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How Australia Would Be Able To Build Sustainable, National Competitive Advantage Add in library

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Question-Identify the core principles of contemporary IB theory to international business development and practice through the study of international trade and investment, FDI, regional economic integration and international monetary systems?

 

 
 

INTRODUCTION

Building a competitive advantage and sustainable environment is generally seen as a key element underlying an effectual strategy of marketing (Day 1990, Porter 1980). Yet, in spite of the developing significance of worldwide markets and the expanding number of firms extending universally, most examination has been kept to the domestic market. In the global markets, interest has fundamentally been centered around the degree to which domestic economic situations furnish the industries with favourable element in competing with the global markets (Porter 1990) and also the globalization drivers of the business (Yip 1995). Generally little consideration has been focused on how an individual firm can or ought to art this competitive advantage with sustainable environment in global markets. Commonly, it is expected that the firm can succeed by leveraging its position in the domestic market, for instance, niche, cost-leadership or the differentiation strategy in global markets.

This report analyzes Airline industry to understand the strategies that the industry undertakes to build sustainability and competitive advantage.

INDUSTRY ANALYSIS

The accomplishment of airline industry is not simply dependent on creating and keeping up high numbers of passengers or factors of load through the improvement of aggressive methodologies. The ensuing money stream and income must be painstakingly and shrewdly overseen with a specific end goal to backing both the long and short term shrewdly raised obligation which is then used to raise the capital. In other words, the accomplishment of both the financial and business strategies plays a crucial role to the long term survival of the airline.

 

The airline industry of Australian is a standout amongst the most focused on the globe in spite of the fact that there have been some intriguing advancements throughout the last few days as to the real players as well as a percentage of the more modest administrators. In spite of the way that the overall economy is still in freefall it appears to be just as travel through domestic air all through Australia is as of now holding up exceptionally well (Australiaforum.com, 2014).

The Airline industry of Australia is divided into three main categories (Aph.gov.au, 2014):

  • International Airlines- According to the Aviation Statistics and Analysis conducted by Bureau of Transport and Regional Economics, there are 50 international airlines that offer scheduled routes to and from Australia, including the Qantas as well that is the only international industry based in Australia. The market share of the airline industry of Australia tumbled from 37.5 for every penny in 2000-01 to 35.2 % in 2001-02, incompletely in light of the fact that Ansett International stopped operations with the breakdown of the Ansett group. Ansett International was a dominant part (51%) Australian-possessed organization. In 2001-02, the market share of the Qantas' for routes of passengers to and from to and from Australia was 34.5%. This is respectably short of what the half impart it had in the mid-1970s.
  • Regional Airlines- It is defined as the airline performing consistent open transport administrations and whose armada contains only low limit air ship, characterized as airplane with 38 seats or less, or with a payload of 4 200 kg or less. Provincial carriers principally work intra-state administrations. The air ship utilized change within size from those seating eight to ten travelers to little streams or turboprop flying machine seating 4080 and with limit for up to two tons of payload. Local aerial shuttle administrations are generally viewed in provincial groups as monetary life savers to real markets and administration focuses, permitting the quick transport of occupants, visitors and territorial deliver over Australia's incomprehensible distances. For example, Regional Express is one of the freshest local airlines and it is operating in the routes through New South Wales, Victoria, South Australia and Tasmania.
  • Domestic trunk route Airlines- It is an airline performing customary public service transport and whose armada contains only high limit airplane, characterized as air ship with more than 38 seats, or with a payload of more than 4200 kg. The domestic trunk industry of Australian airline industry includes the mainline domestic programmed service network for the air passengers. It is made overwhelmingly, however not only, of between capital courses. The domestic industry mainly includes four airlines Impulse Airline, Virgin Blue, Qantas Airways and Ansett Australia.

For Qantas, extensive commercial and ownership is linked with a number of carriers targeting at regional areas and it is in the second largest of the five ‘airline alliances’ in which the code-sharing and alliance arrangements are signed in order to push the globalisation of airline industry further forward. In relation to Virgin Blue, it is based in Brisbane and was founded by an English businessman in 2000. The reason why it has successfully achieved rapid growth and being the Australia’s second domestic airline is due to the collapse of Ansett Australia in 2001. Compared to the Qantas, Virgin airline uses a range of low-cost carriers to serve directly 29 cites in Australia and the service has been improved gradually so that it is becoming a so-called ‘New World Carrier’ to compete with Qantas.

After a 6.4% industry decrease in 2005, by 2010 traveller income had expanded to $7.1 billion at 2.9% (CAGR). The quantity of travellers conveyed amid this time period expanded to 88 million in 2005, with a 2002-5 CAGR of 3.6% (Airlines in Australia: Industry profile, 2011). The anticipated volume of travellers will climb 38.7% to 122.1 million before the end of 2010, up 6.8% (CAGR) for 2005-2010. The business estimation of the business is anticipated to increment 46.8%, from $6.8 billion to $13.6 billion, up 8% (CAGR) (Donnelly, 2010). In the airline industry of Australia, rivalry has expanded with new low charge, minimal effort carriers, (for example, Jetstar, Virgin and Tiger) picking up working rights in an expanding number of airplane terminals. As a newcomer Jillaroo Airlines would discover any courses it needs to administration exceedingly aggressive.

THEORETICAL FOUNDATION

 Porter’s Diamond Framework

 

The increase in the international competitiveness is ever growing concern for the countries , firms and also the government (Ketels, 2006). It is likewise one of the most abused and misconstrued terms in the well known press and scholastic writing today. As indicated by Daniel, it "the slippery idea of national aggressiveness". As indicated by him, there is no agreement on the best way to measure, clarify and anticipate global aggressiveness of nations, and "maybe none is justified". This new enthusiasm toward nation intensity has opened up the verbal confrontation on the genuine importance and understanding of universal intensity of nations. The purpose behind the open deliberation is focused around the implied presumption underlying the administration hypotheses that firm aggressiveness can be reached out to nation intensity, as advanced by Porter (1990a) with his Diamond Framework and the world intensity reports.

As indicated by Stone and Ranchhod (2006: 284), Porter's "concentrate on rivalry then again "competition" is a preoccupation from conventional financial considering". This general conviction by administration scholastics that nations are some way or another in rivalry with one an alternate likely clarifies why Porter's (1998) Diamond Framework shows up in most worldwide business course readings. Peng (2009: 125) alludes to it as the latest hypothesis that clarifies the global intensity of nations: "It is the first and foremost multilevel hypothesis to sensibly join firms, commercial enterprises and countries, while past speculations just chip away at one or two measurements”.

The porter’s diamond theory is covered with four broad of attributes shaping the environment in which local firms compete in terms of promoting or impeding the creation of competitive advantage, which are factor endowment, demand conditions, relating and supporting industries, and firm strategy, structure, and rivalry. Firstly, factor endowments are associated with two types of factors of production; one is basic factor, such as national resources, climate, location and demographics. And another is advanced factor, for instance; sophisticated and skilled labour, communication infrastructure and so on. Moreover, the relationship between basic factors and advanced factors is complex and the initial advantage that basic factors provide can be subsequently reinforced by investing in advanced factors. Besides, the pressure to invest in advanced factors would be also created by disadvantages in basic factors. The second is demand conditions that are associated with the role home demand plays in terms of increasing competitive advantages. The third attribute is connected with related and supporting industries in which the national advantage in an industry can be achieved provided by the presence of internationally competitive suppliers and related industries and particularly, it is more likely to be successful for nation’s industries to be grouped into clusters of related industries since the valuable knowledge can be flowed within industries and finally they would be benefited as well by clustering geographically. The fourth one is involved with firm strategy, structure and rivalry. It is mentioned that different management ideologies utilised by industries are either helping or discouraging in terms of building national competitive advantage. In addition to that, the motivation of industries of improving efficiency innovating and lowering the cost can be driven by domestic rivalries in order to be more competitive (Bakan and Dougan, 2012).

New trade theory

As per the theories of traditional trade, the trade occurs because of existing near focal point between nations. New Trade Theory (NTT) proposes that a discriminating variable in deciding universal examples of exchange are the extremely significant economies of scale and system impacts that can happen in key industries. These economies of scale, and system impacts, can be significant to the point that they exceed the more customary hypothesis of near preference. In a few commercial ventures, two nations may have no perceivable contrasts in circumstance cost at a specific point in time. Yet, in the event that one nations works in a specific industry then it may pick up economies of scale and other system profits from its specialization(Barrios, G"org and Strobl, 2003).

An alternate component of New Trade Theory is that organizations that have the focal point of being an early participant can turn into a prevailing firm in the business sector. This is on account of the first firms pick up significant economies of scale implying that new firms can't go up against the officeholder firms. This implies that in these worldwide commercial enterprises with huge economies of scale, there is prone to be constrained rivalry, with the business sector commanded by right on time firms who entered, prompting a manifestation of monopolistic rivalry. This implies that the most lucrative businesses are regularly ruled in capital serious nations, who were the first to create these commercial ventures. In this way, being the first firm to reach the maturity level of the industry gives an extremely strong competition (Pettinger, 2013).

NTT additionally turns into a variable in clarifying the development of globalization. It implies that poorer, creating economies may battle to ever create certain businesses on the grounds that they fall too a long ways behind the economies of scale revelled in the developed world. This is not because of any characteristic relative preference, yet more the economies of scale the created firms as of now have. The new trade theory is mainly focused on attaining economies of scale, and the important implication it will bring for international trade. Generally, there are two kinds of implication associated with new trade theory, first one is that the variety of goods available to consumers is increased and the average cost is decreased due to the impact on economies of scale; and second one is regarding world trade in certain products may be dominated by those countries in which first movers advantages occur in the production (Markusen and Venables, 1998).

 

REFERENCES

Airlines in Australia: Industry profile. (2011). Datamonitor Journal, 12(2), pp.36-43.

Aph.gov.au, (2014). Australian Airline Industry

Australiaforum.com, (2014). Interesting developments in the Australian airline industry

Bakan, . and Dougan, . (2012). COMPETITIVENESS OF THE INDUSTRIES BASED ON THE PORTER'S DIAMOND MODEL: AN EMPIRICAL STUDY. International Journal of Research and Reviews in Applied Sciences, 11(3).

Barrios, S., G"org, H. and Strobl, E. (2003). Multinational enterprises and new trade theory: Evidence for the convergence hypothesis. Open economies review, 14(4), pp.397--418.

Daniels, J. (1991). The elusive concept of national competitiveness. Business Horizons, 34(6), pp.3--6.

Donnelly, S. (2010). New routes to profit. Time Magazine, 168(25), pp.22-23.

Ketels, C. (2006). Michael Porter’s competitiveness framework—recent learnings and new research priorities. Journal of Industry, Competition and Trade, 6(2), pp.115--136.

Markusen, J. and Venables, A. (1998). Multinational firms and the new trade theory. Journal of international economics, 46(2), pp.183--203.

Peng, M. (2009). Global business. Mason, OH: South-Western Cengage Learning.

Pettinger, T. (2013). New Trade Theory |  Economics  Help. [online] Economicshelp.org. 

Porter, M. (1998). The competitive advantage of nations. New York: Free Press.

Stone, H. and Ranchhod, A. (2006). Competitive advantage of a nation in the global arena: a quantitative advancement to Porter's diamond applied to the UK, USA and BRIC nations. Strategic Change, 15(6), pp.283--284.

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