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Qantas is a dominant player in the Australian domestic airline industry, however we continually strive to expand our market share and indeed expand the overall market size where possible (i.e. influence customer travel decisions/opportunities generally). We are developing our own internal, confidential, comprehensive 3-year domestic strategic plan which will be implemented in 2019, but seek assistance from an external consultant with two key areas:

  1. identifying 2-3 new domestic routes to focus on
  2. how we might be able to identify, agree and leverage innovative strategic partnerships (not other airlines) to grow our market share, or even the broader market size

We expect that any new strategic partnerships would focus on the new 1-3 routes. Further, we are endeavouring to be innovative and market leading with our strategic partnerships – and secure partners that are most likely to be able to deliver significant, measurable and sustainable customer increases. We recognise that to be effective, partnerships need to be win-win.

Qantas's Strategic Plan for 2019-2022

Factors influencing Strategies for Qantas Domestic 2019-2022

Description

Qantas is one of the largest Australian airline considering in terms of the fleet size. Ranked third position in the world from the time it started its operations (Shaffner, Mills & Helms Mills, 2017). The project was aiming at addressing the available chances and opportunities that may expand Qantas, the challenges which were likely to be faced in the process and the aim of the Qantas airline.

Qantas airline has been a very trusted, the most reliable and efficient service that transports goods and mostly people in various routes, for example in Melbourne Sydney which is in Australia has benefited much from the airline. The study emphasizes on the efforts to coming up with efficient strategies that can be used to improve on expanding and increasing passenger traffic within the airline routes.

Qantas airline aims at being an airline of choice to the customers considering the specific needs that they may require, this can be achieved by making sure the travel experience provided is comfortable which also have a hassle experience, providing and ensuring that safety of the passengers and the Qantas staff is guaranteed. In order for this to be achieved, Qantas will be required to offer all assistance available for the passengers which will involve the act of reduced mobility and other specific type of needs required. Some of the specific needs includes how to inform those customers with vision impairments and those who are partially impaired while booking, those with hearing impairments and others such as mobility type of assistance. This will be achieved by coming up with a facilitation plan that involves all customer needs while traveling.

The Qantas is known to be the largest Australian international and also domestic airline. It is said to have a total of 37,000 employees who provides high class special services across the network which covering almost 145 top destinations within the 37 target countries. The airline has been used to serve war and enhance peace protecting the nation thus is recognized by many as ‘the Australian spirit’ having the logo of kangaroo which has given it a strong branding image (Freiberg, 2011).

It is one of the strongest brands in Australia which has a pride of history of reliability, safety and also excellent customer service. Its aim is to provide both domestic and also international kind of connectivity which also offers different kinds of premium services which includes high quality modes of in-flight airline services, the most convenient part of it is the check inns, holiday packages, Qantas lounges and clubs and also the car travelling rental services. Though it mainly targets the business travelers.

Factors Influencing Strategies for Qantas Domestic 2019-2022

Problems

There is a problem of having alternatives modes of transport which are cheaper and as well has a high speed almost the same as the airplane.  For example, the advanced high speed railway plan which is aimed to come from Melbourne to Brisbane (Rood, 2011). This s great problem that could ruin the great market share of the Qantas domestic Flights.

Even though Qantas is the most competitive airline within the market, it still faces some problems. One of them being increased tax which is estimated to be around $648 million during the year 2016/2017. December 2017, the management had already announced that they had to freeze some of the wage in order for the group to ensure a full year part of underlying profit. Costs of operating and other forms of higher labor which were from the competitor’s part of the disputes that broke in between the management with the other side of the militant union, this also included the safety incidences that had tarnished the clear Qantas image. Thus, Qantas may be required to sacrifice a significant amount of costs in order to promote and boost their high reputation which is within the market area (Rowcroft, 2014).

The auditor is supposed to be aware that most of the employees in this business may not fully produce the efficiency level as required by the company. Thus, a control mode of working should be imposed with well-defined policies and forms of regulations within these departments. This may allow the employees and also the managers to assist the Qantas to maintain its focus.

Opportunities

A survey was done in 2015 which revealed that almost 90% of the surveyed were eagerly ready to take a trip from within the Australia (Nuutinen, 2011). Thus the results showed that people have already adopted the technique of travelling more often with the comparison to the olden days of around 20th century times which seems to be a direct kind of consequence due to globalization. Qantas being a first choice with a variety of customers has expanded their new lounges which with time are expected to open the current domestic markets and also overseas which are the likes of los Angeles and some parts of Singapore.

Competition within the Qantas industry has never been a loose end. Thus the competition faced due to the fairly growing number of cheaper airlines and also the low cost airlines have impacted to the Qantas’s target market share which is experienced mostly within Asian parts of the regions (Young ,2015). In addition to this, foreign exchange and fuel agency has become a great risk to the Qantas group. The other is the industrial relations which has become a key risk in the Qantas group. Thus, this should only focus the financial rates since this might require to gradually increase its rate in order to fit to the rising inflation.

Qantas: A Dominant Player in the Australian Domestic Airline Industry

Established research theory and framework

This report is aimed at providing the analysis which covers both the external and also the internal factors which influences the strategies of the Qantas airline with the aim of achieving its strategic goals within this industry of aviation. Using principle of SWOT analysis technique where these external factors are analyzed is important in determining the opportunities and also the threats that Qantas industry is facing. On looking into the other hand, internal audit is analyzed which involves trying to understand resources that Qantas have and competencies which most likely are aimed to create provision of a competitive advantage which is more sustainable in order to identify Qantas current position of its competition. Lastly, Qantas has a generic business mode of strategies that are also captured through analyzing its objectives and strategic statements.            

It is necessary and appropriate for the Qantas to fully analyze both its internal and external factors that determine its business strategies and also its branding position since understanding the external environment will assist in understanding the possible threats and opportunities (Graham, 2010). By making sure that Qantas has fully potential to overcome these kind of threats and that it seizes such opportunities, Qantas is supposed to look keenly and carefully to its most stable strengths and also the most prone weaknesses by analyzing its capabilities which are more strategic and advantages that are more competitive. With this believe of having a sustainable competitive advantage which includes having branding image that is globally recognized, strong financial management, strong reputation, excellent services towards the customers and good airport facilities may help the industry to compete and provide capability of survival within the aviation industry.

Conclusion

From the analysis which was performed in regard to the factors that influenced the strategic analysis in the Qantas industry has clearly showed that Qantas is one of the most popular airline which is in Australia which is currently seeking rapid growth and expansion towards the international form of markets. While analyzing the Qantas vision, values and its mission indicates the idea that it’s a very focused company with high levels of strategic management in ensuring safety and growth at very high levels. This has been maintained by offering services which are premium towards their customers. By use of this rapid kind of strategies has increases Qantas chances of achieving the company’s set goals within the domestic level and also in the international market level. This has proven the effectiveness of the support staff and the management to be functional part of achieving successfully in execution and attaining of the business strategies corporate that has made Qantas goals possible.

References

Barkin, T. I., Hertzell, O. S. and Young, S. J. (2015) Facing low-cost competitors: lessons from US airlines, McKinsey Quarterly, 4, pp. 86–99.

Franke, M. (2013) Competition between network carriers and low-cost carriers—retreat, battle or breakthrough to a new level of efficiency? Journal of Air Transport Management, 10(1), pp. 15–21.

Freiberg, K. and Freiberg, J. (2011) Nuts! Southwest Airlines’ Crazy Recipe for Business and Personal Success (London: Texere).

Graham, A., 2010. Demand for leisure air travel and limits to growth. Journal of Air Transport

Management 6, 109-118.

Homsombat W., Lei Z. and Fu X. 2014. Competitive effects of the airlines-within-airlines strategy - pricing and route entry patterns. Transportation Research - Part E, 63, 1- 16

Lindstädt, H. and Fauser, B. (2004) Separation or integration? Can network carriers create distinct business streams on one integrated production platform? Journal of Air Transport Management, 10(1), pp. 23–31.

Nolan, J. F., Ritchie, P. and Rowcroft, J. (2009) September 11 and the world airline financial crisis, Transport Reviews, 24(2), pp. 239–255.

Nolan, J. F., Ritchie, P. and Rowcroft, J. (2014) September 11 and the world airline financial crisis, Transport Reviews, 24(2), pp. 239–255.

Nuutinen, H. (2016) US low cost airlines: the barriers to entry go up again, Avmark Aviation Economist, November, pp. 4–11.

Nuutinen, H. (2011) Australia low cost airlines: the barriers to entry go up again, Avmark Aviation Economist, November, pp. 4–11.

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