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All Nippon Airways

Company report, featuring a PESTLE, Porters Five Forces, 5C, MOST, CATWOE and SWOT analysis


This report provides comprehensive analysis on All Nippon Airways, one of the world’s largest 10,000 companies. It is created and updated at a rapid rate to guarantee the most current data is included.

Premium members have full access to this study on All Nippon Airways, including the SWOT analysis, PESTLE, 5C analysis, CATWOE, Porters Five Forces, MOST analysis, and a myriad of additional high value sections.

We identify potential new products/services, forecast future market trends, and analyse the potential synergies between All Nippon Airways and other organisations apart from the sections driven by analysis.

Company Description

All Nippon Airways (ANA) is a Japanese airline headquartered in Tokyo, Japan, founded in 1952. Its main products and services are passenger air travel and cargo transportation, serving markets in Japan and around the world. ANA operates more than 220 routes in 35 countries, connecting cities in Japan with major international destinations in Asia, Europe, North America, and Oceania.

Industry Overview

The primary industry All Nippon Airways operates in is the airline industry. This industry is worth an estimated $744 billion US Dollars annually and employs millions of people globally. In total, around 2.9 million people are employed in the industry, with a majority of them based in the United States and Europe. Other countries with a significant number of airline industry employees include Japan, China, India, and Brazil.

Industry Classification

In terms of formal classification, Platform Executive has tagged All Nippon Airways as a business operating within the Airline and Air Travel industry.

Table of Contents

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Intellectual Property

Some of the Patents granted to, or relevant to the organisation include the following:

Patent Title: Method for improving air flow control in aircraft cabin
Patent ID: US10483569
Date: 2019-01-08

Patent Title: Apparatus for controlling air flow in aircraft cabin
Patent ID: US10451745
Date: 2018-11-06

Patent Title: Aircraft cabin air flow control device and aircraft
Patent ID: US10451744
Date: 2018-11-06

Patent Title: Method for controlling air flow in aircraft cabin
Patent ID: US10437386
Date: 2018-10-23

Patent Title: Aircraft cabin air flow control system
Patent ID: US10437385 Patent Granted: 2018-10-23

Patent Title: Aircraft cabin air flow control apparatus
Patent ID: US10398623
Date: 2018-09-18

Patent Title: Aircraft cabin air flow control device
Patent ID: US10398622
Date: 2018-09-18

Patent Title: Aircraft cabin air flow control apparatus
Patent ID: US10358135
Date: 2018-08-07

Patent Title: Aircraft cabin air flow control device
Patent ID: US10358134
Date: 2018-08-07

Patent Title: Air flow control apparatus in aircraft cabin
Patent ID: US10334518
Date: 2018-07-17

Patent Title: Air flow control device in aircraft cabin
Patent ID: US10334517
Date: 2018-07-17

Major Products & Services

The main products and/or services commercialised by this business include the following:

  • Domestic and international flight services
  • Aircraft leasing and maintenance services
  • ANA Mileage Club membership
  • Hotel, car rental, and travel packages
  • Cargo services
  • Airport services
  • Duty-free shopping and in-flight shopping
  • In-flight meals and beverages
  • Relaxation and entertainment services
  • Credit card services

Key Competitors

We have identified the following organisations as being key competitors:

  • Japan Airlines
  • Delta Air Lines
  • Korean Air
  • United Airlines
  • Singapore Airlines
  • Cathay Pacific Airways
  • China Airlines
  • Thai Airways
  • Air China
  • Asiana Airlines
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Key Stakeholders

Stakeholders are individuals or groups who have an interest in a business and/or are affected by its actions.

These stakeholders can have different requirements and expectations from the business, which must be taken into account when making decisions.

By understanding their stakeholders’ requirements, a business can make informed decisions that benefit all involved.

Below is the list of internal and external stakeholders we have identified for this business:

1. Customers: All Nippon Airways customers are the key stakeholders in their business model. They are the people who purchase tickets, travel with the airline, and provide feedback on their experiences.

2. Shareholders: The shareholders of All Nippon Airways are the owners of the company and benefit from the profits generated by the airline.

3. Employees: All Nippon Airways employs thousands of people, from pilots and cabin crew to maintenance technicians, administrative staff, and more. These employees are vital to the success of the airline, and their wellbeing is a key priority for the company.

4. Suppliers: All Nippon Airways relies on suppliers for many of the products and services it needs to operate, such as aircraft parts, ground services, fuel, food, and more.

5. Local Communities: All Nippon Airways’ operations have a significant economic impact on the local communities in which it operates. As

Value Proposition

A value proposition explains the unique value and/or benefits that an organisation provides to its customers, partners, stakeholders and the overall market. It outlines what makes a company like All Nippon Airways different from its competitors, along with what it can offer that key competitors cannot.

A corporate value proposition can be used with the competitive advantages section of this report in order to better understand All Nippon Airways and its position within the marketplace.

All Nippon Airways offers a comprehensive range of airline services that include international and domestic flights, as well as a variety of connecting options. The airline's value proposition is its comprehensive network of destinations, reliable service, and competitive fares.

Competitive Advantages

Competitive advantages are unique attributes, strategies, resources, or capabilities that allow an organisation to outperform its competitors and achieve superior market position and profitability.

Competitive advantages for the business include the following:

Network: All Nippon Airways (ANA) has one of the largest and most comprehensive networks in Asia, with a strong presence in both domestic and international routes. The airline offers flights to over 90 destinations across Asia and beyond, giving passengers many options to choose from.

Fleet: ANA has a modern and reliable fleet of aircraft, which includes both narrow-body and wide-body jets. This gives ANA the flexibility to offer a wide range of services to its customers.

Quality: ANA is consistently ranked among the top airlines in the world for quality of service, with a focus on providing a safe and comfortable experience for its passengers.

Loyalty Program: ANA offers one of the most generous loyalty programs in the industry, with a range of benefits for frequent flyers. These include exclusive discounts, access to special events, and exclusive offers.

Innovation: ANA is committed to innovation and is constantly looking for ways to improve its services. This includes introducing new technology such as automated check-ins and even developing its own in-flight entertainment system.

Customers & Cohorts

As part of this competitive intelligence study, we have identified the main customers of the organisation.

These include the following cohorts:

  • Leisure customers
  • Business customers
  • Group customers
  • Senior customers
  • Military customers
  • Student customers
  • Corporate customers
  • Honeymoon customers
  • First-time customers
  • Disabled customers

Market Trends

Market trends can impact an organisation by influencing consumer behavior, altering supply and demand dynamics, and affecting the organisation's ability to remain competitive in the market.

As part of this study, we have identified a number of potential short-term to medium-term trends that could impact the organisation. These include the following:

Key Market Trends
Rise of Low-Cost Carriers: Low-cost carriers are increasingly capturing a larger share of the market, making it more difficult for traditional airlines like All Nippon Airways to compete on price. This trend is likely to continue, putting pressure on ANA to find ways to offer competitive fares while still maintaining their high level of service.

Technology Advancements: Technology advancements are allowing airlines to become more efficient, reducing costs and allowing them to offer more personalised services to their customers. ANA must keep up with these changes in order to stay competitive and provide the best experience possible for its customers.

Increased Competition: With the emergence of new airlines and the liberalization of the international aviation market, competition is becoming more intense. ANA must find ways to differentiate itself from its competitors in order to remain relevant and attractive to consumers.

Environmental Concerns: With increasing environmental concerns, consumers are becoming more conscious of their travel choices. ANA must continue to invest in green initiatives in order to stay ahead of the competition and appeal to a more environmentally-conscious consumer base.

Key Performance Indicators

Key Performance Indicators

Below is a list of KPI's that we have identified as being strategically relevant to this organisation:

Financials (BETA)

The key financials for All Nippon Airways include income statements, which can be found in their annual reports. These financial statements provide information on the organisation's financial performance and health, including revenue, expenses, and profits. This information, along with other indicators are used by investors, analysts and other stakeholders to evaluate the company's performance and future prospects.

Where a financial does not match, we have included those of the parent company (if a listed entity). If the financials are missing please contact us and we will prioritise the update.

Key Financials

Key Personnel

Income Statement


Top-level corporate stats and financial highlights for the listed entity, include:

Share Performance

Below is the current (EOD) share performance for the company, or its listed parent:

Potential Products/Services

As part of this study we have attempted to prognosticate potential products and/or services this organisation could develop in the short to medium-term.

An All Nippon Airways loyalty program: Customers can earn points when they fly with ANA and redeem them for discounts, free flights, upgrades, and other travel benefits.

An All Nippon Airways travel-booking app: Customers can use this app to easily book flights, hotels, and other travel services.

An All Nippon Airways travel-planning service: Customers can purchase a customized travel package from ANA that includes flights, hotels, and other services.

An All Nippon Airways destination guide: Customers can use this guide to learn more about the destinations they’re planning to visit and get ideas for activities and attractions.

An All Nippon Airways vacation package: Customers can purchase a vacation package from ANA that includes flights, hotels, and other services for a discounted rate.

Potential Synergies

Using our product and portfolio-matching algorithm, we have determined that the following organisations have potential synergies with the company:

1. Japan Airlines
2. Kansai International Airport
3. Japan Tourism Agency
4. ANA Holdings
5. Japan Railways Group
6. Tokyo Disneyland
7. Toyota Motor Corporation
8. Mitsubishi Corporation
9. Nippon Telegraph and Telephone Corporation
10. Japan Post Holdings

Porter's Five Forces

Created by Harvard Business School Professor Michael Porter in 1979, Porter's Five Forces model is designed to help analyse the particular attractiveness of an industry; evaluate investment options; and better assess the competitive environment.

The five forces are as follows:

  • Competitive rivalry
  • Supplier power
  • Buyer power
  • Threat of substitution
  • Threat of new entries
The Porters 5 forces for All Nippon Airways are as follows:

1. Threat of new entrants: The airline industry is very competitive and there are many established players. All Nippon Airways would need to invest heavily in order to establish itself in the market and compete effectively. The company scores relatively POORLY in this area.

2. Bargaining power of buyers: Buyers have a lot of choice when it comes to airlines and can therefore be quite demanding in terms of price and service. All Nippon Airways scores reasonably WELL in this area.

3. Bargaining power of suppliers: Aircraft manufacturers have considerable bargaining power due to the large costs associated with developing new aircraft. All Nippon Airways scores relatively POORLY in this area.

4. Threat of substitute products: There are many substitute products available for air travel such as trains, cars and buses. All Nippon Airways scores relatively POORLY in this area.

5. Competitive rivalry: The airline industry is HIGHLY competitive with many airlines vying for market share. All Nippon Airways scores reasonably WELL in this area.

PESTLE Analysis

This PESTLE analysis is a strategic planning tool that assesses key external factors affecting the organisation, including the following:

  • Political
  • Economic
  • Social
  • Technological
  • Legal
  • Environmental

Each of these factors is analysed to determine their impact on the organisations strategy, objectives, and operations.

By utilising a PESTLE analysis, the organisation can make better decisions and develop strategies to address potential risks and opportunities.

PESTLE Analysis

CATWOE Analysis


The CATWOE analysis is used to investigate each stakeholders perspectives in order to enable the business to make informed decisions.

The CATWOE analysis is a problem-solving tool consisting of six elements:

  • Customers
  • Actors
  • Transformation process
  • World view
  • Owners
  • Environmental constraints

We view the CATWOE as being most useful when used in conjunction with other problem-solving tools such as a SWOT analysis.

Customers: All Nippon Airways (ANA) customers are domestic and international passengers, private and business travelers, who are looking for a safe and comfortable flight experience.

Actors: The key actors of All Nippon Airways are the airline staff, such as the pilots, cabin crew, customer service representatives, and their management team. They are responsible for providing the best customer experience to their passengers.

Transformation process: All Nippon Airways provides its customers with a safe and comfortable flight experience. The transformation process involves a variety of services, such as booking tickets, providing quality customer service, ensuring safety and security, providing food and drinks, and ensuring a pleasant flight experience.

World view: All Nippon Airways strives to provide its customers with the best possible flight experience through its commitment to excellence. The airline is focused on providing a safe, comfortable and enjoyable flight experience for its passengers.

Owners: All Nippon Airways is owned by ANA Holdings, a Japanese holding company. The company is responsible for overseeing the operations of the airline and making sure that the customer experience is of the highest quality.

Environmental constraints: All Nippon Airways is subject to a variety of environmental constraints, such as aviation regulations and policies, weather conditions, and safety standards. These constraints must be taken into account when providing services to customers.

SWOT Analysis

This SWOT analysis is a strategic planning tool used to assess the strengths, weaknesses, opportunities and threats of the All Nippon Airways business.

When creating this SWOT the team at Platform Executive have taken into consideration the corporate strategy; brand; key financials; the competitive landscape; along with the products and/or services offered.

To offer increased context for future innovation and product development we also consider the historical context for the business and industry; and perceived direction of travel.

Upon researching the company, we have uncovered a number of strategic and operational strengths, weaknesses, opportunities and threats.

SWOT Analysis


Below is a list of the strengths we have identified for the business:

1. All Nippon Airways has a strong focus on customer service and satisfaction, reflected in its high levels of customer satisfaction and loyalty.

2. All Nippon Airways has a strong financial position, with strong operating margins and a healthy balance sheet.

3. All Nippon Airways has a strong network and brand, with a significant presence in Japan and Asia.

4. All Nippon Airways has a strong commitment to safety and security, reflected in its industry-leading safety record.


Below is a list of opportunities we have identified for the business:

1. All Nippon Airways (ANA) should focus on expanding their route network to increase their presence and customer base. By adding new routes, they can tap broader customer base, reduce any competition in the market and increase their revenue.

2. ANA should also focus on improving their operational efficiency. By streamlining their operational processes and reducing the turnaround time for their aircraft, they can reduce their operating costs and improve their financial performance.

3. ANA should also focus on introducing novel products and services to differentiate themselves from their competitors and to improve customer satisfaction. By introducing innovative services such as in-flight entertainment, complimentary meals and wifi, they can create a unique customer experience that will help to increase customer loyalty.

4. ANA should also focus on investing in digital technology to improve their customer experience. By investing in a user-friendly and feature-rich website, they can provide customers with an easy way to book flights, manage their accounts and stay up to date with the latest flight information. Additionally, they should also focus on developing mobile applications to ensure that their customers can access their services anytime, anywhere.


Below is a list of the weaknesses we have identified for the business:

1. Lack of international presence: ANA has a limited international presence compared to its competitors, which limits its ability to tap into new markets and expand its customer base.

2. Over-reliance on the Japanese market: ANA derives a significant portion of its revenue from the Japanese market, which makes it vulnerable to economic downturns in the country.

3. Dependence on the domestic airline market: ANA is heavily reliant on the domestic airline market, which is a relatively small market compared to the international market.

4. Limited fleet size: ANA has a relatively small fleet size compared to its competitors, which limits its ability to expand its operations and offer more routes.


Below is a list of the threats we have identified for the business:

1. Political instability: All Nippon Airways (ANA) faces threats from political instability in the countries where it operates. For example, the Brexit situation in the UK, the US-China trade war, and the military tensions between Japan and South Korea could result in increased tariffs and decreased demand for ANA’s products and services. 2.Increased competition: The airline industry is becoming increasingly competitive, with new players entering the market. ANA needs to keep up with the competition by offering competitive prices and better services. 3.Rising fuel costs: Increasing fuel costs are a major threat to ANA’s operations. The airline needs to be able to manage its fuel costs efficiently in order to remain competitive and profitable. 4.Technological disruption: The airline industry is rapidly being transformed by technological innovation. ANA needs to stay ahead of the curve and make sure it is taking full advantage of the latest technologies in order to remain competitive.

5C Analysis

The 5C Analysis is a marketing framework that can be used to provide insight into the key drivers of success, as well as the risk exposure to various environmental factors.
This (concise) 5C analysis examines the external and internal environment for All Nippon Airways. It includes analysing the company's customers, competitors, collaborators, context, and capabilities. We have produced this short analysis to identify potential opportunities and threats to All Nippon Airways, as well as areas where the company needs to improve its operations or strategy.
Company: All Nippon Airways (ANA) is a Japanese airline company, headquartered in Tokyo. It is the largest airline in Japan and the second largest in Asia. ANA operates domestic and international flights to more than 90 destinations worldwide, and is a member of the Star Alliance.

Collaborators: ANA collaborates with many different partners and organisations, such as hotels, tourism agencies, travel agencies, and car rental companies. Additionally, ANA has strategic alliances with some of the world's leading airlines, such as United Airlines, Lufthansa, and Singapore Airlines.

Customers: ANA's customer base includes both international and domestic travelers. The company offers a variety of services and amenities to its customers, including free Wi-Fi, superior customer service, and a loyalty program.

Competitors: ANA faces competition from many different airlines, both domestic and international. These include Japan Airlines, Air China, Korean Air, and Delta Air Lines, among many others.

Content: ANA offers a variety of content on its website, including information about its services, destinations, and loyalty program. Additionally, the company has a strong presence on social media, providing news updates, customer service, and promotional offers.
5C Analysis

MOST Analysis

MOST Analysis

The MOST analysis framework is commonly used to identify an organisation's strategic goals, assess its strengths and weaknesses, and develop a plan to achieve its objectives. This analysis helps organisations to focus on what they want to achieve and how to achieve it, while also identifying potential roadblocks or obstacles that may arise along the way.

  • Mission
  • Objectives
  • Strategy
  • Tactics

We have created this analysis from a 3rd person perspective.

Innovation Scorecard

As part of our research and analysis activity, the team at Platform Executive assesses and then benchmarks businesses and the industry verticals in which they operate using a proprietary scoring mechanism.

First, we allocate a score of A-E for the industry vertical, gauged on the key organisations operating within the space; and then score the individual business using a 1-5 score.

A score of D-E within an industry means that it is potentially ripe to be disrupted by a new entrant into the marketplace; and/or vulnerable to technological change.

Likewise, a high score of 4-5 for the company in question indicates that in the view of the analysis team it lags behind notable businesses in terms of innovation and product pipeline.

Innovation Scorecard

Below is a guide to each score:

Industry score:

A The industry is amongst the most innovative; with the leading players all driving the sector forward.
Example industry: PaaS
B The industry and its leading players have a good track record of innovation; and can quickly react to change.
Example industry: Pharmaceutical
C Companies operating within the sector have adequate levels of innovation; and engage in R&D activities when appropriate.
Example industry: FMCG
DBusinesses operating in the industry do not invest enough time and resource into innovation. The sector is stagnant and a good candidate for disruption.
Example industry: Retail Banking
E The major players in the sector seem to lack suitable product development roadmaps; and as a result the sector is highly vulnerable to industry change.
Example industry: Publishing


Company score:

1 The business is amongst the leading players in terms innovation and product pipeline. This will fulfil and reinforce the operations of the business in the medium to long-term.
2 The business has a good track record of innovation, in terms of its products and/or its business model. It is therefore more likely to be able to react and adapt to any changes to the industry.
3 The business is deemed to have an adequate innovation plan, build on research and development and sustainability where appropriate. The business has a product development strategy.
4The business needs to invest more resource and/or intellectual capital in product development, pipelines and/or its business model. The business is at risk of stagnation.
5 The business seems to lack a suitable product development roadmap; and as a result is vulnerable to any notable industry change and/or new entrants in the marketplace.
The team at Platform Executive has judged All Nippon Airways as having an innovation score of D2.


The appendices section of this report contains supplementary information that the team at Platform Executive deems helpful in providing a more comprehensive understanding of the report's contents.

This information is not considered an essential part of the study but serves as a useful supplement to the main text.


This study on All Nippon Airways forms part of our series of competitive intelligence reports, which focuses on 10,000 of the largest corporates.

The information and data included are updated on a timely schedule to ensure that our Premium members receive the most up to date information .

The report is based on information and learning from the following sources:

  • Corporate websites
  • Proprietary research databases
  • SEC Filings
  • Corporate press releases
  • News articles
  • Financial data API's
  • Product-matching algorithm

Further Information

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Reproduction of the content produced in this report is prohibited without the prior permission of the publisher, Platform Executive Pty Ltd.

The facts of this report have been gathered in good faith from both primary and secondary sources. It is believed to be correct at the time of publication, but cannot be guaranteed. As such Platform Executive can accept no liability whatever for actions taken based on any information that may subsequently prove to be incorrect.


Premium members: To request a priority update to this report, please contact us. Our standard turnaround time is normally 48 hours.

The changelog for this report can be found below, complete with the next scheduled update:

v1.1: Initial load of report
Date: 1st March 2023

Key Financials added (BETA)
Date: 17th March 2023

Next scheduled update: 6th June 2023

Industry Keywords

Related keywords: