The paper examines sector specific characteristics to analyse the factors affecting the sustainability of the economies of Dubai and rest of the United Arab Emirates (UAE).The study applies system design to analyse the research questions. Consequently, Zellner's seemingly unrelated regressions (SURE) technique is used to examine the relative contribution of sectors to the economies Dubai, as an individual Emirate, and the rest of UAE as a group of Emirates using time series sectoral level data for 2001-2015.The study shows that there exists positive interdependencies between Dubai and rest of UAE economies. This signifies that the core competencies across various sectors in Dubai and rest of UAE economies need to be promoted further to have overall diversified impact on UAE economy.The positive sizable impact of the finance sector in Dubai and negative sizable impact in the rest of the UAE provide many opportunities for designing diversification programs for sustained economic development of the entire UAE economy. The small sample size, non-availability of detailed sectoral data in four of the seven emirates constrained the scope of the study for generalization to other economies in the middle east.

This paper analyses the strategy of All Nippon Airways, the second largest airline in Japan. The airline industry has been considered a symbol of government regulation. Competitive strategies increased through gradual deregulation in the 1980s, new entrants in the 1990s, and the expansion of Tokyo International Airport. Competition in the industry intensified when Japan Airlines (JAL), the largest airline in Japan, which rebuilt its operations using government support, re-listed. In this environment, ANA, which has been a private company since its inception and the second largest airline for many years, was the ninth largest in the world based on profits and number of passengers. We first use a cross-sectional financial analysis to confirm the positioning in Japan’s aviation industry by comparing ANA with JAL. Next, regarding ANA’s management strategy, we use Ansoff’s Product-Market Growth Matrix. Finally, regarding global strategy, we analyze ANA. Keywords:          Airline; Management Strategy; Ansoff’s Matrix