Jetstar Internal Analysis

956 WordsSep 9, 20124 Pages
Organisation Resources According to Hubbarb, Rice and Beamish (2008) organisation resources can be defined as the tangible and intangible assets of the organisation. Tangible assets are those items that are easy to identify and both fixed and current assets for example machinery, buildings, lands and inventory. For Qantas Jetstar Domestic, the tangible resources would be the 10 new aircrafts and with up to 64 daily services that is going to be adding on to the business from September 2012(Saurine 2012). The reason for Jetstar for doing this is because they just owned the title of the most late-running planes of all major Australian domestic airlines in the past year (Saurine 2012) therefore this is one of their strategy to try to keep up…show more content…
And this SMS check in system is rare in the aviation industry at the moment. In an aviation industry, it is very hard to keep all the staffs happy as they have more than 2000 staffs just domestically. Jetstar make sure all staffs are treated equally and they are valuable for the organisation so they will provide wonderful customer services to keep the customer happy. Every organisation handle matters in different ways therefore it is very difficult for the other domestic airlines to imitate and replicate what Jetstar did. Although they might be able to copy the same capabilities or resources but it will never be the same as the value that Jetstar has created. Reference List Harter, JK 2011, ‘Research shows that staffs perform better when they are happily engaged at work’, The Economic Times, viewed 9th August 2012, <>. Hubbard, G, Rice, J and Beamish, P 2008, Strategic Management, Pearson Education Australia, 3rd, Frenchs Forest, Australia. ‘Jetstar to switch 40% of marketing budget into social media’, mUmbrella, viewed 9th August 2012, <>. Kidman, A 2011, ‘Jetstar offering SMS-based check-in, no graphic required’, Life Hacker Australia, viewed 9th August 2012,
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