The Qantas Group

The Qantas Group is recognised as a sustainability leader by key sustainability indices. Since 2010, Qantas has been involved in the CDP ASX 200 Climate Disclosure Leadership Index. Since 2009, they have been included in the Dow Jones Sustainability Asia/Pacific Index and are also a member of the Dow Jones Sustainability Australia Index. Qantas Airways Limited has also disclosed their corporate social responsibility and governance in their annual review that can be accessed online or physically.

Companies that are willing to contribute resources to various causes are preferred by customers and shareholders. Responsible businesses are able to attract more investors and customers will feel good utilising the services provided by companies that aid the community. This in turn increases profits gained by Qantas, which is the primary concern for any business. No organisation can exist alone, interaction with the community is unavoidable. Corporate social responsibilities help to strengthen the relationship between the company and the people through producing a positive impact on

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.

This method involves selling products below production cost. This attracts customers to the business, who then purchase other products. Ultimately, this improves profits, brand loyalty, and market share. Qantas has used this strategy during the launch of its subsidiary, Jetstar, in 2006. For example, flights from Melbourne to Sydney was offered at $19. These low airfares attracted customers away from its competitors, such as Virgin Blue. This had seen

Businesses today face a plethora of ethical duties such as upholding corporate governance, maintaining stakeholder relationships, and presenting an image of social responsibility. In review of Company Q’s (Q) current ethics culture, its image in regards to social responsibility is not equivalent to that of its competitors. In a growing market faced with increasingly challenging competition, there are several areas that Q can and needs to address to bring the company to a level of social responsibility that exceeds stakeholder expectations. First, attention Q needs to address market demands for additional locations to better

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.

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

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

5.1) Strength: Qantas have a very strong and very trustworthy name, which has a proof record by its history of being the second oldest airline in domestic

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

Media attention directed towards Qantas CEO Alan Joyce's support for marriage equality has raised concerns regarding whether it is ethical for corporations to campaign on social issues. Through the use of the Shareholder and Stakeholder theories, it is clear that organisations should not campaign on social issues. Under the Shareholder view, there must be a link between campaigning and if it will increase profits which in most cases is unlikely to be the case. Whereas, under the Stakeholder approach the wide ranging effects of campaigning are likely to result in a mixed overall effect on stakeholders. As some of these will be negative and there being no fair way to determine which stakeholders are more valuable than others it is not ethical

In 1954, Qantas began service to SFO with the Lockheed Constellation, stopping over in Nadi, Fiji and Honolulu, Hawaii. 5 years later, the route was upgraded to a Boeing 707, and in 1971 the 747 was introduced on the route, eliminating the fuel stop in Fiji. Qantas has been in and out of SFO several times since then, leaving the route in 1995, returning in 2006, and leaving again in 2011.

Qantas’ vision is driven by a business strategy focused on five key elements; (1) safety is our first priority; (2) right aircraft, right routes; (3) customer service excellence; (4) operational efficiency and (5) two strong complementary brands Qantas and Jetstar as the best in their respective class. Qantas has a hierarchal structure comprising of three divisions; Commercial, Customer and Marketing and Operations (Qantas, 2010a).

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

Owned by parent company Qantas, the Jetstar Group is comprised of a network of value-based air carriers that deliver passenger services across Australia, New Zealand and the Asia Pacific region (About Jetstar, 2012). The Jetstar Group's most recent five-year strategy has been to "turn the international business around [by] reducing investment in underperforming business areas and directing capital towards growth opportunities" (Qantas Reports Strong Full-Year Profit in Challenging Conditions, 2011). In addition, the Jetstar Group intends to "focus on improving the customer experience, develop a stronger and broader alliance