Impact Of The Queensland And Northern Territory Aerial Service

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.

Combined, Qantas along Emirates offer 98 weekly routes between Dubai and Australia. This deal improved Qantas’ profit before tax with an increase of 80/90 million A$ in 2012/2013 while projecting an increase of around 400 million A$ in the financial year 2013/2014 according to an analyst at Macquarie (Joyce, 2013). This alliance surpassed the existing partnership - Etihad Airways/Virgin Australia which covers only 30 European routes (Varley, 2013). Ultimately, the alliance helped divert capital resources from Europe to

Qantas is Australia’s largest domestic and international airline. Although Qantas is primarily a passenger airline, air freight is also an integral part of its core business. Other Qantas operations include catering, tourism and E-commerce devoted to transport and travel. In order to have an effective business and operations process, a company, like Qantas must be aware of the influences that can affect it. By being aware of the influences it enables the business to make decision and choices that can get the most out of each influence, by doing this it can assist the business in its endeavours for success.

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).

• Qantas had lost 11% of its international air traffic and profits fell by $300 million.

By outsourcing, Qantas is able to significantly reduce costs and maintain it’s competitive advantage. However this advantage also has a draw back, hundreds of engineers have also been cut from their jobs and have had their jobs given to people overseas. This puts a bad reputation on the name of the business as an Australian business will cut jobs from Australian workers and supple foreign workers with jobs. Families and friends of these workers may feel resentment towards Qantas and choose to travel with another airline instead resulting in a loss of customers. This strategy has been effective in reducing cost but has resulted in a reduction of quality and safety and led to a decreased business reputation resulting in a loss of customers and stakeholders.

These main business objectives help the airline to focus on deliver quality services of the customers. Qantas main business is passengers transports and it is the world’s second oldest airlines. Qantas group operates approx 5600 flights in a weak in 59 cities of regional areas. Internationally, the group operates around 970 flights (Qantas-630 and Jetstar-340) in 44 counties 182 destinations. Moreover, through operations the group focused on five key elements that are right aircraft or right

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

Flight Centre describes itself as a global discount flight specialist. Taking into consideration the relative size of the Australian and international operations as well as the availability of information on global environment and competitive factors, for this analysis, it is more appropriate to consider the Flight Centre’s industry environment as “The Australian international and domestic airline

The following essay critiques the performance of management at Qantas during the industrial action of 2012, and the power and conflict issues that arose during the dispute. In particular, the essay focuses on the management style of CEO Alan Joyce, and whether or not Qantas can recover from the crisis with Joyce at the helm.

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. .

Established in the Queensland outback in 1920, Qantas has become Australia 's biggest residential and global air transport. Enrolled initially as the Queensland and Northern Territory Aerial Services Limited (QANTAS), Qantas is generally viewed as the world 's heading long separation carrier and one of the strongest brands in Australia. We have manufactured a notoriety for brilliance in security, operational dependability, building and support, and client administration.

For approximately the past 20 years, since the deregulation of the Australian Aviation industry, the Australian Domestic Market has been profitable. The past half year has brought to light the first negative effects of fierce competition between Australia's airlines the Qantas group and Virgin Australia Holdings Pty Ltd (VAH) (which will be further referred to in this document as Virgin Australia) in the form of loss which can be seen in the below figure.

- Tangible resources: Establisheding in 1920, Qantas Group has grown gradually and remain one of the largest and strongest in Australian airways industry. During the last 5 recently years, Qantas has steadily expanded its operations by increasing number of aircrafts, passengers, employees and destinations all over the world. Its development can be demonstrated as data below:

The Australian Airline Industry has been divided into two main categories, which are the International Airlines and the Regional Airlines. The overview of the Australian Airline Industry has provided according to the two categories. Following is the environmental analysis of the concerned Australian Industry in the context of economy and competitors. These factors have been chosen as they are closely associated with the business activities and strategies of the Australian Airline Industry and have been influencing the same right from its inception, however the following discussion is based on the impact of the economy, technology and competitors since July 2013.