Qantas澳洲航空战略管理报告(英文原创)

A Case Study Report of Qantas Airlines

Executive Summary

In 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 the 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 travel by aircraft at a cheaper price than before, the best services among other 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 emerging 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 made the situation even worse. Therefore, it is high time for Qantas to conduct a series of new strategies so as to achieve sustainable development 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 Contents

Executive summary (1)

1. Introduction (1)

2. External Analysis (1)

2.1 Industry overview (2)

2.2 General environment analysis (4)

2.3 The industry environment (5)

2.4 The competitive environment (6)

2.5 Opportunities and threats (6)

3. Internal Analysis (6)

3.1 Tangible and intangible resources (7)

3.2 Capabilities identification (7)

3.3 Core competency analysis (8)

3.4 Value chain analysis (8)

3.5 SWOT analysis (9)

3.6 Current strategies (9)

4. Recommendations (10)

4.1 Business level (10)

4.2 Corporate level (11)

4.3 International level (11)

5.Conclusion (11)

References (12)

1. Introduction

Qantas Airline was set up in Queensland, Australia in 1920 by two veterans. Superb reputation has made Qantas become the symbol of reliability, 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 including Qantas Link, Jet Star etc. (Qantas, 2013) Meanwhile, Qantas also operate many 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 the 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 fiercer. 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 analysis 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 Analysis

When conducting a case study of a company especially an international enterprise, it is important to analyze the external environment of the enterprise, the enterprise external environment is the joint name of the political, social, technological and economical environment etc outside the enterprise.

2.1 Industry overview

Qantas Airline belongs to the civil aviation industry. All aviation 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 rapid 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 transportation 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

Economic:

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 profit of international airlines. Meanwhile, the price of fuel is still very high, thus narrowed down the profit space of civil aviation.

Socio- cultural

The 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 problem of over 0.8 million population. Besides that, the aviation industry plays a very important role in social culture in Australia, the development of tourism industry is an evidence. （Nand et al,2013) According to the 2012 industry report released by IBIS World, the appreciation of Australian dollar 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 Worldwide 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 0.6%, 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%and 2.6% respectively. （Nand et al,2013) Though global economic performance was weak, the financial condition of most airlines was improved.

Technological

The science and technological innovation of aviation manufacturers sped up the development of civil airline enterprises. Since Boeing, the biggest 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 and development （Balobaba et al,2009）. They have developed the world’s most advanced airplanes, A380 and B747, one after the other. These two new types of plane have the ability to fly long hauls cross two continents without stops. Besides, the new scientific and technological development improve 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 and released many new measures, thus has saved the cost of the company and also reduced environmental pollution. Due to this, Qantas won the Eagle Award of International Aviation in 1999 and 2005. (Barbot et al, 2008)

Political-legal

The government of Australia has taken a series of measures to help Qantas 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 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 Australia 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) The increase of the fee evidently influences the employment and economic development.

2.3 The industry environment

Michael 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 the civil aviation industry environment. Bargaining power of suppliers: Medium

Qantas 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 terms of the information technology supplier, IT giants like IBM and NCR provide Qantas with high class operation, automation, ordering and logistics systems. (Mak & Chan, 2006) Hotels, catering services and road transport services are also offered to passengers as well as the crew members at different 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: Medium

Main buyers of civil flights include business travelers, holiday providers, leisure travelers, budget travelers, travel agents and so on. The consumer demands and expectations are keeping growing in recent year. Their demands become more diverse, 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 individuals to decline buyer power.

Threat of substitutes: Low

Some 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 V oice 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: Low

As the civil airline industry required extremely high fixed initial costs and is regulated 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: High

Qantas Airways faces domestic competition from 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 and realize sustainable development in civil aviation industry.

2.4 The competitive environment

Not long ago, the IATA released the world’s top airlines of international passenger and cargo traffic ranking of 2012, the top rank for cargo was Lufthansa with a total volume of 7.15 billion ton-kilometers, while the British Aviation occupied the first position of the passenger volume with 95.47 billion passenger- kilometers. Qantas Airways was ranked the 10th in the list. （Nand et al,2013) Besides that, Jetstar replaced its parent company Qantas to operate the New Zealand domestic routes since June..

In the past century, Qantas Airways has always been the chief cornerstone of Australian civil aviation industry, Ansett Australia, which is no longer in existence, was once the biggest competitor of Qantas. Today, no matter in domestic market or international market, the biggest rivalry of Qantas is Virgin Australia. (Hanlon,2007)

Virgin Australia is gradually expanding its international business. Unlike Qantas’s strategy, Virgin Australia allows other airline companies to won its stock rights, therefore, the interest of Virgin Australia links closely with many other airline companies. Currently, Virgin Australia has two legal entities that are domestic service and international service, 49& stock right in international services is owned by foreign companies. New Zealand Airway has 19.9% stock rights, Etihad Airways and Singapore Airlines own 10% stock rights respectively. (Whyte et al, 2012) 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 threats

At present, the international 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 domestically and globally. （Balobaba et al,2009）At the same time, 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

3.1 Tangible and intangible resources

As 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 facilities and infrastructure construction. Currently, Qantas has ordered twenty Airbus A380 planes, over one hundred Boeing 787 and 737-800. The Group fleet numbered 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, 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 much attention to brand building and community investment. "Share the Australian spirit" is the propaganda Australian heroes, promoting 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 charitable Giving. (Cowper-Smith& de Grosbois, 2011) From planting activities, waste recycling to energy saving 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 one of Australia's cultural essence. Qantas is very proud as being

a sponsor of many sports events and institutions.

3.2 Capabilities identification

International Air Transport Association (IATA) data for 2009 showed Qantas was the world’s 11th largest airline in terms of Revenue Passenger Kilometers (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 to fly around 49 cities and areas in Australia. Qantas Airways Catering Group is the whole capital subsidiary company of 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 an advanced food central manufacturer in Queensland, except for offering airline meals for airline companies, its products are also directly sold in non-aviation markets. (Qantas, 2013)

Qantas Freight Company uses aircraft of Qantas and Jetstar in international routes and three rent Boeing 747-400F airplanes 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, Qantas freight also for many other airlines provide freight services. (Qantas, 2013)

3.3 Core competency analysis

Qantas 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. 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)

3.4 Value chain Analysis

The value chain of a company is a tool to present the company’s strategy, history, management mode and potential economics of the activities. (Porter & Kramer, 2006) Value chain analysis of Qantas Airways begins with the inbound logistics, as a high cost fuel supply and relatively high cost aircraft supply, it also embraces the authority contracts of airports. The landing and taking-off operation is planned on schedule all time and is managed in an efficient way that including the online ordering and online check-in systems. Current CEO offers them with free publicity along with some other cost reduction promotion has driven the consciousness in the consumer group that helps Qantas to maintain its leadership in civil aviation industry. (Qantas, 2013) Qantas’s flight service covers most major destinations in Austria as well as the world. Ancillary services such as wireless internet access and duty-free goods onboard are offered becomes an attractiveness to customers. Procurement from decreasing supplier amount through contracts makes Qantas reduce the cost as well as the training and maintenance a expenses. (Gogbashian& Lawton,2011) The relations between Qantas and its suppliers is very good because it is based on regular contract, and they have the common goal to achieve win-win development. Human resource management in Qantas is fairly efficient because its strategy of not recognizing work

unions provides the company an chance to employ leased workers via contracts hence improving the efficiency. Qantas’s primary activities are integrated with supplementary ones, thus it has a competitive advantage over the main competitors. 3.5 SWOT analysis

3.6 Current strategies

Through operating middle and high end market, Qantas has established stable local advantaged position in Australia. In order to compete with the low fare airline companies like Tiger Airways and Virgin Australia, and better develop the low end aviation market and perform the advantages of network and traffic rights, Qantas set up its wholly-owned controlling subsidiary Jetstar, carry out the battle in segmented market. (Taylor, 2013) Facing the geological restriction of Australian aviation market and the development potential of foreign low end market, Qantas has sought for overseas market especially the low end market in recent years

The current strategies of Qantas is concentrated on establishing long-term shareholder value, balancing the demand for cautious financial management with its important capital expenditure requirements, as Qantas invests to improve the customer experience. With the operation of Jetstar HK, Jetstar has increased its brand reputation in Asia-Pacific region. Qantas also re-adjusted its strategy of international routes and began cooperation with Emirates Airline, thus involved the broad route network of Emirates in its service scope. (Taylor, 2013) Currently, Qantas has set up operation base in Dubai, and discusses with Emirates about technological coordination and interest allocation. Meanwhile, Qantas attaches more and more attention to Asia market, and makes every effort to strengthen its relations with Asia. As its competitors like Singapore Airline and Malaysia Airline increase the capacities of Australian routes, Qantas adopts the pricing strategy to earn more market share. (Taylor, 2013) In addition, Qantas is keep reducing its operation cost. For example, Qantas froze the basic wage increase of middle and high level managers, but used good salary to attract talents.

4. Recommendations

4.1 Business level

Scientific pricing system could help improve the ticket income of Qantas. With time passes, ticket pricing becomes more complicated, thus Qantas could imitate the actions of some low cost airlines to adopt realtime pricing strategy.

Besides, Qantas should make innovations in terms of communication way, so as to enhance communication with customers. Whether Qantas could narrow the psychological distance with customers in shortest time is an important part to gain customer trust and loyalty. (Kleymann & Serist?,2004) Qantas should pay more attention to customers’ suggestions and complaints, handle and feedback in time. Though the feedback of customers, Qantas could further adjust the business level of service teams, improve service quality, meet consumer demands, so as to gain more support and trust.

4.2 Corporate level

Qantas should further simplify the complexity of operation and improve financial income. Meanwhile, Qantas should simplify the management level, cut down on bureaustic departments, enhance the functions of human resource management, satisfy employees’ demands and attract more talents, so as to establish an more efficient crew team. (Oxenbridge et al, 2010)

4.3 International level

Qantas should strengthen its cooperation with the airline alliance and airline giants in Europe, America and Asia.Through the sharing information handling system, Qantas could have more benefits when buying fuel and airplanes. Through cooperation and coordination, Qantas could do better resource integration of products, service, and airport facilities, so as to reduce cost and improve efficiency.

5. Conclusion

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 travel by aircraft at a cheaper price than before, the best services among other 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 emerging layoffs, cuts in positions and the general strike had a bad influence on the development of Qantas. What’s more, the de cline in corporate credit rating made the situation even worse.

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西南航空公司战略管理案例分析

西南航空公司的战略分析

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上海航空公司发展战略研究

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思考和探索的问题。 2、旅客议价能力较高 由于目前航空公司产品之间的差异性不高，加之航空公司仍有超过一半的机票是通过OTA等代理销售，航空公司之间的价格战情况时有发生，旅客议价能力较高，航空公司收入品质有下滑趋势。 3、高铁路网的逐渐完善使民航业面临更多的挑战 根据《中长期铁路网规划》，将在“四纵四横”的基础上基本形成以“八纵八横”主通道为骨架、区域连接线衔接、城际铁路补充的高速铁路网，到2020年，高速铁路网规模将达到3万公里，覆盖80%以上的大城市；到2025年，高速铁路网规模将达到3.8万公里左右，网络覆盖进一步扩大；据最新公开数据显示，到2035年将建成4.5万公里高铁网。中短途航班（1000公里以下航线）受到的冲击较大，1000-1500公里的中长途航空市场伴随着高铁的进一步提速，也受到越来越大的影响。因此，面对如此多的变化，建立新的营销体系显得尤为重要，如何围绕旅客需求，来搭建共享服务平台，即一个线上、线下、空中、地面互联互通的服务平台，是航空公司战略发展的一个方向。 二、航空公司营销新举措 1、国际化发展策略 国际化是航空公司发展到一定阶段的一种必然选择，抢占国际市场、塑造全球化品牌形象、促进收入增长等等，均是航空公司在国际市场奋力角逐的强劲动力。

2017年航空公司成本趋势和发展战略分析报告

(此文档为word格式，可任意修改编辑！）

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图表11: 南航主业净利润与wti均价 (10) 图表12: 南航成本结构变化 (11) 图表13: 人均乘机次数国际比较（次） (12) 图表14: 总旅客运输量国际比较（亿） (12) 图表15: 国航现金流变化（亿元） (13) 图表16: 国航期末现金流与飞发折旧增速比较 (14) 图表17: 东航现金流变化（亿元） (14) 图表18: 东航期末现金流与飞发折旧增速比较 (15) 图表19: 南航现金流变化（亿元） (15) 图表20: 南航期末现金流与飞发折旧增速比较 (16) 图表21: 东航债券发行规模（亿元） (16) 图表22: 三大航资产负债率总体下降 (17) 图表23: 春秋航空机队结构变化 (18) 图表24: 吉祥航空机队结构变化 (19) 图表25: 国航机队结构 (19) 图表26: 东航机队结构 (20) 图表27: 南航机队结构 (20) 图表28: 不同飞机引进方式对比 (21) 图表29: 三大航在枢纽机场份额占比 (23) 图表30: 北美航线国内航空公司份额比较（运力） (25) 图表31: 欧洲航线国内航空公司份额比较（运力） (25) 图表32: 三大航窄体机数量对比 (28) 图表33: 三大航宽体机数量对比 (28) 图表34: 三大航飞发折旧计提额比较 (29) 图表35: 三大航飞机购买计划（含2016年交付飞机） (29) 图表36: 未来三大航资本开支净额（亿元） (31) 图表37: 首都机场与二机场示意图 (32) 图表38: 浦东机场三期工程示意图 (33) 图表39: 白云机场远期规划示意图 (34)

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