...Name Professor Corse Date Qantas and Jetstar Airlines Table of Contents 1.0 Introduction………………………………………………………………………………2 2.0 Strategies that Jetstar Airlines want to Execute……………………………………….....2 2.1 Market Conditions………………………………………………………………........2 2.2 Immediate Priorities…………………………………………………………………..4 2.3 Reshaping and Broadening Jetstar Airlines…………………………………………..3 2.4 Earning and Rewarding Loyalty……………………………………………………...3 3.0 How the Strategic Choices by Qantas Affect Human Resource Planning……………….4 4.0 Change to Workplace Laws……………………………………………………………...4 5.0 Impetus for Modification of Employee Relations……………………………………….5 6.0 Human Resource Planning………………………………………………………………6 7.0 Recommendations for Developing Human Resource Strategies………………………..8 8.0 Conclusion……………………………………………………………………………….8 Works Cited…………………………………………………………………………………9 Strategic Management 1.0 Introduction Strategy formation is critical designing, emergent learning, and intuitive visioning. It is concerned with perpetuation as well as transformation and involves social interaction, personal intuition, cooperative, and conflictive. Strategic management has to feature synthesis before negotiating during the process and after programming. All these things must respond to what may appear to be a demanding environment. Decisions relating to employment relations strategies are often likely to be viewed differently from strategic considerations of various organizations. This work...
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...marketing strategy used by Jetstar Asia Business model of Jetstar Asia Upon its official launch in December 2004, Jetstar Asia launched an all-out aggressive expansion plan to operate numerous flights connecting Singapore to the major cities of the South-East Asia region like Jakarta, Pattaya, Surabaya, Shanghai, Taipei, Hong Kong, Manila and a few other cities in India. Jetstar’s targeted market would be a 'combination of business and leisure travellers' according to the company. Jetstar believed that their success would wholly be dependent on its ability to cultivate the targeted market and also have the advantage of serving highly populated major areas and cities by being the first Low-Cost Carrier (LCC) to do so by the addition of new routes to the destinations that are frequented by its targeted market. Unlike any conventional LCC which aims to only make air travel more accessible and more affordable to their target market by taking away all of the frills & entertainment on board to cut cost. Jetstar Asia employs a modified Low-Cost Carrier model which not only offered low fares by cutting away as much frills & entertainment costs as possible. While the same time offering some services and comfort typical of Full-Service Carriers (FSC) such a ‘Business class’ on-board its long-haul flights which offers meals and beverages, in-flight entertainment and seats covered in premium leather. Therefore it can be seen from their operations, Jetstar Asia did not position itself...
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...Jetstar Airline is an airline company that provides low cost flight Jetstar have their code of practice. They always want to be better and more informative relationship between their customers and insurers. They have improved their customer confidence towards their services. Each complaint they receive from a customer, they will find a way to resolve the problem by providing better services for their customers. They will keep their customer services standards as high as possible in order to get their customers coming back for it. Other than that, Jetstar has a cultural belief that they need to focus on providing their customers the lowest rate as possible so that more customers in the Asia Pacific region that takes their flight from Singapore and Australia. As a low cost carrier airline, they face a lot of challenges from their competitors especially their market in Australia, Singapore and in the other parts of the Asia Pacific but still they kept on fighting in the challenges they encountered. Due to the challenges, Jetstar’s income statements have been hard to remain constant. Jetstar needs to implement more strategies in order to stabilize their sales and get them increase higher. Their strategy of providing low cost fares to their customers really promotes themselves as one of the low cost airline leaders. Jetstar has had a unique way of selling that enables them to offer the cheapest fares compared to the other low cost airline in the industry. Marketing mix consists...
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...Company Analysis Jetstar was founded by Qantas in 2004 beginning with only 400 staff members and today employing more than 7000 members of staff, the companies’ main objective is to offer low cost flights to everyone and increasing the number of people flying versus other modes of transport. Currently rated as the third largest domestic flight company within Australia and a top five international airline by capacity offering 3000 flights per week to 56 destinations in 17 countries with a fleet of 80 aeroplanes. In the New Zealand and Trans-Tasman region Jetstar has flown over 1.8 million passengers to date, 75 million passengers in total since the companies launch in 2004 and 20 million passengers flown in the past year alone. Virgin Blue was welcomed to Australia in August 2000, operating only one route with 2 aircraft and 200 personnel. The second year seen an extra 13 routes added to the schedule followed by a further 9 routes the year after. The breakthrough year for Virgin Blue was 2004 joining the international market offering flights to New Zealand, Cook Islands, Fiji, Vanuatu and Tonga and by 2005 welcoming the companies’ 50th aircraft to the Australian fleet. Today Virgin Blue can boast partnerships with Etihad, Trans-Tasman Alliance and Delta Airlines offering many flights across many countries at both low cost and business class with now over 25 different routes domestic and internationally. Tiger Airways was launched in late 2003 and after only 5 years had welcomed...
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...153 CHAIRMAN’S REPORT CEO’S REPORT FINANCIAL PERFORMANCE BOARD OF DIRECTORS REVIEW OF OPERATIONS CORPORATE GOVERNANCE STATEMENT DIRECTORS’ REPORT FINANCIAL REPORT SUSTAINABILITY REPORT FINANCIAL CALENDAR AND ADDITIONAL INFORMATION Broadening our horizons 002 QANTAS ANNUAL REPORT 2012 Broadening our horizons Building on unique Australian qualities – and the skills of its 33,600 people – the Qantas Group is broadening its horizons to secure a successful and profitable future. 003 004 QANTAS ANNUAL REPORT 2012 Heading For the Qantas Group, 2011/2012 was a year of transformation. We recorded an Underlying Profit Before Tax* despite significant challenges. We continued to build Qantas’ strong domestic network, Jetstar and Qantas Frequent Flyer. And we launched a five-year plan to turn around Qantas’ international network. FOR THE YEAR ENDED 30 JUNE 2012 *For explanations of non-statutory measures see the Review of Operations. 005 Building a stronger Qantas for our people, our customers, our shareholders and Australia The Qantas Group has a broad portfolio and a clearly defined strategy, with the following core goals: — Build on the Group’s strong domestic businesses through a clear focus on the customer. — Turn around Qantas International through the “four pillars” of targeting global gateways, growing with Asia, improving the customer experience and ensuring disciplined financial management. — Strengthen Jetstar’s rapid presence across Asia...
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...February 2010 Jetstar Customer Guarantee As part of our low fares, good times promise, Jetstar is committed to providing you with the best flight experience for the best price. You also have our absolute commitment that your safety is our highest priority. We strive to make every part of your experience with us as straight-forward and as pleasant and enjoyable as possible. That’s why we have over 7,000 people doing their very best, all day, every day to get you to where you want to go. Unfortunately, there are times for every airline when things don’t go to plan, often because we have your safety as our highest priority. If you are inconvenienced as a result, we think it’s important to know what you can expect from us, and that you know we will always be helpful, fair, open and consistent. That’s why we’ve created our 10 point Jetstar Customer Guarantee, so that in the unlikely event something does affect your journey with us, you know exactly what to expect. 1. 2. 3. 4. Your safety is our highest priority We commit to provide the lowest fares with our ‘Price Beat Guarantee’ Our team are always here to help, 24 hours a day, 7 days a week We’ll let you know your choices if your flight is changed before you travel 5. We’ll keep you updated and provide options if things don’t go to plan on the day 6. You will get what you paid for 7. You can have confidence in how quickly we will respond to an issue 8. You can have confidence in how quickly we will refund your money 9. We share...
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...organisation is Jet Star? Jetstar is a value based carrier network providing all day every day low fares with an open approach to air travel serving in excess of 50 markets across the Asia and Asia Pacific region. We believe in fostering a culture that is focused on our customers - ensuring we deliver the lowest fares and provide a travel experience that is refreshing and enjoyable, alongside our commitment to all day every day low fares both to our passengers and our staff. The Jetstar Group includes wholly owned Qantas subsidiaries operating from Australia and New Zealand, Express Ground Handling and partner carriers including Jetstar Asia and Valuair in Singapore and Jetstar Pacific in Vietnam. Jetstar is Australia's low fares carrier and fare leader now operating to 19 Australian domestic destinations and an existing 11 short and long haul overseas destinations. Jetstar Group airlines employ directly 7,000 staff across the Asia Pacific region. Mission Statement Jetstar's mission is to enable more people to fly more often and also to extend air travel to those who have previously never been able to afford to fly by offering customers low fares, all day, every day. About Jetstar / Valuair in Singapore Jetstar Asia and Valuair are part of the Jetstar Group's value based network which aims to provide all day every day low fares to South East Asia's most popular leisure destinations. The creation of the airline came six months after Jetstar first commenced its domestic...
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...Building a stronger Qantas Annual Report 2011 4 6 8 10 14 16 22 31 49 110 120 Chairman’s Report CEO’s Report Financial Performance Board of Directors Information on Qantas Review of Operations Corporate Governance Statement Directors’ Report Financial Report Sustainability Report Financial Calendar A STRONG PERFORMANCE IN CHALLENGING CONDITIONS THE QANTAS GROUP IN 2011 In 2010/2011 the Qantas Group reported a strong result in a complex and challenging global operating environment, with increased revenue across all business segments. The result was achieved while overcoming a series of natural disasters and operational disruptions, and despite the underperformance of Qantas’ international business. THE AVIATION INDUSTRY IS CHANGING THE QANTAS GROUP IN 2011 The Qantas Group faces a unique range of challenges and opportunities. We are in a strong position to address the challenges and realise the opportunities – but we must take decisive action, as we have throughout our history. SAFETY IS ALWAYS THE QANTAS GROUP’S FIRST PRIORITY WE INVEST $1.5 BILLION IN AIRCRAFT MAINTENANCE EACH YEAR SAFETY FIRST From our response to the QF32 incident to the risks posed by volcanic ash disruptions, we never compromise on the highest standards of safety. A safety-first culture across the Group ensures that risks are identified and addressed swiftly and decisively. We invest hundreds of millions of dollars in training to ensure that when incidents do occur our people react...
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...Title Jetstar Asia Airways 1. Introduction This report will be analyzing Jetstar Asia Airways Pte Ltd. The report consists of the PESTEL model and Porter's 5 Forces model for an in-depth analysis of Jetstar Asia Airways Pte Ltd. In the report, there will recommendations on diversifications strategies for the company and a conclusion summarizing up the report. Jetstar Asia Airways Pte Ltd is based in Singapore. It is owned by Westbrook Investments and Qantas Group Holdings (Jetstar, 2014). Jetstar Asia Airways first flight was to Hong Kong on 13 December 2004 (Jetstar, 2014) and main objective of the company is to be the top in providing flights with low prices to consumers within South East Asia. Jetstar Asia Airways owns eighteen jets and provide daily frequent trips to 23 countries such as Bangkok, Thailand. They are the largest low cost carrier in the Asia Pacific by revenue (Jetstar, 2014). 2. Discussion 2.1 General Environment Analysis 2.1.1 Political Factor Political factors are decisions and policies the government implement, which would have a major influence over companies (Gomez-Mejia, L., & Balkin, D. , 2012). For example, the government in Singapore, Ministry of Manpower, exercise some degree of control and influence over the hiring and firing of employees. Singapore Changi Airport charges landing charges for $1,200 per landing. There is also parking charges for aircraft with is charged from range of $49-97 depending on the span of aircraft...
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...G902- Professional Profiling [pic] Travelling Cheap, With JetStar Asia Competitive Analysis Of JetStar Asia In The Low-Cost Carrier Industry |Content Pages | |1. INTRODUCTION | |1.1 What is JetStar Asia? | |1.2 Low-Cost Carrier? | |1.3 JetStar’s Mission | |1.4 JetStar’s Objective | | | |2. SWOT Analysis | |2.1 Strength | |2.1.1 Demographic | |2.1.2 Finance ...
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...of entry in the airline industry. For example, airplanes can be easily leased, defraying the large initial capital investment. Additionally, exit cost in the business is considered to be low as airplanes can be easily sold off or redeployed to other markets (Sundaresan, n.d.). Least to say, business in budget airlines is getting more lucrative with more flyers turning to low fare flights. Thus more airlines are providing low fare flights to meet the demands of flyers. Power of supplier of Jetstar is considered to be low. There are two main inputs to the airline industry; aviation fuel and airplanes. Since aviation fuel is a commodity, which prices are largely determined by the market forces and geo-political forces (Sundaresan, n.d.), it can be said that the suppliers do not have much of a control over the prices put out to Jetstar. With regard to the supply of airplanes, there are currently two manufacturers that dominate the scene in the airline industry; Boeing and Airbus. Since Jetstar has dealings with both Boeing and Airbus, the power of the suppliers over the airline is relatively low as compared to others that have dealings with only one manufacturer (Rahman, Joha, 2010). The power of buyer is significant as seen through the intense price competition amongst airlines. Not to mention,...
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... more often. The Jetstar Group is a value based, low fares network of airlines operating in the leisure and value based markets. The Group consists of: • Jetstar Airways in Australia and New Zealand (wholly owned by the Qantas Group) • Jetstar Asia based in Singapore. The company is managed by Newstar Holdings, majority owned by Singapore company Westbrook Investments (51 per cent), with the Qantas Group holding the remaining 49 per cent of shares • Jetstar Pacific based in Vietnam (27 per cent held by Qantas with other shareholders including its largest shareholder, State Capital Investment Corporation) The Jetstar Group is the largest low cost carrier in the Asia Pacific by revenue and has flown over 75 million passengers since it launched in 2004. In the past financial year ended June 2011, the Jetstar Group carried almost 20 million customers. The Jetstar Group has grown from 400 employees in 2004 to more than 7,000 staff across the Asia Pacific today. Collectively the Jetstar Group offers up to 3,000 flights a week to 56 destinations in 17 countries and territories across the Asia Pacific region with a fleet of 79 aircraft. Jetstar Group CEO is Bruce Buchanan who is a founding executive of Jetstar. CEOs of the Jetstar network of airlines include David Hall (Jetstar Australia and New Zealand), Chong Phit Lian (Jetstar Asia) and Le Song Lai (Jetstar Pacific). About Jetstar in Australia Jetstar’s headquarters are in Melbourne, Australia. Jetstar forms an integral part...
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...Assignment Title: QANTAS, JETSTAR AND VIRGIN AUSTRALIA A TALE OF CHANGING STRATEGIES Topic code and name | BUSN 3055 | Word count | 2020 | 1. Differentiated pricing is among the widely practiced Revenue Management tactics in which a firm offers its products/services at differentiated prices to distinct markets. And this tactic has been noticed by airline industry for more than four decades. Revenue Management also known as Yield Management has been well recognized as an essential practice in many businesses, and it is defined as the set of strategies adopted by a business to improve its profitability (Philips, 2005). It is among the most important applications of management science and operation research (Bell, 1998). Qantas, Australia’s foremost domestic and international carrier, established Jetstar in May 2004 as a budget airline. Its purpose is to cover the low-cost segment of the market, which began in around the year 2000 with the launch of a competitor, Virgin Blue. Until the time Jetstar began operations, Virgin Blue had been successfully eroding Qantas’s air market share, indeed with the collapsing of Ansett Airlines (Easdown, 2002), and capture around one-third of domestic airline market. In response, Jetstar was also designed to be a no-frills carrier, predominantly targeted at the leisure market. (Case Study) Market segmentation is a strategy that involved dividing the target market into subsets of consumers who have common needs and priorities....
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...Jetstar Asia Swot Strengths Their successful reputation crowned them 'Best Brand Experience for Low Cost Carrier' by Ad Asia Magazine, 'Best Low Cost Airline, Southeast Asia & Asia (2006 & 2008)' -Skytrax Award, 'Top 10 Airlines by Passenger Carriage (2006 & 2007)' -Changi Airline Award from the Civil Aviation Authority of Singapore (CAAS) , 'Best Asian Low-Cost Carrier (2006 & 2007)' -as well as TTG Travel Awards . Jetstar Asia has kept to their advertising promises of Jetstar Asia is “All day everyday low fares” and “Low Fares, Good Times” by continuing to provide low fares. Staff members are multi skilled which means efficient workforce. Its point-to-point model ensures lower unit cost and encourages the utilization of the aircrafts’ entirety. In order to keep fares low, Jetstar Asia has a buy on board in all domestic routes offering food and beverages for purchase. Passengers may purchase food and beverage on board from the cabin crew as part of a buy on board programme called JetCafe. On flights operated by Jetstar Asia, passengers may only consume food and drinks purchased on board unless they have special medical or dietary needs. Booking tickets online back in Singapore proved to be a simple affair. Unless you are booking many many months before your intended flight, Jetstar’s fares are usually more expensive than Tiger’s. However, many do not seem to mind because Jetstar Asia has somehow successfully marketed itself as the “better and more reliable”...
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...Task 1 1. Key issues influencing future industry growth (TEMPLES) Factors Issues Nature of impact Impact on future industry growth Technology Influence aircraft design to reduce turnaround time & passenger density, especially for long-distance routes in order to reduce costs and increase efficiency. New technologies like online booking, flight software Positive Positive Low / Medium low Economic Global Financial Crisis exploded in 2008. The world economic recovery is still facing uncertainties. Negative Medium Market Declining trend in terms of older-style, full-service airline demands. Customers are more price-sensitive. Negative Medium The Asian market is really growing compared with the stagnant markets in North America and Europe. Positive Medium Politics Asia is not at a stage in terms of a common single market and is subject to different restrictions in different countries. Negative Low / Medium Law Very complex in terms of cross-border ownership laws. Negative Low / Medium Society An ongoing trend for greater environmental concerns. Especially people with a high awareness for global warming try to travel environmental friendly and are looking for suitable travelling substitutes. An increase in services to leisure destination lifestyle of the new generation. In today’s fast-paced global business environment, timetables took precedence over service and for a discerning business traveler, scheduling is critical. Negative Medium Overall...
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