Qantas澳洲航空戰(zhàn)略管理報(bào)告(英文原創(chuàng))

1、A Case Study Report of Qantas AirlinesExecutive SummaryIn this report, the author makes a case study of Qantas Airways, analyzes the external and internal environment of the enterprise with a series of analysis models such as PESTEL, Porter s Five Forces, Value Chain, SWOT and so on, so as to find t

2、he development issue of Qantas and put forward some practical recommendations from different levels. On the positive side, the development of aircraft manufacturing, the improvement of additional business in civil aviation industry, the financial and policy support from government, the ease of trave

3、l by aircraft at a cheaper price than before, the best services amongother airways, the already settled fuel supply, all these enabled Qantas more room for development. However, the economic crisis of 2008 still had a strong hit on the company, the first-class passengers sharply reduced. The emergin

4、g layoffs, cuts in positions and the general strike had a bad influence on the development of Qantas . What s more, the decline in corporate credit rating madethe situation even worse. Therefore, it is high time for Qantas to conduct a series of new strategies so as to achieve sustainable developmen

5、t and gain more profits. The recommendations include strengthening cooperation and coordination with other airline companies, business expansion in Asia and Europe markets, implementation of better human resource management and keeping reducing operation cost.Table of ContentsExecutivesummary11.Intr

6、oduction12. ExternalAnalysis12.1 Industryoverview22.2 Generalenvironmentanalysis.42.3 Theindustryenvironment52.4 Thecompetitiveenvironment62.5 Opportunitiesandthreats63.InternalAnalysis62.6 Tangibleandintangibleresources72.7 Capabilitiesidentification72.8 Corecompetencyanalysis82.9 Valuechainanalysi

7、s82.10 SWOTanalysis 92.11 Currentstrategies94.Recommendations104.1 Businesslevel104.2 Corporatelevel114.3Internationallevel115. Conclusion11References121. IntroductionQantas Airlinewas set up in Queensland, Australia in 1920 by two veterans.Superb reputation has made Qantas become the symbol of reli

8、ability, security, advanced technology and high quality customer services in civil aviation industry. Except for the core business of passenger and cargo transport, Qantas Group also own many subsidiary companies includingQantas Link, Jet Star etc. (Qantas, 2013) Meanwhile, Qantas also operate many

9、other business relevant aviation, such as airline food and holiday tourism business.Currently, Qantas is still one of the leading long haul airline companies as well as one of the most powerful brands in Australia. It is maintaining the first class product and services standard as well as leading th

10、e updated development of international civil aviation industry. (Shaw,2011) The health development of the civil aviation industry could present a country ' stronger competence and economic power. With the popularity of the civil aviation industry, competence among airline companies becomes fierc

11、er. Therefore, studying the factors that influence or limit the development of civil aviation industry in depth has significant realistic sense.In this report, the author conducts a case study of Qantas Airline, analyzes the external and internal environment of the enterprise with a series of analys

12、is models such as PESTEL, Porter ' s Five Forces, Value Chain, SWOT and so on, so as to find the development issue of Qantas and put forward some practical recommendations from different levels.2. External AnalysisWhen conducting a case study of a company especially an international enterprise,

13、it is important to analyze the external environment of the enterprise, the enterprise external environment is the joint nameof thepolitical, social, technological and economical environment etc outside the enterprise.2.1 Industry overviewQantas Airline belongs to the civil aviation industry. All avi

14、ation activities using all types of aviators except for military uses are called civil aviation. Since the 1950s, the service range of civil aviation has expanded constantly and become an important economic section in many countries. The development of commercial aviation is mainly embodied as the r

15、apid increase of passenger and cargo transport, regular airline routes cover almost every continent and countries. (Balobaba et al,2009 ) As commercial aviation has a series of advantages such as fast, safe,comfortable and unrestricted by the landform, it has a unique position in modern transportati

16、on structure, especially in long-distance high-speed passenger transport. It promotes the development of domestic and international trade, tourism and all kinds of communication activities, and makes it possible for the development of remote areas in short term.2.2 General environment analysis Econo

17、mic:Since the breakout of the global financial crisis in 2008, Qantas Airway ' s business has been affected a lot because the amount of domestic and international business and tourism travel decreases much. The international economic environment is depressing, thus result in the decreasing profi

18、t of international airlines. Meanwhile, the price of fuel is still very high, thus narrowed downthe profit space of civil aviation. Socio- culturalThe overall income of the aviation industry in Australia in 2012 was around $79.6 billion, which accounted for 6.1% of the GDP, and solved the employment

19、 problem of over 0.8 million population. Besides that, the aviation industry plays a very important role in social culture inAustralia, the development of tourism industry is an evidence.(Nand etal,2013) According to the 2012 industry report released by IBIS World, the appreciation of Australian dol

20、lar drives a large amount of Australians to travel overseas. Currently, the overseas Australian tourists occupy around 30%of the whole population. It is estimated that till 2017, there will be around 50% Australians travel overseas.(Nand et al,2013)Global:According to a report of IATA, Bloomberg Wor

21、ldwide Airlines Index indicates that the stock price of global airlines increases 9% in 2012, which was better than the overall performance of financial market. The fuel price keeps fluctuation but is still very high, with near $130 per tank.The global airline passenger transport volume increases 0.

22、6%, while most came from China market.In November 2012, international passenger transport demand increased 5.6%, new market performed well, year-to-year growth rate was 3.1%. Airline companies in Asia-Pacific region developed very rapidly, year-to-year passenger transport and capacity increased 6.2%

23、and 2.6% respectively. (Nand et al,2013) Though global economic performance was weak, the financial condition of most airlines was improved.TechnologicalThe science and technological innovation of aviation manufacturers sped up the development of civil airline enterprises. Since Boeing, the biggest

24、aviation manufacturer in the world made the merger and acquisition of the world's third largest manufacturer McDonnell Douglas in the year 1996, the Airbus has been the only one rival of Boeing. Since that, the two giants have made the invest large amount of money on new models ' research an

25、d development (Balobaba et al,2009 ) . They have developed the world ' s most advanced airplanes, A380 and B747, one after the other. These two newtypesof plane have the ability to fly long hauls cross two continents without stops. Besides, the new scientificand technological development improve

26、the services on board such as the wireless internet, which attracts more business professional and young passengers because they could enjoy more convenience. As a result, in recent years, airplane has become the main vehicles for long distance travel. Qantas has experimented a lot in air navigation

27、 and released manynew measures, thus has saved the cost of the companyand also reduced environmental pollution. Due to this, Qantas won the Eagle Award of International Aviation in 1999 and 2005. (Barbot et al, 2008) Political-legalThe government of Australia has taken a series of measures to help Q

28、antas Airways to overcome difficulties and avoid being merged. However, in Australia, except for the notable increase of taking off and landing fee, it also faces other industry charging problems. These charges are under strict review. Besides, the carbon emission trade plan of the European Union is

29、 under discussion, Australia may provide other plans. Although there is no such carbon emission plan in Australia, since 2012, government of Australia began to levy smoke and dust emission tax, and the cost is higher than the average level in the world. In addition to this, in 2012, government of Au

30、stralia increased the departure tax of passengers at airport with about 17%, which means every passenger who files international flights has to pay $58 fixed fee.( Nand et al,2013) Theincrease of the fee evidently influences the employment and economic development.2.3 The industry environmentMichael

31、 Porter created the Porter s Five Forces framework, it is an effective tool to evaluate the profit potential and attractiveness of different industries. It helps people to identify the various of competition sources within an industry or a sector. This part will adopt Porter s Five Forces to analyze

32、 the civil aviation industry environment. Bargaining power of suppliers: MediumQantas has only two airplane suppliers, Boeing and Airbus, which are also the only two largest manufacturers in the world. Fuel of Qantas Airways is provided by oil companies such as Shell and British Petroleum(BP). In te

33、rms of the information technology supplier,IT giants like IBM and NCRprovide Qantas with high class operation,automation, ordering andlogistics systems. (Mak & Chan, 2006) Hotels, catering services and road transport services are also offered to passengers as well as the crew members at differen

34、t flight destinations. All in all, in order to keep normal operation and achieve the competitive edge, Qantas should keep a good relationship with there suppliers Bargaining power of buyers: MediumMain buyers of civil flights include business travelers, holiday providers, leisure travelers, budget t

35、ravelers, travel agents and so on. The consumer demandsand expectations are keeping growing in recent year. Their demandsbecome morediverse, however most of the buys wish airline services deserve every dollar they pay. Besides, the development of technology bring more convenience for the firms and i

36、ndividuals to decline buyer power.Threat of substitutes: LowSome others means of transportation including railway, buses, ships are the direct substitutes of airplanes for passengers who do not care much about the travel speed. Indirect substitutes contain video conferencing, online chatting and Voi

37、ce over Internet Phone has developed fastly and widely spread. Therefore the power of substitutes are increasing because they could help people save time and money on long-distance flying.Threat of entrants: LowAs the civil airline industry required extremely high fixed initial costs and is regulate

38、d very strictly by the governments, the entry barrier of the civil aviation industry is very high. In addition to this, fierce competition and the dominant position of the existing airline giants have created large chances of retaliation.Rivalries: HighQantas Airways faces domestic competition from

39、Virgin Australia directly. Besides, some low fare airlines such as Malaysia Airline and China Southern Airline bring Qantas competition threats internationally. (Hanlon,2007) It is high time that Qantas keeps revitalizing the product and service offerings so as to maintain its competitive advantage

40、and realize sustainable development in civil aviation industry.2.4 The competitive environmentNot long ago, the IATA released the world s top airlines of international passenger and cargo traffic ranking of 2012, the top rank for cargo wasLufthansa with a total volume of 7.15 billion ton-kilometers,

41、 while theBritish Aviation occupied the first position of the passenger volume with 95.47 billion passenger- kilometers. Qantas Airways was ranked the 10thin the list. ( Nandet al,2013) Besides that, Jetstar replaced its parent company Qantas to operate the New Zealand domestic routes since June.In

42、the past century, Qantas Airways has always been the chief cornerstone of Australian civil aviation industry, Ansett Australia, which is nolonger in existence, was once the biggest competitor of Qantas. Today, no matter in domestic market or international market, the biggest rivalry of Qantas is Vir

43、gin Australia. (Hanlon,2007) Virgin Australia is gradually expanding its i nternational business. UnlikeQantas sstrategy, Virgin Australia allows other airline companies to wonits stock rights, therefore, the interest of Virgin Australia links closely withmany other airline companies. Currently, Vir

44、gin Australia has two legal entities that are domestic service and international service, 49& stock right in international services is ownedby foreign companies. NewZealand Airway has 19.9% stock rights, Etihad Airways and Singapore Airlines own 10% stock rights respectively. (Whyte et al, 2012)

45、 Moreover, Virgin was approved to merger Skywest Airlines and purchase 60%stock rights of Tiger Airways Australia. (Drum, 2013) The success of Virgin Australia produces challenges for Qantas, but also set an excellent example of strategic management.2.5 Opportunities and threatsAt present, the inter

46、national routes have large growth space. With the growing number of foreign tourism in Australia and the global economy recovery, Qantas will have more market opportunities. However, in order to cope with competition from other airlines, Qantas needs to further improve its quality of service domesti

47、cally and globally.( Balobaba etal,2009 ) At the sametime, the external environment of the civil aviation industry is not ideal. Fuel prices, the Australian dollar exchange rate fluctuations, the EU emissions trading system are the key factors that affect the Qantas income level.3. Internal Analysis

48、3.1 Tangible and intangible resourcesAs a giant company in civil aviation industry, Qantas own numerous resources. As for the tangible resources of Qantas, in order to keep Qantas as one of the most professional airlines in the world, it keeps investment in purchasing new planes, improving interior

49、facilities and infrastructure construction. Currently, Qantas has ordered twenty AirbusA380 planes, over one hundred Boeing 787 and 737-800. The Group fleetnumbered 256 aircraft till 1st September 2010) and the company hires around 32,500 people around the world. For the full year ended 30 June 2010

50、, Qantas reported an Underlying Profit . Before Tax of $377 million. Net profit after tax was $116 million.In terms of the intangible resources, Qantas pays muchattention to brand building and community investment. "Share the Australian spirit" is the propaganda Australian heroes, promotin

51、g humanistic care, the pursuit of dreams and future for the purpose of a series of programs and activities. (Sarina & Lansbury,2013) Qantas staff actively participate in volunteer activities of the public welfare undertakings, and through the changes, Workplace Giving program for charitableGivin

52、g. (Cowper-Smith& deGrosbois,2011) From plantingactivities,waste recycling to energysaving plan, sharing the Qantas how to reduce the environmental impact contribution and efforts. Support of Australia's major cultural institutions is the Qantas play an important role. Competitive spirit is

53、one of Australia's cultural essence. Qantas is very proud as being a sponsor of many sports events and institutions.3.2 Capabilities identificationInternational Air Transport Association (IATA) data for 2009 showed Qantas was the world s 11th largest airline in terms of RevenuePassenger Kilomete

54、rs (RPKs). Qantas Group airlines offer services to 182 destinations in 44 countries, with 59 in Australia and 123 in other countries (including those operated by code share partner airlines) and carried 41 million passengers in 2008/09. (Qantas, 2013)Every week, Qantas operates around 2000 flights t

55、o fly around 49 cities and areas in Australia. Qantas Airways Catering Group is the whole capital subsidiary companyof Qantas Airways Limited, mainly operating two types of catering business: Q Catering and Snap Fresh. Currently Q Catering has set up centers in six Australian airports. Snap Fresh is

56、 an advanced food central manufacturer in Queensland, except for offering airline meals for airline companies, its products are also directly sold in non-aviationmarkets. (Qantas, 2013)Qantas Freight Company uses aircraft of Qantas and Jetstar in international routes and three rent Boeing 747-400F a

57、irplanes to provide international transport services. In addition, Qantas freight with the Los Angeles airport in Perth, Melbourne Brisbane Sydney also has their own ground facilities, which includes the Australia's biggest freight station, in addition to dealing with Qantas flight with Jetstar,

58、 Qantas freight also for many other airlines provide freight services. (Qantas, 2013)3.3 Core competency analysisQantas is an internationally renowned airline brand. It has long enjoyed great brand equity and passenger loyalty. Qantas links Australia to most important destinations around the world.

59、Besides, Qantas has an excellent management team. (Franke, 2007) With over 90 years of experience, now Qantas is expertise in both domestic and international flights, both a full service airline (Qantas) and a low cost carrier (Jetstar)and all levels of passengers (premium seg-ment, economic segment, and budget segment). (Qantas, 2013)