AVIANCA

DIAGNOSTICO SITUACIONAL
 GENERAL OBJETIVE

Identify and understand the general

and specific aspects of AVIANCA
situational information analysis,
understanding the different
classifications and stages of the
information of the entity and the
objective that each has for the
operational development of the entity.
 SPECIFIC OBJETIVES

Analyze information on the growth of

the aeronautical sector through the
PTP
Study Avianca's strategic information
through tools such as the blue ocean
and the Oslo model
Implementation of the Sustainable
Development Objectives
 WHAT DO YOU WANT TO SHOW?

With this research we want to show how Avianca

from its beginnings crossed through different
stages that have helped it to consolidate itself as
one of the most important airlines in America
and recognized worldwide for the consolidation
of strategic and directional models.
ECONOMIC ACTIVITY
5111 - National air transport
of passengers
5112 - International air
passenger transport
5121 - Domestic air transport
of cargo
5122 - International cargo air
transport
 C.I.I.U. - INTERNATIONAL STANDARD
INDUSTRIAL CLASSIFICATION
As we can see in the image, the classification of this
airline is classified as follows:
 PRODUCTIVE CHAIN

Tourism is the new opportunity of Colombia and

the second generator of foreign exchange,
according to (Lacouture), the arrival of tourists
grew by 95%, taking into account the above, the
aeronautical sector (tourism), is growing in
parallel with the development of the country and
if we consider that according to the Minister this
is the second sector that generates more income,
and this helps to encourage jobs and
opportunities for the country.
 COMPETITIVE DIAMOND, PORTER (AVIANCA)
CONDICIONES DE
LOS FACTORES
The airline for the year 2016 adapted a
strategic point in the city of Pereira, in
order to optimize and strengthen the
presence of the operation in the
region; other points in Girardot,
Monteria, Popayan, Riohacha and
Valledupar were intervened in order
to support the growth of parcels. The
company has an area in charge of the
Human Factors and Operational
Risks Program, through which, with
clear initiatives for all regions, the
behaviors, capacities and attitudes of
the people participating in the
operation are guided, so as to ensure
the safety of collaborators and
travelers. In addition, a Health, Safety
and Environment Management
System (HSE) was implemented,
which manages the health and safety
of personnel and meets the highest
standards of industry and national
legislation.
CONDITIONS OF
DEMAND
It creates a strategy to define the
experience of service in the
customers, from the recognition of
the mark, to the post-trip phase; for
this an analysis is made through job
interviews, corporate indicators and
market referencing. More specifically,
on board entertainment to be warm
and friendly service, passengers will
enjoy a QT entertainment system
(flight map, connecting gate, iPod,
Sky office), Carla (virtual assistant)
and many other options of
entertainment available to meet the
needs and fulfill the wishes of the
customers.
 COMPETITIVE DIAMOND, PORTER (AVIANCA)
STRATEGY, STRUCTURE
AND RIVALITY OF
COMPANIES
Some alliances were signed in
technological, educational and
process areas in order to
strengthen in clearly competitive
issues; within these alliances is
the Mexican association of
Internet, Colombian Camera of
Electronic Commerce,
association of human
management in Bogota and
Cundinamarca and Latin
American conference of express
companies.
RELATED AND
AUXILIARY SECTORS
he employees are constantly
receiving training and
information related to ethics and
compliance policies, for which
the Company has made available
e-learning and face-to-face
training, as well as
communication campaigns via e-
mail, web page , primary groups
and various channels of internal
and external communication. In
2016 they trained in the Code of
Ethics and Norms of Business
Conduct to 14,275 employees
and in Anti-Corruption Policy to
12,716 employees, 11 members
of the Board of Directors and 12
members of the Board of
Directors.
AVIANCA, PAST, PRESENT AND FUTURE.
 BLUE OCEAN AVIANCA MATRIX

REMOVE REDUCE
-Liquidation with the Reduced costs, through
company Summa Alliance renegotiation of contracts
-Confusion in clients because with the United States.
of alliances -Elimination Lower costs with existing
of unprofitable markets.
resources.
- Elimination of labor
debts, payment of New competitive rates for
suppliers, DIAN, with the cost reduction.
new alliance. Emission times and costs.
- -Elimination Inefficient Distribution of tickets.
fleets. - Eliminate
unnecessary processes. Reduction of 20% in fuel.
- - Eliminate subprocess
failures.
 BLUE OCEAN AVIANCA MATRIX
INCREASE
Strengthen Avianca brand image.
Gain confidence in customers with
recognition in the market.
Protection of the financial area of the
company.
Competitiveness and survival in the market.
Expand services around the world, with
agreements with other airlines.
More routes in territories such as South
America and Europe.
Acquisition of notes and fiduciary rights,
anticipating payments to creditors.
Inclusion of technology to the best of
processes being faster and more efficient
(Amadeus alliance).
Work from the simplest to the most
complex.
Greater coverage.
Continuous improvement cycle.
CREATE
Training on awareness and acceptance to
change for all employees.
Negotiation of improvements with unions
to improve productivity.
Create new routes and frequencies.
Alliances (Synergy, Avianca, Avianca Inn).
New management German Efromovivh.
New image symbol insignia.
Two-dimensional bar code on passers-by.
Code Shares (new routes) flight agreements.
IET Conventions (Interline electronic).
Electronic ticket.
Technological system focused on safety
efficiency. Use of natural resources, and
respect for the environment.
Establish mission and joint vision.
Strategies based on suggestions from
employees.
Service plans.
Identification of processes that require
direct contact with the customer.
 CONCLUSIONS MATRIX OCEAN BLUE

This matrix clearly shows the most effective way to grow a company or
organization, denoting the importance of leaving aside the
competition and focusing all efforts towards innovation and the
creation of new internal methods to externally reflect the success of
processes, it is important to take into account in this method to have
the suggestions and contributions internally since many opportunities
for improvement can be found, counteracting the shortcomings with
new strategies that allow mitigating and counteracting factors that
affect our productivity, is a method that improves and gives
opportunity to a feasible and remarkable growth.
 FOLLOWING THE INNOVATION FACTORS FOR
THE PROCESSES OF AVIANCA
INCREMENTAL PRODUCT

Design of spaces in Kiosks or cabins to

airplanes for people quote and / or buy
with special physical tickets. (Located at
conditions. (Height the airport and
Weight). Shopping Centers) to
Report of general or promote methods of
important diseases at interaction with new
the time of Check In. users.
 FOLLOWING THE INNOVATION FACTORS FOR
THE PROCESSES OF AVIANCA
PROCESS MARKETING

Frequent Traveler Check Movies by miles

In Card, in order to
eliminate paperwork
processes (Executive Class
- LifeMiles).
Notification of travel
changes or cancellations
made through an
interactive social network
of the airline.
Interactive Hall for
Regulation and Legal
Requirements. (Create a
space for passengers to
know the regulations for
entry to other countries),
supported by visual tools.
(Campaign to use miles
not only for travel but also
for movie and theater
tickets)
Interactive waiting rooms
(Video games, board
games, entertainment,
massage chairs).
Chat on social networks to
serve users.