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Saima Mangi Reg # 1935153 Course: Strategic Management Final Project Report Organization: PIA Pakistan International Airport
Saima Mangi Reg # 1935153 Course: Strategic Management Final Project Report Organization: PIA Pakistan International Airport
Reg # 1935153
Course: strategic management
Final project report
Organization: PIA Pakistan International Airport
1.INDUSTRY PROFILE
Pakistan International Airlines abbreviated PIA is Pakistan's national flag carrier under the
Secretary for Aviation Administration of the Its main hub Airport is Jinnah International Airport
in Karachi while Allama Iqbal International Airport in Lahore and Islamabad International
Airport serveassecondaryhubs.GovernmentofPakistan.
PIA was established as Orient Airways on 29 October 1946, and was initially based in Calcutta,
British India, before operations to Pakistan’s newly independent state in 1947. To establish the
Pakistan International Airlines corporation (PIAC), Orient Airways has been nationalized.
The new airline began service to London in 1955, via Cairo and Rome. PIA was the first Asian
airline to operate jet aircraft with the introduction of Boeing 707 into commercial service on 7
March 1960, and later became the first non-communist airline to fly to China in 1964.
In 2004, PIA became the Boeing 777-200LR’s launch customer. On 10 November 2005, a
commercial airliner used the Boeing 777-200LR to complete the world’s longest nonstop flight.
On the eastbound route between Hong Kong and London this flight lasted 22 hours and 22
minutes. PIA is Pakistan's largest airline, operating a fleet of more than 30 aircraft.
The airline operates approximately 100 flights a day, serving 18 domestic destinations and 25 in
ternational destinations throughout Asia, Europe, the Middle East and North America. PIA also
owns The Roosevelt Hotel in New York City and the Sofitel Paris Scribe Hotel in Paris in addition
to commercial flight operations.
The airline runs a frequent flier system, PIA Awards +, which has many codeshares which intene
agreements. It is not, however, a member of any airline alliance.
2. COMPANY PROFILE
Status of company:
Pakistan International Airlines Corporation Limited (PIACL) was incorporated as Company
Limited on 04 December 2015 by shares with Karachi business registration office. The
Companies Ordinance, 1984, and the Public Sector Companies (Corporate Governance) Law,
2013 are to control Pakistan International Airlines Company Limited.
Core values:
Customer Expectations
Service
Innovation
Cohesiveness
Integrity
Reliability
Safety
Social Responsibility
Subsidiaries:
PIA Investments Limited
Sky rooms (Pvt) Limited
Abacus Distribution Systems Pakistan (Private) Limited-Subsidiaries under Easy Exit
Scheme of Securities and Exchange Commission of Pakistan
PIA Holding (Private) Limited
PIA Shaver Poultry Breeding Farms (Private) Limited
PIA Hotels Limited Associated Companies
Conversion Act 2016 of PIAC:
Pakistan International Airlines Corporation (PIAC) has been converted, through the Pakistan
International Airlines Corporation (Conversion) Act, 2016, from a statutory corporation into a
company governed by the Companies Ordinance, 1984 (Act No. XV of 2016). Pakistan
International Corporation Airlines Limited (PIACL) is the new entity.
PIACL followed all of PIAC's assets, liabilities, responsibilities, and obligations through the PIAC
(Conversion) Act, 2016. Similarly, PIACL now has the right to the benefits of all notifications,
licenses, permissions, sanctions, permits, concessions, decrees, international air service
authorizations, agreements, orders and benefits issued or granted in favor of PIAC. All
employees of each grade and category of PIAC are hereby assured that they will be transferred
to PIACL under the same designation and under the same terms and conditions as they held at
PIAC by the PIAC (Conversion) Act, 2016. Both borrowers (foreign and local, ship and non-fleet)
and other PIAC creditors will continue to enjoy the same contractual benefits and security from
PIACL that they enjoyed. Both assurances provided by the Federal Government to protect the
obligations of PIAC will now be continued to protect PIACL 's obligations. PIACL shareholders
shall be deemed to own and hold the same number of shares with the same rights and
privileges (including class, kind, and face value) as they owned and held in PIAC immediately
before the conversion without any fresh issuance of shares.
Employee teams will contribute towards making PIA a global airline of choice through:
Vision:
PIA’s vision is to be a world class profitable airline meeting customer expectation through
excellent services, on-time performance, innovative products and absolute safety.
4. IFE AND EFE MATRIX
Pakistan International Airlines (PIA): IFE matrix.
Strengths Score Rating Weighted
score
1. Presence of network 0.08 2 0.16
2. Productive use of technology 0.10 2 0.2
3. Leading market position 0.09 2 0.18
4. Operating structure is superior 0.07 3 0.21
5. Having high level professional staff 0.12 3 0.36
6. Ticketing electronically by web and sms 0.08 2 0.16
Weaknesses
Total IEF OF Pakistan International Airlines (PIA) is 2.56 which means PIA’s strategy against
internal elements is average.
Total EFE of Pakistan International Airlines is 2.86 which means that PIA’s strategy tis average to
face external elements (opportunities and threats)
1.00 2.69
6.INDUSTRY ANALYSIS
Pakistan International Airline was founded in 1955. It is Asia's 16th largest carrier, providing
scheduled services to 73 destinations across Asia, the Middle East, Europe, and North America,
as well as a large domestic network serving 24 destinations.
There are 36 airports that run there. Karachi is the main airport in Pakistan, but at Islamabad
and Lahore significant levels of domestic and international cargo are also handled. Though
facing the competition from private airlines, Pakistan International Airlines (PIA) carries about
70 percent of domestic passengers and almost equal domestic freight traffic. The transport
industry accounts for approximately 10. Five per cent of GDP in the country and 27. Four per
cent of FY06 Total Fixed Capital Development (GFCF). It generates more than 6 percent of the
country 's jobs and earns 12 to 16 percent of the Federal Public Sector Development Plan
(PSDP) for twelve months. The sector is regulated by Government agencies.
A. Threat of substitution:
In domestic and international routes PIA faces a heavy competitive climate. Items
(airfares) that the rivals sell are replacements for PIA goods. Price sensitive consumers
are moving away from PIA and use alternative means of transport. At the domestic level
the prices of the rivals are then low PIA. The other alternative means include Pakistan
Railways and a large inter-city coach transport network enjoying low-cost services.
E. Intensity of rivalry:
PIA is in a relatively good market place, owing to strong government support. The slight
differences between the strategy of PIAs and those of competitors offer them
advantages especially in domestic operations. Through supplying domestic passengers
with affordable fares, PIA will take advantage of government funding through avoiding
frills on short haul routes and also by reducing delays. In addition, domestic operating
rivals aren't too big but PIA's policies help them thrive on the market. PIA lost its market
share to cost-based rivals. There is no effective mechanism for managing operating costs
which are higher than competitors' costs.
7. Internal analysis
a. Capabilities of organization:
PIA has hit incredible success numbers and is all set to take a more aggressive
path.
Signs of progress have begun to emerge in PIA in just one year, but several
obstacles still remain to be addressed and more new heights to be reached.
PIA's revenue had increased by 41 percent over the past six months, seat factor
also improved, and now ranged from 80 to 84 percent, which in the aviation
industry is considered a strong success indicator.
PIA has also improved its engineering capabilities, and now aircraft maintenance,
i.e. line maintenance, and Lahore and Islamabad Check A can be performed.
Previously this facility was accessible only in Karachi.
PIA has now introduced a comprehensive aircraft spares inventory preparation
system that was lacking before, which has decreased aircraft downtime and
increased aircraft operability.
The ground service equipment left as scrape was overhauled using the own
resources of the airline thus saving millions that had previously been given to
other service agencies. This year PIA renewed its IOSA certification and is now in
the process of gaining EASA certification.
b. Core competencies:
Solving disputes
Solving Collaborative Issue
Disclosure
Facet scores Score Goal setting and management of results
Coordinated planning and tasks
OPPORTUNITIES (O) SO WO
1.New destinations (S2, O2) Acquire shaheen airways (W1, W3, W5, O2) Merger may be
2.Mergers and acquisitions to acquire shares thereof. a way to get rid of outdated crafts
3.Globalization of fed-x (S1, O3) Focus more on the Asian leading to high maintenance costs,
4.Use of alternative fuel market to benefit from the rising new workers moving in would help
5.Increase travelling in Asia demand and broader access to to inspire current employees and
destinations around the world. weaken the union grip.
(S2, S4, O4) Render the haj flights
more profitable by saving on cost
of fuel.
THREATS (T) ST WT
1.Weak economic conditions world (S2, T2) By adding advance (W4, T4, T4) Introduce merited
wide practices, protection systems, and culture in HR practices.
2.Terrorism equipment, we can overcome the
3.Intense completion threat of poor security situation in
4.Political interference our country.
5.Foreign exchange risk (S5, T3) Properly marketing the
strong brand name will diminish
competition.
9.BCG Matrix
?
INDUSTRY GROWTH
LHR-ISB KHI-DUBAI
10.QSPM Matrix
Alternative 1 Alternative 2
Acquire competitor Expand internally
Key factors
Weigh Attractiveness Total weigh Attractiveness Total
t score attractiveness t score attractiveness
score score
Strengths
1.presence of network 0.08 2 0.16 0.07 1 0.07
2.productive use of technology 0.10 2 0.2 0.02 2 0.04
3.leading market position 0.09 2 0.18 0.08 1 0.08
4.operating structure is superior 0.07 3 0.21 0.03 0 0
5.having professional staff 0.12 3 0.36 0.01 3 0.03
6.electronically ticketing by web 0.08 2 0.16 0.19 1 0.19
Weaknesses
1.high oil prices 0.09 3 0.27 0.09 2 0.18
2.worse Govt rules 0.10 2 0.2 0.04 0 0
3.higheroperating cost on 0.05 3 0.15 0.05 3 0.15
oldfleet 0.06 2 0.12 0.21 0 0
4.space on Aircraft is inadequate 0.09 3 0.27 0.1 2 0.2
5.higher fare than competitors 0.07 4 0.28 0.11 1 0.11
6.food quality is poor on
domestic
Sum weights 1.00 1.00
Opportunities
1.maximum route and fleet 0.08 4 0.32 0.08 1 0.08
2.shifting needs for customers 0.07 2 0.14 0.12 2 0.24
3.rising demand of low cost 0.07 2 0.14 0.04 1 0.04
airline 0.09 4 0.36 0.06 2 0.12
4.internationally courier service 0.13 2 0.26 0.02 3 0.06
5.can increase no. of Airports 0.04 3 0.08 0.08 3 0.24
6.Air crashes of other Airlines
Threats
1.interest rates high level 0.08 4 0.32 0.07 2 0.14
2.Air blue strong competition 0.08 2 0.16 0.13 1 0.13
3.foreign currency fluctuation 0.08 3 0.24 0.09 2 0.18
4.PESTLW factors fluctuation 0.12 3 0.36 0.21 2 0.42
5.negative perception of country 0.09 3 0.27 0.07 1 0.07
6.competitors effective 0.07 3 0.21 0.03 3 0.09
strategies
Sum weights 1.00 1.00
Sum total 5.42 > 2.86
attractiveness score
Quadrant# 03 Quadrant# 04
The growth rate of the four destination routes is as follows with respect to BCG matrix: