COMPETITIVE PROFILE MATRIX

KEY FACTORS OF SUCCESS WEIGHTING

SHIP'S USABILITY 0.1

PRICE 0.09
TECHNOLOGIES( NEW ACTIVE INVESTMENT) 0.12
FINANCIAL STRENGTH 0.1
QUALITY SERVICE( SAFETY, PUNCTUALITY,
ONBOARD SERVICE) 0.14
RECOGNITION AND PRESTIGE 0.1
GOOD COMMUNICATION WORK TEAM 0.11
MARKET COVERAGE 0.08
MARKET SHARE 0.07
VARIETY OF ROUTES 0.09
TOTAL 1

OK

RESULTS ANALYSIS
SCORE
VERY STRONG
STRONG
WEAK
 COMPETITIVE PROFILE MATRIX
LAN IBERIA SATENA
WEIGHTED WEIGHTED WEIGHTED
CLASSIFICATION CLASSIFICATION CLASSIFICATION
RESULT RESULT RESULT
3 0.3 3 0.3 3 0.3
3 0.27 3 0.27 3 0.27
4 0.48 2 0.24 2 0.24
4 0.4 3 0.3 3 0.3

0.56
4 3 0.42 3 0.42
4 0.4 2 0.2 3 0.3
4 0.44 2 0.22 2 0.22
3 0.24 2 0.16 2 0.16
3 0.21 2 0.14 2 0.14
3 0.27 2 0.18 2 0.18
3.57 2.43 2.53

STABLE COMPANY

RESULTS ANALYSIS RESULTS ANALYSIS

SCORE SCORE
VERY STRONG 3…4 LAN 3.57
STRONG 2…3 SATENA 2.53
WEAK 1…2 IBERIA 2.43
S ANALYSIS
POCISION
1 VERY STRONG
2 STRONG
3 STRONG
 INTERNAL DIMENSIONS
INTERNAL STRATEGIC POSITION
FINANCIAL STRENGTH (FS)
RETURN ON INVESTMENT 5
FINACIAL APPECEAMENT 6

6
LIQUIDITY
WORKING CAPITAL 6
CASH FLOW 5
TOTAL 28
AVERAGE 5.6
COMPETITIVE ADVANTAGE (CA)
MARKET SHARE -2
QUALITY OR SERVICE -1
LEALTAD DEL CLIENTE -2
COST EFFICIENT STRUCTURE -2
TECHNOLOGICAL KNOW-HOW -1
TOTAL -8
AVERAGE -1.6

SPACE MATRIX
6

3
2.6
2

1
SPACE MATRIX
0
-6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6
-1

-2

-3

-4

-5

-6
 SPACE MATRIX
INTERNAL DIMENSIONS
EXTERNAL STRATEGIC POSITION
ENVIRONMENTAL STABILITY (ES) X AXIS CA -1.6 IS
AERONAUTICAL REGULATION -5 Y AXIS ES -3 FS
TECHNOLOGICAL CHANGE -3 X AXIS

GROWTH PROJECTIONS OF PASSENGER DEMAND -4 Y AXIS

COMPETITIVE PRESSURE -2
BARRIERS TO MARKET ENTRY -1
TOTAL -15
AVERAGE -3
INDUSTRY STRENGTH (IS) FS-IS CA-ES
GROWTH POTENTIAL 4 1 -1
FINANCIAL STABILITY 5 2 -2
EASE OF ENTRY INTO THE MARKET 5 3 -3
USE OF RESOURCES 6 4 -4
ADVANCED AERONAUTICAL TECNOLOGY 5 5 -5
TOTAL 25 6 -6
AVERAGE 5
X Y
3.4 2.6 AGGRESIVE ESTRATE

SPACE MATRIX
6

3
2.6
2

1
SPACE MATRIX
0
-1 0 1 2 3 4 5 6
-1

-2

-3

-4

-5

-6
 AVERAGE
5 3.4
5.6 2.6
3.4

2.6

AGGRESIVE ESTRATEGY
 BOSTN CONSUL
PRODUCTO SALES BY UNITS %
INTERNATIONAL TRAVEL 240000 37%
NATIONAL BUSINESS TRAVEL 300000 46%
NATIONAL TRAVEL 78000 12%
BUSINNES INTERNATIONAL TRAVEL 26000 4%
CARGO SERVICE 6000 1%
TOTAL 650000

In the analysis of the BCG matrix we can

determine that the star
products are international travel and
national travel.
Latam is still a leader, which develops
strategies in its costs to keep its 0.2

clients active and takes advantage of its

popularity in the market to gain
new clients.

0.1

0
10 1
CONSULTING GROUP (BCG)
SALE LEADER TOTAL SALE IN THE SECTOR 2019 TOTAL SALE IN THE SECTOR 2018 MGR
70000 400000 350000 14%
460000 812000 750000 17%
50000 300000 219000 22%
45000 80000 70000 3%
20000 26000 23000 1%

1 0.1
BCG)
RMS
3.42857142857143
0.652173913043478
1.56
0.577777777777778
0.3
 EXTERNAL FACTOR ASSESSMENT MATRIX
KEY SUCCESS FACTORS WEIGHT
OPPORTUNITIES
COMMERCIAL ALLIANCES 0,15
HIGH QUALITY OF ATTENTION AND SERVICE TO YOUR CUSTOMERS 0,13
TIP TECHNOLOGY, MODERN MACHINERY 0,12
INCREASED OFFER OF DESTINATIONS TO CUSTOMERS 0,09
NETWORK LEADERSHIP 0,08
THREATS
METEOROLOGICAL PROBLEMS 0,11
FLUCTUATION IN FUEL PRICES 0,13
LEGAL PROBLEMS 0,06
COMPETITION 0,08
ECONOMIC CRISES WITH FILIAL COUNTRIES 0,05
TOTAL 1
OK

RE
SCORE
LAN
ATRIX
QUALIFICATION WEIGHING
Q
4 0.6 1
4 #VALUE! 2
4 #VALUE! 3
4 #VALUE! 4
4 #VALUE!

2 #VALUE!
2 #VALUE!
2 #VALUE!
2 #VALUE!
2 #VALUE!
3.14 VERY STRONG

RESULTS ANALYSIS
SCORE
VERY STRONG 3…4
STRONG 2…3
WEAK 1…2

RESULTS ANALYSIS
SCORE POCISION
LAN 3.14 VERY STRONG