Global Connection through Technology in Etihad Airline - Case Study Example

Global Connection through Technology Student’s Name Institutional Affiliation Introduction Etihad Airways is ranked the second largest airline of the United Arabs Emirates behind the Emirates Airline. The Etihad Airline head office is located in Khalifa City, Abu Dhabi. The airline commenced its operation since November 2003. Currently, the Etihad Airline operates more than 1000 flights in every week with over 120 destinations for both passengers and cargo. These destinations include Middle East, Africa, Australia and America among other regions. The Airline has a fleet of 122 both Airbus and Boeing aircraft as of July year 2016. The Etihad Airline offers services other than passenger transportation. These services include operating Etihad Holidays and Etihad Cargo. In the year 2015, the Etihad established its airline alliance, Airways partners including Air Berlin, Air Serbia, and Etihad Regional among others. The booking in these airlines is done in a consolidated one network. This shows the global connection through technology has enabled Etihad Airline to operate globally. Therefore, the paper seeks to identify global operations and connections through technology advancement in Etihad Airline. Part I. Etihad Airways Business Model Etihad Airways operations have applied different players in the business model. The business model helps in identifying the aspects that contribute to the Etihad operations. These aspects are essential in supporting its operation and ensuring airline operates efficiently. These aspects of Etihad Airways business model includes; Actors: the Etihad Airways has unique players that join in ensuring passengers get offers of their choice. The network destinations cover six continents. The actors with a partnership with Etihad Airways include Alitalia, Air Seychelles, NIKI, Etihad Regional, Air Serbia, Airberlin and Jet Airways. These partners work together in delivering high standards hospitality and comfort both in ground and skies (Douglas, Lubbe, & Fabris-Rotelli, 2013). Resources: the Etihad Airways have different resources that are essential in contributing toward the airline services. These resources include the human labor that is provided by the employees. The airline has created job opportunities either directly or indirectly (KAVADIAS, LADAS, & LOCH, 2016). Other resources include capital and assets. The returns generated by the Etihad Airways are used in improving the services that are offered. Assets such as aircraft such as Airbus and Boeing planes are also the resources for the Etihad Airways. Infrastructures: Etihad Airways has different infrastructures that are essential to improving its operation and services. Technology infrastructure contributes in connecting the airline with its partners and customers. The technology infrastructure is essential in achieving and improving the services of the airline (Breuker, Matzner, Delfmann, & Becker, 2016). This includes booking for ticketing systems for all the partners of Etihad Airways. Transaction; the Etihad Airways has different transactions that are done through technological platforms. These transactions are supported by technological systems that enhance the airline operations. They include reservation making whereby the passengers book for reservations using the technological system. This reservation transaction covers the hospitality services and hotel bookings. The second transaction is vacation packages signing up. The system helps the interested persons to book for vacation packages that are offered by Etihad airline (Alavi & Gallupe, 2003). The third transaction that is offered in Etihad Airline network systems is the redeeming air miles to shop online. This kind of transaction is essential in rewarding the customers with redeemable air miles points that can be used in shopping online. Lastly, the fourth transaction is modifying reservations whereby the passengers would seek to have improved and up to standard reservation. This would be conducted through booking normal reservations but paying more for modification to improve the standards. Fig.1; Sketch Etihad Airways Business Model Part II. Etihad Airways “Unification Business Operating Model” Unification business operating model indicates high in both standardization and integration processes (Sabherwal & Becerra-Fernandez, 2009). Etihad Airways has global integrated systems and processes that are automated to connect to global customers. The unification model is applied to businesses that have similar or overlapping operations. The application of the system decision, process and also organization require central command that is enhanced through technological connectivity and network (Alavi & Gallupe, 2003). The Etihad Airways have interdependence units that are centrally managed in the model. The unification business operating model has four different elements that include; Identifying the customers; core approach in business operation at Etihad Airways indicates its capabilities to respond to the customers according to process and technologies sets. The sets of the business operation that is essential in identifying the customers’ experiences, operation channel, and business reflexes and employee-customers relationship management (Douglas, Lubbe, & Fabris-Rotelli, 2013). The approach enhances the company identifying the needs and wants of its customers. This helps Etihad Airways to understand its customers in different dimensions and ensuring they achieve their intended objectives and goals. The core is driving process; this indicates the customer files that show all the products and services they share that are offered by Etihad Airways. The shared product line data are critical as it helps in depicting critical process and execution of databases (Breuker, Matzner, Delfmann, & Becker, 2016). The sharing of data diagram covers core activities that are applied by Etihad Airways to connect to flight, location, employees, equipment, aircraft and customers among other activities. Sharing or linking integrated process and automation technologies; the connection indicates all the technologies that are applied to enhance integrated process and applications. The technologies are used in linking systems, software, and middleware. Customers and employees of Etihad Airways are supposed to connect using the portal to access the Etihad Airways systems network to get data, interface and even other services such as ticketing and booking. It is essential for the Etihad Airways to use the same platform of systems and software packages in accessing the shared data by customers. The core customers; this relates to the major customer group that Etihad Airways subjects its services and products. They are the key objective to the company as it targets to offer high-quality services (KAVADIAS, LADAS, & LOCH, 2016). Fig 2; Etihad Airways Unification Business Operating Model Part III. Digital Masters Etihad Airways digital and leadership capability meet the requirement needed for the digital master level. Starting with the good governance element, the company enjoys high-quality leadership executive and managerial capacity. The Etihad Airways management and leadership are governed by the organization profile, mission, and visions. This has helped in responding to the customers’ wants and need and ensuring they meet their standards. The management principles and ethics govern the day to day activities to ensure they offer quality services as demanded by customers (Sabherwal & Becerra-Fernandez, 2009). This makes Etihad Airways become more competitive and managing to be the second largest airline in United Arabs Emirates. The second element is the digital initiatives that help in generating business value in different measurable means. The Etihad Airways enjoys improved technology that enables to improve its connectivity and connection network to its customers and agents. The Etihad Airways uses technology in booking and ticketing hence making a reservation for its customers in advance (KAVADIAS, LADAS, & LOCH, 2016). Furthermore, the firm has invested greatly in the technology to improve in its software and system operation. These programs help Etihad Airways in data collection and storage as they help in indicating the firm growth rate. In the past years, the firm has increased its operation through partnering with other airlines with the same interests. Through the technology, these airlines operate as a unit, offering similar services and under one technological system. The connectivity and networking have helped the Etihad Airways to meet the rising demand globally and offering high-quality services. Strong digital culture is the third element of digital masters as it helps to have a strong foundation for technology innovation. Etihad Airways has identified different approached that has enhanced its operations. This technology connectivity has made the employees and other stakeholders to innovate different programs, models, and systems that are beneficial to the company (Alavi & Gallupe, 2003). Furthermore, the Etihad Airways depends with the technology development to enhance its operations processes, customer’s services, and communication. Finally, the strong overarching digital vision helps in projecting on the intended technological programs that company initiated to achieve in the near future. The Etihad Airways has shown its capability in advancing in technology to achieve its operation. This depends on the different operation approaches that company has employed to enhance its marketing and customer targeting programs. The strong overarching digital vision relates to the programs and software systems that Etihad Airways has developed and sought to achieve shortly to enhance its operations (Sabherwal & Becerra-Fernandez, 2009). Therefore, the Etihad Airways has achieved its position at a digital master level in its leadership and digital capabilities. Part IV. Playbook for Etihad Airways maintaining Digital Masters Etihad Airways seeks to develop different strategies to ensure it maintains digital masters’ level. These strategies include seeking technologist experts in software and programming. The Etihad Airways management should ensure these experts have the knowledge of the customers that airline targets, the best performing regions (Alavi & Gallupe, 2003). The Etihad Airways need to develop the strategic approach with the aim of maintaining the digital masters. This includes initiating achievable governance through setting policies, missions, and visions to guide the Etihad Airways operations. Digital initiative enhances the organization performance through innovations. The Etihad Airways should reward employees who generate viable business ideas that would enhance the firm’s success in its operations (KAVADIAS, LADAS, & LOCH, 2016). Furthermore, the strong digital culture would enhance the development of technology application and hence contribute to programs and systems upgrading. Therefore, the Etihad Airways management is supposed to ensure all the organization activities projects to improve its position through technology and leadership development. Conclusions The Etihad Airways, as the second largest airline in United Arabs Emirates, has shown its capability in technology development and improvement. The Etihad Airways partnering with other stakeholders in airline sector has helped its competitive ability. The airline has achieved digital master level through enhancing its operation, programs, and systems to realize its capabilities. Therefore, the technology development mechanism has contributed to the success of the Etihad Airways. References Alavi, M., & Gallupe, B. (2003). Using Information Technology in Learning: Case Studies in Business and Management Education Programs. Academy of Management Learning & Education. 2(2), 139-153. Breuker, D., Matzner, M., Delfmann, P., & Becker, J. (2016). COMPREHENSIBLE PREDICTIVE MODELS FOR BUSINESS PROCESSES. Entrepreneurship Research Journal. 6(3), 297-343. Douglas, A., Lubbe, B., & Fabris-Rotelli, I. (2013). TRAVEL OR TECHNOLOGY? BUSINESS FACTORS INFLUENCING MANAGEMENT DECISIONS. South African Journal of Economic & Management Sciences. 16(3), 279-297. KAVADIAS, S., LADAS, K., & LOCH, C. (2016). THE TRANSFORMATIVE BUSINESS MODEL. Harvard Business Review. 94(10), 90-98. Sabherwal, R., & Becerra-Fernandez, I. (2009). Business intelligence. Hoboken, N.J: Wiley; Chichester: John Wiley. Read More