DISSERTATION

On

A STUDY ON THE MARKETING STRATEGIES OF QATAR AIRWAYS

By

Saleh Ali

AUD-2585

BBA (Entrepreneurship) - Class of 2013

In Partial Fulfillment of the Requirements for the Degree of

Bachelors of Business Administration

At
AMITY UNIVERSITY DUBAI

P.O. BOX NO. 345019

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 ACKNOWLEDGEMENT

I take this opportunity to express my profound gratitude and deep regards to my faculty guide,
Ms. Priyanka Chandani, for his exemplary guidance, monitoring and constant encouragement
throughout the course of this project. The blessing, help and guidance given by him, time to time,
shall carry me a long way in the journey of life on which I am about to embark.

And also my program leader, Mr.Raunaq Dubey for his constant reminders and much needed
motivation.

I am obliged to the faculty members of Amity University Dubai, for the valuable information
provided by them in their respective fields. I am grateful for their cooperation during the period
of my project task.

I would also like to thank my family and my friends for their constant encouragement without
which this report would not be possible.

And finally, to The Almighty God, who made all things possible.

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 ABSTRACT

Qatar Airways is one of the fastest growing airline all over the World sponsored by Qatar
government and provides high class services to their customers. Qatar airways have high value
of customers’ satisfaction due to direct relation with their customers. They also provide all other
facilities to their passengers such as: Duty Free services, Al Maha services, cargo services, Qatar
aviation services. Qatar Airlines have wide range of flights to different countries, captured most
the market place in the World. One of the features of Qatar airline is that it gives one class to all
passengers. Qatar Airways was the first to pass the International Air Transport Association
(IATA).Qatar Airways start its operation from only four main aircrafts which slowly extends to
28 in December 2003.Qatar airways now currently have more than100 aircrafts which covered
more than 150 destinations across the world. Qatar airways are now one of the top airline
because of his strong hierarchical structure and made a prevailing base inside, outside in the
market. Qatar Airways operates in a very competitive and tough environment. There are several
industry forces which dictate the nature of the competition in retail markets.

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 TABLE OF CONTENTS

S. No: Name of contents Page No:

1 Brief Introduction 5-9

2 Literature Review 10

3 Marketing Strategies 11-26

4 Recommendation 27

5 Conclusion 28
6 References 29
7 Appendix 30

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 BRIEF INTRODUCTION OF QATAR AIRWAYS

Qatar Airways was first instigated on 22 Nov, 1993. Qatar Airways, a national airline of Qatar,
is considered as one of the best airlines in the world having more than 150 aircrafts. From its
main hub in Doha International Airport, it operates its international flights in five continents.
Qatar Airways, after offering over 150 destinations throughout the world, is now planning to
open its offices in many new countries.

Qatar Airways started its operations in 1994 where a carrier was a diminutive local transporter
providing a modest bunch of courses. In 1997, the air transport was re-propelled as His
Highness, The Emir Sheikh Hammad receptacle Khalifa Al Thaani, illustrated a dream to
renovate Qatar Airways into a main global carrier with the most astounding gauges of
magnificence and administration.

Under dynamic leadership of Group Chief Executive, His Excellency Mr. Akbar Al Baker in
1996, the airline developed into an award-winning carrier and best in the world. Under Mr. Al
Baker’s stewardship, Qatar Airways has matured into a principal force in global and regional
aviation.

The visionary statement of Qatar Airways is to turn out into a superlative carrier and cargo
service provider. In order to sustain the statement, the organization focuses on three factors;
reliability of the product, quality of the product and world-class network.

Qatar Airways has developed a global network of 140 destinations, covering Europe, the Middle
East, Africa, South Asia, Asia Pacific, North America and South America with a modern fleet of
more than 150 passenger and cargo aircraft.

From only four aircrafts in 1997, Qatar Airways grew to a fleet size of 28 aircrafts by December
2003 and achieved a milestone of 50 aircrafts by October 2006. Today, the airline operates 152
aircrafts to 140 destinations worldwide. The flight attendants are young, attractive and come

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from over 105 countries. They wear stylish burgundy uniforms and hats for takeoff and landing.
They put on black serving jackets for mealtime.

Qatar Airways is proud to have been named “Airline of the Year 2011 and 2012” in the annual
Skytrax World Airline Awards. Having been elevated to third best airline in the world by
Skytrax in 2010, announcement of the 2011 results ranking Qatar Airways as Airline of the Year
was a culmination of sheer dedication and hard work by the airline’s workforce under the
leadership of Mr. Akbar Al Baker. To retain the award in 2012 was a magnificent triumph.
Over 18 million travelers worldwide cast their votes in the survey by the leading global airline
industry audit. Qatar Airways collected awards for best business class airline seat and best
airline in the Middle East. They were also named Airline of the Year in the 2015 Skytrax World
Airline Awards at Paris Airshow, the third time in 5 years in the top award category.

Qatar Airways was the first to pass the International Air Transport Association (IATA)
Operational Safety Audit in the aviation industry with a greatest 100 every penny consistence in
2003 and finished the test again amid the two-year replenishment period in 2005, 2007, 2009,
2011 and in June 2013. The evaluation was situated up to institutionalize and defend various
well being and security methodology did by individual aerial transports with the end goal of code
imparting. Qatar Airways was surveyed on flight and ground operations, flying machine
building, support, operational security, lodge operations and administration frameworks. Qatar
Airways ensure the safety of our customers, employees and the communities where we operate,
encouraging operations and working environments free of any risk, under national and
international standards.

Formerly known under the project working name New Doha International Airport opened in
April 2014 at a cost of US$15.5 billion and with an initial capacity of 30 million passengers a
year. Once fully developed beyond 2015, the airport is expected to handle up to 50 million
passengers a year. One of the project’s key features is that 60 per cent of the site is built on
reclaimed land from the Arabian Gulf. Qatar Airways is managing the new airport, designed to
help shape Doha as a key regional and global aviation hub.

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During the 2003/2004 financial year, Qatar Airways carried 3.3m passengers, up 35% on the
previous 12-month period. During the 2004/2005 financial year, passenger numbers rose sharply
to 4.6m, while the figure topped 6 million in the 12-month 2005/06 financial period. The figure
surpassed the 8 million passenger mark for the 2006/07 financial year and hit around 10 million
passengers for the 2007/08 financial period. The airline exceeded 12 million passengers for the
2008/09 financial year. In the financial year 2009/10, the airline exceeded 14 million passengers.
During the 2010/11 financial year, the airline carried over 16 million passengers worldwide, hit
over 17 million passengers in 2011/2012, and surpassing 18 million during the 2012/13 financial
period. Qatar Airways exceeded over 22 million passengers in 2013/14.

As an industry leader, Qatar Airways and its group of companies strive to lead the charge
towards environmental sustainability and corporate social responsibility. The airline is one of the
leaders in new-generation fuel research and gives back to the communities in which we serve.
Qatar Airways goes beyond the current industry best practices for fuel and environmental
management and is making a serious effort to ensure a sustainable future for the airline, its staff
and its neighborhoods. In 2012, Qatar Airways negotiated a worldwide partnership with Educate
A Child (EAC), a global education program launched by Her Highness Sheikha Moza bint
Nasser of Qatar. EAC is designed to address the plight of 61 million out-of-school children
around the world, who are denied access to quality primary education.

To be a partner, Qatar Airways delivers maritime, port and industrial logistics services of
excellence for the development of customers, employees, suppliers and communities.
In 2020, Qatar Airways want to launch the Ultramar holding as a Leader in the Americas with a
sustainable operation for Ports, Logistics and Maritime Business.

Qatar Airlines promote the highest standards of ethical behavior, which go beyond any code or
regulation. Qatar Airlines has set challenging goals, which require great attention to details in
the projects as well as the daily activities. Professionalism and responsibility are implied in this
principle. This principle emerges values like loyalty, cooperation to all our stakeholders, social
and environmental awareness. Qatar Airlines work with vitality, decision, and motivation in the
search of alternatives and innovative solutions to surpass all our clients’ expectations.

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Destinations

Qatar Airways explore more than 150 places worldwide including Bahrain, Kuwait, Muscat,
Doha, Dammam, Jeddah, Riyadh, Abu Dhabi, Dubai, Mashad, Shiraz, Tehran, Sana'a, Buenos
Aires, São Paulo, Montreal, Houston, New York, Washington, DC, Dhaka,
Ahmedabad, Amritsar, Bengaluru, Chennai, Delhi, Goa, Hyderabad, Kochi, Kolkata, Kozhikode,
Mumbai, Trivandrum, Maldives, Kathmandu, Islamabad, Karachi, Lahore, Peshawar, Colombo,
Beijing, Guangzhou, Hong Kong, Shanghai, Bali, Jakarta, Osaka, Tokyo, Seoul, Kuala
Lumpur, Cebu, Manila, Singapore, Bangkok, Phuket, Hanoi, Ho Chi Minh City, Melbourne,
Algiers, Alexandria, Cairo, Luxor, Nairobi, Tripoli, Casablanca, Lagos, Seychelles, Cape
Town, Johannesburg, Khartoum, DarSalaam, Tunis, Amman, Beirut, Aleppo, Damascus, Vien B
russels, Sofia, Copenhagen, Nice, Paris, Berlin, Stuttgart, Frankfurt, Munich, Athens, Budapet,
Milan, Rome,Venice, Oslo, Bucharest, Moscow, Barcelona, Madrid, Stockholm, Geneva, Zurich,
Ankara, Istanbul, London, and Manchester. Al Baker, who has been instrumental in shaping the
development of Qatar Airways into one of the fastest-growing airlines in the world, said the
carrier is rapidly expanding its route network across the globe. It added 12 destinations last year
and similar number in 2012 and now pursuing an aggressive rout expansion plan in its new
financial year.

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Expansions of Destinations- Hub Spoke Model

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LITERATURE REVIEW

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 Marketing Strategies of Qatar Airways

Qatar Airways and FC Barcelona have officially launched their new marketing campaign
supporting the three-year partnership between the airline and the Club at a joint press conference
held in Doha, Qatar.

After the huge success of the first TV spot, The Land of FC Barcelona, depicting the imaginary
world of FC Barcelona where Messi taught football skills and Iniesta was an artist, the five-star
airline unveiled their second campaign at a press conference held today at the Four Seasons
Hotel in Doha, Qatar. In attendance were leading representatives of both organizations: Qatar
Airways Group Chief Executive, His Excellency Akbar Al Baker, and Vice President of the
Economic and Strategic Area at FC Barcelona, Javier Faus. Also, in attendance was Manel
Arroyo, Vice President for the Area of Media at FC Barcelona.

SWAN ANALYSIS OF QATAR AIRWAYS

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 SWOT Analysis of Qatar Airways

Strengths

 Operates over 150 worldwide destinations.

 Possess more than 22,000 employees.
 Fleet size of over 152 aircraft carriers.
 Strong support by Qatar Government.
 Advantage of Being Present in Oil Rich state

Weaknesses

 A lot dependent on international onward moving traffic.

 Little domestic traffic.
 Restricted market share growth.

Opportunities

 Building new offices of Qatar Airways for customer care can improve the organizational
growth.
 Hub developing well. Can Position itself as an alternate hub as compared to UAE.

Threats

 Increasing Competition in Middle East market.

 Increasing fuel prices would affect operations.
 Unfavorable scenarios due to Government policies and regulations.

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Competitors

 Emirates
 Etihad Airways
 British Airways

Porter’s Five Forces Analysis of Qatar Airways

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Bargaining Power of Suppliers

Airline industry’s bargaining power of suppliers is dominated by Boeing, Airbus, AJ Walter and
Rolls -Royce. The bargaining power of suppliers has always been on the positive power over the
Qatar airways. However, the derby based Rolls-Royce also plays a major role in terms of
supplying raw materials to the Qatar airways, where as it supplies a exclusive ranged aircrafts
and also holds the brand image which adheres to supply Qatar Airways and being a single
supplier transaction that holds them to have a higher bargaining power

Bargaining Power of Buyers

The bargaining power of the buyers in the aviation industry remains unchanged, as there are
price fluctuations between the airlines leaving a wide opportunity for the buyers. However, Qatar
airways have unique product differentiation that makes the consumers to choose Qatar Airways
as an option from The Emirates being a close competitor as they provide similar product but
different service techniques. This induces buyers to have less power over Qatar Airways.

Intensity of Rivalry among Competitors

Qatar Airways being a base airline from the Middle East has two close competitors Etihad and
The Emirates. The customer expectation and change in mindset prevails as the product differs
from the best to normal category. Increase in number of traffic, new forms of alliances across
boundaries and Qatar Airways should also provide both safety and security to compete with the
rivalries located in the similar location. Similar product of the firm creates a strong threshold to
the rivalries in airline industry.

QATAR AIRWAYS: THE BRAND

The image that Qatar Airways currently holds can be listed as follows:
 World Class
 Luxurious

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 Hospitable, Caring, Friendly, Warm
 Efficient
 Quality Oriented
 Culturally Divers
 The Mission of the Airlines is “Excellence in everything that we do. To achieve the goals of
its Mission Statement, Qatar Airways does the following:
 Puts Safety first with the highest standards of safety and security
 Customer focus—providing genuine service and hospitality, a service that is personalized to
each passenger’s needs.
 Commitment to people—employing a dedicated staff, providing them with support and
training.
 Cultural awareness, providing the values and hospitality of Qatar, but understanding and
caring for people from all cultures and background.
 Keeping the company financially strong, with aggressive growth to continue to provide
excellence in service.
 Provides the best and most unique services.

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 Market Analysis including Market Segmentation

Qatar Current Market:

Qatar airways are one of the top airline industry in the Gulf States. No one can deny that Qatar
Airways is building on the booming market of Dubai to nourish the ever busy Dubai route. Qatar
Airline currently targets those customers who consider Emirates too expensive. Those that want
a little bit high quality and class at an affordable price. Qatar market can be divided into two as
following

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Geographic Segmentation:

Qatar Airways is presently operating almost all over the world. They are currently hoping to
capture other routes which include the routes of Australia and New Zealand. Qatar Airways is
a active, high delivery service, which utilized to link 7 International cities to its main hub,
Middle East. They operate regular flights from UK to Doha like London Heathrow, London
Gatwick and Manchester. Moreover, connections are available to cities including Dhaka,
Chennai, Delhi, Hyderabad, Cochin, Mumbai, Islamabad, Karachi, Lahore, Peshawar,
Colombo, Denpasar, Jakarta, Kuala Lumpur, Myanmar, Yangon, Cebu, Manila, Singapore,
Bangkok, HoChi Minh City, Bahrain, Mashad, Tehran, Amman, Kuwait City, Beirut, Muscat,
Dammam/Dhahran, Jeddah, Riyadh, Damascus, etc

Competitors Analysis of Qatar Airways

Emirates

Emirates airline is a UAE airline which operates from its main hub at Dubai International
Airport. It is one of the largest airline in the Middle East, operating over 2,450 flights per week,
from Terminal 3, to 122 cities in 72 countries across six continents. The airline also operates four
of the world's ten longest non-stop commercial flights from Dubai to Los Angeles, San
Francisco, Dallas, and Houston.

Emirates is a subsidiary of The Emirates Group, which has over 50,000 employees, and is wholly
owned by the government of Dubai directly under the Investment Corporation of Dubai.

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Etihad:

Etihad airline is the main airline of the United Arab Emirates. Established by Royal decree in
July 2003 and is operates from its main hub Abu Dhabi. Etihad starts its first flight in November
2003.

It is the second largest airline in UAE which operates over 1,270 flights per week to 85
passenger and cargo destinations in 55 countries, with a fleet of 67 Airbus and Boeing aircrafts.
Etihad was awarded the World's Leading Airline in 2009, 2010 and 2011 by the World Travel

Awards. In addition to its core activity of passenger transportation, Etihad also operates Etihad
Holidays and Etihad Cargo. The airline is based at Abu Dhabi International Airport.

Qatar Airways operates in a very competitive and tough environment. There are several industry
forces which dictate the nature of the competition in retail markets. A retail market such as
airline markets is affected by barriers to entry, buyer’s purchasing power, supplier’s power,
threat of substitute and rivalry among the firms. Retail markets such as airline markets are
more attractive when competitive entry is costly.

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Barriers to entry are conditions in a retail market that make it difficult for firms to enter the
market. The entry barriers may include customer loyalty, scale economics, availability of
locations, and the ability to cut prices in retaliation. This means that the customers may be loyal
to other airline firms despite the fact that those companies charge their tickets more expensive
compared to Qatar Airways. If Qatar Airways wants to invest in a new retail market around the
globe, it is imperative for the company to evaluate the dominance in the given market because,
retail markets dominated by a well established retailer that has developed a loyal group of
customers offer limited profit potential and might be a big challenge for a new entry to make
profits. On the other hand, cutting of prices in retaliation means that other airline companies in
the industry may cut their operational costs to be cost leaders. Scale economies are cost
advantages due to a retailer’s size. Markets dominated by large competitors with scale economies
are typically unattractive. The availability of locations may impede competitive entry. For
instance, if Qatar Airways wants to venture the airline industry in Norway, getting a good
location to operate from can be a difficult task. A retail market with high entry barriers is very
attractive for retailers presently competing in that market, but unattractive for retailers not
already in that market. These entry barriers are likely to discourage Qatar Airways, to explore
other world markets which need its services. In its quest to explore the world airline retail
market, another competitive factor that Qatar Airways will face is the bargaining power of
vendor. It is important to note that markets are unattractive when a few vendors control the
merchandise sold in it. In these situations, the vendors have an opportunity to dictate prices and
other terms, such as delivery dates, and thus reduce the retailer’s profits. Certain vendors might
have dominated a specific country of their operation making it hard for a new firm to make
profits from its investment.

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 PROMOTION MEDIUMS

The Qatar Airlines organized very high profile events,World travel day, World Tourism Day,
and Tourism Council Summit, World Economic Forum, Leading International sports events.
The airlines have created the “Flying Oryx” Newsletter that it distributes to travel agents. The
news letter is also available through its websites. More links could be established to the news
letter through

 Internet
 Media coverage
 Advertising—TV, print, radio
 Travel Agents
 Tour Operators
 Sponsorships and Exhibitions
 Governments
 Airline bodies

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 DISTRIBUTION CHANNELS

Global Distribution Systems:

 Set up of offices and branches in various countries.

 Travel Agents all over the world.

 One of the fastest growing duty Direct Sales.

 Call center.
 City Ticket offices (CTO).
 Airport Ticket Offices (ATO).
 Through the airline’s website: Internet Selling.

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 DIFFERENT SECTORS IN QATAR AIRWAYS

The Qatar airways Group provides all those services that you will need for a smooth journey
including airport ground services, onboard catering, private jet travel, and more.

Qatar Duty Free

Qatar Duty Free, located at Hamad International Airport, is a subsidiary of Qatar Airways, the
national carrier of the State of Qatar . The duty free provides a vast variety of products with
cheap price.It has retail shops in different airports which entertain their customers whose flights
are late.

Al Maha Services

Qatar Airways also provide Al maha services in Qatar which help passengers in airports for fast
track, your way through the airport. Experience a true taste of Arabian hospitality with our
unique meet and greet service. Whether departing, arriving, or in transit, your Al Maha
representative will ensure your time on the ground is as seamless as your time in the air. Al maha
services also fast track customs clearance and nourish with family packages.

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Qatar Aircraft Catering Company

Qatar Aircraft catering company is one of the largest catering company which was Launched in August
2002 as the only airline catering company at Doha International Airport. Award-winning catering and
fine dining Qatar Aircraft Catering Company (QACC) provides special catering services to
Qatar Airways and other airlines in Doha international ariport .

Qatar Airways Cargo

One of worlds the fastest growing cargo networks Qatar Airways Cargo (QAC) is a well-
established force in the Middle East and one of the fastest growing cargo networks in the world.
Based at Hamad International Airport, QAC uses the latest automated tracking technology to
meet the Ever Growing demands for cargo services.

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Qatar Aviation Services

Ground support for all airlines at Hamad International Airport. Qatar Aviation Services is
responsible for providing ground management services at Hamad International Airport for Qatar
Airways and a host of other airlines. This covers everything from porters to baggage
handlers/loaders, aircraft cleaners to equipment operators, and drivers to customer service agents.

Customer analysis

Qatar Airways has its own target market that has the brand loyalty towards the national carrier.
However, Qatar Airways focus mainly on targeting the business class and elite class customers
who are willing to pay the sum of money for the service rendered by the organization. They
focus on attracting the nouveau riche target audience, baby boomers, yuppies as well as frequent
economic travellers .By this selective and focused market segmentation Qatar Airways has a
strong hold on its position in the brand uniqueness and sustainable business in the competitive
environment

Product Life cycle

Qatar Airways being a well-flourished Airline and it is sustained in the maturity stage with no
declination seen in near future due to its innovation and sustained market penetration strategy.
Qatar Airways focus on delivering its elite services to their focused target audience and retain
them by not only meeting their demands and expectation but also by exceeding the expectation

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and providing them more than the audience demand by their change in product line as well as
aesthetics. As there are minimum close competitors who provide similar product specification,
however Qatar Airways would continue to flourish in new future by their focused strategy.

Key factor of success

The key factors that drive the organization to be successful in the market by constantly retaining
the pride are their strategic capabilities in acquiring new ventures, the social responsibility and
drive towards preventing the depletion of resources. As well as the well-organized corporate
governance structure that are people oriented and matrix hierarchy.

Qatar Airways A380 Branding Campaign

Qatar Airways—the world's leading 5-star Airline has grown to 125 destinations worldwide. It
offers unmatched levels of service excellence that helped excel the award-winning carrier to
become best in the world. Qatar Airways has won the confidence of the travelling public after it
was voted Airline of the Year 2011 and in 2012 in the prestigious Skytrax industry audit. In this
highly competitive environment, Qatar Airways has achieved much with our phenomenal route
expansion across Europe, Middle East, Africa, Asia Pacific, North America and South America,
with scheduled flights operating to and from our hub in Doha, capital of the State of Qatar.

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We were tasked to propose a concept for the A380 launch campaign, that will not only celebrate
this moment in Qatar Airways’ history, but serve as overall turning point for the brand.

Rationale

If there’s one thing we all want, is the desire to have the ultimate experience. What lengths
would you go to, to savour the finest foi-gras, the perfect pinot noir or even the deepest sleep?
Now you only have to travel as far as your next flight. With Qatar Airways premium new
offering in the sky, you will have a sensorial experience that truly is out of this world.

Design Rationale

In the design of this campaign, the goal was to create a look that was clean, simple and
contemporary while still feeling luxurious.

To achieve that, we used subtle design elements to connote luxury and class, along with the
motif from the A380 itself. We also made use of beautiful full-bleed images, giving them ample
room to breathe.

Photography Rationale

We are using light to create a look that is both premium, and own-able.

The ‘bokeh’ effect is a clean, modern and fashionable effect that is able to be used to bring to life
visuals both in the aircraft and out.

Financial Analysis of Qatar Airways

Due to the involvement of Middle Eastern airlines in extra-regional operations the competition
becomes comparably high. Emirates are offering 82% of its seat capacity on extra-regional

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services. Etihad Airways (74%), Qatar Airways (66%) and Gulf Air (54%) also operate more
than half of their seats on extra-regional flights. Air France (26%) and Lufthansa (23%) which
mean they are considerably offering less extra regional for European group carriers. Qatar
Airways aims for 40% jump in revenues, says (CEO Akbar Al Baker). Defying the global
financial downturn, Qatar Airways is expecting to record a 40 per cent increase in its revenues in
its current financial year ending March 31, 2011 over the last year, according to the Doha-based
airline's chief executive officer."We are targeting a 40 per cent increase in revenues for this year,
which is slightly over the increase in the airline's capacity of around 30 per cent. Qatar has also
come up with balance marketing Mix to as to shift from competitor of Emirates to main player in
the airline industry in the Gulf region. Qatar Airways aims for 40% jump in revenues, says CEO
Akbar Al Baker. He added that the airline will experience a "similar capacity increase" in the
following year.

Strategy Evaluation of Qatar Airways

The customers may cause a threat for making profits to the airline since they have the ability to
lower prices. This may lead to Qatar Airways getting low revenues and low profit margins. On
the other side, there might be airline companies (suppliers) in airline retail market which have
already dominated the airline industry in across the world. These companies pose a threat to
Qatar Airways as they have the ability to lead to volume revenues for Qatar government owned
company. Qatar Airways should finally put into consideration the level of competitive rivalry in
the retail market, which is the rate and intensity of reactions to actions undertaken by
competitors. If the Qatar airways want to make profits in the retail market, they must conduct a
plan in a way of that it gives more attractive competitive advantage.

Contingency Plan of Qatar Airways:

The key goal of Qatar Airways is to attain a market share of 75% in Qatar through;
1. Customer service improvement
2. Cost-minimization

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3. Differentiated pricing strategy is another aim of the firm is to increase volume of sales by
45% in a duration of 3 years. This would increase profits by 40%.

Recommendation

There is no market that does not have its own risks and threats. Therefore, Qatar Airways should
make a market entry in around the globe to achieve its objectives and enjoy the economies of
scale.

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Qatar Airways should use franchising as the entry mode in destinations it has not ventured.
Franchising entails paying fees and royalties to a parent company to identify with its trademark,
sell services and use its business system or format. In this case, Qatar Airways will identify a
Company in the region of its interest that is already doing well to enter the retail markets with
ease.

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 Conclusion

The ravishing market penetration and robust strategy has kept Qatar Airways in the top order
amidst the big players. It is see that they excel in satisfying the consumers and the people they
are adhered too. Qatar Airways strong hierarchical structure has developed the company intact
and powerful from the base inside out in the market. Qatar airways have planned to establish
more global fleets with the Arabic touch, the organization has also planned to sustain as a leader
in the technology and product standards which would help to position itself top amidst leading
airline brands. Acquire more strategic partnership and alliances to develop the product to attract
and serve the Qatari as well as global target audience.

“ What we do we do best and the best we stand in the market”

CEO (Akbar Al Baker)

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 References

1. Dess, Gregory G., G.T. Lumpkin and Marilyn L. Taylor. Strategic Management. 2ed. New
York: McGraw-Hill Irwin, 2005.

2. Porter, Michael E., Competitive Strategy: Techniques for Analyzing Industries and
Competitors.

3. Gerry, J., Kevan, S. and Richard, W. 2009. Fundamentals Of Strategy.3rded. England :

Pearson Education Limited

4. Kevan, W. 2009, strategic Management. 1st ed. New York: DK Publishing Special Markets

5. Loizos, H. 2003. Strategy and Organization. 1st ed. United Kingdom: Cambridge
University Press

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 Appendix

1. Report: There is no formal annual report on Qatar airways. We collected information from their
website, other media release. Still we have attached a important report on Qatar airways.

https://prezi.com/jpksmi61xnfe/qatar-airways/
Blog Report: The blog is published on the website called:
https://vhootumpecha1122.blogspot.com
http://www.studymode.com/subjects/strategy-qatar-airways-page1.html

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