- The report contains detailed information about LAN Airlines S.A. 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 LAN Airlines S.A.. 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 LAN Airlines S.A. 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 LAN Airlines S.A. 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 LAN Airlines S.A. business.
About LAN Airlines S.A.
Lan Airlines S.A. engages in the passenger and cargo air transportation services in Latin America. The company provides domestic and international passenger services in Chile, Peru, Ecuador, and Argentina.
The company carries out its cargo operations through the use of belly space on its passenger flights and cargo operations using freighter aircraft through its cargo airlines in Chile, Brazil, Colombia, and Mexico. The company also offers other services, such as ground handling, courier, logistics, and maintenance. As of February 28, 2010, it operated approximately 96 jet aircraft, including 86 passenger aircraft and 11 cargo aircraft.
As of February 28, 2010, the companys passenger operations were performed through five main airlines: Lan Airlines, Transporte Aereo S.A. (which does business under the name Lan Express), Lan Perú S.A. (Lan Peru), Aerolane Líneas Aereas Nacionales del Ecuador S.A. (Lan Ecuador), and Lan Argentina S.A. (Lan Argentina). The company operates both domestic and international services.
As of February 28, 2010, the companys network consisted of 15 destinations in Chile, 14 destinations in Peru, 3 destinations in Ecuador, 13 destinations in Argentina, 17 destinations in other Latin American countries and the Caribbean, 3 destinations in the United States, 1 destination in Canada, 2 destinations in Europe, and 4 destinations in the South Pacific. Within Latin America, the company has routes to and from Argentina, Bolivia, Brazil, Chile, Colombia, Cuba, the Dominican Republic, Ecuador, Mexico, Peru, Uruguay and Venezuela. The company also flies to various international destinations outside Latin America, including Auckland, Frankfurt, Los Angeles, Madrid, Miami, New York, Toronto, Papeete (Tahiti), and Sydney. In addition, as of February 28, 2010, through its various code-share agreements, the company offered service to 25 additional destinations in North America, 17 additional destinations in Europe, 27 additional destinations in Latin America and the Caribbean (including Mexico), and 1 destination in Asia.
International Passenger Operations
As of February 28, 2010, the company operated scheduled international services from Chile, Peru, Ecuador and Argentina through Lan Airlines and Lan Express in Chile, Lan Peru in Peru, Lan Ecuador in Ecuador, and Lan Argentina in Argentina.
The companys international network combines its Chilean, Peruvian, Ecuadorian, and Argentinean affiliates. It provides long-haul services out of its four main hubs in Santiago, Lima, Guayaquil, and Buenos Aires. The company also provides regional services from Chile, Peru, Ecuador, and Argentina.
The companys international operations out of Chile would be divided into four main segments: to North America, to Europe, to the rest of Latin America, and to the Pacific. Its Peruvian international operations would be divided into three main segments: to North America, Europe and to the rest of Latin America. The companys Ecuadorian international operations would be divided into three main segments: to North America, to Europe, and to the rest of Latin America. The companys Argentinean international operation consists of operations between Buenos Aires and Miami, the Dominican Republic, Sao Paulo, Lima, Bogotá, and Santiago.
Passenger Marketing and Sales
The company markets its services under the common LAN brand. Its long-haul marketing emphasizes valued by its international customers, including on-board and ground service coverage of South American markets and frequent service to overseas gateways, such as New York, Los Angeles, Miami, Madrid, and Sydney.
Passenger Alliances and Commercial Agreements
Agreement with Colombian Airline: In May 2010, the company completed an agreement to provide technical support and service consultancy to Colombian airline Aeroasis S.A. (Aeroasis) while Aeroasis completes the process of obtaining an operating permit from the Colombian civil aviation authority.
Cathay Pacific: In May 2010, the company initiated a code-share agreement with Cathay Pacific to operate between Santiago, Chile and Hong Kong, China, through connections in Los
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1. LAN AIRLINES S.A. 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. LAN AIRLINES S.A. 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. LAN AIRLINES S.A. SWOT ANALYSIS
4. LAN AIRLINES S.A. 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. LAN AIRLINES S.A. COMPETITORS AND INDUSTRY ANALYSIS
5.1. LAN Airlines S.A. Direct Competitors
5.2. Comparison of LAN Airlines S.A. and Direct Competitors Financial Ratios
5.3. Comparison of LAN Airlines S.A. and Direct Competitors Stock Charts
5.4. LAN Airlines S.A. Industry Analysis
5.4.1. Airlines Industry Snapshot
5.4.2. LAN Airlines S.A. Industry Position Analysis
6. LAN AIRLINES S.A. NEWS & EVENTS
6.1. News & PR Activity Analysis
6.2. IR Corporate News
6.3. Marketing News
6.4. Corporate Events
7. LAN AIRLINES S.A. EXPERTS REVIEW1
7.1. Experts Opinion
7.2. Experts Estimates
8. LAN AIRLINES S.A. ENHANCED SWOT ANALYSIS2
9. CHILE 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. LAN AIRLINES S.A. IFE, EFE, IE MATRICES2
10.1. Internal Factor Evaluation Matrix
10.2. External Factor Evaluation Matrix
10.3. Internal External Matrix
11. LAN AIRLINES S.A. PORTER FIVE FORCES ANALYSIS2
12. LAN AIRLINES S.A. VRIO ANALYSIS2
APPENDIX: RATIO DEFINITIONS
LIST OF TABLES
LAN Airlines S.A. Key Facts
Income Statement Key Figures
Balance Sheet Key Figures
Cash Flow Statement Key Figures
Financial Performance Abbreviation Guide
LAN Airlines S.A. Key Executives
Key Executives Biographies1
Key Executives Compensations1
LAN Airlines S.A. Major Shareholders
LAN Airlines S.A. History
LAN Airlines S.A. Products
Revenues by Segment
Revenues by Region
LAN Airlines S.A. Offices and Representations
LAN Airlines S.A. 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
LAN Airlines S.A. Profitability Ratios
Margin Analysis Ratios
Asset Turnover Ratios
Long-Term Solvency Ratios
Financial Ratios Growth Over Prior Year
LAN Airlines S.A. Capital Market Snapshot
LAN Airlines S.A. 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
LAN Airlines S.A. 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
LAN Airlines S.A. 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
LAN Airlines S.A. 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
LAN Airlines S.A. 1-year Stock Charts
LAN Airlines S.A. 5-year Stock Charts
LAN Airlines S.A. vs. Main Indexes 1-year Stock Chart
LAN Airlines S.A. vs. Direct Competitors 1-year Stock Charts
LAN Airlines S.A. 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?