmed bin Saeed Al-Maktoum - to devise an emergency plan.

The group's recommendation to set up a home carrier for Dubai was quickly accepted by the ruler, but he imposed two conditions: The new airline should meet the highest quality standards; And there would be no additional capital injections from the government other than the agreed USD 10 million start-up capital. On October 25th, 1985, Emirates' first flight departed to Karachi, using an A300, wet-leased from Pakistan International Airlines. The rest is history. In 1987, Emirates began to serve it first two European destinations - London Gatwick and Frankfurt. In 1995, it has operated an all wide body fleet, and in 2001, 2003 and 2005 Emirates placed some of the largest aircraft orders ever. As of October 2007, Emirates' route network extends to 91 destinations on all continents. In its last business year, ending March 31st, 2007, the airline transported 17.5 million passengers and 1.2 million tons of cargo on 102 aircraft. Currently, 118 aircraft are on firm order (of which 20 will be all-freighters), including 55 A380 and 43 B777.

PART TWO

2.0 Situation Analysis

According to Kotler & Keller (2008), situation analysis is a "systematic collection and evaluation of past and present economical, political, social, and technological data. It is aimed at (1) identification of internal and external forces that may influence the organization's performance and choice of strategies, and (2) assessment of the organization's current and future strengths, weaknesses, opportunities, and threats."

2.1 Market Summary
Airline Industry Portfolio
The UAE airline industry is one of the aspiring industries not just in the Middle East and the surrounding South Asian, North African Region, but the world itself. The industry's huge market growth and success in the Middle East and the world is crucially based on the UAE, and especially the cities' strategic geographical location and the government's determination to make the country an international business hub connecting the East to the West and vice versa. During the global recession and economic crisis, the airline industry in the UAE in comparison to other airline giants such as British Airways, Lufthansa, Air France and KLM and other business sectors within the country was the least affec