| |Cathay Pacific | Memo To: Edward Nicol, Director of IM From: Anthony Yeung, General Manager of IM CC: Jakob Iverson Date: 2/05/2003 Re: Cathay Pacific Outsourcing Process Edward, Once again, welcome back to Cathay Pacific! I thought I would take time to articulate the current state of Cathay’s outsourcing
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Cathay Pacific [Case Analysis] Due to substantial deregulation of the airline industry in the 1980s, a highly competitive environment arose for airline carriers. Cathay Pacific, for one, was particularly efficient in making the most of this new environment, and this is largely attributable to how the airline has managed its IT operations. By outsourcing (mainly non-strategic) functions that were not core competencies, for example, they did not only cut down on costs but they also effectively
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carrier for Cathay Pacific and China Southern Airways, accompany with the high jet fuel prices, the future in airlines industry is pessimistic.According to Wallis (2012), China Southern Airlines claimed there is 50% drop in net profit compare to last year, contributed by high jet fuel costs, losses in exchange rate (6.3760 against the dollar) and China’s slowing down economy due to Europe’s austerity measures and government debt burdens. On the other hand, its major rival Cathay Pacific announced billions
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Analysis of Cathay Pacific Airlines General Environment Cathay Pacific was established in 1946 and is now the largest airline company in Hong Kong. It operates both passenger services and cargo services and operates in more than 30 countries throughout Asia, the Pacific, the Middle East, Africa, Europe and North America to more than 80 destinations. From Hong Kong, where its headquarter is based, Cathay operates 36 of their destinations in the Asia-Pacific region. Therefore the general environment
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analysis and we found out there are some room for Cathay Pacific for compete more aggressively if it wishes to develop its business in the Asia region. Cathay Pacific already has had a good network within South East Asia and serves most major cities from Hong Kong with reasonable frequency. Currently most of those passengers who fly to Hong Kong on Cathay flights terminate their journey at that destination (with the possible exception of Taiwan). With Cathay already having a impressive long-haul network
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Background: - Cathay Pacific was founded in Hong Kong on september 24 1946 - it is held amongst two, Roy Farrel and Sydney de Kantzow - as mentioned in the video, in its early stages, cathay pacific only flew to few routes between hong kong, sydney, manila, singapore - when it bought butterfield and swore it expanded its fleet and its destinations routes to European and North American countries. - this has continued to the current days in their developments Future Forecast: - in the short
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another main Hong Kong airline company ‘Cathay Pacific’, we shall use the data of Cathay pacific to find out the weighted average cost of capital. Unfortunately, Cathay Pacific does not issue any bonds that there is no bond or credit rating to assist us calculate the cost of debt. I chose to use the credit rating of Singapore Airlines as an alternative, because according to Hoover’s.com, they have very similar size, revenue and net profit margin with Cathay Pacific. They are also main competitors to each
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2.Evaluation of Business Environment (SWOT/5-Forces Model) 1. Evaluate the progress Cathay Pacific has made on outsourcing their IT activities. Do their ideas make sense to you? Why? 1. Threat of new entrants--LOW * Large capital requirements * Industry regulation * Technical requirements * Pilot shortages * Government control () The airline industry requires large capital and high technical. Also, there are a lot of regulations within the industry. And many government
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rally support from both the Chinese central government and the British government, Dragonair began service to Phuket and six cities in mainland China in 1986. In 1990, CITIC Pacific, the Swire Group 5 and Cathay Pacific Airways (“Cathay Pacific”) acquired an 89% stake in Dragonair. After the acquisition, Cathay Pacific transferred its 1 In the aviation industry, a piece of equipment was usually deemed BER when the cost of repair exceeded 70–80% of the new equipment cost. 2 Wikipedia (2008)
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Plan on Sustaining Leadership and Competitive Advantage for Cathay Pacific | |Background | | | |Cathay Pacific Airways announced 2014 annual results in March 2015, the
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