Qantas Case Study Essay

On October 22nd, 2001, the Industrial dispute between QANTAS and its employees was initiated with the offering of a new Enterprise Bargaining Agreement. This proposed an 18-month wage freeze for employees plus a sliding scale profit share scheme. Ten out of twelve unions under QANTAS accepted the terms of the agreement, barring the unions of manufacturing employees (AWU and AMWU). They were holding out for a 4-6% pay rise. On the 8th May 2002, some ten months later, the dispute was resolved when QANTAS agreed to an across the board 6% pay increase. This essay provides an in-depth analysis into the dispute, including causes, the resolution process, the role of stakeholders, and costs and benefits for all concerned.

Maintain Qantas frequent flyer as a driver of loyalty across group and as a leading loyalty program.

As one of the most publicised and well-known companies in the nation Qantas’ reputation can hinge on their sustainability practices. Any slip up for the company will attract media attention which is why it is pivotal that Qantas has adequate sustainability practices in effect. As an international airline, the amount of resources in which Qantas can lead to a significant impact on the environment. There are many areas within the daily routine in which Qantas need to be wary of how the company’s actions are affecting the environment. Some of the main sustainability issues in which Qantas need to focus upon is there carbon emission footprint, this includes practices such as fuel consumption and efficiency and releasing emissions. The safety of

The main focus of this report is to identify the legal classification, the characteristics, the life cycle stage of Qantas and one internal and external stakeholder that is affected by the activates of Qantas. The legal classification describes that Qantas is a public company and has changed its legal classification in the growth and maturity stages of the business life cycle. The characteristics of Qantas talks about the company's industrial classification and sector classification. The business life cycle is explained and gives reason why Qantas is in the renewal stage of post maturity. There is also description of one internal and external

Qantas has been actively involved in carrying out corporate social responsibilities throughout the years. For example, they have taken measures to reduce their carbon footprint. Greenhouse gas emissions is a huge issue which looms large over the aviation industry. As such, Qantas has prioritised reducing carbon emissions from aviation fuel. Qantas has invested in next generation aircrafts which are more fuel – efficient, such as the Airbus A380 and Boeing 787 Dreamliner. The Qantas group invests in Bombardier Q400 for regional routes, which expends 35% less fuel than other similarly sized aircrafts.

Rivalry among industry competitors has caused attention to be focused on tariff levels. Airfare prices were at an all time low in 2009. This suggested a strong competitive rivalry based on price differentiation. This price differentiation will cause a dramatic loss in revenue if these prices continue to drop and this would lead to a reduced competitiveness. In an effort to safeguard revenue and reduce expenditure, Qantas has developed a strategy to deal with a change in the external competitive environment. .

Qantas’ financial performance has been very successful in recent years with the business recovering strongly from GFC and a large decrease in revenue to ear 377 million in 2010. The effective financial performance has been the result of effective profitability, liquidity, efficiency, return on capital, good solvency and growth including the establishment of a new airline (jet star).

Management practices at Qantas are more flexible and adapted to suit challenges in society such as the reaction to terrorism, the introduction of viral disease and the ever changing market and customer requirements.

Another strategy that Qantas has used to respond to globalisation is through product differentiation. Qantas maintained it’s competitive advantage by providing a service which was unique and different to those of it’s competitor. Qantas was known for having ‘the best safety record of any airline in the world’. The airline was also ‘true-blue’ Australian and was Australian owned. This made the business different and attracted customers towards Qantas giving it a competitive edge over it’s foreign competition. Following the deregulation of Qantas, the business has started to lose sight of what it really was. The business has recently decided to implement another

At the moment Australian passenger airline industry is dominated by thee large domestic carriers: Quantas, Jetstar and Virgin Blue.

Qantas has three major problems. 1.) Fuel efficiency, 2.) Lack of communication between employers and employees, 3.) Competition in the corporate customer market (Ferguson

Founded in Queensland Australia in 1920, Qantas has now become Australia 's biggest name in relation to domestic and international airline. Originally registered as the Queensland and Northern Territory Aerial Services Limited (QANTAS). Qantas is widely regarded as one of the world 's top airlines and one of the strongest brands in Australia. Over the years it has managed to build a reputation for excellence in

Provide full value of money for customers through reduce cost and enhance level of quality (Qantas Airways Limited, 2014).

It is also their vision ‘to be a great airline that champion’s the Spirit of Australia’ (Qantas.com). Since it is their vision to demonstrate the Australian Spirit to the public, it is vital that they start incorporating practices that reflect this conduct within the

Qantas’s strengths lies in their loyal customer base, strong distribution channels, their commitment to the environment, brand recognition and their high quality service. Despite all their recent issues Qantas is still proving to be one of the trusted brands that is committed to excellent service.