MERCATOR AT A GLANCE
The Company
The Mission
The Products
The Customers
The Employees
The Management Team
The Headquarters
The PR Contacts
The Company
Mercator, the Information Technology (IT) division of the Emirates Group, is a leading supplier of IT solutions to the global air travel industry. The company also meets and satisfies the full range of the demanding IT needs of the main constituent parts of the Emirates Group - the award winning Emirates Airline, and Dnata, the largest air travel services organisation in the Middle East.
Through Mercator's vast experience in serving the IT requirements of these major organisations, it has developed an impressive portfolio of innovative products encompassing airline financial solutions, air cargo and logistics solutions, passenger and airport solutions, airline process outsourcing and airline business consultancy.
The philosophy behind the solutions development ensures that each product adds significant value to customers by reducing costs, improving processes and increasing productivity. top The Mission
Mercator's continuing mission is to establish itself as the professional IT services and business solutions provider of choice; trusted, valued and respected by the Emirates Group and airlines worldwide. By consistently meeting the needs of its customers in all aspects of product, quality, service and delivery, Mercator is achieving this goal. top The Products
Airline Financial Solutions: An advanced suite of financial solutions for both passenger and cargo operations that boost profits and drive down costs. Airlines are given the power to sharpen their strategic planning and tactical reaction, improve their productivity and streamline processes.
Air Cargo and Logistics Solutions: An extensive range of cargo solutions designed to fully meet needs of the entire freight supply chain. Cargo businesses are given a platform from which their businesses can grow with confidence.
Passenger and Airport Solutions: A powerful set of solutions including reservation systems, airport and departure control systems and frequent flyer applications, which together form the key to unparalleled airline service.
Airline Process Outsourcing:A range of services through which airlines can concentrate on their core activities, whilst Mercator fully manages their IT processes from its state-of-the-art data centres in Dubai.
Airline Business Consulting: Mercator offers the consultancy needed to make the difference to airline businesses. From broad strategic consultancy projects to specific implementation projects, Mercator can meet the challenge. top The Customers
Airlines worldwide are now reaping the benefits of being a Mercator customer. They include: Air Algerie, Air Malawi, Air Malta, Air New Zealand, Air Niugini, Air Pacific, Air Tahiti Nui, Air Zimbabwe,
It has stayed relevant to the market through its propelled philosophy of relationships to generate profits in the business. Since its establishment in Monroe, Louisiana the once tiny airline has stretched to greater heights serving in 6 continents. It has also established a distinguishable name among its competitors with a reputation of leading customer services. However, even as an established venture, the company needs to maximize its profits in order to stay in business and expand in to new territories beyond its conquered boundaries. A strategic analysis was carried out by our team to establish the company’s current situation. A SWOT analysis was performed to come up with three referenced, strategic alternatives. This alternatives are meant to act as a strategic guidance to the company in order to enhance growth. The strategic recommendation provided will improve and enable the business to cope with the competitors while the implementation of the strategy section will outline the way to go about achieving these alternatives in the business setting. Lastly, we put up a discussion on the evaluation procedures and necessary controls for the
- 2010: the Group redefined its medium haul product and restructuring of the cargo business
3. Fortunately, there are several opportunities in the airline industry of which companies will be able to take advantage. First, the airline industry is reviving and passenger levels are now returning to pre-9/11 status. Companies can offer high degrees of service and reduce costs through the use of the Internet, such as online ticket sales, flight seating charts, and plane infor...
As Frontier approached its 10th year of operation, Frontier officials realized an image shift was in order. The airline had established a reputation for friendly and reliable service, and reasonable airfares, mainly appealing to leisure travelers. But they reali...
Challenged by an old, obsolete airport, the city of Denver decided on not only doing an expansion but ultimately building a fully dedicated facility in an entirely new location. Twice the size of Manhattan, the airport was to be the largest in the United States and was specially designed to handle concentrated hubbing traffic (Montealgre et al, 1996, p.4). The master plan encompassed a fast tracked build-design scheme that called for utmost operational efficiency which would consequently attract large airlines to choose DIA as their main Southwestern hub (Nice, n.d.). Dominance of the DIA would fuel an economic boom in Denver, but for this to take place—a fast passenger turnover would be required, leading to the perception that they had to implement an airport-wide automated baggage handling system in spite of the known risks. This critical piece of the airport wou...
On the surface, the players in the U.S. Airline Industry appear to be in an enviable industry filled with glamorous perks and a solid business model. However, analysis paints a different story. Digging deeper reveals significant issues with little possibility for industry wide solutions, therefore making the industry unattractive.
IT governance in the airline industry is specifically tied to sales and value chain management. By the late 1990s, international travel software traditionally used by travel agencies, such as SABRE, was opened up via application programming interface (API) to web developers (Nicolaou & Schick, 2011). As a result, consumers saw the advent of internet-based travel agencies, and many airlines and other travel companies began to sell directly to passengers (Buhalisa & Licata, 2002).
What is exciting to you about this the proposed program so far? This question will present an opportunity for the participants to provide input early in the airline principal development process. (Rennekamp,
The Airline Industry is a fascinating market. It has been one of the few industries to reach astounding milestones. For example, over 200 airlines have gone out of business since deregulation occurred in 1978. Currently, more than 50% of the airlines in the industry are operating under Chapter 11 regulations. Since 9/11, four of the six large carriers have filed for and are currently under bankruptcy court protection. Since 9/11 the industry has lost over $30 billion dollars, and this loss continues to increase. Despite the fact that the airline industry is in a state of despair, JetBlue has become the golden example, a glimpse of what the industry could be.
To buttress the implication of the model, Porter explained why the airline industry is the least profitable amongst industries owing to the high threat of the competitive forces. The airline industry players compete heavily on price. Most custom...
Porter stated; “for an airline to succeed in the marketplace, it must have a sustainable competitive advantage” (Porter M. E., 2008). The airline industry is the highest competitive industry, and I believe a sustainable completive advantage is essential to succeed in the future of the aviation industry. The competitive advantages that an airline embrace, needs to be based on the airlines strategy and differentiation to competitors. Emirates displays how it has a strategy and how the airline gets ahead of its competitors through how unique it is.
David Neelman realized his vision of creating an airlines company that is focused on customer service by starting JetBlue. During the startup phase or entrepreneurial stage, typically most of the companies go through the activities of marketing the service and /or product. But Neelman, perceptive of the industry needs, went about raising enough capital before starting JetBlue, as airlines industry is a capital intensive industry. His entrepreneurial style and previous experience enabled him to identify the core value of the service “To improve the passenger experience at a low cost” that he wanted JetBlue to provide. Neelman wanted to utilize technology to bring better customer experience at a low cost. Some of the technological activities that JetBlue planned include state-of-the-art revenue management system, paperless tickets etc. His in-depth experience enabled him to identify the external factors that would affect the business such as simple check-in and boarding process, hassle free ticketing procedures etc. This emphasized his knowledge of adapting to the ever changing customer needs. Neelman instilled the culture of...
Within the airline industry currently the airlines can be divided into low cost airlines and full service airlines. The low cost airlines targets customers that are seeking no frills connectivity between cities at low ticket prices. The full service airlines provide several add-ons like free meals, on plane entertainment, and communication facilities. The target market for full service airlines are customers who are willing to spend extra for the services that the airlines provides.
The Singapore Airlines needs to thoroughly understand the plans being pursued by the British Airways, Cathay Pacific, and Virign Atlantic in improving the comfort and quality of service it provides to its customers. The Singapore Airlines needs to continue differentiate itself by examining the strengths/weaknesses, and key points of these and other competitive airlines.
Several large scale, interrelated conditions have affected the airline industry over the past several years in such a manner that every carrier has had to respond in order to remain viable and competitive.