Qantas Strat Mgt

In the local region, Qantas managed to outweigh its competitor by gaining a toll of 65% compared to its competitor. Evidently this shows Qantas is the number one preferred airlines compared to other competitor airlines like Virgin, Tiger Airways and Emirates airlines. However the situation is not the same in South East Asian region as Qantas only managed to obtain about 15% of market share compared to likes of Air Asia who leads the market share with 60% in this region. Conversely, this is not a concern for the airlines as the airlines managed to generate revenue of 5 billion dollars, with a predicted passenger growth of 4.9% which is equivalent to 2.9 billion passengers by 2034.

This report is a financial analysis of Qantas Airways Australian covering the last two complete financial years 2015 to 2016. The analysis will be conducted using a series of financial ratios drawn from the main categories of liquidity, profitability, and capital structure and market performance. The report will highlight what the ratios indicate in the context of the company’s operations. The report will endeavour to provide an overall assessment of the company’s performance for the most recent period and discussion about which aspect of the company’s financials has demonstrated the most improvement. The report recommendations will be supported by comparisons

1) Qantas Airways Limited is the national airline of Australia, it is also the largest airline in Australia. The Qantas Group’s principal business is providing domestic and international air transport services for passengers. Additionally, Qantas owns several subsidiary companies such as Jetstar and QantasLink that also operates flights to domestic and international locations, and Q Catering, a premium full service flight caterer.

Main goal is to rebuild the trust Qantas lost during the contest and unfavourable events during which they have lost a lot of customers. Improved communication and technical controls of the aircrafts, which will prove good technical condition of the fleet, our customers will be more willing to travel with Qantas. In comparison to other airlines we provide standard more than adequate to the price. We hope that due to the actions we have planned to take Qantas would improve existing image.

Customer service is a valuable influence on quality. Qantas delivers the expectations of customers by representing civil and accommodating staff members. Qantas has implemented a series of operational strategies to enhance the speed of their service. These vary from booking flights online, online check in, check in kiosks and Q Bag Tags. Dependability at Qantas is based on the consistency of on-time departures and arrivals. Flexibility is relevant to Qantas’ responses to the changes in market demand. Flexibility is demonstrated through Jetstar’s variable fare. Qantas offers customisation through its participation in the Oneworld Alliance, where it can provide its services to over 680 destinations in 134 countries. Qantas has worked on developing less costly and more efficient opportunities for its consumers by launching new discount airlines: Jetstar and Jetstar

In 2007 Qantas had a successful year despite a failed takeover bid, fierce competition, aircraft delivery delays and record fuel prices (Qantas Annual Report, 2007). Qantas must ensure that controllable, internal factors affecting the business are managed to minimise impact from unexpected external factors.

Macro environment factors that influence the Qantas Airlines political, economic, social, technological, environmental and legal. All these factors are very critical to the success of Qantas. Political factors as Australia's policy and the state of the laws will influence the trends of society and the achievement of benefits would be disturbed if the laws are the fiscal policy changes to government authorities. For Qantas to concentrate more of such strategies very carefully and must be prepared to cope with these changes because they are outside the control of the company. Social factors such as the evolution of trends among customers, introduction of new trends in society and changing the likeness and the aversion of the people are all of these factors that you should be prepared and should be decided in the strategies (Kain, and Webb, 2003). Technological factors change from day to day and right now, this would have been a greater challenge for Qantas to overcome such obstacles and deal with all the new technological improvements goes from day to day. In particular, which must be very strong in research and development for that each new technology comes first in the competitor before striking Qantas companies. Environmental factors such as meteorology and the

There are lots of future plan for the Qantas Airway. One of the most important plans is that Qantas will still keep over 27000 people be the major

* Competition from low cost airline is affecting the Qantas group long term revenue as new Airlines are being established and their target also is International and Domestic destinations in Asia so customers are changing their loyalty based on prices.

Qantas is established in the Queensland outback in 1920 and after that it has become biggest domestic and international airline and strong brand in the Australia. It is enrolled as the Queensland and Northern Territory Aerial Services Limited (QANTAS) and the group two airlines brands are Qantas and Jetstar those provides transportation services of the customers. Qantas created its strong brand reputation through deliver safe and secure services, focus on customer services, maintain reliability of operations and focus on maintenance, engineering and technology (Qantas Airways Limited, 2014). Quanta main business aims or objectives are:

This report will look at what impact of the Queensland and Northern Territory Aerial Service (Qantas) profit announcement on 28th of August 2014. Also it will look at the implications for the business and also its competitors. This report was able to outline that the significant loss by Qantas over the Financial Year of 2014. The report will outline the following:

2. In 2017 Qantas’ marketing objectives were to increase sales revenue, maintain Qantas’/Jet stars combined domestic market share of 62%, grow their frequent flyer program members and partners, grow a jet star brand in Asia, enhance partnerships (with Emirates, American airlines, and China Eastern) in particular to expand their international network and increase customer service standards and customer experience and more.

In the duration of 2011 to 2002, there were 50 global airlines that focused on operating scheduled services from and to Australia (Poulton, 2014). These included dedicated operators of transport. Qantas has been recognised as the only global airline situated in Australia. In the year 2001 to 2002, the share market of Australian airlines fell from 37.5% to 35.2%. This was partly due to the fact that they had ceased the operations of Ansett International due to the collapse of Ansett Group. Ansett international was a company owned by Australia having the majority shares of 51%. In the duration of 2001 to 2002, the market shares of Qantas regarding passenger routes from and to Australia had been 34.5%. This calculation was on the basis of passengers being carried.

In this long operation period, Qantas constantly developed and improved so as to achieved some achievement and earn good reputation. For example, in 2012, it got different awards about entertainment facilities, the best first class and business class within 10. In addition, it was the best safety airline in the world from Airline Ratings in 2013. These good growth can lead Qantas come into a good situation and bring more passengers.

"A firm positions itself by leveraging its strengths" (Carnall, 2007, p. 120) and Professor Porter claimed that a company’s strengths are defined into one of two competitive environment aspects: competitive advantage and competitive scope. Thereby the strengths can be categories in either a narrow or a broad scope, which will result in three generic strategies. Porter termed the strategies, ‘cost leadership’, ‘differentiation’, and ‘focus’.