- The report contains detailed information about Iberia Lineas Aereas de Espana SA that gives an unrivalled in-depth knowledge about internal business-environment of the company: data about the owners, senior executives, locations, subsidiaries, markets, products, and company history.
- Another part of the report is a SWOT-analysis carried out for Iberia Lineas Aereas de Espana SA. It involves specifying the objective of the company's business and identifies the different factors that are favorable and unfavorable to achieving that objective. SWOT-analysis helps to understand company’s strengths, weaknesses, opportunities, and possible threats against it.
- The Iberia Lineas Aereas de Espana SA financial analysis covers the income statement and ratio trend-charts with balance sheets and cash flows presented on an annual and quarterly basis. The report outlines the main financial ratios pertaining to profitability, margin analysis, asset turnover, credit ratios, and company’s long-term solvency. This sort of company's information will assist and strengthen your company’s decision-making processes.
- In the part that describes Iberia Lineas Aereas de Espana SA competitors and the industry in whole, the information about company's financial ratios is compared to those of its competitors and to the industry. The unique analysis of the market and company’s competitors along with detailed information about the internal and external factors affecting the relevant industry will help to manage your business environment. Your company’s business and sales activities will be boosted by gaining an insight into your competitors’ businesses.
- Also the report provides relevant news, an analysis of PR-activity, and stock price movements. The latter are correlated with pertinent news and press releases, and annual and quarterly forecasts are given by a variety of experts and market research firms. Such information creates your awareness about principal trends of Iberia Lineas Aereas de Espana SA business.
About Iberia Lineas Aereas de Espana SA
Iberia Lineas Aereas de Espana SA, an airline company, provides transportation services to passengers and freight worldwide. It also engages in related activities, such as aircraft maintenance, handling in airports, IT systems, in-flight catering, and provision of holiday packages. As of December 31, 2003, the Group operated with a fleet of 149 aircrafts. As a carrier of passengers and cargo, Iberia, Líneas Aéreas de España, S.A. operates through a large network serving three major markets: Spain, Europe and the Americas.
Aircraft in service
The Companys aircraft in service as of December 31, 2003:
Aircraft operated under operating lease contracts
In 2003, one A-320 aircraft, two A-321 aircraft, three A-340/600 aircraft and one MD-88 aircraft were leased under an operating lease arrangement. Also, one B-747 aircraft and two B-757 aircraft the lease contracts for which expired in 2003 were returned.
B-757: As of December 31, 2003, the Company was leasing 16 B-757 aircraft from various companies (a different company for each plane).
B-747: As of December 31, 2003, the Company was leasing two B-747 aircraft under operating lease contracts with Air Atlanta, S.A.
A-340/600: As of December 31, 2003, the Company was operating three A-340/600 aircraft under operating lease contracts with different companies, which expire in 2015.
As of December 31, 2003, the Company was operating 18 A-340/300 aircraft under operating lease contracts, of which four planes have been leased for nine-year periods, the contracts for which expire in 2009 and 2010, at which time the Company may opt to purchase the planes for a predetermined price or to return them to the lessor. The remaining eleven planes are leased from the 'Iberbus' companies, in which the Company has ownership interests.
A-319, A-320 and A-321
As of December 31, 2003, the Company was operating five A-321 aircraft, thirty six A-320 aircraft and four A-319 aircraft under operating lease contracts, the main features of which are as follows:
Twelve A-320 aircraft and four A-319 aircraft are leased under a contract with International Lease Finance Corporation, expiring in 2005 (five aircraft) and 2006 (eleven aircraft). Two A-320 aircraft are leased under two contracts expiring in 2004, when the Company may renew the contracts for a maximum of six further years or return the aircraft.
Nine A-320 aircraft are leased under contracts expiring between 2012 and 2014, when the Company will return the aircraft to the lessor.
Three A-321 aircraft are leased under lease contracts expiring between 2013 and 2018.
One A-320 aircraft is leased from Cygnus Aviation, and the lease contract expires in 2015. The lease contract establishes a purchase option for the aircraft that can be exercised in 2014. At the end of the lease term, the lessor has a residual value guarantee from Airbus G.I.E.
The lease contracts relating to two A-321 aircraft expire in 2016 and provide for purchase options that can be exercised in 2012 and 2013. For one of these aircraft, at the end of the lease term, the lessor has a residual value guarantee from General Electric Company and Société Nationale d´Etude et de Construction de Moteurs d´Aviation (SNECMA).
As of December 31, 2003, the Company was operating five MD-87 aircraft under operating lease contracts. The term of the lease contracts is 96 months (expiring in 2005), at the end of which the Company may exercise the purchase option provided for in the contract or return the planes.
On February 6, 2003, an operating lease contract was entered into for one MD-88 aircraft, which initially expired in April 2004. As envisaged in the contract, in January 2004 the Company extended the lease term until May 2006.
Singapore Technologies Engineering, Ltd. (ST Engineering) announced that its aerospace arm, Singapore Technologies Aerospace Ltd. (ST Aerospace), and IBERIA Maintenance, the technical division of Iberia Lineas Aereas de Espana SA, have signed a joint venture agreement to set up a landing gear repair and overhaul company in Madrid, Spain. The joint venture company, Madrid Aerospace Services S.L., would be equally owned 50:50 between IBERIA and ST Aerospace, and would be an associated company of ST Aerospace.
American Airlines Inc., British Airways Plc and Iberia Lineas Aereas de Espana SA have a joint business agreement on flights between North America and Europe.
The company and Gestair have launched an equal-stake joint venture, CorJet Europe, for the maintenance of corporate aircraft, including line and scheduled maintenance, and also for unscheduled aircraft on ground tasks.
Iberia Lineas Aereas de Espana SA is offering a daily direct service between Madrid and Sofia, the capital of Bulgaria, under a code share agreement with Bulgaria Air.
On October 20, 2009, GOL Linhas Aéreas Inteligentes S.A. and Iberia Lineas Aereas de Espana SA announced that the companies have signed a code-share agreement. The companies are also evaluating the possibility of linking their frequent flyer programs, GOL's SMILES and Iberia's Plus. Under the code-share agreement, Iberia can add its IATA code to GOL flights from Rio de Janeiro and Sao Paulo to 13 Brazilian destinations: Belo Horizonte, Brasilia, Curitiba, Florianopolis, Fortaleza, Foz do Iguacu, Goiania, Manaus, Natal, Porto Alegre, Recife, Salvador and Vitoria.
In January 2010, the company is entering a codeshare agreement with JSC S7 Airlines covering flights between Moscow Domodedovo Airport and Madrid. It would place its code on S7's weekly Saturday flights between Madrid and Moscow.
Iberia Lineas Aereas de Espana SA was founded in 1927.
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1. IBERIA LINEAS AEREAS DE ESPANA SA COMPANY PROFILE
1.1. Key facts
1.2. Financial Performance
1.3. Key Executives
1.4. Ownership and Major Holders
1.5. Company History
2. IBERIA LINEAS AEREAS DE ESPANA SA BUSINESS OVERVIEW
2.1. Business Description
2.2. Major Products and Services
2.3. Markets and Sales Activities
2.4. Locations, Subsidiaries, Operating Units
3. IBERIA LINEAS AEREAS DE ESPANA SA SWOT ANALYSIS
4. IBERIA LINEAS AEREAS DE ESPANA SA FINANCIAL ANALYSIS
4.1. Financial Statements
4.1.1. Income Statement
4.1.2. Balance Sheet
4.1.3. Cash Flow
4.2. Financial Ratios
4.2.2. Margin Analysis
4.2.3. Asset Turnover
4.2.4. Credit Ratios
4.2.5. Long-Term Solvency
4.2.6. Growth Over Prior Year
4.2.7. Financial Ratios Charts
4.3. Stock Market Snapshot
5. IBERIA LINEAS AEREAS DE ESPANA SA COMPETITORS AND INDUSTRY ANALYSIS
5.1. Iberia Lineas Aereas de Espana SA Direct Competitors
5.2. Comparison of Iberia Lineas Aereas de Espana SA and Direct Competitors Financial Ratios
5.3. Comparison of Iberia Lineas Aereas de Espana SA and Direct Competitors Stock Charts
5.4. Iberia Lineas Aereas de Espana SA Industry Analysis
5.4.1. Airlines Industry Snapshot
5.4.2. Iberia Lineas Aereas de Espana SA Industry Position Analysis
6. IBERIA LINEAS AEREAS DE ESPANA SA NEWS & EVENTS
6.1. News & PR Activity Analysis
6.2. IR Corporate News
6.3. Marketing News
6.4. Corporate Events
7. IBERIA LINEAS AEREAS DE ESPANA SA EXPERTS REVIEW1
7.1. Experts Opinion
7.2. Experts Estimates
8. IBERIA LINEAS AEREAS DE ESPANA SA ENHANCED SWOT ANALYSIS2
9. SPAIN PESTEL ANALYSIS2
9.1. Political Factors
9.2. Economic Factors
9.3. Social Factors
9.4. Technological Factors
9.5. Environmental Factors
9.6. Legal Factors
10. IBERIA LINEAS AEREAS DE ESPANA SA IFE, EFE, IE MATRICES2
10.1. Internal Factor Evaluation Matrix
10.2. External Factor Evaluation Matrix
10.3. Internal External Matrix
11. IBERIA LINEAS AEREAS DE ESPANA SA PORTER FIVE FORCES ANALYSIS2
12. IBERIA LINEAS AEREAS DE ESPANA SA VRIO ANALYSIS2
APPENDIX: RATIO DEFINITIONS
LIST OF TABLES
Iberia Lineas Aereas de Espana SA Key Facts
Income Statement Key Figures
Balance Sheet Key Figures
Cash Flow Statement Key Figures
Financial Performance Abbreviation Guide
Iberia Lineas Aereas de Espana SA Key Executives
Key Executives Biographies1
Key Executives Compensations1
Iberia Lineas Aereas de Espana SA Major Shareholders
Iberia Lineas Aereas de Espana SA History
Iberia Lineas Aereas de Espana SA Products
Revenues by Segment
Revenues by Region
Iberia Lineas Aereas de Espana SA Offices and Representations
Iberia Lineas Aereas de Espana SA SWOT Analysis
Yearly Income Statement Including Trends
Income Statement Latest 4 Quarters Including Trends
Yearly Balance Sheet Including Trends
Balance Sheet Latest 4 Quarters Including Trends
Yearly Cash Flow Including Trends
Cash Flow Latest 4 Quarters Including Trends
Iberia Lineas Aereas de Espana SA Profitability Ratios
Margin Analysis Ratios
Asset Turnover Ratios
Long-Term Solvency Ratios
Financial Ratios Growth Over Prior Year
Iberia Lineas Aereas de Espana SA Capital Market Snapshot
Iberia Lineas Aereas de Espana SA Direct Competitors Key Facts
Direct Competitors Profitability Ratios
Direct Competitors Margin Analysis Ratios
Direct Competitors Asset Turnover Ratios
Direct Competitors Credit Ratios
Direct Competitors Long-Term Solvency Ratios
Airlines Industry Statistics
Iberia Lineas Aereas de Espana SA Industry Position
Company vs. Industry Income Statement Analysis
Company vs. Industry Balance Sheet Analysis
Company vs. Industry Cash Flow Analysis
Company vs. Industry Ratios Comparison
Iberia Lineas Aereas de Espana SA Consensus Recommendations1
Analyst Recommendation Summary1
Price Target Summary1
Experts Recommendation Trends1
Revenue Estimates Analysis1
Earnings Estimates Analysis1
Revenue Estimates Trend1
Earnings Estimates Trend1
LIST OF FIGURES
Iberia Lineas Aereas de Espana SA Annual Revenues in Comparison with Cost of Goods Sold and Gross Profit
Profit Margin Chart
Operating Margin Chart
Return on Equity (ROE) Chart
Return on Assets (ROA) Chart
Debt to Equity Chart
Current Ratio Chart
Iberia Lineas Aereas de Espana SA 1-year Stock Charts
Iberia Lineas Aereas de Espana SA 5-year Stock Charts
Iberia Lineas Aereas de Espana SA vs. Main Indexes 1-year Stock Chart
Iberia Lineas Aereas de Espana SA vs. Direct Competitors 1-year Stock Charts
Iberia Lineas Aereas de Espana SA Article Density Chart
1 – Data availability depends on company’s security policy.
2 – These sections are available only when you purchase a report with appropriate additional types of analyses.
The complete financial data is available for publicly traded companies.
SWOT, which stands for Strengths, Weaknesses, Opportunities and Threats, is an analytical framework that identifies the internal and external factors that are favorable and unfavorable for a company.
Enhanced SWOT Analysis
Enhanced SWOT is a 3×3 grid that arranges strengths, weaknesses, opportunities and threats into one scheme:
- How to use the strengths to take advantage of the opportunities?
- How to use the strengths to reduce likelihood and impact of the threats?
- How to overcome the weaknesses that obstruct taking advantage of the opportunities?
- How to overcome the weaknesses that can make the threats a reality?
Upon answering these questions a company can develop a project plan to improve its business performance.
PESTEL (also termed as PESTLE) is an ideal tool to strategically analyze what influence different outside factors – political, economic, sociocultural, technological, environmental and legal – exert on a business to later chart its long term targets.
Being part of the external analysis when carrying out a strategic assessment or performing a market study, PESTEL gives an overview of diverse macro-environmental factors that any company should thoughtfully consider. By perceiving these outside environments, businesses can maximally benefit from the opportunities while minimizing the threats to the organization.
Key Factors Examined by PESTEL Analysis:
- Political – What opportunities and pressures are brought by political bodies and what is the degree of public regulations’ impact on the business?
- Economic – What economic policies, trends and structures are expected to affect the organization, what is this influence’s degree?
- Sociological – What cultural and societal aspects will work upon the demand for the business’s products and operations?
- Technological – What impact do the technological aspects, innovations, incentives and barriers have on the organization?
- Environmental – What environmental and ecological facets, both locally and farther afield, are likely to predetermine the business?
- Legal – What laws and legislation will exert influence on the style the business is carried out?
IFE, EFE, IE Matrices
The Internal Factor Evaluation matrix (IFE matrix) is a strategic management tool helping audit or evaluate major weaknesses and strengths in a business’s functional areas. In addition, IFE matrix serves as a basis for identifying and assessing relationships amongst those areas. The IFE matrix is utilised in strategy formulation.
The External Factor Evaluation matrix (EFE matrix) is a tool of strategic management that is typically utilised to assess current market conditions. It is an ideal instrument for visualising and prioritising the threats and opportunities a firm is facing.
The essential difference between the above mentioned matrices lies in the type of factors incorporated in the model; whilst the latter is engaged in internal factors, the former deals exceptionally with external factors – those exposed to social, political, economic, legal, etc. external forces.
Being a continuation of the EFE matrix and IFE matrix models, the Internal External matrix (IE matrix) rests upon an investigation of external and internal business factors integrated into one suggestive model.
Porter Five Forces Analysis
The Porter’s five forces analysis studies the industry of operation and helps the company find new sources of competitive advantage. The analysis surveys an industry through five major questions:
- What composes a threat of substitute products and services?
- Is there a threat of new competitors entering the market?
- What is the intensity of competitive rivalry?
- How big is the bargaining power of buyers?
- How significant is the bargaining power of suppliers?
VRIO stands for Value, Rarity, Imitability, Organization. This analysis helps to evaluate all company’s resources and capabilities and bring them together into one aggregate table that includes:
- Tangible resources
- Intangible resources
- Innovation and Creativity
- Organizational capabilities
The result of the analysis gives a clear picture of company’s competitive and economic implications, answering the questions if the resources mentioned above are:
- Costly to imitate?
- Organized properly?