Contents

Introduction ........................................................................................................................... 3
1. Macro – Environmental Analysis ................................................................................... 3
Key Drivers for Change .............................................................................................................. 7
Directions of Change .................................................................................................................. 7
Scenario analysis ........................................................................................................................ 8
2. Industry analysis.......................................................................................................... 10
Porter’s Five Forces.................................................................................................................. 10
VRIO Analysis ........................................................................................................................... 11
3. Competitive analysis ................................................................................................... 13
Conclusion .......................................................................................................................... 16
Bibliography ........................................................................................................................ 17

List of tables
Table 1:PESTEL & OT Summary for Cloudline ........................................................................... 6
Table 2: Competitive analysis of Cloudline and 5 other companies......................................... 13

List of figures
Figure 1: Cloudline Scenario Analysis .......................................................................................... 8
Figure 2: Depicts the Porters Five Forces in relation to the air transportation industry.......... 11
Figure 3:SWOT Analysis .............................................................................................................. 15
Figure 4: Three Competitive Generic Strategies........................................................................ 15
Introduction

This paper seeks to explore a South African startup company, called Cloudline, in their quest
to connect remote communities without access to reliable logistic channels in South Africa and
the African continent at large (Horne, 2019). For a long time, helicopters and airplanes have
been used to service this market but their limitations regarding take-off, landing, and load drop-
off methods proved to be challenging (Page, 2023). In recent years, drones have been
introduced to service this market but their limitations in durability and allowable payload
introduce challenges. Cloudline is building airships that are autonomous to rival small scale
drone delivery in these communities (Horne, 2019). Cloudline has received over $6 million in
grants and investments from organizations such as the Schmidt Futures and United Nations
to grow their operations (Kene-Okafor, 2023). The airships are a zero-carbon emission
solution that are helium-filled blimps which use battery power for propulsion and backup power
using solar panels (Page, 2023). The paper will analyse Cloudline’s macro-environment,
industry, and competitors.

1. Macro – Environmental Analysis

Below is a thorough analysis of the macro environment utilizing the PESTEL & OT framework.

Political

Instability in South African politics poses a major threat to industry with regards to foreign
investment. There is both a direct and indirect interaction between political instability, the
currency rate and investment inflows in developing and developed countries highlighting
consequences for business and economic growth (Bissoon, 2011). An example of the threat
of political risk in South Africa can be seen during Jacob Zuma’s presidency where Zuma
subsequently fired and hired three finance ministers in three days which saw the rand plumet
to new lows (Magoane, 2020). Political instability affects foreign investors’ confidence in the
country’s economy. Without foreign investment many businesses and start-ups will not have
the financial backing to get off the ground. As Cloudline is reliant on foreign investments, this
instability could pose a huge threat to the success of the business.

In contrast, a political opportunity is presented in the form of political tenders for the company,
once it is fully functional. Cloudline could assist in maintenance of the national railroad, by
doing air surveillance of the tracks to monitor for faults and damage along the railway line
(Cloudline, n.d.). Additionally, Cloudline could use their airships to run patrols for the South
African Navy along the coastline in search for illegal fishing vessels and to increase maritime
enforcement capacity (Dyer, 2018). This opportunity not only presents itself for South Africa
coastlines, but Cloudline could branch out into the international market and run maritime
enforcement for many African countries.

Economical

South Africa’s economy is affected by several factors, and that results in difficulties for
businesses to attract the necessary investments to grow and be sustainable. Loadshedding
has been one of the challenges South Africa is faced with. Investors are concerned with the
decreased levels of reliable power in the country, and that affects economic growth. The
country’s GDP expectations for the economy was downgraded to 0.1% in 2023 by the
International Monetary Fund (IMF), furthermore, the country’s GDP growth was decreased
from 2.6% to 0.3% by South African Reserve Bank (U.S Department of State, n.d.).

On the other hand, South Africa’s economy is still one of the most advanced and broad-based
in sub-Saharan Africa, and still attractive to investors. This is evident in the number of relief
funds given to the country as a response to COVID-19: $4.3 billion from the IMF, and $750
million from the World Bank. Additionally, In November 2021, a partnership committed to $8.5
billion aimed at decarbonizing SA’s economy was announced. This commitment is for the
period between 2023 to 2027 (U.S Department of State, n.d.).

Social

Rural communities in South Africa do not have access to medical facilities due to inaccessible
roads, which hinders the ability to send the correct medical equipment to assist the community.
These airships could potentially close the access gap between the community and medical
facilities. RAD-AID is a non-profit public server that transports Radiology equipment to low
resource areas to diagnose and treat illnesses such as Cancer, heart disease, trauma and
infections (RAD-AID, 2024). RAD-AID is using airships to transport this equipment. This model
can be adapted and used in South Africa and neighboring countries.

Technological

Cloudline’s airship technology offers a huge technological opportunity in the form of constant
improvement. As technology improves in the future, Cloudline will utilize those advancements
to keep improving their product. This could be in the form of full automation of airships, lighter
materials used to manufacture the airship and increased battery technology that will allow
airships to break new ground in affordable long-range delivery, which stands out amongst their
competitors. In the current market, no commercial drone can match Cloudline’s airship
performance (Cloudline, n.d.).
According to Dyer (2018), a potential threat to the technological aspect of airships is remote
hacking and cyber security. Depending on the whether the cargo is valuable or not, this could
pose a risk for potential hacking of the automated airship. To Avoid this, effective security
systems would have to be put in place to protect Cloudline’s customer’s cargo. As much as
technological advancements can improve the airship, technological advancements could also
create a new problem in the future.

Ecological

South Africa is ranked as the 14th largest, in terms of the emission of greenhouse gases
(Carbon Brief, 2018). This is mainly due to the CO2 emitted from coal. In 2015, SA pledged
their plan to reduce the country’s emissions in the long run. The pledge outlined a plan to peak
emissions between 2020 and 2025, plateau for approximately 10 years, then begin the decline
of emissions. It is from this pledge that a partnership was formed to address the
decarbonization of SA’s economy.

Cloudline’s airships release no carbon emissions into the atmosphere due to the use of helium
gas for lift and solar powered batteries for propulsion, thereby reducing air pollution (Kene-
Okafor, 2023). In addition, the noise levels are significantly reduced compared to traditional
aircrafts, thereby reducing noise pollution.

Legal

Due to the size of the airship, it is regarded as a type of aircraft according to South African
law, which means it cannot be operated without obtaining approval from the South African Civil
Aviation Authority (SACAA) (Drone Laws, 2024). As such, Cloudline needs to go through the
same registration procedures as normal aircrafts would in order to obtain relevant permissions
to operate within the South African airspace. The process can be lengthy one because of the
multiple certifications required as part of the application process, together with payments, and
aircraft inspections from the SACAA for airworthiness (Nagiah, 2023). Even though the airship
is unmanned, it is still required by law to have a remote pilot that has a Remote Pilot’s License
(RPL) from an approved training organization (Drone Laws, 2024).
 Table 1:PESTEL & OT Summary for Cloudline

Opportunities Threats
Political • Tenders for maintenance of • Political instability affecting
national railroad. foreign investment
• Offshore patrol vessels for (Magoane, 2020).
navy (Dyer, 2018).
Economic • Superior cost efficiency of • Exchange rates fluctuate.
Cloudline. • Limited funding for
employee salaries.
• Foreign investors hesitant
to invest in South African
organisations.
Social • Deliver medications to local • Push back from
communities. uninformed communities
• Bringing products to rural due to misinformation.
communities.
Technological • No commercial drone can • Remote hacking and
match Cloudline’s airship cybersecurity (Dyer,
performance. 2018).
• Efficiency
• New ways of distributing
goods and services.
• Long range delivery –
compared to competitors.
• Technological
advancements will keep
improving the product.
• Automation of airship
technology will keep
improving.
Ecological • Cloudline uses battery and • Climate change
solar power – carbon
emission free flight
operations.
• No maned aircraft can beat
the carbon efficiency of
Cloudline.
• precision agriculture (Retief,
2023).
Legal • Change in aviation • Civil Aviation Regulations.
legislation with the airship • Health and safety
and drones. regulations – transporting
healthcare products.
Key Drivers for Change

Based on the PESTEL + OT model for Cloudline, we have identified two key drivers for change,
namely:

A. Foreign investments
B. Technological advancements

These key drivers for change will be analysed later in scenario analysis.

Directions of Change

Megatrends
According to Monash University (2024) a megatrend is “a major movement, pattern or trend
emerging in the macroenvironment, likely to have a significant impact on the kinds of products
consumers wish to be associated with in the foreseeable future”. Two megatrends have been
identified and explained below.

A. Climate change
Climate change is the long-term changes in temperature and weather patterns and these
changes are predominantly due to human activity over the last 200 years (United Nations,
2024). Climate change is a megatrend because it is a major movement emerging in the
macro environment which affects consumer decisions when purchasing a product or
service. Stated in the Paris agreement, participating nations have committed to improve the
transition towards resilient, low carbon societies and economies (Sustainability Report
2017, 2017). According to the Sustainability report, (2017), the generation of both
significant business risks and opportunities over the next decade will be caused by climate
change. Due to this megatrend, Cloudline’s business model regarding zero carbon
emissions and the use of solar powered batteries for propulsion, put Cloudline in good
standing with the UN’s 17 Sustainable goals. This also presents a huge opportunity in the
market for Cloudline’s services.

B. Future of clean Energy or renewable energy market.

The market size for renewable energy market was valued at $1.1 trillion in 2021, and it is
predicted to increase to $2.4 trillion by 2030 (Nagrale, 2020). With the growth of renewable
energy markets over time, company’s like Cloudline stand to benefit as they are already
players in this market at an early stage. With countries committing to decrease their carbon
footprint, businesses will be forced to look at more greener ways of doing business.
Scenario analysis

To conduct the scenario analysis for Cloudline, we have listed the uncertainties around the
current business model in a South African context.

List of uncertainties:
• Climate change
• Renewable energy market growth
• Political instability
• Technological advancements
• Foreign investments
• Taxation
• Consumer trends

Modelling

For the modelling of our analysis, we will look at the effect of foreign investments and
technological advancements. This is because a startup like Cloudline depends a lot on
investments for growth and sustainability. Also, technological advancements in this space
becomes a determinant on which organizations flourish or perish in the market. The scenario
analysis will look at the changes in these two factors over a period of five years. We have
chosen five years because Cloudline has been operational for six years, and statistics show
that 20% of new businesses fail within the first two years, 45% don’t survive the fifth year, and
65% fail during the first ten year (Howarth, 2023). Cloudline has passed the five-year mark
and are growing in their sixth year, so uncertainty lies with the first ten years.

We will use a four-quadrant system to evaluate the different scenarios that can arise as a
result of different combinations of the chosen drivers.

Figure 1: Cloudline Scenario Analysis

• Goal – high foreign investment, high technological advancement.

The goal quadrant is the ideal scenario, in which in the next five years at Cloudline, we have
very high foreign investment and high technological advancement. This investment would
present the opportunity to purchase the latest technological advancements that Cloudline can
install in their airships. With the access to this technological advancement Cloudline would
be able to increase the load size that can be transported at once, as well as increase the
distance the airships can travel in one trip.

• Scramble – high technological advancement, low foreign investment.

The scramble quadrant is not the ideal scenario, as over the next five years the technological
advancement would increase but Cloudline would have low foreign investment, meaning they
would not have the income to utilise that technological advancement. Hence the title scramble,
Cloudline would need to use the technology available that they can afford and try to optimize
the situation as best as possible. This might put them at a disadvantage when compared with
their competitors.

• Use the money - high foreign investment, low technological advancement.

The ‘use the money’ quadrant is second best scenario that Cloudline could find themselves
in, whereby they have the funds from the high foreign investment but then lack the
technological advancement. This is not necessarily a bad position to be in, as Cloudline could
use the money with the technology available at the time to build multiple prototypes to possibly
build the best airships with the materials that they have.

• Get out - low foreign investment, low technological advancement.

The ‘get out’ quadrant is the worst scenario to be in for Cloudline. Being in an environment
with low foreign investment and low technological advancement would make entering and
keeping up with industry trends very challenging. In this case, Cloudline could keep the scale
of their business small and operate within their means and compete with companies within
those means.
 2. Industry analysis
In this section, an industry analysis of Cloudline and their competitors within the air
transportation industry will be explored, followed by a VRIO analysis to establish how
Cloudline’s internal resources contribute to its strategic positioning within the market.

Porter’s Five Forces

1. Threat of New Entrants:

• Low: Building a network of autonomous airships requires significant capital

investment, specialized technology (differentiation factors), and regulatory
approvals. This acts as a barrier to entry for new competitors.

2. Bargaining Power of Suppliers:

• High: Suppliers of components and technology for autonomous airships have

high bargaining power due to the few suppliers existing within this narrow
industry. Particularly since they offer unique or proprietary products with high
switching costs.

3. Bargaining Power of Buyers:

• Low: Buyers in the industry have low bargaining power due to the reduced
availability of alternative delivery methods in Africa.

4. Threat of Substitutes:

• Low: Common delivery methods, such as drones, pose a low threat of

substitution. They may provide optimal speed although competitors’ operations
are still higher in cost, at a lower delivery payload and range.

5. Intensity of Competitive Rivalry:

• Low: The industry for autonomous delivery solutions is still emerging and very
narrow within the region of Africa. There are high exit barriers due to
concentrated groups of suppliers and incremental strategic stakes for the
buyers within the market. This is a fast-growing market, with low rivalry and
high profitability, differentiated through technological innovation, service
quality, and strategic positioning.
 Figure 2: Depicts the Porters Five Forces in relation to the air transportation industry.

VRIO Analysis
This section covers Cloudline’s resources and capabilities to determine their value, rarity,
inimitability, and organization. This is based on the advantages stated by Cloudline (n.d).

1. Carbon-Free Aviation Technology:

▪ Value: The use of battery and solar-powered propulsion for carbon-free flight operations
provides significant value to Cloudline. It aligns with increasing environmental concerns
and regulatory pressures for sustainable transportation solutions.

▪ Rarity: This technology is relatively rare in the aviation industry, giving Cloudline a
competitive advantage over traditional aviation methods that rely on fossil fuels.

▪ Inimitability: Developing and implementing carbon-free aviation technology requires

specialized knowledge, resources, and expertise, making it difficult for competitors to
replicate in the short term.

▪ Organization: Cloudline has effectively organized its resources to develop and utilize
carbon-free aviation technology, further enhancing its competitive advantage in the
market.

2. Helium Lifting Gas and Quiet Operation:

▪ Value: The use of helium lifting gas ensures safety and quiet operation, addressing
concerns related to noise pollution and safety compared to drones and rotorcrafts. This
adds value to Cloudline's operations, especially in urban and populated areas.

▪ Rarity: Helium lifting gas and quiet operation are relatively rare features in the aviation
industry, giving Cloudline a unique selling point and differentiating it from competitors.
▪ Inimitability: While the technology itself may not be proprietary, the effective
implementation and integration of helium lifting gas and quiet operation into Cloudline's
airships require specialized knowledge and expertise.

▪ Organization: Cloudline has effectively organized its operations to prioritize safety,

reliability, and environmental sustainability, enhancing the value of its offerings in the
market.

3. Range, Endurance, and Payload Capacity:

▪ Value: Cloudline's airships offer a range of over 200 km, endurance of up to 12 hours, and
payloads up to 100 kg, enabling middle-mile transportation with cost savings and
operational flexibility.

▪ Rarity: While some competitors may offer similar capabilities, Cloudline's combination of
range, endurance, and payload capacity provides a unique value proposition in the
autonomous airships industry.

▪ Inimitability: Developing airships with such capabilities requires substantial investment,

technological know-how, and operational expertise, making it challenging for competitors
to replicate.

▪ Organization: Cloudline has effectively organized its resources and operations to

optimize range, endurance, and payload capacity, maximizing the value of its services for
customers.

4. Vertical Takeoff and Landing (VTOL) Capability:

▪ Value: Cloudline's VTOL capability enhances operational flexibility by eliminating the need
for fixed infrastructure, allowing airships to operate in diverse environments and terrain.

▪ Rarity: While VTOL technology is not unique to Cloudline, its integration into autonomous
airships for delivery services is relatively rare in the industry.

▪ Inimitability: Implementing VTOL capability requires specialized design and engineering

expertise, making it challenging for competitors to replicate without significant investment
and resources.

▪ Organization: Cloudline has effectively organized its operations to leverage VTOL

capability, enabling seamless and flexible operations in various locations and scenarios.
 3. Competitive analysis
This section looks at the competitor analysis, where Cloudline is compared to five other competitors, including the SWOT analysis, and
thereafter a focus and differentiation strategy. Table 2: provides an overview of the competitors analysis for Cloudline and its competitors
in the autonomous logistics space.

Table 2: Competitive analysis of Cloudline and 5 other companies

Name Cloudline Zipline Swoop Aero Rigitech Matternet Silent Arrow Ehang
Years and 6 years old and 10 years old and based 7 years old and 6 years old and 13 years old based 12 years based in 10 years based in
location based in South Africa in United States based in Australia based in Switzerland in United States Unted States China
Technology Autonomous airships Autonomous supply Self-governing Offers solutions for The firm offers the For the purpose of Ehang is a
that transport goods chain employing drones drones as a drone logistics. platform as a transporting cargo, technology startup
and services using to transport goods. transportation service to Silent Arrow focused on
solar and battery service. healthcare, e- produces autonomous aerial
power. commerce, and autonomous cargo vehicles (AAVs).
logistics drones.
organizations,
enabling them to
create and run
drone logistics
networks for the on-
demand air
transportation of
commodities.
Comparison: Payload The quantity of The quantity of The quantity of Products; The quantity of The quantity of
Why Distance it can travel. horizontal infrastructure medical supply horizontal Pricing; horizontal horizontal
Cloudline problems found; the stock outs. infrastructure References from infrastructure infrastructure
beats Zipline number of medical A decrease in problems found; the customers; problems found; the problems found; the
supply stockouts; and operating and number of medical number of medical number of medical
the decrease in maintenance supply stockouts; and supply stockouts; supply stockouts;
operating and expenses. the decrease in and the decrease in and the decrease in
maintenance expenses. Complete and on- operating and operating and operating and
time delivery; maintenance maintenance maintenance
Decrease in expenses. expenses. expenses.
carbon emissions;
Enhancement of
services (e.g.,
quicker delivery,
 distribution to
inaccessible
locations).
Target Monitoring of health Medical Facilities The Vaccine Inter-city logistics The air and the Its products range It is involved in the
logistics infrastructure Dining Out Agriculture Alliance, UPS platform it offers to from single-use creation, production,
Services related to & Farming. Gavi, the Gates e-commerce, glider versions for and marketing of
ships. Foundation, UK logistics, and resupply, drone intelligent
Precision in wildlife .Aid, UNICEF, healthcare delivery, and unmanned aerial
management and the US companies as a disaster relief to vehicles.
Farming. Agency for service. megawatt-class
International electric propulsion
Development. systems and electric
vehicles with
unmanned delivery
planes.
Area Rural remote areas Remote areas Remote areas Intercity transport Urban and Transports critically World but they sell
suburban needed cargo drones.
environments. anywhere in the
world safely and
efficiently.
(CB Insights, n.d.)
SWOT Analysis
The SWOT analysis is used to identify the company’s strengths and weaknesses.
Weaknesses could be turned into opportunities, and the threats will be used to mitigate them.
Strengths Weaknesses
▪ Weight/Mass better than competitors. ▪ Speed (drone) far better than the Cloudline
▪ Longer flying times ▪ More prone to medium weather disturbances
▪ Cost of build
▪ Constructed with standardised parts for
flexibilityand variaty use

Threats Opportunities
▪ Swoop Area is currently in Africa so they ▪ South Africa can be its pilot as there are many rural areas
can be seen as a threat. where trucks and airplanes cannot land to delivery goods,
▪ International companies are able inflitrate health care products,
the South African market ▪ They can make an impact on the elinination of pouching in
South Africa.
▪ They can help with delivery of goods in the most remote areas
of South Africa.
▪ They can also expand into Africa in the rural areas.
Figure 3:SWOT Analysis

Figure 4: Three Competitive Generic Strategies

Focused Strategy
Cloudline operates in a narrow target and hence will follow a cost focus and differentiation
focus strategy. The key factor that for the successful focus strategy is distinct segment needs.

1. Competitive advantage is achieved by the focuser, by serving their customers better

than others, who also services a wider market (products).
a. Cost Focusers
Reducing cost through a cost focus, i.e. driving down the cost through focusing
on narrow market as opposed to all markets.

b. Differentiation focus
Focusing on specific needs as opposed to differentiators who focus on a
broader target.
Conclusion

The introduction of Cloudline to the autonomous transportation industry is a milestone for the
South African inventers. Cloudline has already obtained the relevant funding, regulatory
approvals and is looking forward to taking to the sky.

The report commences with the environmental scan and using the PESTEL analysis, with a
focus on opportunities and threats. The opportunities presented for political, environmental,
social, technological, ecological, and legal are explored and identified. These opportunities
provide for a successful introduction of Clouldline to the communities in South Africa that are
not easily accessible by road or freight and require health care support.

The industry analysis is carried out and the only threat that we cannot ignore at this point is
“supplier bargaining power.” The material required for the construction/replacement of parts,
can be obtained from very few suppliers, and hence the power is in their hands from a pricing
perspective. Clouldline continues to innovate to ensure that substitute parts can be found to
reduce the reliance on a few suppliers.

The report is concluded with the competitor analysis, to ensure that we are aware of our direct
competitors, where they play, and with the inclusion of VRIO analysis under industry analysis,
Cloudline has a strategic advantage, i.e. they have a unique selling proposition, which provides
comfort that they are a formidable rival with a unique offering.
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