‘Strategies help to
explain the things that managers and organisations do. These actions or
activities are designed and carried out in order o fulfil certain designated purposes,
some of them short in nature, others longer term’ (Thompson, 2001)
Th? proc?ss of strat?gic manag?m?nt analys?s various
initiativ?s that are carri?d out by th? members of a company’s manag?m?nt on
b?half of their shareholders, involving r?sourc?s pr?s?nt within th? external environments.
This proc?ss compris?s of making a sp?cification of th? mission, vision and
obj?ctiv?s of th? organization. Th? d?v?lopm?nt of plans and polici?s that ar?
focus?d on achi?v? th?s? obj?ctiv?s which there would then be an allocation of
r?sourc?s in ord?r to implement th? polici?s and plans (Rajiv Nag et al, 2007).
Th? first st?p in th? strat?gic manag?m?nt proc?ss compris?s
of strat?gy formulation. It contribut?s to th? proc?ss of strat?gic manag?m?nt
through h?lp with th? d?v?lopm?nt of a vision and mission stat?m?nt, making an
id?ntification of ?xt?rnal opportunities and thr?ats, determining th? int?rnal
str?ngths and weaknesses of th? company, ?stablishing of long t?rm obj?ctiv?,
producing of alt?rnativ? strat?gi?s as w?ll as th? s?l?cting of particular
strat?gi?s to adh?r? to (Rajiv Nag et al, 2007).
Th? n?xt st?p compris?s strat?gy impl?m?ntation and this is
th? action stag? of strat?gic manag?m?nt. Th? contributions to th? proc?ss of
strat?gic manag?m?nt is that it h?lps to ?stablishing annual obj?ctiv?s, it
cr?at?s a v?ry ?ffici?nt organizational structur?, it h?lps with th? d?vising
of polici?s, it also s?rv?s to motivat? ?mploy??s and facilitat?s th? proc?ss
of allocating r?sourc?s (Rajiv Nag et al, 2007).
Th? third st?p in th? proc?ss of strat?gic manag?m?nt would
b? strat?gy ?valuation. Th? contribution of this st?p includ?s th? fact that it
h?lps in making a r?vi?w of ?xt?rnal and int?rnal factors which mak? th?
foundation of th? curr?nt strat?gi?s, it h?lps with th? m?asur?m?nt of
p?rformanc? and also wh?n it com?s to taking corrective actions (Rajiv Nag et al, 2007).
Th? proc?ss of carrying out r?s?arch on th? busin?ss
?nvironm?nt in which an organization op?rat?s and of th? organization in ord?r
to formulat? strat?gy, is the Strategic Analysis. Th? first compon?nt of
strat?gic analysis is to d?fin? a probl?m or goal which would require th?
analysis. It is h?r? that busin?ss l?ad?rs would s??k to analys? th? ?ntir?
company and to plac? focus on a sp?cific d?partm?nt that would b? aff?ct?d by th?
probl?ms and that would bring about th? most f?asibl? solutions (Rajiv Nag et al, 2007).
Th? n?xt compon?nt is th? coll?ction of information r?quir?d
to ?valuat? str?ngths and w?akn?ss?s of th? company in r?lation to th? probl?m.
Th? 3rd st?p involv?s making a d?finition of th? pot?ntial opportuniti?s and
thr?ats which might b? within th? scop? of th? probl?m which is to b? solv?d.
It is h?r? that th?r? will b? an id?ntification of opportuniti?s and thr?ats to
?fforts of a firm that would b? pr?s?nt within th? firm and th? comp?titiv?
?nvironm?nt. Th? n?xt st?p compris?s of making a r?vi?w of th? r?sults of
analysis in ord?r to d?t?rmin? how b?st to utiliz? th? str?ngths in ord?r to
addr?ss w?akn?ss?s, and to optimiz? opportuniti?s and to count?r p?rc?iv?d
thr?ats (Gerry Johnson et al, 2008).
3 History of Qatar Airways
Traditional traffic flow between the East and West was conventionally
concentrated at European hubs, at airports the likes of London Heathrow,
Frankfurt, Amsterdam and Paris Charles de Gaulle. This has changed juristically
with the rapid growth of the aviation business in the Middle East after substantial
investments as it is regarded as an important asset for the development of the Gulf
region. Gulf based airlines such as Qatar Airways, Emirates and Etihad have
transformed their home bases into international air transport hubs. With the
rise in success of these airline, it puts the European carriers and their
corresponding hubs under threat (John F O’Connell et al, 2016).