Emirates Airline's e-commercial initiatives include the renovation of company’s website fully outdated with a new internet booking engine. It allows people from 75 regions in 10 languages book the tickets in real time successfully integrating with the Emirates Airlines central integrating systems (Nataraja & Al-Aali, 2011). Moreover, the client-friendly options such as self-check-in sections, calendar pricing options, home print boarding pass boosted the popularity of airlines among the customers. 90 percent of all tickets provided by the Emirates Airlines have been bought online nowadays. Such demand became possible thanks to the simplification of the booking process when the passengers can buy the tickets, confirm the booking, check-in online and choose their preferred seat. Additionally, the programs Skyward Skysurfers and Business Rewards update some bargains and benefits for those who use online services of Emirates Airlines (Skyward).
The development of e-commerce made Emirates Airlines focus on the so-called ‘tiger teams’ – modern form of staff organization where each member is supposed to think deeper, make complex decisions, offer different initiatives and perform more duties, than he has (Hanke, 2016). In 2015 Emirates and dnata announced the global reorganization of their management system. It caused the rise of new vacancies of the Manager of e-Commerce, in various regions around the world. Potential team leaders should possess the particular background of the airline industry and its global distribution channels, an understanding of the internet, e-commerce, direct sales and marketing (Career Oak UAE, 2015).
At the first glance, it is a significant sign that electronic commerce initiatives will inevitably lead to the company’s growth. Taking into account the 2015-2016 annual report of Emirates Airlines, which stated the launch of eight new locations in addition to existing destinations (“Annual Report 2015-2016,” 2016), the company is expanding its staff needs. However, e-services of booking tickets and so will lead to the integration and merge the channels through which the travelers can choose the desired destinations. So, the growth will continue until all airline companies modify and modernize their equipment with the necessary for e-commerce devices and portals (Hanke, 2016).
References
Annual Report 2015-2016 - The Emirates Group. (2016). Retrieved July 29, 2016, from http://www.theemiratesgroup.com/system/aspx/download.aspx?id=tcm:409-3202352
Hanke, M. (2016). Airline E-Commerce: Log On. Take Off. New York, NY: Routledge.
Emirates E - COMMERCE DISTRIBUTION CONTROLLER Jobs in United Arab Emirates-Dubai - Career Oak UAE. (2015, October 18). Retrieved July 29, 2016, from http://ae.careeroak.com/job/airlines-aviation/united-arab-emirates-dubai/e-commerce-distribution-controller-emirates/
Nataraja, S., & Al-Aali, A. (2011). The exceptional performance strategies of Emirate Airlines. Competitiveness Review, (5), 471.
Skywards | Emirates Airline. (n.d.). Retrieved July 29, 2016, from http://www.emirates.com/english/skywards/about/skywards.aspx
