In this case study, the main reason for researching and doing this report understands the way New Zealand operates and where it is based on i.e. such as understanding the facts in the industry and looking at its complexity in the environment of business during its major operations especially when we compare it with its competitors. Another area understands the competitive challenges confronting the organization and how it has empowered its efficiency and the existing competitive power and how it is currently facing its upcoming challenges where it enhances and evolves valuables, uncommon and viable fonts of competitive advantage.
Air New Zealand was founded in the year 1940 before being part of Tasman Empire Airways Limited (TEAL) operating along New Zealand route and Australian route. TEAL later was renamed as AIR NEW ZEALAND (Air New Zealand) in the year 1965 and it’s started operating globally up to the year 1978 when the government of New Zealand merged it with the domestic Airline, this led to it to be recognized as New Zealand Corporation forming the first Airline in New Zealand which the main objective was to operate domestically and globally (Air New Zealand, 2008).
AIR NEW ZEALAND has been known to be a leading airline globally by offering very exceptional and corporate products in the industry of airline. At the first, it had started its operations in New Zealand and Australia but after the government of New Zealand intervened it extended its routes to Oceania, all Pacific countries, United States of America, United Kingdom, Europe and other Asian countries such as Malaysia. Air New Zealand has an integral vision of becoming the number one in the market where it will operate by giving distinctive services to their clients and customers domestically with an efficient group or team who will be committed and sacrifice for the company, as this will help to ensure that there is the high yield in the industry. The table below will be used to show how services and the products are offered by AIR NEW ZEALAND (Gordon, 2017).
|
Serial Number |
Domestic Flights |
Islands and Australia |
Long-Haul Flights |
Product Type |
|
1. |
Seat |
Seat |
Economy |
Leading |
|
2. |
Bag + seat |
Bag + Seat |
Economy SkycouchTM |
Challenging |
|
3. |
Flexitime |
The works |
Premium economy |
Following |
|
4. |
Flexiplus |
Works Deluxe |
Business premierTM |
Nicher |
Table 1 services and products
CWB (Common Wealth Bank) and the Air New Zealand have tried hitting the ground by doing some exploration by use of social robots in the industry of airline in future. Their partnership experimented on some trails in Sydney airport where they used local humanoid robots which interacted and used to help the Air New Zealand Clients and customers and at the same time to check and board flights. The partnership has extended it by having a plan where they can potentially enhance the future of airline where they have tried to experiment the usage of the Ms. HoloLens improving the reality viewers who are on-board on the aircraft (Godfrey, 2017).
AIR NEW ZEALAND becoming number one in the market has been because of its sustainability initiatives which have been known be closely and well aligned within the company’s scope, they have gone extra miles on sustaining their tracks where they have launched a comprehensive organizational creativity in addressing the AIR NEW ZEALAND’s carbon footprints. New Zealand as a country has been known to depend on tourism and trade and this being the major source of income for the state, the future scope will be directed to be dependent on how safe and development of New Zealand’s unique will be treasured. This has made the AIR NEW ZEALAND airline to be sustainable in air traveling making it prominent and very effective scope wise (Cummings & Angwin, 2011).
MAEA is the study of the environment where an organization will operate, identifying the major factors in the business environment which shall significantly impact all the operations of an organization that is running. MAEA has been known to be a tool that is very key in the strategic management for the generation of vibrant reports used for evaluating the prospects of the future and assisting the management in making decisions while considering the macro environmental factors. Macro Environment has played a major role to change many organizations scenarios as some of them are noted to be victims of change, while the others use macro environment changes to benefit themselves. Many are times many organizations don’t see the need to leave any table unturned when they are utilizing those changes to their advantage, if they are warned in advance then it becomes the major objective of MAEA (Gupta, 2013). In this case of AIR NEW ZEALAND, we will use PESTEL analysis for analysing the Macro environment factors and evaluating their prospects.
|
Factors |
Discussion |
Strategic Implications |
||
|
Quantitative |
Qualitative |
Commitment |
Focal |
|
|
Political |
Above 3million visitors at the end of march in 2017, making an annual increase of about 9% from 2016 in the month of march. |
These policies which are feasible have played very major role in the NZ government as tourism has boosted the earnings of NZ. |
Increment in the number of seats by 9% of flights domestically leading to hit the 60,000 in the summer of 2017. |
its focal in the essence that it takes current advantages of ME factors hence increasing the revenue and profits |
|
Legal and Regulatory |
AIR NEW ZEALAND must always comply with the following 4 laws: 1. Global Laws 2. New Zealand Laws 3. Principles and standards 4. Anti-money and Anti-trust laundering laws. |
AIR NEW ZEALAND has been known for complying with all laws and regulations applicable which made it to be ranked number one safest airline in the year 2014 by JACDEC. |
AIR NEW ZEALAND has ensured timely disclosure to all material info under the laws and committing to the highest standards of the code of conducts. |
Very much focal for AIR NEW ZEALAND as they need to comply with all the laws and regulations applicable and to the most high standards. |
|
Economic |
Air fuel has dropped with about 1.502 US$ per gallon in the quarterly of 2017 to about 1.406 US$ per gallon in the second quarter of the same year. |
AIR NEW ZEALAND Has stacked to the rules of the economy. This has made them to generate the second highest half-yearly in the 2016 the month of December. |
AIR NEW ZEALAND disclosing its guidance to investors in the day presentation has benefitted it from the lower jet prices of the fuel and further revealing their daily long-hauls flights services to Japan Tokyo. |
It is very much focal as AIR NEW ZEALAND has kept a very strict when it come prices of fuel and this has helped the management in making decision of expansion of their business to various routes or networks globally. |
|
Technologically |
AIR NEW ZEALAND has been hoping that they will take their first step in implementing the next five technological movies in the airline industry. |
AIR NEW ZEALAND Has disclosed few of its high-tech moves which have eased the hassle of travel hence supporting hi-tech customer by promoting technological use. |
AIR NEW ZEALAND has invested a lot of money inachieving the moves of high technology movies which includes. 1.Smartphone alert on arrival for coffee 2.Leaving electronic cards 3. Biometry Luggage scanners 4. Electronic tags for bags 5. Track of unaccompanied kids. |
It is very focal for AIR NEW ZEALAND as they take advantage of globalization in reaching the others in the other end of the world for it to generate more revenues. |
|
Globalization |
Due to globalization we expect to have huge amount of tourism in New Zealand and its Auckland airports in the near future of 2020 which will help in shaping the tourism future in the way they want to. |
This has helped the air industry in doing its operations without hindrance in the market globally and symmetrical ASA structures allowing air services to be conducted easily and freely between different nations. |
AIR NEW ZEALAND has increased more frequently in long-haul flights especially from japan to the Far west (USA) this is because of globalization. |
Yes, it is very focal for AIR NEW ZEALAND as it have taken advantage of globalization in reaching the other ends of the globe in generation of more revenues. |
|
Socio-cultural |
The Culture of Maori is very native in New Zealand and having about 11800 employees it has become the first NZ company to lead to the introduction of corporate social responsibility and adopting indigenous Maori culture. |
The feature being unique in AIR NEW ZEALAND has adopted the culture of Maori value making it a very integral part in its brand. |
The AIR NEW ZEALAND has ensured its employees and staffs all uses the sets of guidelines when they are doing any interaction with their passengers making the essence of the culture of KIWI in offering their services. |
It is not a focal for AIR NEW ZEALAND, but in real sense it will be a significant as it has been known for playing a major role in the working style hence able to maintain the quality and status of the airline in general. |
|
Natural |
AIR NEW ZEALAND Has met about 67% of its obligation for the offsets of carbon which have been known to be met entirely by AIR NEW ZEALAND without any extra charge from its customers. |
The ministry of Environment released a report that stated that AIR NEW ZEALAND air quality had improved as the company had taken initiatives in saving the environment. . |
AIR NEW ZEALAND has been known for supporting the native forest for the restoration of projects in WALKATO and Wellington. On the other side there is efficient use of fuel in the air crafts. |
Yes It is very focal as AIR NEW ZEALAND has taken care of the environment being one of the major and main air polluters. |
Macro Environmental Analysis (MAEA)
Table 2 Macro environmental Analysis
The MIEA refers to identifying and analysing the aggregations of their immediate factors which have impacted the smooth running of any business which may include the internal environments, clients, suppliers, competitors and the society at large (Pîndiche & Ionita, 2013).
In understanding the main features it will be advisable for one to review the reports from different sources externally and internally explaining the overall dimension and setup of the industry. The major and main feature of the AIR NEW ZEALAND will consists demarcations, distance and the fastest economic features airline (Pittsburgh, 2017).
There has been a lot of changes in the industry of airline in New Zealand in the last ten years and that is from monopoly to oligopoly as globalization led to the emergence of several international and local flights which intensifies the market competition for AIR NEW ZEALAND (Thebalance, 2017).The presence of competition has helped AIR NEW ZEALAND to give their best to their loyal clients and customers and hence retaining its values in the industry since it was the most secured airline across the world in 2014 (Stuff.co.nz, 2017). AIR NEW ZEALAND kept its stability by the generation of income despite market stiff competition.
The competition intensification on the routes of Trans-Saharan performs a very important function in raising competitor’s number in the market. The cycle is foreseen to progress for the next half a decade due to the AIR NEW ZEALAND major competitors, Qantas and Virgin all being known to focus on capturing the industry at any price. This stage has been evident because of the increased number of tourist and growth of industrial demands where incomes have grown so fast that the economy and the new competitors entering the industry (IBIS World, 2017). Operation cost must be cut-down by AIR NEW ZEALAND so that it can decrease its airfare as this stage of the lifecycle has attracted competition and we have to work with a lot of prices with the jet star (Myaccountingcourse, 2017).
Capturing the domestic market greatest share is recommended to Air New Zealand by implementing blue ocean plan which gives rise to air crafts that are fuel efficient in order to bring down the expense incurred hence leading to a lower airfare as well as earning a competitive advantage in the domestic market over the other competitors (blueoceanstrategy.com, n.d.).
Notably, in the globalization era, AIR NEW ZEALAND should accept and do an adoption of blue ocean strategy where it has to engage with the new suppliers in the current market around the globe in cutting down the cost of operations and getting the benefits of owning the bargaining power of the company (Investopedia, 2017).
When we consider Blue-Ocean strategy AIR NEW ZEALAND can start their own shuttles where they can do the picking and dropping the AIR NEW ZEALAND clients and customers from even placed which are remote even with no airports. This is has been considered to be a new strategy where an airline company will have to go an extra mile in serving their customers and this will help AIR NEW ZEALAND in retaining itself in the market with outcomes which are better (blueoceanstrategy.com, n.d.).
It is therefore mandatory for Air New Zealand to do the implementation of the Blue Ocean Strategy which has details of the new customers’ existing in the current markets. In order to provide specialized and customized services based on the fair market rate and quality services, Air New Zealand will need to partner with different governments and corporate sectors as well as other organizations by signing contracts (blueoceanstrategy.com, n.d.)..
This is a business analytical tool used to locate and access competitor’s real position in the market by management. Competition mapping gives out enough and most effective competitive landscape information which helps the company to gain a competitive advantage by positioning their goods and services in a more competitive way (Nordic Innovation, 2014).
Being a subsidiary, Jetstar is fully under the control of the Qantas Group. With a total of 75 domestic and long-haul aircrafts, Jetstar operates in both New Zealand and Australia. With over 200 flights weekly, both Jetstar’s local and international routes within New Zealand is boosted by a group of 9 A320sAirbus and 5 Q300s Bombardier which accounts for one-fifth of the New Zealand’s local market (Jetstar Airways Pty Ltd, 2017). Qantas Group being a larger brand in New Zealand airline industry, Jet Star, its subsidiary has taken this opportunity to add in New Zealand four new domestic routes. Currently, in New Zealand, Jet Star operates a maximum of 244 flights on a weekly basis hence making it be at per with Air New Zealand. With Jet Star making their flight more affordable, the visitors market has made tremendous increase which in turn has enabled the market to grow thus giving Jet Star access to more opportunities in the coming future (Stuff.co.nz, 2016). In the next summer, Air New Zealand is strategizing in delivering an extra of 180,000 seats at a competitive price by addition of extra flights within the domestic region and also introducing 30 new aircraft both on international and domestic routes hence being a threat to Jet Star (Air New Zealand, 2107)With 30 new Airbuses and 11800 committed employees, Air New Zealand will gain a potential strength.
The rapid movement of passengers from Auckland Airport is one of the major reasons why Air New Zealand is increasing its capacity (National Business Review, 2017)The addition of 180,000 extra seats is as a result of the rising number of visitor’s movement in this summer (Air New Zealand Public Affairs, 2017).Therefore, Air New Zealand must take potential advantage of increasing their routes and profits by capturing the market since Jet Star is reducing its dawn regional travels (NZ Herald, 2017)as well as stopping their Wellington to Melbourne direct flight (Stuff.co.nz, 2016).
High air ticket prices, inadequate operations, and increased competitions as a result of New Zealand government signing contract with other 10 airlines partners to operate in the local and global market in the previous years is a great challenge to Air New Zealand (Stuff.co.nz, 2017)With domestic and international prices made affordable by Jet Star, this has attracted many visitors hence making it have a great share of the earnings from Air New Zealand (Smallbusiness, 2017).
Figure 1: Positioning Mapping
According to Qantas financial report, Jet Star market share had fallen from 17.9% to 16.8% (Interest.co.nz, 2014)hence losing its market shares to Air New Zealand. Jet Star Airways management therefore needs to address this serious issue. Some of the possible strategies Jet Star is likely to undertake is to improve services quality, improve fulfilment to the passengers and be reliable in their services. Instead of concentrating, much in capturing the market, Jet Star should a firm its current routes operations (Stuff.co.nz, 2015).
These are some of the environmental challenges that affect how an organization performs. Market share reduction, sales reduction competition and market sustainability being the main impacts (Business Plan Hut, 2009).
To evaluate and understand main forces affects the industry, Porter’s five forces model is used (Jurevicius, 2013). This is a tool used in business analysis and it consist of five industrial forces to identify how intense the competition is and the state of gains in the industry. This tool was made by Michael E. Porter in the year 1989.
Figure 2 porter five forces model:
Industry Rivalry
|
Elements |
Analysis |
Cause |
|
Growth of Industry |
High industry growth with low threat |
Great phase growth due to increased tourism in New Zealand |
|
Value added (Fixed) cost |
High value added/ fixed cost with low threat |
There is involvement of huge business investment amount in airline industry hence high end fixed cost |
|
Overcapacity Intermittent |
Intermittent overcapacity is low with high threat |
Fixed seats number for the Airbuses |
|
Identification of brand |
Brand identity is high with low threat |
High brand identification is as a result of customer reliability and loyalty |
|
Product differentiation |
This is moderate with moderate threat |
There is few product differentiation since most of the services and seats are similar |
|
Cost of switching |
This is high with threats being low |
Switching from economy to premium or business classes incur more costs |
|
Balance and concentration |
This is low but with high risks |
Due to low concentration and balance, Jet Star have gotten their foot in the door. |
|
Complexity of the information |
This is high but with low risks |
New Zealand Unique services makes it complex to know about products and services |
|
Competitors diversity |
This is low but the risk is high |
All competitors are focused on only airline business |
|
Corporate stakes |
These are too big and the risks involve are high |
This is due to large corporate stakes and big investments by competitors. |
|
Market exit barriers |
These are low but the threat involve is high. |
It is not easy to leave the market after incurring lots of cost to gain entrance to the market and adding routes to one services. |
Table 3: Threat of Industry Rivalry
|
Elements |
Analysis |
Cause |
|
Economies of scale |
Economies of scale is high but with low risks |
There are fewer companies dominating the market so gaining entrance into the market is not easy |
|
Product differentiation |
This is moderate as well as the threat |
There are similar services as well as seats with very few differentiations |
|
Brand Identifications |
This is high with low threat |
High brand identification is as a result of customer reliability and loyalty. |
|
Switching costs |
This is high with low threat |
Switching from economy to premium or business classes incur more costs |
|
Capital requirements |
This is high with low threat |
It is not easy to enter the market due to lots of emerging company investment to get into the industry and operate in various routes |
|
Access to distribution |
This is high with low threat |
It is not easy to access airline distributions hence low risks of new entrants |
|
Absolute cost advantages |
These cost advantages are high but the threat is a bit low |
Due to access to the best vendors, the current existing companies enjoys cost advantages that new companies do not. |
|
Necessary inputs access |
This is hard with low threat level |
It’s not easy to access airline inputs hence low threat on new entrants |
|
Proprietary low-cost product design |
This is also hard with low threat |
It is not easy for low-cost product design to enter the market hence low threat. |
|
Government policy |
This is high with low threat |
There exist lots of legal documents needed for new entrants |
|
Retaliation expectation |
This is high with low threat |
Retaliation from the current companies is so high hence leading to low threat. |
Table 4: Entry Threat
|
Elements |
Analysis |
Cause |
|
Substitute relative price performance |
This is extremely cost effective hence risks are high |
The level of threat is high with economical road transport due to Jet Star providing tickets which are cost effective and affordable |
|
Cost of switching |
Characterized with high cost hence leading to the level of threat being low |
Switching from economy to premium or business classes incur more costs |
|
Substitute propensity by Buyer |
Most customers are highly loyal hence low threat |
There are loyal customers to Air New Zealand |
Table 5: substitute threat
Buyers
|
Elements |
Analysis |
Cause |
|
Leverage of Bargaining |
||
|
Concentration of buyers versus concentration of firm |
The threat is low due to many buyers |
The two companies, Air New Zealand and Jet Star, enjoying the market monopoly enjoys the privilege to determine the price. |
|
Volume of buyer |
There is fewer volume of buyers hence threat levels being low |
Volume of buyers is experienced in few instances hence low threat |
|
Buyer’s switching costs relative to firm’s switching costs |
Switching costs are high hence low threat |
Switching from economy to premium or business classes incur more costs |
|
Decision maker’s incentives |
These are high hence low threat |
Due to high number of intermediaries selling air tickets, the threat level is low. |
Table 6: Powerful Buyer Threat
Suppliers
|
Elements |
Analysis |
Cause |
|
Inputs differentiations |
Inputs differentiation is less hence high threat level |
Supplier have the power to dominate the market since the inputs used are almost similar in the airline industry |
|
Suppliers and firms switching costs |
It is not possible to switch costs hence high threats |
Suppliers have the power to issue threats to the companies since it is impossible to switch cost and firm in this industry |
|
Input substitute presence |
This is the biggest threat due to lack of fuel substitute |
There is no substitute since jet fuel is the main input and operational cost for the airline industry |
|
Concentration of supplier |
Less supplier concentrations lead to high threat in the market |
Suppliers concentration is minimal hence suppliers can decide the supply and the price in the market |
|
Supplier volume importance |
Buying of supplies is in volume hence low threat |
The fact that Air New Zealand makes bulky purchases gives it power to bargain |
|
Total Relative purchase cost in the industry |
The relative cost is high in the industry hence high threat level |
Supplier enjoys power especially jet fuel companies hence making the airline industry be highly cost relative industry and have high threat level |
|
Inputs impact on cost and differentiation |
Inputs have significant impact hence leading to high threat level |
The impact of the jet fuel is ia the largest threat for the airline industries |
|
Integration forwarding threat relative to backward integration by firms in the industry |
Suppliers are not competitors hence low threat level |
It is not possible for any supplier to enter the airline industry hence low threat. |
Table 7Power buyer threat
|
Elements |
Analysis |
Cause |
|
Industrial growth |
The growth is high since it is an opportunity |
Growth is in a rising trend due to increase in tourist in New Zealand |
|
Value added cost |
The fixed cost is high since it is an opportunity |
Huge amount of investments involved hence high fixed costs on airline high end. |
|
Identification of Brand |
This is high since it is an opportunity |
High brand identification is as a result of customer reliability and loyalty. |
|
Switching costs |
This is high since it is an opportunity |
Switching from economy to premium or business classes incur more costs |
|
Complexity of the information |
This is high since it is an opportunity |
New Zealand Unique services makes it complex to know about products and services. |
Table 8: Opportunity Rivalry
|
Elements |
Analysis |
Cause |
|
Economies of scale |
This is high hence an opportunity |
There are fewer competitors dominating the industry hence gaining entrance into the market is not easy |
|
Product differentiation |
This is high since it is an opportunity |
There are similar services as well as seats with very few differentiations |
|
Brand Identifications |
This is high since it is an opportunity |
High brand identification is as a result of customer reliability and loyalty. |
|
Switching costs |
This is high since it is an opportunity |
Switching from economy to premium or business classes incur more costs |
|
Capital requirements |
This is high since it is an opportunity |
It is not easy to enter the market due to lots of emerging company investment to get into the industry and operate in various routes |
|
Access to distribution |
This is high since it is an opportunity |
It is not easy to access airline distributions hence low risks of new entrants |
|
Absolute cost advantages |
This is high since it is an opportunity |
Due to access to the best vendors, the current existing companies enjoys cost advantages that new companies do not. |
|
Necessary inputs access |
This is high since it is an opportunity |
It’s not easy to access airline inputs hence low threat on new entrants |
|
Proprietary low-cost product design |
This is high hence becoming an opportunity |
It is not easy for lower prices products to enter the market hence they pose minimalthreat. |
|
Government policy |
This is high since it is an opportunity |
There exist lots of legal documents needed for new entrants |
|
Retaliation expectation |
This is high since it is an opportunity |
Retaliation from the current companies is so high hence leading to low threat. |
Table 9: Opportunity Entry
|
Elements |
Analysis |
Cause |
|
Cost of switching |
Characterized with high cost hence an opportunity |
Switching from economy to premium or business classes incur more costs |
|
Substitute propensity by Buyer |
Most customers are highly loyal hence an opportunity |
There are loyal customers to Air New Zealand |
Table 10 Substitute opportunity
|
Elements |
Analysis |
Cause |
|
Leverage of Bargaining |
||
|
Concentration of buyers versus concentration of firm |
It is an opportunity due to many of buyers |
The two companies, Air New Zealand and Jet Star, enjoying the market monopoly hence the advantage of setting the price. |
|
Volume of buyer |
There is fewer volume of buyers hence an opportunity |
Volume of buyers is experienced in few instances hence low threat |
|
Buyer’s switching costs relative to firm’s switching costs |
Switching costs are high hence an opportunity |
Switching from economy to premium or business classes incur more costs |
|
Information of the buyer |
This is an opportunity due to highly technical information |
It is not easy for customers to understand airlines technical information |
|
Backward integration ability |
This is not possible thus an opportunity |
Customers cannot integrate and eliminate an airline company in the airline industry |
|
Pull-through |
This is high hence making it an opportunity |
The price is driven by airline companies hence the customer do not have power. |
|
Price Sensitivity: |
||
|
Product differentiations |
This is high hence an opportunity |
Buyers have no power due to highly differentiated products and services |
|
Identification of Brand |
This is high making it an opportunity |
High brand identification is as a result of customer reliability and loyalty. |
Table 11 Powerful buyer opportunities
Industrial success critical factors
This is a quality improvement tool that many organizations use across the globe. This tool helps the industry to evaluate their strategic plans and goals efficiency (Tarhini, Ammar, Tarhini, & Masa’deh, 2015) Increase in tourism, treasured quality environment, peaceful and courteous country are the major things that New Zealand’s airline industry has experience dynamic growth. The industry is currently experiencing high number of competitor’s entrance. Each industry employ strategic plans to achieve their future goals, even though organizations performance is evaluated against its laid objectives using CSF. The three indicators used by CSF during evaluation are: opportunities, potential growth and profit conduciveness in figuring out organizational outlook. These CSF indicators are therefore of major significance for the organizational future success.
|
Critical Success Factors |
Opportunities Evaluations |
Potential Growth Evaluation |
Profit conduciveness Evaluation |
|
Politics |
Intimate relationship between the government and USA will create an opportunity of expanding routes to pacific nations and USA by airline industry in New Zealand |
This New Zealand government policy will attract more tourists as well as improving earnings of Air New Zealand. This supports industrial potential growth |
There will be potential profit made by the airline industry due to the new USA partnership and visitors attainable policies. |
|
Technology |
Adoption of the newer technologies makes it easy for the journey. Introduction of technology differentiation and customer safety is an opportunity that can be utilized by airline industry |
Nowadays, customer safety is a critical concern and with adoption and enhancement of newer technology promotes airline industry potential growth as well as great profit. |
There will be more earnings and profits due to adoption of new technologies and supplies if opportunity and potential growth is created. |
|
Globalization |
Globalization allows the airline industry to operate in different countries. This gives the airline industry an opportunity to reach different parts of the world and benefit from globalized markets |
There is an opportunity resulting from globalization helping the industry to reduce difficulties in provision of services between different countries hence the potential growth of the airline industry |
There is maximization of profit for airline companies operating in different countries due to possible of expansion of routes of operation. |
|
Natural |
There is a great opportunity for the airline industry in New Zealand which depends on tourism as a result of her treasured environment. This is based on the report by Ministry of Environment showing an improvement on quality of NZ’s air due to companies participating in saving the environment. |
There has been a rise of 9% yearly from march 2016 with 3.5m tourists at the end of the year in march 2017. The increase in visitor’s number is as a result of New Zealand’s natural beauty hence leading to industrial potential growth. |
New Zealand economy is driven by tourism hence a happy investment in airline industry. This investment is due to the fact that there is potential growth and profit that can be made. |
|
Size and industrial structure |
There has been a tremendous growth in the past five years with the expectation of 3% high yearly, so as to get $5.9 billion for the airline industry in New Zealand in 2017-2018 (IBIS World, 2017). |
The growth of industrial size leads to potential industry growth. |
There is a potential profit growth for the industry due to increased industrial size and structure which gives various options to customers from different airline companies hence enlarging competition. |
|
Industrial growing trends and life cycle |
There is an expectation for the New Zealand economy to yearly rise by 2.6% for the next ten years running from 2022-2023 since the airline industry in New Zealand is in an economic growing phase life cycle. This industrial value added is an opportunity for airline start-up companies to do their business. |
The capacity of the routes have been enlarged in the last five years by the main players due to increased local tourism proportional to the industrial capacity growth (IBIS World, 2017). |
There is higher potential income growth compared to economic and entrance of the new competitors to the industry due to numerous tourism and industrial development demand (IBIS World, 2017). |
|
Suppliers |
High suppliers number will increase supplies for airline industry at better prices globally hence it is an opportunity |
There will be a potential growth of the industry due to economical price for jet fuel which is large part of the operational cost |
There is power for businesses to expand due to supplier globalization thus affordable prices of the supplies to the airline companies which in turn leads to potential profit growth |
|
Customers |
With an expectation of 4.1 flight travellers with customized planes to many destination it is a major opportunity in New Zealand. |
There will be total industrial potential growth due to increased customers. |
There will be potential increase in earnings as a result of potential growth and increased customers in the Industry. |
Table12 industrial critical success factors
This managerial tool affects the organizational performance, efficiency and competitive advantage directly since it outlines organizational internal environment. The tool is used to analyze these factors and elements, organizational competency in taking advantage of the available opportunity with risk avoidance by looking at its strength and weaknesses (Indris & Primiana, 2015).
In an industry where there are more value to customer being offered by using prices or value added benefits that are competitive advantage is very significant over the competitors. By developing given features that allows it to overcome its competitors, an organization attains its competitive advantage (Wang, 2014).
In order to evaluate the competition advantage of a company by evaluating its resources, an analytical tool called VRIO is used. The tool was founded by Jay B Barney and it’s used to examine company’s resources which helps in analyzing advantage of the competitors or disadvantages of the resources of any company given (Managementmania.com, 2016)
|
VRIO |
Internal |
Micro (External) |
Macro (External) |
Evaluation |
|
Value |
High |
High |
High |
As a result of recognizing cultural, human resources, main suppliers and customers importance, Air New Zealand’s internal and external environment is experiencing high value. The significance of the nation’s personal-identity as Maori’s culture indigenous language has been recognized by the company’s management hence putting more effort in weaving the culture and the language to be part of the company’s fabric (Air New Zealand, 2017). There has been addition of value to the economy of New Zealand due to signing of agreements between Air New Zealand and New Zealand Tourism, $20 million co-operative marketing in-bound tourism in both North America &South America, United Kingdom, Japan, Hong Kong and Singapore. In order to increase both their vertical and horizontal business horizons, Air New Zealand ought to strategize on various Asian and African nations. |
|
Rare |
Low |
Low |
Low |
Due to branding value of the Air New Zealand and long relationship with global suppliers, operational input resources are always available and accessible for use by its employees throughout the working time. The air tickets can be accessed online or through various intermediaries at an affordable price. In order to improve the passenger’s travelling experience Air New Zealand has embark in doing different initiatives. The airline is also working towards reducing its operational costs in order to enable it to compete with carriers operating at low cost. |
|
Imitate |
High |
High |
High |
In order to maintain the benchmark and brand standard, the rate of technological imitation is way high in various departments within the company with its services and practices also being imitated by other airline companies. The company has openly admitted in imitating and implementing other airlines practices in order to remain relevant in the market (Stuff.co.nz, 2017). It is therefore necessary for Air New Zealand to have more plans that exceeds imitation such as maintaining Maori culture which has kept them on track (Air New Zealand, 2017). |
|
Organization |
High |
High |
High |
Being a significant part of the government sector in New Zealand by supporting tourism industry in driving the country’s economy has given Air New Zealand an overall competitive strength both internally and externally. Due to loyalty and wonderful experience on-board, 1.5 million passengers take Air New Zealand flights yearly (Air New Zealand, 2017) Therefore for the company to maintain its brand in the market, it ought to follow the current strategic plan. |
Table 13 VRIO Evaluation and Analysis
The concept of competitive advantage will only sustain the industry until that time it cannot be imitated by its core and major competitors who are doing well in the market. When a company has equipment’s which are unique it may perform its operations quickly and a cost that is very competitive than all other companies competing with others. The sustainability advantage of the competitive advantage is that it can only work if other competitors cannot imitate. Similar, AIR NEW ZEALAND has several competitive advantages that used to be and are still sustainable for the last 20 years and this is because of the carrier of the country and the company in the eyes of the public. AIR NEW ZEALAND has been known for working closely with the home-grown culture of the country and that why it has been known for touching the heart of many millions users of Kiwis. Currently, the rise and introduction of many airlines companies in New Zealand, this has made AIR NEW ZEALAND to face a very stiff competition, though it has been able to hike its revenue and selling its share in the market. Air new Zealand has set and considered so many practices to be in operation setting a very different and unique images globally which is known as its major and unique style and therefore, the competitive advantage of AIR NEW ZEALAND has been able to sustain itself in the era of cut-throat and hence be able to compete in the airline industry.
The are some factors that are in context with such products and the services, tech and more the infrastructure, how capable or the position that AIR NEW ZEALAND is put at competitive disadvantage when compared with the competitors who are very key and thus it has been termed to be competitive gap that will need to be addressed very soon actually as soon as possible.
|
The Competitive Gaps |
Consideration of the Environment Internally |
Consideration of Micro Environments (Externally) |
Considerations Macro Environments (Externally) |
|
The Products |
AIR NEW ZEALAND has been operating on code sharing basis in many routes as the cost of operations are very high. |
They are no discounts offered and the tickets which are available are those of Jetstar as their cost of operation and services are of high-quality . |
The public company rules and regulations that obliges the government policies must be followed by AIR NEW ZEALAND. |
|
Financial |
There is no reduction of prices due redefining services & products offered by AIR NEW ZEALAND |
There has been a decline in the earnings and revenues as the competition has become so intensive in the market and hence creating some cost barrier |
The country of New Zealand have tried to bring in more companies for airline and this has led to increased rivalry. |
|
Intellectual |
There are no experts who have professions and skills to perform R&D |
Unlike in AIR NEW ZEALAND R&D departments exists in other companies like British Airways, Singapore Airline and Qantas and they have very qualified Staffs and experts |
The discussed competitors are doing their operations globally as the advancement in technology suggested the use of R&D |
|
Strategies that has been Developed |
Business nature Consistency |
Ground Evolution |
Addressing potential gaps Demonstrations |
|
The affordable prices which are new exists in the Blue ocean strategy. |
Yes, as AIR NEW ZEALAND will need a product that is affordable in the market domestically. |
Yes, it will help in increasing the demand for all those customers in need of getting all tickets that are affordable and who are regulars |
This will help in addressing all the gaps of carriers that are non-affordable and this will help increase the shares in the market by about 80 percentages to 90 percentages. |
|
The is efficient price of fuel for aircrafts, suppliers who are new and new an network routes in the blue ocean strategy |
Yes, it will be consistent with AIR NEW ZEALAND objective in becoming number one in the market where it will provide services that are enhanced. . |
The will be increase in the earning capacity of AIR NEW ZEALAND if the strategy is adhered and hence increasing the profit margin |
This will be a flawless strategy in addressing the above issue as the new aircrafts will help in reduction of the consumption of fuel and Air New Zealand can bargain with new supplier |
|
There has been hiring of skilled and experts from all over the world. |
This will work narrowly with AIR NEW ZEALAND aim to redefine advancement of technology in their services and products. |
This young staff Who are skilled will offer provision of new ideas leading to new R&D and this has bettered the operations to be innovated. |
The people who are skilled are the one who are always professional in the field and will be used in addressing all the issues in a professional way and thus bringing in new ideas to that specific firm. |
Table 14 identifying &analyzingthe competitive gaps
|
Strategic Choices Made |
Strategies That has been Developed |
Offsetting The Weaknesses |
Neutralizing the threats |
Sustain All The Competitive Advantage |
|
Product Differentiation |
AIR NEW ZEALAND are supposed to start all their own shuttles for picking up and dropping up from places that are remote. This will help to enhance strongly the relationship that is ongoing between them and the customers and thus leading to an alliance with other companies in the airline industry. This can be achieved by them having a MOU for such services. |
The truth is that it will be responsible for offsetting the weakness as the new strategies in the market will be leading for the increment in the market share. |
The other truth in terms of neutralizing the threats will be yes as there will be an increment and a lot of concentration when balancing the market. |
In terms of sustaining the competitive advantage it will be a long-term sustainability in terms of the competitive advantage as will be amongst the first airlines in starting such services for their beloved customers. |
|
Cost of the Leadership |
AIR NEW ZEALAND will have to get along crafts efficiency of the fuel and the suppliers who are new for them to be able to reduce the cost of operation. |
The truth is that the cost leadership will be offsetting the weakness as the high costs are being charged to the customers. |
Cost leadership will be neutralizing the threats of the diversities that are low and this cost of rivalries that are very high in exiting the industry. |
In terms of sustaining the competitive advantage it will be helping the low carrier domestics such as the star Jet to even gain 20% share in the market. |
|
Backward Vertical Integration |
AIR NEW ZEALAND can now be able to make a lot of initiatives in buying the oil refineries. |
It will be true to say yes as it will be offsetting the weakness when the cost of operation is high and there is power of suppliers bargaining. |
It will be true to say yes as the threat will be neutralized by the input impacts on the cost and threats of the concentration of suppliers being low. |
Yes, It will be easy to sustain the competitive advantage if one owns their own oil refinery. |
|
Forward Vertical Integration |
AIR NEW ZEALAND can be used in expanding their activities in business by integrating vertically the organisation where they will deliver in retail and also the wholesale travels distribution services. |
It will be true to say Yes, as it will be addressing all the weaknesses of the retailers and wholesalers who are highly concentrated in in the industry of travel. |
It will be true to say Yes. As it will be addressing all the threats that are encountered when we have intermediaries and the decision makers when we consider the chain of selling tickets. |
This will be increasing the competitive advantage to be sustained in the market. |
|
Strategic Alliance |
The alliance of AIR NEW ZEALAND and New Zealand Corporate sectors and the sectors in public. |
AIR NEW ZEALAND can be addressing all its weaknesses such revenues declines by agreeing with other different sectors in other areas. |
It will be true to say Yes, as this will be used for removing all the threats from the competitors who are desiring in getting in to the market of the NZM and thus taking the shares. |
This is going to help AIR NEW ZEALAND in sustaining the markets for the long terms when it comes competitive advantage. |
|
Acquisition |
Not Applicable |
Not Applicable |
Not Applicable |
Not Applicable |
|
Mergers |
Not Applicable |
Not Applicable |
Not Applicable |
Not Applicable |
|
Joint Ventures |
Not Applicable |
Not Applicable |
Not Applicable |
Not Applicable |
Table 15Strategic Choices
In over the last 30 years, the sectors in the public and corporate have been able to identify the significance to develop and deploy performance measurement of all frameworks in order to be able to keep up with the efficiency of any given organisation.The discussed performance measurement framework to be a tool for managerial and which is very vital in any organisation in assisting to make the decisions and the management can concrete the interpretations of the finance and the information’s of the non-finance departments which may make one to take a sound decision. When we measure the performance any organisation can be able to:
The measurement of the performance usage may differ which may depend on all the requirement and their application as there are many different users and Organisations who are renovating it for the reason of competition. These systems of Performance Measurements have been used in identifying the competitive positions of any organization within any given area of work. Kaplan and his workmate Norton (1992) did a research with other twelve organisations and they were able to identify that the new Balance Score Card approach that were innovated could open new doors in helping to measure the performance. They stated well that in that particular understanding of the research that one will need not only to consider all the aspects of finance in evaluating the performance of a business but more so studying the performance from the customers, the processes and lastly the learning and growth. Hence, Balance Score Card has been considered to be a managerial tool which has put in to consideration of all the financial metrics which has been as a result of the historic events outcomes and all the functional aspects such as the customers, the processes, and learning and growth (Air New Zealand, 2017).
Figure 3 Balanced scorecard framework adapting the Robert and S Kaplan and David P
There are many significant matters that have arose in the audit of the Air New Zealand decisions that were adopted early when making the financial report practice that was described and prescribed by the standards NZ IFRS 9 (2009). The adoption of the above standard affected the accounting treatment of some of the gains and losses that were not realized. The best thing to understand in this is that there was an impact in 2010 that led to movement of this kind to about 81 million dollars which were downward adjustment in the value of the books of the AIR NEW ZEALAND investments in Australia (Bikram Chatterjee, Monir Zaman Mir, Ian A. Eddie and Victoria Wise, 2017). The above appeared in the statement of the income that was comprehensive and well explained.
One of the major implication is the strategic priorities and the opportunities. AIR NEW ZEALAND has been competitive, so continuous and much more exposed to the economic, political and the other shocks which were susceptible to fuels, the national currency, and changes that were yielded.
In terms of performance, the revenue in operation has increased for the year 2010/11 but the expenses used to operate have doubled. The results of the interim for the 6 months that ended at end of December 2011 showed that the trend has been continuing. The increase of such was driven by the demand increasing, which were cut short by all the demands being eroded by the jet fuel price.
In terms of the managerial implication, there were some transitions and replacements where the current CEO named Rob Fyfe stepped at 2012 December and was replaced by the group general manager international line named Christopher Luxon.
The above framework for measuring the performance of Air New Zealand was found to have some limitations and some of them are stated as here below.
The balanced scorecard framework may involve very large numbers of calculations that may make the time for measuring the performance to be more. The other limitation is that the indicators of the selected performance in each of the 4 perspectives are subjective which has made it very difficult to achieve satisfaction when we compare the performance with other organizations. Lastly but not least is that it is very difficult when setting the standards for each and every key performance of the indicators.
Conclusion
The assignment is based on doing a detailed analysis of external macro and the micro-organizational environments where the characteristics and the outlooks have been identified. It is very easy and helpful to understand the success factors that criticizes Air New Zealand which has ranged from the political field all the way to the natural environment. The other idea that has been brought about in this context is the identification and the analyses of all sources of the competitive advantage in New Zealand that has played a very major role in competing with Air New Zealand. The other idea that has been brought about by the research is the analyses and advantages of the power owned by the competitors and how it can help us to sustain the business in the market much helping in developing strategies that can be used when addressing the gaps of competitive. The identified gaps must be neutralized where opportunities will be exploited and thus the competitive advantage will be sustained. Lastly but not least it was the development of a performance framework for measuring the assessment of the competitive advantage and the performance of the organization. In conclusion, the trends in the world, especially in terms of technology, has made many Aircrafts to advance and compete and thus the competition in New Zealand has been extended in national wide making AIR NEW ZEALAND not to be a monopoly thus making very much convenient.
References
2 Degree. (n.d.). Business. Retrieved August 9, 2018, from www.2degreesmobile.co.nz/business/: https://www.2degreesmobile.co.nz/business/
2 degree. (n.d.). Mobile Phone Sites. Retrieved August 9, 2018, from www.2degreesmobile.co.nz/company/mobile-phone-sites/: https://www.2degreesmobile.co.nz/company/mobile-phone-sites/
Air New Zealand. (2008, November 11). History – Air New Zealand. Retrieved from Airnewzealnd: https://www.airnewzealand.co.nz/assets/PDFs/company-history-july-2014.pdf
Air New Zealand. (2017). About Air New Zealand. Retrieved November 3, 2017, from Air New Zealand: https://www.airnewzealand.co.nz/about-air-new-zealand
Air New Zealand. (2017). Air New Zealand. Retrieved , from Air New Zealand: https://www.airnewzealand.co.nz/sustainability-air-new-zealanders
Air New Zealand. (2107, August 31). Operating fleet. Retrieved October 31, 2017, from https://www.airnewzealand.co.nz: https://www.airnewzealand.co.nz/fleet
Air New Zealand Public Affairs. (2017, July 31). Air New Zealand gears up for summer with more than 180,000 extra seats. Retrieved October 31, 2017, from https://www.airnewzealand.co.nz: https://www.airnewzealand.co.nz/press-release-2017-air-nz-gears-up-for-summer-with-more-than-180000-extra-seats
Annual Report. (2010, March 31). Retrieved August 12, 2018, from https://www.vodafone.com/content/annualreport/annual_report10/business/technology_and_resources.html
Annual report. (n.d.). Retrieved August 7, 2018, from www.vodafone.com/content/annualreport/annual_report18/downloads/Vodafone-full-annual-report-2018.pdf: https://www.vodafone.com/content/annualreport/annual_report18/downloads/Vodafone-full-annual-report-2018.pdf
Balances Scorecard. (n.d.). Retrieved August 15, 2018, from https://www.investopedia.com/terms/b/balancedscorecard.asp
Bikram Chatterjee, Monir Zaman Mir, Ian A. Eddie and Victoria Wise. (2017). Accounting Research Journal,. Infrastructure reporting by New Zealand local authorities – perceptions and expectations, 36.
blueoceanstrategy.com. (n.d.). WHAT IS BLUE OCEAN STRATEGY? Retrieved October 29, 2017, from https://www.blueoceanstrategy.com: https://www.blueoceanstrategy.com/what-is-blue-ocean-strategy/
Business Plan Hut. (2009). BUSINESS THREATS:. Retrieved October 31, 2017, from https://www.businessplanhut.com: https://www.businessplanhut.com/business-threats
Collins. (2012). Competitive Strenght. Retrieved August 13, 2018, from https://web.a.ebscohost.com/ehost/detail/detail?vid=2&sid=b6d9e3fe-160f-46b4-b9b2-08e4c1a8dbd3%40sessionmgr4008&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#AN=85936441&db=bth
Core strenght. (2012). Retrieved August 13, 2018, from https://www.vodafone.com/content/annualreport/annual_report12/downloads/business_review_vodafone_ar2012_sections/core_strengths_vodafone_ar2012.pdf
Cummings & Angwin. (2011). Strategy Builder How to create and communicate more effective strategies. New York: Wiley.
Dudovskiy, J. (2012, July 2). Vodafone SWOT Analysis. Retrieved August 2, 2018, from https://research-methodology.net/vodafone-swot-analysis/
Forsyth Barr. (2017). Air New Zealand Limited (NS). Retrieved November 5, 2017, from https://www.forsythbarr.co.nz: https://www.forsythbarr.co.nz/markets-and-research/companies/NZX/AIR
Godfrey, D. (2017). Additive Manufacturing of Metals: The Technology, Materials, Design and Production. The Additive Manufacturing Supply Chain, 161-168.
Gordon, M. A. (2017). Out of the AIR and into the EAR:. Another view of the New Zealand diphthong merger, 5-7.
Gupta, A. (2013). Environment & PEST Analysis: An Approach to External Business Environment. International Journal of Modern Social Sciences, 2(1), 34-43. Retrieved from https://www.modernscientificpress.com/Journals/IJMSS.aspx
IBIS World. (2017, April). Airlines in New Zealand: Market Research Report. IBIS World. Retrieved October 28, 2017, from https://www.ibisworld.com.au: https://www.ibisworld.com.au/industry-trends/nz-market-research-reports/transport-postal-warehousing/airlines.html
Indris, S., & Primiana, I. (2015, April). Internal And External Environment Analysis On The Performance Of Small And Medium Industries (Smes) In Indonesia. INTERNATIONAL JOURNAL OF SCIENTIFIC & TECHNOLOGY RESEARCH, 4(4), 188-196. Retrieved November 2, 2017, from https://www.ijstr.org/final-print/apr2015/Internal-And-External-Environment-Analysis-On-The-Performance-Of-Small-And-Medium-Industries-smes-In-Indonesia.pdf
Interest.co.nz. (2014, March 13). Benje Patterson explores Jetstar’s New Zealand strategies and recent performance, and the impact it has had on Air NZ and regional access. (B. Patterson, Editor) Retrieved November 4, 2017, from https://www.interest.co.nz: https://www.interest.co.nz/opinion/68906/benje-patterson-explores-jetstars-new-zealand-strategies-and-recent-performance-and
Internal Environement. (n.d.). Retrieved August 12, 2018, from https://www.cliffsnotes.com/study-guides/principles-of-management/managerial-environments/the-internal-environment
Investopedia. (2017, October 13). Retrieved October 13, 2017, from www.investopedia.com: https://www.investopedia.com/terms/g/gross_profit_margin.asp
Jetstar Airways Pty Ltd. (2017). Jetstar Airways in New Zealand. Retrieved October 31, 2017, from https://www.jetstar.com: https://www.jetstar.com/nz/en/about-us/jetstar-group/jetstar-airways
Jetstar Airways Pty Ltd. (n.d.). Newsroom. Retrieved October 31, 2017, from https://newsroom.jetstar.com: https://newsroom.jetstar.com/facts-and-stats/
Juchniewicz, M. (2017). Competitive gaps. Retrieved August 14, 2018, from https://web.b.ebscohost.com/ehost/detail/detail?vid=2&sid=aae376c2-c448-4c83-8d98-d855d5678553%40sessionmgr120&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#AN=124199040&db=bth
Jurevicius, O. (2013, May 27). Porter’s Five Forces. Retrieved November 1, 2017, from https://www.strategicmanagementinsight.com: https://www.strategicmanagementinsight.com/tools/porters-five-forces.html
Kozlinskis, V. v. (2008). EVALUATION OF BUSINESS MACRO ENVIRONMENT: CASE OF ECONOMIC SLOWDOWN. Journal of Business Management, 30-34.
Macro Environment Analysis. (n.d.). Retrieved August 6, 2018, from www.whatmakesagoodleader.com/macro-environment-analysis.html: https://www.whatmakesagoodleader.com/macro-environment-analysis.html
Malesky, E. J. (2018, June 13). American Journal of Political Science. Chains of Love? Global Production and the Firm?Level Diffusion of Labor Standards, 46. Retrieved from https://doi.org/10.1111/ajps.12370
Managementmania.com. (2016). VRIO Analysis. Retrieved November 5, 2017, from https://managementmania.com: https://managementmania.com/en/vrio-analysis
Ministry of Transport. (2016, October 18). International airlines serving New Zealand. Retrieved October 28, 2017, from https://www.transport.govt.nz: https://www.transport.govt.nz/air/internationalairservices/internationalairlinelicensing/internationalairlinesservingnewzealand/
Morrison, M. (2012, Spetember 11). How to write a Critical Success Factor (CSF). Retrieved August 11, 2018, from https://rapidbi.com/how-to-write-a-critical-success-factor-csf/
Mose, A. (2016). ANALYSIS OF MACRO AND MICRO ENVIRONMENT. Retrieved August 8, 2018, from www.web.b.ebscohost.com/ehost/detail/detail?vid=4&sid=9a5ce4c4-71b6-4a01-ab28-5efc3b49a93b%40pdc-v-sessmgr01&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#AN=129643195&db=bth: https://web.b.ebscohost.com/ehost/detail/detail?vid=4&sid=9a5ce4c4-71b6-4a01-ab28-5efc3b49a93b%40pdc-v-sessmgr01&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#AN=129643195&db=bth
Mumen, F. (2017, March 2). The Strategic Alternatives Of Vodafone UK in 2009. Retrieved August 14, 2018, from https://www.researchgate.net/profile/Abdelwahab_Al-Atiqi2/publication/283579555_The_Strategic_Alternatives_of_Vodafone_UK_in_2009/links/5640d08608ae24cd3e40ab2e/The-Strategic-Alternatives-of-Vodafone-UK-in-2009.pdf
Myaccountingcourse. (2017). Retrieved September 21, 2017, from www.myaccountingcourse.com: https://www.myaccountingcourse.com/financial-ratios/working-capital-ratio
National Business Review. (2017, April 27). Air NZ increases capacity as passengers rise in March, Auckland Airport movement grow. (P. Mcbeth, Editor) Retrieved from https://www.nbr.co.nz: https://www.nbr.co.nz/article/air-nz-increases-capacity-passengers-rise-march-auckland-airport-movements-grow-b-202301
Nordic. (2014, August 25). Competitor mapping. Retrieved August 8, 2018, from www.nordicinnovation.org/projects/growth-market-partner-tool/tool-overview/joint-market-assessment/competitor-mapping/: https://nordicinnovation.org/projects/growth-market-partner-tool/tool-overview/joint-market-assessment/competitor-mapping/
Nordic Innovation. (2014, August 25). Competitor mapping. Retrieved October 31, 2017, from https://nordicinnovation.org: https://nordicinnovation.org/projects/growth-market-partner-tool/tool-overview/joint-market-assessment/competitor-mapping/
NZ Herald. (2014, December 17). Jetstar sheds low-cost image. (G. Bradley, Editor) Retrieved October 31, 2017, from https://www.nzherald.co.nz: https://www.nzherald.co.nz/business/news/article.cfm?c_id=3&objectid=11375244
NZ Herald. (2015, June 11). Threat of competition hits Air NZ stock. (G. Bradley, Editor) Retrieved October 30, 2017, from https://www.nzherald.co.nz: https://www.nzherald.co.nz/business/news/article.cfm?c_id=3&objectid=11463112
NZ Herald. (2017, August 30). Jetstar cuts early morning regional flights in latest schedules. (H. Ryan, Editor) Retrieved Octover 31, 2017, from https://www.nzherald.co.nz: https://www.nzherald.co.nz/business/news/article.cfm?c_id=3&objectid=11913894
Performance Measurement. (n.d.). Retrieved August 15, 2018, from https://www.otc-cta.gc.ca/sites/all/files/altformats/books/performance_e.pdf
Pîndiche, E., & Ionita, R. (2013). The Influence of Micro and Macro Environment Components on Trade Companies in Romania. Journal of Knowledge Management, Economics and Information Technology, 327-337. Retrieved October 27, 2017
Pittsburgh, U. o. (2017). Neo-Marshallian nodes in global networks. Retrieved from taylorfrancis.com
Revenue. (2017, August 17). Retrieved August 8, 2018, from www.nzherald.co.nz/business/news/article.cfm?c_id=3&objectid=10396161: https://www.nzherald.co.nz/business/news/article.cfm?c_id=3&objectid=10396161
Rodrigo. (2012, November 19). Vodafone. Retrieved August 11, 2018, from https://writepass.com/journal/2012/11/analysis-of-a-possible-merger-between-vodafone-and-verizon-communication/
Rodrigo. (2012, September 7). Vodafone Group Plc SWOT and Porters Five Forces. Retrieved August 11, 2018, from https://writepass.com/journal/2012/09/vodafone-group-plc-swot-analysis-and-porters-five-forces/
Sekiguchi, T. (2017, August 8). Business performance measures in Vodafone group. Retrieved August 15, 2018, from https://www.slideshare.net/torus/vodafone-business-performance-measures-6170743
Smallbusiness. (2017, Sept). Retrieved Sept 2017, from www.smallbusiness.com: https://smallbusiness.chron.com/target-audience-annual-report-filed-sec-37795.html
Spark . (2017, June 30). Spark New Zealand Ltd. Retrieved August 8, 2018, from www.investors.sparknz.co.nz/FormBuilder/_Resource/_module/gXbeer80tkeL4nEaF-kwFA/Spark%202017%20Investor%20Day%20-%20Session%201%20of%203.pdf: https://investors.sparknz.co.nz/FormBuilder/_Resource/_module/gXbeer80tkeL4nEaF-kwFA/Spark%202017%20Investor%20Day%20-%20Session%201%20of%203.pdf
Stephanie Michaux. (n.d.). Porter’s Five forces. Retrieved August 10, 2018, from https://web.a.ebscohost.com/ehost/ebookviewer/ebook/bmx[email protected]sessionmgr4006&vid=15&format=EK&rid=1
Strategic Choice. (n.d.). Retrieved August 14, 2018, from https://managingresearchlibrary.org/glossary/strategic-choice
Stuff. (2009, July 10). News Voice for internet users. Retrieved August 8, 2018, from www.stuff.co.nz/business/world/rest-of-world/2558631/News-voice-for-internet-users: https://www.stuff.co.nz/business/world/rest-of-world/2558631/News-voice-for-internet-users
Stuff. (2017, July 31). Spark, Vodafone and 2degrees face mobile competition review. Retrieved August 8, 2018, from www.stuff.co.nz/business/industries/95284160/spark-vodafone-and-2degrees-face-mobile-competition-review: https://www.stuff.co.nz/business/industries/95284160/spark-vodafone-and-2degrees-face-mobile-competition-review
Stuff.co.nz. (2015, August 20). Less aggressive stance gets credit for Jetstar NZ profit. (S. EDMUNDS, Editor) Retrieved November 4, 2017, from https://www.stuff.co.nz: https://www.stuff.co.nz/business/71308694/less-aggressive-stance-gets-credit-for-jetstar-nz-profit
Stuff.co.nz. (2016, December 30). Jetstar stopping Wellington-Melbourne direct flights. (E. READ, Editor) Retrieved October 31, 2017, from https://www.stuff.co.nz: https://www.stuff.co.nz/business/88033512/jetstar-stoping-wellingtonmelbourne-direct-flights
Stuff.co.nz. (2016, November 23). More people flying to the regions after Jetstar adds 4 routes, more services ‘possible’. Retrieved October 31, 2017, from https://www.stuff.co.nz: https://www.stuff.co.nz/business/86742879/More-people-flying-to-the-regions-after-Jetstar-adds-4-routes-more-services-possible
Stuff.co.nz. (2017, October 9). Air New Zealand gets with the in-flight wi-fi programme, launches trial service. (L. THORNBER, Editor) Retrieved November 5, 2017, from https://www.stuff.co.nz: https://www.stuff.co.nz/travel/news/97700971/air-new-zealand-gets-with-the-inflight-wifi-programme-launches-trial-service
Stuff.co.nz. (2017, Sepetmber 11). Air New Zealand hints at direct flights between Auckland and New York. Retrieved November 4, 2017, from https://www.stuff.co.nz: https://www.stuff.co.nz/travel/96735159/air-new-zealand-hints-at-direct-flights-between-auckland-and-new-york
Stuff.co.nz. (2017, August 23). Air New Zealand just seems to get things right across the board. (H. MCNICOL, Editor) Retrieved October 31, 2017, from https://www.stuff.co.nz: https://www.stuff.co.nz/business/96034926
Stuff.co.nz. (2017, January 5). Air New Zealand ranked number two for safety. Retrieved October 28, 2017, from https://www.stuff.co.nz/: https://www.stuff.co.nz/travel/news/88137956/air-new-zealand-ranked-number-two-for-safety
Stuff.co.nz. (2017, May 2). Air New Zealand’s Christopher Luxon on success. (E. Read, Editor) Retrieved November 5, 2017, from https://www.stuff.co.nz: https://www.stuff.co.nz/business/91958366/air-new-zealands-christopher-luxon-on-success
Stuff.co.nz. (2017, June 11). https://www.stuff.co.nz/business/93454233/Airlines-face-fight-to-save-service-reputations. (H. MCNICOL, Editor) Retrieved October 30, 2017, from https://www.stuff.co.nz: https://www.stuff.co.nz/business/93454233/Airlines-face-fight-to-save-service-reputations
Stuff.co.nz. (2017, February 21). Sweet spot for Kiwi travellers as competition hits air travel costs, Air NZ says. (H. MCNICOL, Editor) Retrieved October 30, 2017, from https://www.stuff.co.nz: https://www.stuff.co.nz/business/industries/89703393/Sweet-spot-for-Kiwi-travellers-as-competition-hits-air-travel-costs-Air-NZ-says
Sustainbility report . (2016). Retrieved August 7, 2018, from www.vodafone.co.nz/cms/documents/cr-report-2016.pdf: https://www.vodafone.co.nz/cms/documents/cr-report-2016.pdf
Swot analysis of Vodafone. (2013, June 5). Slide share. Retrieved August 9, 2018, from www.slideshare.net/Devil4mDaHeavn/vodafone-new-zealand: https://www.slideshare.net/Devil4mDaHeavn/vodafone-new-zealand
T Robinson, J. W. (2018, June). The Australian Economy in 2017–2018: The Importance of Stronger Non?Mining Business Investment Growth. Retrieved from Australian Economic Review, 2018 – Wiley Online Library: https://onlinelibrary.wiley.com/doi/abs/10.1111/1467-8462.12257
Tarhini, A., Ammar, H., Tarhini, T., & Masa’deh, R. (2015, March 25). Analysis of the Critical Success Factors for Enterprise Resource Planning Implementation from Stakeholders’ Perspective: A Systematic Review. International Business Research, 8(4), 25-40. doi:10.5539/ibr.v8n4p25
Thebalance. (2017). Retrieved September 21, 2017, from www.thebalance.com: https://www.thebalance.com/profitability-ratio-analysis-393185
Trump, D. (2018). THE EXTERNAL ENVIRONMENT. Retrieved August 10, 2018, from www.web.b.ebscohost.com/ehost/detail/detail?vid=2&sid=0da65fb4-0c9a-4976-84d2-cea5664872a3%40pdc-v-sessmgr05&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#AN=130447301&db=bth: https://web.b.ebscohost.com/ehost/detail/detail?vid=2&sid=0da65fb4-0c9a-4976-84d2-cea5664872a3%40pdc-v-sessmgr05&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#AN=130447301&db=bth
Unilearning. (2017, September). Retrieved September 21, 2017, from www.unilearning.uow.edu.au: https://unilearning.uow.edu.au/report/1c.html
Vodafone Company analysis. (n.d.). Retrieved August 13, 2018, from https://essayriter.com/wp-content/uploads/2018/01/VODAFONE-Analysis.pdf
Vodafone. (2014). About US. Retrieved August 4, 2018, from www.vodafone.co.nz/about/: https://www.vodafone.co.nz/about/
Vodafone. (2014). Our Strategy. Retrieved August 6, 2018, from www.foundation.vodafone.co.nz/our-strategy/: https://foundation.vodafone.co.nz/our-strategy/
Vodafone. (2014). Supplier. Retrieved August 8, 2018, from www.vodafone.co.nz/our-company/suppliers/: https://www.vodafone.co.nz/our-company/suppliers/
Vodafone Nz Legal. (n.d.). Retrieved August 7, 2018, from www.vodafone.co.nz/legal/: https://www.vodafone.co.nz/legal/
Wang, H.-L. (2014). Theories for competitive advantage. A publication of the THEORI Research Group, 33-43. Retrieved November 5, 2017
Ycharts. (2017). Retrieved September 21, 2017, from www.ycharts.com: https://ycharts.com/glossary/terms/asset_utilization
Essay Writing Service Features
Our Experience
No matter how complex your assignment is, we can find the right professional for your specific task. Contact Essay is an essay writing company that hires only the smartest minds to help you with your projects. Our expertise allows us to provide students with high-quality academic writing, editing & proofreading services.
Free Features
Free revision policy
$10Free bibliography & reference
$8Free title page
$8Free formatting
$8How Our Essay Writing Service Works
First, you will need to complete an order form. It's not difficult but, in case there is anything you find not to be clear, you may always call us so that we can guide you through it. On the order form, you will need to include some basic information concerning your order: subject, topic, number of pages, etc. We also encourage our clients to upload any relevant information or sources that will help.
Complete the order form
Once we have all the information and instructions that we need, we select the most suitable writer for your assignment. While everything seems to be clear, the writer, who has complete knowledge of the subject, may need clarification from you. It is at that point that you would receive a call or email from us.
Writer’s assignment
As soon as the writer has finished, it will be delivered both to the website and to your email address so that you will not miss it. If your deadline is close at hand, we will place a call to you to make sure that you receive the paper on time.
Completing the order and download