There are two factors that define the Cathay Pacific today: excellent reputation for service and historically profitable operation. The company also remarked that despite the economic conditions, Cathay Pacific remains hopeful since it is committed to maintaining a high standard of corporate governance as well as its capable and committed workforce and management team and a superb international network centered on Asia’s premier aviation hub. With this said, the company can devote its ample time in considering efforts to identify and formalise best practices of corporate governance to trickle down to its employees. In this way, the company can retain the workforce while also upholding their value and at the same time tap on the continuity and spontaneity of servicing.
By virtue of the REDS2 process, the communicated and conceived identities provide a snapshot of the present of Cathay Pacific. However, these two identities are misaligned. Because of its effort to merge its Asian hospitality with that of other airlines services hence could be confusing and contradicting basically because not all the members of oneworld are Asian airlines. The other nine members of the global alliance are: American Airlines, British Airways, Finnair, Iberia, Japan Airlines, Malev Hungarian, LAN, Royal Jordanian and Qantas Airways. As such, what will set Cathay Pacific’s origin if it means to mingle with other services of airline companies, not to mention that some of these services would be and are already Americanised in a way. There will be no single unifying concept of service for Cathay Pacific therefore.
Nonetheless, the ideal and the desired identities are basically pointing to the future positions of Cathay Pacific. There is the opportunity therefore to rethink strategically on how the acquisition of Dragonair, which basically aimed at strengthening the Asia Pacific region hub, will contribute in uplifting the philosophy of Asian hospitality while also developing Hong Kong as a global transportation hub (HKTDC, 2000). Cathay Pacific would be able to capitalise on outbound passenger traffic and its increase in the coming years. In the long run therefore, Cathay Pacific can only maximise the opportunities provided by the access to Mainland China and extend the operation into cities that Dragonair operates. Because China is advantageously linked to most of the nations, the Asian hospitality could be also extended to the Western nations.
However, this would not be possible if Cathay Pacific will not be able to establish the need to market Asian hospitality outside Asia and through China. There is the need therefore to extend the Asian hospitality approach not just to oneworld alliance members but also to the rest of the travelling communities worldwide. Since the Asian hospitality approach is at the heart of Cathay Pacific’s operation, this could be mass campaigned starting inside the Cathay Pacific itself.
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