Arabic Airlines in the European Market. Strategies, Consequences and International Market Changes and Challenges

Inhaltsverzeichnis (Table of Contents)

• Executive summary
• Table of Contents
• List of Abbreviations
• List of Figures
• List of Tables
• 1 Introduction
  • 1.1 Problem Definition
  • 1.2 Objectives
  • 1.3 Structure of the paper
  • 1.4 Research Methodology
• 2 Porter's five forces and Globalisation Drivers from George Yip
  • 2.1 Porter's five forces
    • 2.1.1 Five Forces model
    • 2.1.2 Analysis
    • 2.1.3 Advantages and Disadvantages
  • 2.2 Globalisation drivers of George Yip
    • 2.2.1 Globalisation drivers model
    • 2.2.2 Analysis
    • 2.2.3 Advantages
• 3 Information of European and Arabic airlines
  • 3.1 Arabic Airline Market
    • 3.1.1 Qatar Airways
    • 3.1.2 Emirates
    • 3.1.3 Etihad Airways
    • 3.1.4 Oman Air
    • 3.1.5 Saudi Arabic airlines
    • 3.1.6 Gulf Air
    • 3.1.7 Royal Jordanian Airlines
    • 3.1.8 FlyDubai
    • 3.1.9 Air Arabia
    • 3.1.10 Middle East Airlines
  • 3.2 European Airline Market
    • 3.2.1 Turkish Airlines
    • 3.2.2 Lufthansa
    • 3.2.3 Swiss Int'l Air Lines
    • 3.2.4 British Airways
    • 3.2.5 Austrian Airlines
    • 3.2.6 Air France
    • 3.2.7 Aegean Airlines
    • 3.2.8 KLM
    • 3.2.9 Virgin Atlantic
    • 3.2.10 Finnair
• 4 The Influence of Arabic airlines on the European Market Global Strategy of Arabic Airlines
  • 4.1 Development of the airline market
  • 4.2 Analysis of the Arabic Airlines by Porters five forces
    • 4.2.1 Threat of new entrants
    • 4.2.2 Threat of substitute products or services
    • 4.2.3 Bargaining power of customers
    • 4.2.4 Bargaining power of suppliers
    • 4.2.5 Intensity of competitive rivalry
  • 4.3 Analysis of the European market by George Yip's Globalisation drivers
    • 4.3.1 Market globalisation drivers
    • 4.3.2 Cost globalisation drivers
    • 4.3.3 Competitive globalisation drivers
    • 4.3.4 Government globalisation drivers
  • 4.4 Market entry Strategies
    • 4.4.1 Sprinkler Strategy
    • 4.4.2 Waterfall Strategy
  • 4.5 Empirical Study
  • 4.6 Strategic globalisation forecast planning
    • 4.6.1 Boeing
    • 4.6.2 Airbus

Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)

This master thesis examines the impact of Arabic airlines on the European airline market. It aims to analyze the strategies, consequences, and challenges posed by these airlines, exploring the opportunities and risks for both European and Arab companies. The work focuses on the largest companies in both markets, providing a comprehensive analysis of their key business data.

• The rise of Arabic airlines and their impact on the European market
• Competitive strategies employed by Arabic and European airlines
• Market dynamics and challenges posed by globalization
• The role of government policies and regulations in the airline industry
• Future prospects and strategic implications for both markets

Zusammenfassung der Kapitel (Chapter Summaries)

The first chapter introduces the research topic, outlining the problem definition, objectives, structure of the paper, and research methodology. Chapter two analyzes the competitive landscape using Porter's Five Forces model and George Yip's Globalization Drivers, providing a framework for understanding the dynamics of the airline market. Chapter three presents detailed information on the largest Arabic and European airlines, examining their key business data and market positions. Chapter four focuses on the influence of Arabic airlines on the European market, analyzing their global strategy and competitive advantages. This chapter also explores the market entry strategies employed by Arabic airlines and examines the implications of globalization for the European market. Finally, the chapter explores the strategic globalisation forecast planning for Boeing and Airbus.

Schlüsselwörter (Keywords)

Arabic airlines, European airline market, competitive strategy, globalization, market dynamics, Porter's Five Forces, George Yip's Globalization Drivers, market entry strategies, strategic planning, Boeing, Airbus.