LUFTHANSA If Karl Marx could see what the foreign exchange market is doing to the world’s captains of industry‚ he would surely be laughing. Not only do they put up with labor problems‚ competition‚ deregulation‚ and rapid changes in technology—no‚ that is not enough. Add currency volatility to that list in the last few years. And it’s so bad that a successful corporate executive of one of the world’s prestige airlines can put on a multimillion dollar currency speculation‚ and win—and still
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Deutsche Lufthansa AG (FWB: LHA) (German pronunciation: [ˈdɔʏtʃə ˈlʊfthanza]) is the largest airline in Europe in terms of overall passengers carried‚ and the flag carrier of Germany. The name of the company is derived from Luft (the German word for "air")‚ and Hansa (after Hanseatic League‚ the powerful medieval trading group). The airline is the world’s fifth-largest airline in terms of overall passengers carried‚ operating services to 18 domestic destinations and 183 international destinations
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HONDA: Operations-based core competence The resource-based view argues that companies posses some unique resources (assets and capabilities) and competitive advantage is acquired by accumulating those strategic assets. Resources are any tangible (e.g. equipment‚ raw material) or intangible (e.g. firm image‚ processes‚ routines) things that a company owns and can use to carry out its crucial processes. Capabilities‚ are dynamic of a “doing” nature. Capabilities are “the ability of make use of resources
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FEBRUARY 2002 Core Competence for Sustainable Competitive Advantage: A Structured Methodology for Identifying Core Competence Khalid Hafeez‚ YanBing Zhang‚ and Naila Malak Abstract—Core competencies are the crown jewels of a company and‚ therefore‚ should be carefully nurtured and developed. Companies can determine their future business directions based on the strengths of competencies. However‚ because generalized terms such as resource‚ asset‚ capability‚ and competence are not clearly explained
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MIS A2 – Case Presentation – Group – Assessment Guidance * The Objective of this presentation is to evaluate the student on the following: * Understanding of the case. * Analysis of the critical issues. * Use of academic frameworks / models to analyse the case or to develop solutions. * Use of presentation aids to effectively communicate to the audience. * Ability to clarify queries‚ counter arguments and rationalise the position taken. Case.1: FedEx Corporation: Investing
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Executive Overview: Lufthansa is the largest airline in Europe in terms of passengers carried. By 2002‚ Lufthansa had become of the strongest airlines and top aviations groups in the world. Lufthansa had undergone a decade of fundamental change. Lufthansa was transformed from a state-owned‚ unprofitable national airline into one of the most profitable‚ privately owned aviation groups in the industry. The group turned a record loss of €350 million in 1992 into a pre-tax profit of €952 million in
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Lufthansa (Financial Analysis) Business Analysis and Valuation Arjola Mura Mirela Baholli Lora Muco Kristiana Duri Fatjon Ceka Table of content Introduction.......................................................................................3 Rivalry among existing firms………………………………………4 Substitute products…………………………………………………7 Firm’s competitive strategy………………………………………...9 Accounting poilicy and flexibility.....................................................11 Quality of disclosure
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499-020016*201002 Friday‚ December 18‚ 2009 Assignment 5 Lufthanasa 1. What type of international strategy has the company chosen‚ and what means has it used to expand internationally? The type of international strategy that has been chosen by Lufthansa involves four phases‚ where the first three results to a global strategy and the final phase is a strategy monitoring system (2006). The first phase is project definition and mobilization‚ wherein the company reviews its project definition‚ builds
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LUFTHANSA CASE ANALYSIS Executive Summary Lufthansa CEO Herr Ruhnau was under-fired for his hedging decision on the purchase of 20 Boeing aircrafts which cost Lufthansa an additional DM 225M back in Jan. 1985. Some criticisms are valid to a certain degree given the strict covenants and guidelines Ruhnau had to work against however others are base-less such as forcing Ruhnau to step down as CEO. This case analysis will discuss the hedging alternatives Ruhnau considered‚ the decision that
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Lufthansa Introduction: Lufthansa was launched through the buying of 737 jets from Boeing. They were the first one’s to do so and because of this they are now the leading airline out of Germany (Wikipedia‚ 1). "Lufthansa operates more than 300 aircraft and employs nearly 100‚000 people world-wide. In 2005‚ 51.3 million passengers flew with Lufthansa (Wikipedia‚ 1)." When the jets were bought in 1985 for $500‚000‚000 it was considered a huge mistake. Since Lufthansa was just breaking into
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