Strategic Management on Qantas Airway

In: Business and Management

Submitted By haoming
Words 3099
Pages 13
Qantas Airway

Strategic Management BUSM 3125
Group Assignment 2

Jonathon Reid
Hao Ming Lee – S3301727

Table of Content

Executive Summary 3
Background Information 4
SWOT Analysis 5
PESTEL Framework Analysis 6
Porter’s Five Forces Analysis 9
Qantas’ Strategic Capabilities 12
VRIN Model 14
Qantas’ Value Chain 16
Qantas’ Generic Strategies 17
Conclusion 19
Reference List 20

Executive Summary
This report is going to provide a fundamental analysis inboth external and internal factors that influence Qantas Airway in competing in the aviation industry. The PESTEL framework is applied to identify how issues in the political, economic, social,technological, environmental and legal environment may affect the industry within which Qantas operates. Moreover, Porter’s five forces model also helps identify the attractiveness of the airline and aviation industry related to five competitive forces: the threat of entry, the threat of substitutes, the power of buyers, the power of suppliers and the intensity of rivalry among competitors in the existing industry…...

Similar Documents

Strategic Management

... of graduates choosing to work in consulting or financial services. As well as a renowned qualification from a world-class business school, you also gain access to the School’s network of more than 34,000 global alumni – a community that offers support and opportunities throughout your career. For more information visit, email or give us a call on + 44 (0)20 7000 7573. * Figures taken from London Business School’s Masters in Management 2010 employment report Download free ebooks at 4 Strategic Management 4.2 The ‘planning’ school 24 4.3 The ‘positional’ school 25 4.4 The ‘resource based’ school 25 4.5 Key points 25 5 Stakeholder Theory 26 5.1 Introduction – definition of Stakeholders 26 5.2 Explanation 26 5.3 External stakeholders 28 6 External Analysis 30 6.1 Introduction – Definition: External Analysis 30 6.2 Explanation 30 7 Internal Analysis 35 7.1 Introduction and Definition of The Value Chain 35 7.2 Explanation 35 7.3 Definition: margin 37 7.4 Examples: 37 7.5 The Human resource audit 37 7.6 Culture: 37 Please click the advert Teach with the Best. Learn with the Best. Agilent offers a wide variety of affordable, industry-leading electronic test equipment as well as knowledge-rich, on-line resources —for professors and students. We have...

Words: 11961 - Pages: 48

Strategic Management

...EXECUTIVE SUMMARY This assignment report requires the author to choose an organization either in the textiles or clothing manufacturing and retailing industries. The purpose and scope of this report is to discuss the application of the strategic management process on the chosen organization. First of all, the introduction on the strategic management process is made whereby the importance of it towards an organization is explained. Next, a company called Body Glove International L.C.C that is specialized in clothing manufacturing and retailing markets is chosen. A company profile that briefly describe the company such as the founder and year founded, location, product range, competitors, revenues and turnover are written. Then, the importance and impact of the first stages in strategic management process that is strategic analysis towards Body Glove International L.C.C is explained. In strategic analysis, there are three types of evaluation on an organization, namely, general environment, competitive environment and internal environment. General environment explained about the weak signals that the firm must detect before it creates impact towards the company. There are three types of tool to detect the weak signals, namely, pest analysis which focuses more on external factors, swot analysis focuses on its internal and external environment of the organization and scenario planning which is about future prediction. Competitive environment on the other hand emphasizes more...

Words: 6945 - Pages: 28

British Airway

..., in which up to £100 million of investment is planned over the next two years. These are an on-line travel agency; a lifestyle portal; and a significant expansion of the on-line activities of Air Miles. British Airways and Qantas announce the introduction of new services between the UK and Australia. Together, the airlines’ will offer four daily services between London and Sydney. Qantas will also add a second daily service between Melbourne and London. Frequencies between Singapore and Perth will rise to 18 per week, with Singapore-Brisbane frequencies rising to 11 per week. These legs will be operated by Qantas 767s and will offer more connections to London via Singapore. To support the new schedules, Qantas will lease seven Boeing 767s, released as a result of the new British Airways fleet strategy. The oneworld alliance announces the formation of a central management team to drive future growth and the launch of new customer services and benefits. It will be led by Peter Buecking, who will step down from his role as Sales and Marketing Director with Cathay Pacific Airways. As oneworld Managing Partner, he will report to the alliance’s Governing Board, comprising the Chief Executives of the member airlines. January British Airways announces plans for fundamental change to the way the airline works with UK travel agents following extensive consultation with agents and customers. The standard seven per cent commission payment will be replaced by a fee based structure, with...

Words: 59045 - Pages: 237

Strategic Management

... YES Why do we do it? © Risk and Insurance Management Society, Inc. (RIMS) Source: RIMS Strategic Risk Management Implementation Guide 2012. All rights reserved. Aligning Risk and Strategy in the Edmonton Police Service The EPS Risk Context • City Population of 812,201 (as of May 2011) – 1,159,869 in CMA – Large (and mostly untaxed) transient population • 22% of the Population do not speak an official language • One in six children in Edmonton live in poverty The EPS Strategic Framework • EPS uses a modified Balanced Scorecard approach in its strategic planning and management • Three main objectives: • Reduced crime and victimization • Citizen-centred Police Service • Model of efficiency and effectiveness The EPS Risk Framework • EPS Integrated Risk Management Framework describes nine strategic “sources” of risk • Each source is further defined into a number of subsources • Not prescriptive – used to guide discussion and get to root cause Specific SRM Outputs Corporate Risk Profile • Conduct an annual Corporate Risk Profile exercise • Based around Treasury Board of Canada Secretariat Guidelines • Focus on panorganizational risks that impact strategic objectives Specific SRM Outputs Budget Risk Profile • Conduct an risk assessment exercise prior to annual budget process commencing • Used to identify potential challenges and opportunities in that year’s process • Involves both EPS and Police Commission members to ensure board-level alignment...

Words: 635 - Pages: 3

Strategic Management

... Stakeholders Strategic Leaders The Strategic Management Process ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Vision and Mission • Vision – Picture of what the firm wants to be and, in broad terms, what it ultimately wants to achieve – An effective vision statement is the responsibility of the leader who should work with others to form it – Foundation for the mission • Mission – Specifics business(es) in which firm intends to compete and customers it intends to serve – More concrete than the vision ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Stakeholders • Basic Premise – a firm can effectively manage stakeholder relationships to create a competitive advantage and outperform its competitors • Stakeholders are both individuals and groups – They can affect, and are affected by, the strategic outcomes/performance a firm achieves • Firms are not equally dependent on all stakeholders ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Three Stakeholder Groups ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Stakeholders (Cont’d...

Words: 2261 - Pages: 10

Strategic Management

...Strategic Management Spring 2014 Many organizations think they have good strategy when, in fact, they don’t have a strategy at all. Three common mistakes that organizations make when trying to create a strategy is having bad strategic objectives, having “fluff”, and the inability to choose. When these three characteristics are involved in a strategic plan, there are major problems. Bad Strategic Objectives Many people feel like they need to come up with a long list of to-dos when coming up with a strategy. They may also restate the challenge at hand. What they don’t realize is that this is not a strategy at all. Having a good strategy involves focusing in on a few important things to accomplish that will lead to favorable outcomes. When you have a long list of to-dos, you may either get so overwhelmed with all the tasks that you give up, or you may see small improvements over a period of time. The best bang for your buck is when you really focus in on the important things that will have major results. Fluff Fluff happens when an organization comes up with a strategy that involves fancy words to make it look better, but the strategy doesn’t really say much at all. For example, the article included a quote from one bank’s strategy: "Our fundamental strategy is one of customer-centric intermediation." The article went on to explain that all the words in the strategy essentially stated that the bank’s strategy is to be a bank. When coming up with a strategy, people can...

Words: 526 - Pages: 3

Strategic Management

...The systematic analysis of the factors associated with customers and competitors (the external environment) and the organization itself (the internal environment) to provide the basis for maintaining optimum management practices. The objective of strategic management is to achieve better alignment of corporate policies and strategic priorities. The strategic management defines in many ways according to business variables on: the management process and functions; environment scanning ; turbulent environment; collective processes; strategic plan; and organization road map that will extensively and comprehensively expound the applicability of this concept to the corporate world. 1. It is the management process through the formulation, organization, execution and evaluation of the organizational resources to meet the desired goals in the future. This definition provides an assessment as to the management process and functions of the different levels of managers on how the formulation of the organizational goals, the designed structure and systems, the strategic position to implement the quality assurance program and evaluate the designed systems of improvement. 2. The systematic study of the environmental analysis of the competitors and customers to provide an optimum profitability of the investment in the organization. This definition emphasizes the environmental scanning of the internal environment (materials, manpower and financial resources) and external environment...

Words: 453 - Pages: 2

Strategic Management

...Ch 3 Strategy 06.08.02 version 2.doc 06.08.02 Chapter 3. Strategy1 By Marylynn Placet and Kristi M. Branch The word “strategy” has been in use since Sun Tzu wrote the Art of War in the fourth century B.C. (Sun Tzu 1971). Sun Tzu wrote, of course, about military strategy. The literature on corporate strategy, which emerged in the 1950s and 1960s (Chandler 1962; Ansoff 1965; Learned et al. 1965) is vast and continues to grow at an astonishing rate. Strategic management – the way in which a firm identifies its strategic direction and aligns its operational processes to its strategy – has become an academic discipline in its own right, like marketing and finance (Mintzberg et al. 1998:18; Rumelt et al. 1994:15). In essence, strategy has to do with understanding where an organization will go in the future and how it will get there. Most academicians and corporate managers believe strategy affects the overall welfare of the corporation, and strategy making is an important activity, though a few believe firms are better off without a strategy (see Inkpen and Choudhury 1995). Many who believe strategy is important, however, find fault with the ability of formalized strategic planning processes to deal adequately with the pace of change facing organizations in today’s environment. The disruptive changes created by revolutionary technologies (including communication and information processing technologies), globalization, and new business methods can turn an...

Words: 7886 - Pages: 32

Strategic Management

... products or services to new geographic areas. In these areas, they frequently encounter differences that necessitate different approaches in producing, providing, or selling their products or services. Structuring by geographic areas is usually required to accommodate these differences. Illustration is shown below Strategic Advantages | Strategic Disadvantages | Allows tailoring of strategy to needs of each geographic market. | Poses problem of deciding whether headquarters should impose geographic uniformity or geographic diversity should be allowed. | Delegates profit/loss responsibility to lowest strategic level. | Makes it more difficult to maintain consistent company image/reputation from area to area. | Improves functional coordination within the target market.. | Adds layer of management to run the geographic units. | Takes advantage of economies of local operations. | Can result in duplication of staff services at headquarters and district levels. | Provides excellent training grounds for higher level general managers. | | Divisional or Strategic Business Unit Structure: It allows corporate management to delegate authority for the strategic management of distinct business entities; the divisions or SBUs. This expedites decision-making in response to varied competitive environments and enables corporate management to concentrate on corporate-level strategic decisions. Illustration is shown below · Strategic Advantages | Strategic...

Words: 4634 - Pages: 19

Strategic Management & Strategic Competitiveness

... Latrice Smith BUS 499 Week 2 Assignment 1: Strategic Management & Strategic Competitiveness Dr. Machuca 7/13/2014 Globalization is a concept that can be positive as well as negative as it refers to companies around the world and the effects it has on the global economy. Globalization can be referred to as a global movement that is integrating economic, financial, trade, and communications. Globalization will continue to be a force around the world because the global economy is continuing to be more dependent on each other. Even though globalization has been going on for centuries, there has been a new wave of policy and technological developments that have increased relations between trade and investment, and has led to a newer phase of global economic development ("What is globalization | Globalization101", n.d.). A positive outlook on globalization is the fact that there has been a reduction in the prices of goods and services throughout the world. It is reported that the volume of world trade has increased by 20 times, and the foreign investment between 1997 and 1999 has doubled from $468 billion to $827 billion ("What is globalization | Globalization101", n.d.). The negative aspect of globalization can be seen as a downfall for some companies that have not been keeping up with the demands of globalization and contributing to the some economies that are not the most stable because of unemployment and companies closing. Some can also argue that...

Words: 1527 - Pages: 7

Strategic Management

...., (2001), Strategic Management: A fresh approach to developing skills knowledge and creativity, Kogan Page Series Kazmi,(2008), Strategic Mgmt & Bus Policy,3rd Edition, P.6 Luffman, G.E. et al, (1996), Strategic management: an analytical introduction, 3rd Edition, John Wiley & Sons Incorporated Norton, A., (2008), Integrated Management: Managerial Level, Cima, UK, P.36 Pahl, N. and Richter, A, (2007), Methodology and a Practical Approach Stone, P. (2001), Make Marketing Work for You: Boost Your Profits with Proven Marketing Techniques,pg 51 Smith, P.R. et al, (2000), Strategic Marketing Communications: New Ways to Build and Integrate, p.80 Smit. P.J. (2000) Smit, P.J., (2000), Strategy Implementation: Readings, Pearson Editorial, p.107 Stockman, S., (2006), Walk On: The Spiritual Journey Of U2, p.464 Stone, P., (2001), Make Marketing Work for You: Boost Your Profits with Proven Marketing Techniques, p.50 White, C., (2004), Strategic management, Palgrave, Macmillan Wilson, A. (2002), Asset Maintenance Management: A Guide to Developing Strategy & Improving, p.93 Wit, B.D. and Meyer, R., (2010), Strategy: Process, Content, Context Web References Mendelow, Matrix, (2012), (Online), Available from: {accessed on 01st December, 2012} Plans you go (2012), (online), Available from: {accessed on 01st December,......

Words: 3585 - Pages: 15

Strategic Management

...Reflection Paper This reflection paper describes three large sections of the author trying to convey. These three parts are Strategic Management from the writer’s point of views, Strategic Management from the participants or students’ perspectives in class discussions and application Strategic Management in everyday life, especially in the military context. 1. Strategic Management from My Point of Views Before implementing a selected strategy from several alternatives, we should carefully analyze and consider the selected strategy. Strategy analysis can take a longer time before coming to the decision-making process. The intention is that an organization will be on the effective condition and position in attempting created goals and objectives in various influences from internal as well as external factors. Sometimes internal and external factors change the level of intensity and urgency in conducting certain kinds of strategic decisions completely. The orientation of such specific strategies based on various assumptions is related to the assumption which has been used by the planner, in this case, a manager or leader in an organization to produce a decisive strategy. Managers or leaders have to fully aware that all consequences from the implementation of the strategy are being measured and estimated appropriately. After an organization formulating their strategy, then the working units in the organization can set some technical ways in conducting the strategy. The next...

Words: 3445 - Pages: 14

Strategic Management

...TMA 1 BMG 303/05 BMG 303/05 Strategic Management Semester January 2016 Tutor-marked Assignment 1 (TMA 1 – 25%) Instructions: 1. TMA 1 covers the topic in Unit 1 and Unit 2. 2. Answer all questions in Part A and Part B. 3. TMA 1 carries 100 marks which is equivalent to 25% of your final total marks 4. The deadline for the submission of TMA 1 is at 2400 hours, 4th March, 2016.You are required to submit your TMA via Online Assignment System (OAS). 5. Students are highly encouraged to passage their TMAs to the Turnitin system before submission, to encourage honest academic writing and it is not mandatory except for Project courses. …2/- TMA1 BMG 2 303/05 Part A (40 marks) Case Study Read the case study “Rebuilding Competitive Advantage at Starbucks ” from WOU website, Library, MyDigitalLibrary, E-course reserves, BMG303/05, Strategic Management, Unit 1, TMA 1. Question 1 (a) Describe Starbucks’ value-creating strategy in 1980s. [8 marks] (b) What was Starbucks’ competitive advantage before 2008 and how was it achieved? [12 marks] Question 2 (a) Why did Starbucks lose the competitive advantage in 2008? [5 marks] (b) Discuss four (4) changes implemented by Starbucks to regain its competitive advantages in 2010. [15 marks] ..3/- TMA1 BMG 3 303/05 Part B ( 60 marks) Essay Questions Question 1 Examine your current organisation (or previously employed organisation) and answer the following questions: (a) What are your organisation’s competitive......

Words: 283 - Pages: 2

Strategic Management

...1 INTRODUCTION Strategic management as a form of study has vastly improved over recent years, this is mainly due to the dynamic environments that organisations have to cope with in order to effectively distribute and sell their products and services in. With these markets forever changing and evolving the managers of the organisations must constantly be forecasting and predicting what the markets might be doing in the future through past and current market trends to maximise competitive advantage and provide above average returns (Jarzabkowski, Balogun & Seidl 2007:5–7) as well as to understand the difference between discontinues and incremental change. According to Jarzabkowski et al (2007:5–7) In order for organisations to succeed within these markets and to have strategic success the hierarchy of the organisation must formulate and implement a strategy which looks to identify and explore the fundamental aspects in relation to how the organisation is going to succeed and obtain a competitive advantage within their market with in the assignment the focus will be on the inside-out and outside-in perspectives (Louw and Venter, 2013: 10). These fundamentals being what must be done in order to attract and meet the needs of customers, have the ability to compete within the market successfully, develop dynamic capabilities, grow the organisation either nationally or internationally, effectively manage the organisational architecture and achieve the set goals and targets...

Words: 2697 - Pages: 11

Strategic Management

...Strategic management is the process of specifying an organization's objectives, developing policies and plans to achieve these objectives, and allocating resources so as to implement the plans. It is the highest level of managerial activity, usually performed by the company's Chief Executive Officer (CEO) and executive team. It provides overall direction to the whole enterprise. An organization’s strategy must be appropriate for its resources, circumstances, and objectives. The process involves matching the companies' strategic advantages to the business environment the organization faces. One objective of an overall corporate strategy is to put the organization into a position to carry out its mission effectively and efficiently. A good corporate strategy should integrate an organization’s goals, policies, and action sequences (tactics) into a cohesive whole. To see how strategic management relates to other forms of management, see management. What Is Strategic Management? Strategic management is the art of managing employees in a way that maximizes the potential of achieving your business objectives. • Communicate short-term strategy goals to employees and then manage employees in a way that holds them accountable for achieving strategic goals. Long-Term Strategies Short-term strategizing is essential, but alone it is simply not enough to help you meet your goals in business. To realize your long-term goals, you also need to develop long-term strategies, i.e...

Words: 468 - Pages: 2