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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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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hand‚ the team could be called heterogeneous in terms of that its team members have diverse work experience (IT‚ academic consulting‚ engineering)‚ thus enabling a wider range of capabilities and external perspectives of getting contacts. Our team has conducted the Belbin test in order to identify team member capabilities and leadership roles. It was founded that each team member obtained his own leadership role as follows: According to Belbin Test‚ by understanding the roles in founding a team
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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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activity that is central to the company’s ability to achieve a competitive advantage. • Distinctive Competency – An internal‚ value-creating activity that is unique and allows a company to achieve a competitive advantage. • Capability – A company’s ability to put its resources and competencies to productive use. Core competencies are rarely reliant on a single department – they are more likely to owe their existence to a strong collaboration between two or more departments. Strategically relevant
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Other Lufthansa: To Hedge or Not To Hedge The following is an MBA problem for which I am seeking a detailed answer in understandable English. (Note: I have had a problem in the past with answers that were substantively good but were hard for me to understand/figure out due to improper use of English grammar.) Case Synopsis: Heinz Ruhnau‚ Lufthansa ’s CEO‚ needed to determine how to deal with the foreign ex change risk resulting from the purchase of 20 new aircraft. Due to Lufthansa ’s recent
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INTERNAL Human Resource Management is one of crucial internal factors. If Lufthansa wants to perform in a global way successfully‚ they have‚ firstly‚ to alter their HR strategy along with different cultures or retain some of their own culture and history. In this case‚ HRM systems in Lufthansa will be illustrated in terms of Hagan’s HRM theory‚ which embodied job design‚ staffing issues‚ training and development as well as rewards systems. I. Job design: The subsidiaries of Lufthansa have become more
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Capabilities Capabilities are valuable‚ rare‚ costly to imitate and non substitutable are core competencies. Core competencies are sources of competitive advantage for the firm over its rivals. A sustained competitive advantage is achieved only when the competitors cannot duplicate the benefits of a firm’s strategy or when they lack the resources to attempt imitation. Sustainable competitive advantage results only when all four criteria are satisfied. For a capability to be a core competence
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1. What is the Foreign Exchange Risk faced by the LUFTHANSA? Ruhnau expected if the U.S. dollar continued to appreciate‚ it would reach 3.3DM/USD and at the same time he also personally believed that the DM/USD exchange rate would fall from 3.17DM/USD to between 2.45 and 2.40 DM/USD by January 1986. Unfortunately‚ he was not sure when this depreciation would start. If it did not start before January 1986‚ he felt the U.S. dollar could be as high as 3.40 DM/USD in January 1986. 2. What
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