Case 1: UAE
Abstract—The UAE Leads the Gulf States in e-Governance and it is ranked first among the Arab States with respect to eReadiness Maturity. In the meantime the development of the eGovernment initiative is facing challenges that need to be addressed in order to achieve its objectives. The aim of this paper is to highlight the issues affecting the development of this initiative. SWOT Analysis was applied to identify the internal strengths, weaknesses and external opportunities and threats on UAE e-government. Then TOWS Matrix was used to develop strategies that use the e-Government strengths to take advantages of opportunities in the external environment and also to mitigate the external threats. The current state of the UAE E-government project was also examined, and it is evident that the UAE has successfully developed a strong e-government platform for everyday use by both citizens and businesses. However, there are some weaknesses and threats that need to be addressed, especially in the area of information security (eSecurity) and also there is a culture of resistance facing the eTransform.
INTRODUCTION Traditionally, the interaction between a citizen or business and a government agency took place in a government office. With emerging information and communication technologies it is possible to locate service centers closer to the clients. Such centers may consist of an unattended kiosk in the government agency, a service kiosk located close to the client, or the use of a personal computer in the home or office. The e-Government debuted when governments started to introduce the information and communication technologies to government services. Mainframes were initially used in the first stage of e-Government, then around 1980 minicomputers were used and then these were replaced by popular personal computers. This enabled some frontend services to be used by end users of government services. After the 1990s, the Internet was introduced to the government services, interactive online services were rolled out and e-Government was then connected to the end users by the networks. The e-Government enables electronic transactions and interactions between citizens, businesses, and other arms of the government using information and communication technology (ICT) to provide and improve government services. Most governments have introduced some form of e-Government program ranging from a simple web presence providing information to more advanced implementations providing a range of transactional services of ever increasing sophistication and scope. E-Government strategies worldwide are driven by a desire to improve the efficiency, accessibility and effectiveness of public service delivery . This paper aims to review the strategic framework of the UAE e-government; this was achieved by using SWOT analysis to establish its current state. Next, a TOWS Matrix is used to match the environmental threats and opportunities with the e-Government strengths and its weaknesses, in order to develop an alternative set of strategies.
UAE E-GOVERNMENT Internet was introduced in the UAE in 1995 and since then, there has been no looking back. In an effort towards having easier ways of interacting with its Citizens, various departments and ministries of the UAE have embarked on the path of e-Government. The movement toward implementation of e-Government in the UAE has received in recent years the attention of the authorities and policy makers, acknowledging the necessity of utilizing the new electronics, information, and communication technologies. The UAE has been at the forefront of adopting advanced technologies to improve the efficiency of governance. The UAE central government has initiated numerous e-government programs and the key focus is to improve government services and bring them in line with the international standards, with special emphasis on education, healthcare, judicial and government services. The principles of the UAE e-government strategy are summarized as follows : x Maintain cooperation between federal and local authorities. x Revitalize the regulatory and policy making role of the ministries, and improve decision making mechanisms. x Increase the efficiency of governmental bodies, and upgrade the level of services by focusing on citizen’s needs. Develop civil service regulations and human resources, by focusing on competence, effective leadership training. x Ministries are to manage their activities in line with public and joint policies. x Review and upgrade legislations, policies and regulations. UAE has been going through various stages of egovernment developments. In a recent United Nations (2012) survey of global readiness for e-Government services, the UAE advanced 92 positions on the online service index, from the 99th rank in 2010 to the 7th rank in 2012 . This achievement ensured that overall, the UAE rose from the 49th position in 2010 to the 28th position in 2012. The UAE also received the number one position in the Arab and GCC world, recording this new achievement in its march towards completing its e-Transformation process.
SWOT analysis aims to identify the strengths and weaknesses of an organization and the opportunities and threats in the environment. Having identified these factors strategies are developed which may build on the strengths, eliminate the weaknesses, exploit the opportunities or counter the threats. The strengths and weaknesses are identified by an internal appraisal of the organization and the opportunities and threats by an external appraisal . Manzar in her paper reviewed the impact of egovernment in UAE on Business, and the study suggests a number of risks consistently identified in the e-government implementation: the extent of user involvement, the commitment from the government authorities at top and at all levels, the maintenance of the websites, including information accuracy and update, the security and privacy issues as well as the adoption of supporting laws and regulations. Avny used SWOT analysis to addresses the problems of administrating e-Government within advanced democratic state in the 21st century. The result of the analysis indicated eGovernment offer many benefits and strengths, like simplifying the work of government and making it more efficient. E-Government can be endangered by social and cultural deficiencies. Most of those problems spring from the incongruity between the fast pace of technological advancement and end user ability to digest and adopt it. For each of the four components of the SWOT analysis a consultation process was carried out with various egovernment service departments and lead to the following findings: A. Strenghts These represent internal available resources which can be effectively used to achieve the objectives. 1- E-government projects are part of the day-to-day life and business activities of citizen. Currently in the UAE there are 560 e-Government services available through the national portal ‘government.ae’. These e-services were selected from more than 3000 government services provided by federal and local government entities. They help to abolish bureaucracy with better communication between citizens and federal government entities and reduced paper dependence. For example over 8000 shipping consignments are cleared online through Dubai Customs each day. 2- The e-Government development programme has strong leadership and high calibre individuals with the necessary experience to coordinate the adoption of e-Services across various sectors. Significant funds are available to recruit foreign consultant should any skills gap become apparent. 3- The e-Government has chosen to adopt well recognised open source software technologies which reduces the chance of undetected security weakness entering source code and contributes to publically owned software projects. 4- The ICT Sector very well developed, being the most advanced in the Middle East and North Africa (MENA) and 24th worldwide. B. Weaknesses In this case, the internal limitations and faults that make achieving the objectives difficult are highlighted. 1- There is a culture of resistance to change within the government departments, for example the adoption of best practices in information security. Surveys conducted in 2010 and 2011 identified challenges ahead in ensuring government employees follow all policy guidelines when dealing with secure and sensitive information. 2- There is a lack of standardisation and coherence between different services providers within eGovernment organisations. 3- Unavailability of the Business Continuity Plan. 4- Lack of integration of services for individual emirates and legacy systems into a single secure system. 5- Some existing web services were found to be difficult to use. C. Opportunites Opportunities are external factors that can be exploited to enhance the development of the e-government initiative. 1- The UAE central government has a very forward thinking vision regarding the adoption of policies which will deliver a world leading e-Government infrastructure. Internet penetration is high and the government foresees the majority of business making the transition to online. 2- Strong economy of UAE provides financial security to the nation. The federal government has allocated 150.35 million dirhams, for the period 2012-2014, to the Telecommunication Authority responsible for the e-Government transformationin addition to funds allocated for federal and local government entities, to speed up the eTransformation, improve the e-Services infrastructure and cloud services within the UAE. 3- The UAE has loyal, highly educated, highly skilled and technologically aware younger population able to take part in an advanced system of egovernment. 4- The government actively encourages and educates their citizens to utilise internet services which has resulted in a high usage of social networking and e-commerce sites. 5- There is a rapid and widespread adoption of new technologies such as Smart Phones and e-Wallets. D. Threats Threats are unfavorable situations in the external environment. 1- Sophisticated and coordinated denial of service Cyber Attacks and zero day exploits represent an on-going threat. Any technological weakness could be exploited to control or deface e-Government web services or steal sensitive data. 2- Social engineering attacks, legal exploits and phishing attacks represent a significant threat. 3- Any perceived weakness in the network security will result in internet related crimes, such identity theft and credit card fraud. This will inhibit the adopting of e-Government services, in particular epayment systems. 4- There are some relevant social and ethical concerns around social exclusion which may appear when introducing e-Government. One group that may be potentially excluded are the older generation who prefer to stick to their traditional way and have a fear of change. The second group is the large number of foreign workers in the UAE, who may not have sufficient understanding of the available services and also lack confidence and have an inhibition towards the use of online payment systems. Such a situation may lead to a two tier society where the young are able to proceed fast while the older and the less competent are left behind.
The TOWS matrix is a conceptual framework that combines the external factors with those internal to the enterprise, and strategies are developed based on this matrix. The matrix is used by mangers to analyze the situation of the enterprise and to develop strategies, tactics and actions for effective execution of the enterprise objectives and mission. There are four types of strategies: x SO strategy (Maxi – Maxi) — maximize egovernment strengths by taking advantage of external opportunities. x WO (Mini – Maxi) strategy—is aimed to minimize the weaknesses by taking advantage of external opportunities. x ST strategy (Maxi – Mini) —use the e-government strengths to avoid or reduce the impact of external threats. However strong an organization, it is necessary to meet external threats. x WT strategy (Mini – Mini)—are defensive tactics directed at reducing internal weaknesses and avoiding external threats.
The United Arab Emirates, often abbreviated to just the ‘UAE’, is an affluent Middle Eastern country located on the Arab Peninsula. According to the World Bank, the United Arab Emirates had one of the top 25 Gross Domestic Products per capita in 2018. This country earns most of its wealth through the export of oil and other fossil fuels, with secondary income sources appearing elsewhere in industry or tourism. In this part, we will be taking a closer look at the socioeconomic circumstances that the UAE finds itself in:
 Each of the 7 Emirates themselves have individual governmental organizations, allowing for flexible management across the country.
 On the negative side, the United Arab Emirates occasionally has political conflicts with nearby countries about the ownership of oil reserves or land.
 The UAE has healthy trade relations with many countries across the globe.
 The UAE has an exceptionally high GDP per capita, as mentioned previously.
 The United Arab Emirates also has a very low Unemployment Rate.
 This country also has one of the highest amounts of Foreign Direct Investment in the region.
 The inhabitants of the UAE typically live comfortable lifestyles thanks to their well-paying jobs.
 Globalization is gradually resulting in a mix of many different cultures within the Emirates.
 Religion is an important matter in the area, which greatly affects society. An example of this is the specific clothing which native women are expected to wear.
 The relatively young population is very tech-savvy, which allows companies all across the UAE to leverage technology.
 The wealth that this country possesses allows it to purchase new equipment and be in the vanguard of technological development.
 This country has quite a hot, dry climate, which can result in many different things. For example, productivity might be slightly lower, farming is not so easy, and air conditioners have the potential to sell well.
 The UAE also finds itself near a few coastal areas, allowing for easier trade by sea.

Q.1 Perform SFAS analysis for UAE using the following template: (table 1) (Marks 5)
Strategic Factors
(State the most important opportunities / threats and strengths / weaknesses)
Weight

Rating
Weighted

Score Justify your analysis

Total Scores

Q.2 what does the weighted SFAS score signify for UAE? Critically Analyze your result. (5 marks)

Q.3 Evaluate the 5 porters forces the TOWS and the STEEPLE analysis for UAE . (10 marks)

Case 2: Etihad Company
Company description
UAE is one of the most dynamic aviation markets in the world, with three world class airports, including the busiest airport of the world; millions of passengers travelling through these airports and many highly competitive local and international airlines operating from here. Etihad Airways is one of the frontrunners among them. The intense competition has forced all the airlines operating from UAE to continuously become more innovative and best in service delivery. Etihad is also encountering some challenges since its inception and still has emerged as one of the most profitable and fastest growing airlines in the world.
INTRODUCTION Strategic management involves a major aspect applied by companies in the formulation and implementation of its initiatives and goals. Etihad Airways is Abu Dhabi’s national carrier and it is one of the airlines that are growing exponentially across the globe with an advantage of UAE’s attractive strategic location between all the continents of the world and the support from the government of the United Arab Emirates (Nataraja &Al-Aali, 2011). The strategic analysis report is written based on the Etihad Airways as the selected company from the listed companies. According to the strategic management theory, strategic analysis is the science and art that deals with the formulation, implementation evaluation of cross-functional decisions that enable a company to realize its objectives. This paper is mainly focused on integrating finance, marketing, management, information technology, operations, research, and development to analyze the position of Etihad Airways in the airline transport industry of the United Arab Emirates. Strategic environment of aviation industry in UAE: A review from Etihad Airways’ perspective Etihad Airways is one of the major air transport companies in the United Arab Emirates and it is the major carrier based in Abu Dhabi. It is a multinational company that aims at competing with other existing international airlines in the United Arab Emirates. Such competition is enough to explain its marketing strategy for widening of its market beyond the existing markets. Massive promotional and publicity campaigns have been undertaken by the company in this regard. Campaigns like ‘Hello Tomorrow’ and ‘Keep Discovering’ have become the global identity for Etihad airways; those have contributed towards a creation of valuable brand image of the company (Khalifa, 2011). The main target of the company in the market is to be more competitive against the incoming low-cost companies that are actually its main rivals in the United Arab Emirates as of today. Other airlines such as Fly Dubai and Air Arabia are providing lower flight charges that have significantly posed challenges to the Etihad Airway, since last few years on some of its traditional profitable routes in Asia, Europe and Americas. Therefore, it can be said that Etihad has faced serious market related challenges in recent times, though it has tried harder to remain in the market and to improve its current market positioning in the air transport service sector. Etihad Airways was inaugurated in 2007 by the Abu Dhabi ruling family and it is fully owned by the government of Abu Dhabi. The company is currently serving in over 116 destinations while making more than 25,200 flights per week and it currently has 120 aircraft (Rodrigues, 2010). Etihad Airways was founded by the Sheikh AHammed Bin Zayed Al Nahyan in partnership with other entrepreneurs with a vision to reflect the considerate, cultured, generous and warm Arabian hospitality and enhance the prestigious position of the city of Abu Dhabi. It is well known and has been statistically found that the airline companies have played significant role in the economic growth of the United Arab Emirates. These airlines companies have not only connected the entire world to UAE, but also brought valuable foreign exchanges in billions through direct and indirect promotion of tourism, trade and commerce etc. Etihad Airways as the flagship carrier of Abu Dhabi has remained a major player also in this regard. It has served on an average 209 passengers per flight and it has virtually flown millions of passengers since inception from every nook and corner of the world. The great success the Etihad Airways has accomplished till date can be linked to continuous persuasive advertisements, publicities and adoption of all possible marketing strategies, including market expansion, market sustainability and international collaboration strategy (Khalifa, 2011). The operating expenses have remained a major problem of Etihad airways, whereas the low cost airlines companies operating from UAE have been able to restrict the same at a much lower level (Papatheodorou, 2006). An estimate has shown that the operating cost of the immediate competitors of Etihad has remained almost 20%-27% less since last few decades. Even, another full service airline from UAE, i.e., Emirates has been able to restrict its operational cost much lower than Etihad (Ethos Consultancy, 2010). In spite of these developments, Etihad Airways has emerged as one of the leading airlines not only from the Middle East, but also globally. The report of 2016 shows that the major strategies of the company include expansion of its market by making the strategic alliance, building strong brand equity among its customers, investing in large carriers and expanding its new destinations (Nataraja & Al-Aali, 2011). In addition, the Etihad Airways is strategic in developing sustainable business by maintaining social and corporate responsibility, hiring professional employees and contributing to international development through foreign direct investment in specific countries where it is operating (Nataraja & Al-Aali, 2011). Therefore, the strategic management in the context of Etihad Airways situation calls for a considerable measure of attention. External analysis reveals that there is minimal attention in the form of dynamics as well as trade-offs that have been applied in theoretical and practical performance. As such the airlines performance has remained in the state of static positioning with additional characterization of being fragmented and backwards. This has led to outcomes that are adverse at which point there is needs to apply a systematic perspective within a holistic approach for performance measurement integration with multiple dimensions, functions and time horizons as spread in the field of performance. This systematic approach to performance measurement can take into account the functionary interdependencies and the dynamic influence for individual and organizational performance on the whole. The external analysis of the macroeconomic environment in which the Etihad Airways operate, can be made by the application of multi-dimensional PESTLE (Political, Economic, Social, Technological, Legal and Environmental) model. A PESTLE analysis and subsequently the PESTLE model is a framework to analyse the key factors influencing an organisation from the outside. In application of such a comprehensive PESTLE model in analysing the strategic environment and the initiatives by the Etihad Airways, following observations can be made. For example, politically, UAE government in general and Abu Dhabi government in specific have sincerely attempted to establish better political connectivity across the globe; those could enhance all possible business growth, including the impacts on the aviation industries of UAE. The government of the United Arab Emirates has signed business agreements with other Asian, European and American countries. Such agreements have proliferated the opportunities for all the emirates to strengthen the political integration and maintain favourable trade exchange between countries with an improvement in the aviation industry (Kraus & Koch, 2006). Such strong agreements have strengthened the airlines of the United Arab Emirates to broaden its network across the globe. Economically, the airlines has initiated following initiatives under the support of the government of Abu Dhabi. The government of Abu Dhabi supports the growth and development of the Etihad Airways by improving the airline infrastructure to make the transport sector favourable for the passengers (Nataraja &Al-Aali, 2011). The Etihad Airways have already established an exclusive terminal for all its carriers in the Dubai and Abu Dhabi airports while serving its passengers at low charges compared to other firms. Similar opportunities have advanced the growth of the Etihad Airways because of the open skies policy of the UAE, the easy to issue visit visa policy, the no taxation policy and the work permits for expatriates to fulfil the labour market demands and the employment requirement of the Abu Dhabi government. However, disregard of such opportunities, the challenge of political insurgencies in the Middle East region continues to put the operations of the company at stake in such countries like Syria, Yemen, and other MENA (Middle East and North Africa) countries and this limits the forecasted growth of the company in the coming years. Environmentally, the Etihad Airways is eco-friendly and suitable for all the operation it undertakes. Socially and scientifically, the company has taken initiatives, those can also be highlighted. The goal of the company is to ensure that it has reduced the carbon print and the Gaseous emission following the United Arab Emirates environmental policy. Being friendly to the ecosystem implies that the company is committed to reducing expenses and operational costs with a reduction in environmental pollution (Nataraja &Al-Aali, 2011). Technology is one of the most effective components in the UAE airline industry and its significance for the success of the newly recently established companies in the competitive market. Technological advancement assists the UAE airline industry in providing high-quality services at fewer costs by minimizing the fuel usage and reduced the sound pollution. The newly established information systems such as E-Ticketing system will in future reduce the customer service expenses and the time taken to by a customer to obtain a ticket thus enabling the Etihad Airways to provide better services to its customers. Etihad Airways is one of the profitable airlines in the United Arab Emirates. In 2014, the company recorded full-year EBIT of 137 Billion US dollars which contributed to a 36% growth of the company’s revenue. However, there are some capability factors that currently hinder its effective operations in the airline industry (Arab News, 2014). The company is operating in a high rival market both domestically and internationally. The entrance of new competitors with low-cost airlines such as Fly Dubai in Abu Dhabi and Air Arabia in Sharjah as well as Gulf Air and Qatar airlines in GCC (Gulf Cooperation Council) and other global British and Lufthansa Airways are likely to impede its market expansion strategy and increase the operational costs of the Etihad Airways in some countries (Lin & Hong, 2006). In addition, the airline industry in the Middle East is disturbed by unfavorable economic crises and other economic changes such as variations in the exchanges rates that have caused many airlines to enter greater losses or run bankrupt and God forbids such situation should never affect the progress of the Etihad Airways in the UAE airline industry. In addition, fluctuations in the oil prices and exchange rates affect the operations of the company and if the trend continues, the company is likely to find itself in a tragic moment of economic bankruptcy in the next five years since oil is one of the main portions of the company’s operational expenses (Lin & Hong, 2006). More so, natural disasters such as floods and earthquakes and the acute diseases such as yellow fever and Hepatitis B in some parts of the world such as Africa, Eastern Europe, and Australia are currently affecting travelling and tourism in different parts of the world and such unpredicted circumstances are likely to hamper the operations of the company in the near future (Nataraja & Al-Aali, 2011). The strategic position of the Etihad Airways was analyzed using Porters value chain analysis to determine the competitive advantage of the company against the existing airlines. Etihad Airways gain a reasonable benefit by creating strong relationships with suppliers of specialized training services and advanced access control systems. Currently, the company has a workforce of expert engineers, cabin crew, airline maintenance personnel, flight deck crew and aircraft controllers in addition to sufficient pilots and airlines across the United Arab Emirates. This helps the company to effectively manage the flight time hence ensuring better and reliable services to the customers (Dubai Chronicle, 2014). In addition, the Etihad Airways is giving excellent customer services through offering a variety of airline types in the Abu Dhabi International Airport. The company airlines operate various fleets of Boeing and Airbus airplanes and such airplanes are very rare airlines that can be used for all-wide-body aircraft fleet (Rodrigues, 2010). However, the company has a plan to increase its invaluable flight services in various destinations. More so, the company gather its aircraft and other equipment required in the possible time and offer emergency services to specific clients to maintain its outbound logistics very effective in the UAE airline industry. One of the greatest financial positioning of the company is to maintain its business supervision by reporting its audit, settlements, and EDI. The customers are picked suitably and the company maintains its flight schedules according to the stipulated time. In sales and marketing, the company implements are the vertical relationship with its business arrangements through technology implementation, Marketing, and production operations. So far, the company has diversified its airline investment by offering a variety of transport services to the airport in addition to improving its infrastructure in the operational destinations. Therefore, the Etihad Airways is growing every day and its service is becoming appropriate to suit the needs and desires of their customers (Dubai Chronicle, 2014). Amidst all the strengths and prosperity that Etihad Airways has obtained in the market, there is a need for the company to invest a lot in electronic commerce with greater security so that the existing market position can be strengthened by the Information technology infrastructure, lessen cyber threats and minimise the operational expenses hence capturing more passengers per flight (Squalli, 2014). In addition, there is a need to work hard and ensure that fuel supplies have been fixed for a certain duration of time for purposes of mitigating the threat of the incoming oil crises in the United Arab Emirates (Squalli, 2014).One of the corporate strategies of the Etihad Airways is to be the leading airlines in the entire world, to become more profitable and appropriately suit the 2030 plan of Abu Dhabi (Rodrigues, 2010). The 2030 plan of Abu Dhabi is planned and created by the Abu Dhabi urban planning council under the chairmanship of the His Highness Sheikh Mohamed Bin Zayed Al Nahyan, Crown Prince of Abu Dhabi and the Chairman of the Abu Dhabi Executive Council. The “2030 Plan Abu Dhabi”, is the Urban Structure Framework Plan, is designed to help Abu Dhabi filter and respond to current and future development needs, establish a planning culture and introduce strong guiding principles for new development in terms of economic, environmental, social and scientific parameters. (The National Business, 2014). In 2010 the executive leaders of the top management of Etihad airways were focused on growing and achieving a large-scale operation and developed a suitable business process under the broader principle of the 2030 plan. As of today, that company has successfully delivered to the vision (Dubai Chronicle, 2014). However, the implementation phase of such strategies is likely to be hampered by a number of limitations that will end up complicating the ability of its airlines to reach the desired profitability. One of the challenges that the company is likely to face is the issue of buyer response to substitutes (Bitelmal, 2010). Because of various companies in the airline market, the risk of substitute services is likely to remain high because of three customer perceptions namely luxury, low cost and competition’s issues that are likely to cause profit variations especially when customers decide to buy lower cost tickets in shorter distance flights (Zeithaml, 1998). Secondly, because there are only two suppliers of the airline equipment and machinery i.e. Airbus and Boeing, it is very expensive for the Etihad Airways to change and switch to any other suppliers, because of supplier rigidity, it becomes easier to remain exploited by the monopolies.
CONCLUSIONS Etihad Airways is considered as at the cross-road. In spite of its formidable growth story and excellence in accomplishment of sustainable objectives, the company still faces some of the biggest challenges for its survival and growth. Changing national and international business environment issues and factors have not only facilitated its growth story, but also posed many challenges, those are needed to be tackled through appropriate strategies. END NOTES To address the above-identified strategic issues, the company needs to maximize its profitability in various geographical areas of its operations. It is imperative for the company to enter the code-share alliances with other airlines especially in places where its profitability is now becoming weaker (Koch, 2007). By undertaking the strategic alliance option, Etihad Airways will minimize its operational costs and gain more market benefits because of having a sizable network of partners and this will also save the company from the massive competition in duopolistic destinations (Koch, 2007). Secondly, the company has to strategize in price competitions for purposes of widening the market coverage, especially in the low-cost markets. Customers are more sensitive to price and the airline industry is currently drifting drastically in the United Arab Emirates (Papatheodorou, 2006). The expansion strategy of the company must continue by establishing unique and new destinations. The most productive geographic location of the United Arab Emirates is closer to Asia and Europe, Pacific and Africa, such positioning offers a greater opportunity for the Etihad Airways to widen its market in such locations by establishing new destinations (Kraus and Koch, 2006). There is a need to keep up the same strategy of investing in research and development to come up with unique and attractive luxurious services and offer better onboard experience to its customers. Since one of the major concerns of the company is the massive operational costs, the company has to diversify its investments and start low-cost divisions for purposes of obtaining a large market share

Q4 Identify the strategic environment that the aviation industry is facing in UAE in particular and in the Middle East. (4 marks)

Q5 . Evaluate the strategic environment of Etihad Airways as a major aviation player from UAE. Will you advise your client to invest in Etihad? Why or why not? Justify your opinion (analyze the advantages and disadvantages by using the above case study. Further to that based on the above strategic recommendations, evaluate the futuristic prospects of Etihad Airways and their validities. Justify. (4 Marks)

Q6. Prepare a strategic map for Etihad Airways in the context of future challenges and opportunities (4 marks)
Q.7 Perform SFAS analysis of Etihad Airlines using the following template: (table 1) what does the weighted SFAS score signify for Etihad airlines? Critically Analyze your result. (4 marks)
Strategic Factors
(State the most important opportunities / threats and strengths / weaknesses)
Weight

Rating
Weighted

Score Justify your analysis

Total Scores

Q.8 Evaluate the 5 porters forces the TOWS analysis and the STEEPLE analysis for Etihad airlines. Demonstrate your position if you are a big market player and you want to construct a commodity portfolio. (4 marks)