Etihad Airways


Strategic Audit


  • You are required undertake a strategic management review for Etihad Airways by answering the questions below (not this page) but if these questions are applicable.
  • Analyze the organization’s external competitive environment to identify opportunities and threats.
  • Analyze the organization’s internal operating environment to identify the organization’s strengths and weaknesses.
  • Undertake a detailed SWOT analysis, referring to theory where possible. Select strategies that build on the organization’s strengths and corrects its weaknesses in order to take advantage of external opportunities and counter external threats.
  • The strategies should be split into; Corporate (2), Business (2) and Functional (2)
  • Wherever possible refer to management theory to support your proposals


Please follow the format and layout below and answer the questions if applicable to Etihad airways taking under consideration the points above. Doing lots of research, if you need to increase the number of pages it fine, please tell me.



Etihad AirwaysStrategic Audit


Strategic Management Process

Briefly define the Strategic Management Process as outlined in your text.

a)      Environmental Scanning

b)     Strategy Formulation

c)      Strategy Implementation

d)     Evaluation and Control


Detail profile of the company


Do research

I. Current Situation

A. Current Performance

How did the corporation perform the past year overall in terms of return on investment, market share, and profitability?



B. Strategic Posture

What are the corporation’s current mission, objectives, strategies, and policies?

  1. Are they clearly stated, or are they merely implied from performance?
  2. Mission: What business (es) is the corporation in? Why?
  3. Objectives: What are the corporate, business, and functional objectives? Are they consistent with each other, with the mission, and with the internal and external environments?
  4. Strategies: What strategy or mix of strategies is the corporation following? Are they consistent with each other, with the mission and objectives, and with the internal and external environments?
  5. Policies: What are the corporation’s policies? Are they consistent with each other, with the mission, objectives, and strategies, and with the internal and external environments?
  6. Do the current mission, objectives, strategies, and policies reflect the corporation’s international operations, whether global or multidomestic?

II. Corporate Governance

A. Board of Directors

  1. Who is on the board? Are they internal (employees) or external members?
  2. Do they own significant shares of stock?
  3. Is the stock privately held or publicly traded? Are there different classes of stock with different voting rights?
  4. What do the board members contribute to the corporation in terms of knowledge, skills, background, and connections? If the corporation has international operations, do board members have international experience? Are board members concerned with environmental sustainability?
  5. How long have the board members served on the board?
  6. What is their level of involvement in strategic management? Do theymerely rubber-stamp top management’s proposals or do they actively participate and suggest future directions?Do they evaluate management’s proposals in terms of environmental sustainability?


B. Top Management

  1. What person or group constitutes top management?
  2. What are top management’s chief characteristics in terms of knowledge, skills, background, and style? If the corporation has international operations, does top management have international experience? Are executives from acquired companies considered part of the top management team?
  3. Has top management been responsible for the corporation’s performance over the past few years? How many managers have been in their current position for less than three years? Were they promoted internally or externally hired?
  4. Has top management established a systematic approach to strategic management?
  5. What is top management’s level of involvement in the strategic management process?
  6. How well does top management interact with lower-level managers and with the board of directors?
  7. Are strategic decisions made ethically in a socially responsible manner?
  8. Are strategic decisions made in an environmentally sustainable manner?
  9. Do top executives own significant amounts of stock in the corporation?
  10. Is top management sufficiently skilled to cope with likely future challenges?

III. External Environment:Opportunities and Threats (SWOT)

A. Natural Physical Environment: Sustainability Issues

  1. What forces from the natural physical environmental are currently affecting the corporation and the industries in which it competes? Which present current or future threats?


  1. Climate, including global temperature, sea level, and fresh water availability

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