Identify two Organisations in an Industry of your choice. These Organisations must have clearly different value chain designs and structures.
The study has been able to consider report based on two organisations namely Airbus and Qantas Airways. The Airbus is identified for being the pioneer in the aerospace industry. It is recognised for its relevant contribution in the manufacturing and designing of aero space products. It has been further seen to be the leader for being the largest space and aeronautics organization in Europe and globally (Airbusgroup. 2017).
Qantas Airways is identified as the flagship carrier of the international destinations and international flight. The company has been further seen to be operational from 1920. Some of the various types of the brands seen to be operating under Qantas has been identified with Jetconnect and Jetstar. The main aspects of the study have been able to discuss on the various types of the studies which are related to analyse the customer benefit package and value chain of both the companies (Qantas.com. 2017).
The full analysis of the companies has been able to show the different consideration which are related to the customer benefits for the individual organisation. In addition to this the study further aims to design the various other aspects of the advantages and disadvantages of the value chain analysis.
The main considerations under the customer benefit package have been able to state about the Tangible and intangible services of the company. This is further seen to be considered as sub section under operations management(Chagomoka, Afari-Sefab and Pitoroc 2014).
The different types of the results associated to the study have been able to state on the relevant issues for satisfaction index. The customer loyalty factor and the appreciation factor has been further seen to be considered on the different types of parameters which are seen to be associated to the gain business and remain in the service due to recession and thee changes in the economy. In different countries other than Australia, Airbus customers have been seen to be most satisfied in nature. It has been further seen that the company has been able to launch the store cards for accessing of the customers and this consists of the additional cards, automatic rewards and considerations for the supplies based on the Singapore Airlines, Emirates, and Qantas. With reference to Airbus the services are mainly seen to be self served along with the protection of lost cards. This has been mainly seen due to the convenience of the company and the customers to arrange the payment of the electricity, payment and purchases (Vieira et al. 2013).
Qantas Airways is seen to make considerable contribution in the economy of Australia and it has been seen that the customers are seen to gain a huge advantage for the same. The company supplying the different provisions for the economy has been able to show the different types of the consideration which are based on the supplying the various types of the provisions for economy flight fares to the customers has been further seen with special facilities (Miller and Mork 2013).
The main considerations in the value chian designing have considered important aspects of internal activities of a particular firm.
The main considerations made in the value chain analysis have been further able to show the emphasis on providing best service and supplies to its customers.
Figure 1: Value Chain overview of Airbus
(Source: Fujitsu.com. (2017)
Figure 2: Airbus Supply Chain Process
(Source: Airtn.eu. 2017)
In general the various activities of the Airbus value chain activities have been seen to be based on the various types of the considerations for providing a convenient customer experience. The main functions of the value chain activities and value creation are shown below as follows:
In-bound logistics
Airbus has been seen with a responsible role for the production of the various types the factors which are seen to be associated to controlling the network for distribution of the products (Figueirêdo Junior, Meuwissen and Oude Lansink 2014).
Procurement and logistics:
The main types of the stringent laws related to the company has been seen to be associated to focus on the reduction off the overall problems which are seen to be related to the blemish of the produce (Gereffi and Fernandez-Stark 2016).
Qantas Airways has been able to take into consideration the various aspects of the factors which are seen to be related to the cost efficiencies and the overall implementation of the flexible opportunities. In general the demands of the customers of the Qantas Airways have an increased level of latent capacity (Bellù 2013).
Figure 3: Value Chain analysis of Qantas Airways
Source: (Aircraftit.com. 2017)
The significant level of the value chain has been seen to be based on the various types of the factors which are seen to be associated to the onshore projects and implemented on the basis of improved level of safety and technological aspects.
Advantages:
The most noted advantages have been started below as follows:
Disadvantages:
Strategy and Strategic Vision:
The implementation of the main strategy of Airbus has been listed below:
The concerned process of corporate planning for Qantas Airways has been listed with the principles as follows:
Competitive priorities:
The main competitors of Airbus have been identified with Boeing, Bombardier, Mitsubishi, COMAC, Embraer and Irkut. In addition to this, despite of recessionary pressure the competition of Airbus did not have any impact on the image of the company.
The important source of the competitive advantage of the company has been seen to be based on the various types of benefits. The important importance has been further seen to be given on the cost reduction programs which has been followed based on the main investment and the customer service program along with the reduction in capital expenditure (Vieira et al. 2013).
In different types of the matter associated to the manufacturing process for the Airbus, has been considered based on the installation and manufacturing process of A380’s electrical system and minimising of the cash flow of the company. The main focus of the company has been given to the customers. Airbus needs to make the relevant improvement based on the loyalty aspects. Furthermore, the relevant emphasis of the production of the facilities should be given along with the various other services. The reduction in the ticket price should be give along with increased facilities of customer loyalty. The main strategy has been further seen to be based on the increasing the number of customers and profit margin. The dealership of this has been further seen to be associated to the various types to the enhancement program which is associated to the minimizing cost and building ties (De Souza and D’Agosto 2013).
Conclusion:
The general aspects of the companies have shown how they are able to fight the competitive scenario globally. The individual companies may own the services and employees, along with several types of special facilities and the collaboration aspect with the customers. The consumer goods price and the various types of the consumer level has been seen to be considered to compete with global dominance.
In case of Airbus it can be inferred that the company has been able to consider the important aspect based on the position in terms of maintaining the suppliers. This has not been considered based on the positioning of the company in Australia. Despite of the aforementioned fact the organization has been associated with the various types of the problems, including increasing debt and to manage the competitive advantage due to the various types of the factors related to the market scale and operations. As Airbus has been seen to be the leader in economic flight fares and the various fares of the flight along with the subsidiaries under Qantas Airways and working on the developing the way to share the various aspects of the knowledge. The continuous process optimisation aspect of the company has been seen to enhance the safety of the people.
References
Airbus. (2017). Challenges and achievements (2006-2009) | Airbus, Commercial Aircraft. [online] Available at: https://www.aircraft.airbus.com/company/history/the-narrative/challenges-and-achievements-2006-2009/ [Accessed 8 Aug. 2017].
Airbusgroup. (2017). About Airbus. [online] Available at: https://company.airbus.com/company/about-airbus.html [Accessed 8 Aug. 2017].
Aircraftit.com. (2017). [online] Available at: https://www.aircraftit.com/Uploads/ContentPages/CMS/Images/qantas%20business%20management%20system.png [Accessed 8 Aug. 2017].
Airtn.eu. (2017). [online] Available at: https://airtn.eu/wp-content/uploads/airtn-airbus-new-energies-presentation.pdf [Accessed 8 Aug. 2017].
Bellù, L. G. (2013) Value Chain Analysis for Policy Making: Methodological Guidelines and country cases for a Quantitative Approach, EASYPol Series. Available at: https://www.fao.org/docs/up/easypol/935/value_chain_analysis_fao_vca_software_tool_methodological_guidelines_129en.pdf%5Cnhttps://www.fao.org/easypol/output/browse_by_training_path.asp?pub_id=336&id_elem=336&id=336&id_cat=336.
Chagomoka, T., Afari-Sefab, V. and Pitoroc, R. (2014) ‘Value chain analysis of traditional vegetables from Malawi and Mozambique’, International Food and Agribusiness Management Review, 17(4), pp. 59–86. doi: 10.5897/AJB10.2357.
Figueirêdo Junior, H. S., Meuwissen, M. P. M. and Oude Lansink, a. G. J. M. (2014) ‘Integrating structure, conduct and performance into value chain analysis’, Journal on Chain and Network Science, 14(1), pp. 21–30. doi: 10.3920/JCNS2014.0231.
Fujitsu.com. (2017). Visualizing the Value Chain [Airbus S.A.S.] : Fujitsu United States. [online] Available at: https://www.fujitsu.com/us/vision/customerstories/airbus/ [Accessed 8 Aug. 2017].
Gereffi, G. and Fernandez-Stark, K. (2016) ‘Global Value Chain Analysis: A Primer’, Duke CGGC (Center on Globalization, Governance & Competitiveness), (July), pp. 1–34. Available at: https://hdl.handle.net/10161/12488.
Miller, H. G. and Mork, P. (2013) ‘From data to decisions: A value chain for big data’, IT Professional, 15(1), pp. 57–59. doi: 10.1109/MITP.2013.11.
De Souza, C. D. R. and D’Agosto, M. D. A. (2013) ‘Value chain analysis applied to the scrap tire reverse logistics chain: An applied study of co-processing in the cement industry’, Resources, Conservation and Recycling, 78, pp. 15–25. doi: 10.1016/j.resconrec.2013.06.007.
Vieira, L. M., De Barcellos, M. D., Hoppe, A. and Bitencourt da Silva, S. (2013) ‘An analysis of value in an organic food supply chain’, British Food Journal, 115(10), pp. 1454–1472. doi: 10.1108/BFJ-06-2011-0160.
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