Qantas澳洲航空战略管理报告.docx
- 文档编号:4682877
- 上传时间:2022-12-07
- 格式:DOCX
- 页数:10
- 大小:27.10KB
Qantas澳洲航空战略管理报告.docx
《Qantas澳洲航空战略管理报告.docx》由会员分享,可在线阅读,更多相关《Qantas澳洲航空战略管理报告.docx(10页珍藏版)》请在冰豆网上搜索。
Qantas澳洲航空战略管理报告
ACaseStudyReportofQantasAirlines
ExecutiveSummary
Inthisreport,theauthormakesacasestudyofQantasAirways,analyzestheexternalandinternalenvironmentoftheenterprisewithaseriesofanalysismodelssuchasPESTEL,Porter'FisveForces,ValueChain,SWOTandsoon,soastofindthedevelopmentissueofQantasandputforwardsomepracticalrecommendationsfromdifferentlevels.Onthepositiveside,thedevelopmentofaircraftmanufacturing,theimprovementofadditionalbusinessincivilaviation
industry,thefinancialandpolicysupportfromgovernment,theeaseoftravelbyaircraftatacheaperpricethanbefore,thebestservicesamongotherairways,thealreadysettledfuelsupply,alltheseenabledQantasmoreroomfordevelopment.However,theeconomiccrisisof2008stillhadastronghitonthecompany,thefirst-classpassengerssharplyreduced.Theemerginglayoffs,cutsinpositionsandthegeneralstrikehadabadinfluenceonthedevelopmentofQantas.What'smore,thedeclineincorporatecreditratingmadethesituationevenworse.Therefore,itishightimeforQantastoconductaseriesofnewstrategiessoastoachievesustainabledevelopmentandgainmoreprofits.Therecommendationsincludestrengtheningcooperationandcoordinationwithotherairlinecompanies,businessexpansioninAsiaandEuropemarkets,implementationofbetterhumanresourcemanagementandkeepingreducingoperationcost.
TableofContents
Executivesummary1
1.Introduction1
2.ExternalAnalysis1
2.1Industryoverview2
2.2Generalenvironmentanalysis4
2.3Theindustryenvironment5
2.4Thecompetitiveenvironment6
2.5Opportunitiesandthreats6
3.InternalAnalysis6
3.1Tangibleandintangibleresources7
3.2Capabilitiesidentification7
3.3Corecompetencyanalysis8
3.4Valuechainanalysis8
3.5SWOTanalysis9
3.6Currentstrategies9
4.Recommendations10
4.1Businesslevel10
4.2Corporatelevel11
4.3Internationallevel11
5.Conclusion11
References12
1.Introduction
QantasAirlinewassetupinQueensland,Australiain1920bytwoveterans.SuperbreputationhasmadeQantasbecomethesymbolofreliability,security,advaneedtechnologyandhighqualitycustomerservicesincivilaviationindustry.Exceptforthecorebusinessofpassengerandcargotransport,QantasGroupalsoownmanysubsidiarycompaniesincludingQantasLink,JetStaretc.(Qantas,2013)Meanwhile,Qantasalsooperatemanyotherbusinessrelevantaviation,suchasairlinefoodandholidaytourismbusiness.
Currently,QantasisstilloneoftheleadinglonghaulairlinecompaniesaswellasoneofthemostpowerfulbrandsinAustralia.Itismaintainingthefirstclassproductandservicesstandardaswellasleadingtheupdateddevelopmentofinternationalcivilaviationindustry.(Shaw,2011)Thehealthdevelopmentofthecivilaviationindustrycouldpresentacountry'trongercompeteneeandeconomicpower.Withthepopularityofthecivilaviationindustry,competeneeamongairlinecompaniesbecomesfiercer.Therefore,studyingthefactorsthatinflueneeorlimitthedevelopmentofcivilaviationindustryindepthhassignificantrealisticsense.
Inthisreport,theauthorconductsacasestudyofQantasAirline,analyzestheexternalandinternalenvironmentoftheenterprisewithaseriesofanalysismodelssuchasPESTEL,Porter'Fs/eForces,ValueChain,SWOTandsoon,soastofindthedevelopmentissueofQantasandputforwardsomepracticalrecommendationsfromdifferentlevels.
2.ExternalAnalysis
Whenconductingacasestudyofacompanyespeciallyaninternationalenterprise,itisimportanttoanalyzetheexternalenvironmentoftheenterprise,theenterpriseexternalenvironmentisthejointnameofthepolitical,social,technologicalandeconomicalenvironmentetcoutsidetheenterprise.
2.1Industryoverview
QantasAirlinebelongstothecivilaviationindustry.Allaviationactivitiesusingalltypesofaviatorsexceptformilitaryusesarecalledcivilaviation.Sincethe1950s,the
servicerangeofcivilaviationhasexpandedconstantlyandbecomeanimportanteconomicsectioninmanycountries.Thedevelopmentofcommercialaviationismainlyembodiedastherapidincreaseofpassengerandcargotransport,regularairlineroutescoveralmosteverycontinentandcountries.(Balobabaetal,2009Ascommercialaviationhasaseriesofadvantagessuchasfast,safe,comfortableandunrestrictedbytheIandform,ithasauniquepositioninmoderntransportationstructure,especiallyinIong-distaneehigh-speedpassengertransport.Itpromotesthedevelopmentofdomesticandinternationaltrade,tourismandallkindsofcommunicationactivities,andmakesitpossibleforthedevelopmentofremoteareasinshortterm.
2.2Generalenvironmentanalysis
sbusines.
Economic:
Sincethebreakoutoftheglobalfinancialcrisisin2008,QantasAirway
beenaffectedalotbecausetheamountofdomesticandinternationalbusinessandtourismtraveldecreasesmuch.Theinternationaleconomicenvironmentisdepressing,thusresultinthedecreasingprofitofinternationalairlines.Meanwhile,thepriceoffuelisstillveryhigh,thusnarroweddowntheprofitspaceofcivilaviation.
Socio-cultural
TheoverallincomeoftheaviationindustryinAustraliain2012wasaround$79.6billion,whichaccountedfor6.1%oftheGDP,andsolvedtheemploymentproblemofover0.8millionpopulation.Besidesthat,theaviationindustryplaysaveryimportantroleinsocialcultureinAustralia,thedevelopmentoftourismindustryisanevidenee.
(Nandetal,2013)Accordingtothe2012industryreportreleasedbyIBISWorld,theappreciationofAustraliandollardrivesalargeamountofAustralianstotraveloverseas.Currently,theoverseasAustraliantouristsoccupyaround30%ofthewholepopulation.Itisestimatedthattill2017,therewillbearound50%Australianstraveloverseas,Nandetal,2013)Global:
AccordingtoareportofIATA,BloombergWorldwideAirlinesIndexindicatesthatthestockpriceofglobalairlinesincreases9%in2012,whichwasbetterthantheoverallperformaneeoffinancialmarket.Thefuelpricekeepsfluctuationbutisstillveryhigh,withnear$130pertank.Theglobalairlinepassengertransportvolumeincreases0.6%,whilemostcamefromChinamarket.InNovember2012,internationalpassengertransportdemandincreased5.6%,newmarketperformedwell,year-to-yeargrowthratewas3.1%.AirlinecompaniesinAsia-Pacificregiondevelopedveryrapidly,year-to-yearpassengertransportandcapacityincreased6.2%and2.6%respectively.(Nandetal,2013)Thoughglobaleconomicperformaneewasweak,thefinancialconditionofmostairlineswasimproved.
Technological
Thescieneeandtechnologicalinnovationofaviationmanufacturersspedupthedevelopmentofcivilairlineenterprises.SinceBoeing,thebiggestaviationmanufacturerintheworldmadethemergerandacquisitionoftheworld'sthirdlargestmanufacturerMcDonnellDouglasintheyear1996,theAirbushasbeentheonlyonerivalofBoeing.Sineethat,thetwogiantshavemadetheinvestlargeamountofmoneyonnewmodels'researchanddevelop(eBalobabaetal,2009).Theyhavedevelopedtheworld'smostadvaneedairplanes,A380andB747,oneaftertheother.Thesetwonewtypesofplanehavetheabilitytoflylonghaulscrosstwoeontinentswithoutstops.Besides,thenewscientificandtechnologicaldevelopmentimprovetheservicesonboardsuchasthewirelessinternet,whichattractsmorebusinessprofessionalandyoungpassengersbecausetheycouldenjoymoreconvenience.Asaresult,inrecentyears,airplanehasbecomethemainvehiclesforlongdistaneetravel.Qantashasexperimentedalotinairnavigationandreleasedmanynewmeasures,thushassavedthecostofthecompanyandalsoreducedenvironmentalpollution.Duetothis,QantaswontheEagleAwardofInternationalAviationin1999and2005.(Barbotetal,2008)
Political-legal
ThegovernmentofAustraliahastakenaseriesofmeasurestohelpQantasAirwaystoovercomedifficultiesandavoidbeingmerged.However,inAustralia,exceptforthenotableincreaseoftakingoffandlandingfee,italsofacesotherindustrychargingproblems.Thesechargesareunderstrictreview.Besides,thecarbonemissiontradeplanoftheEuropeanUnionisunderdiscussion,Australiamayprovideotherplans.AlthoughthereisnosuchcarbonemissionplaninAustralia,since2012,governmentofAustraliabegantolevysmokeanddustemissiontax,andthecostishigherthantheaveragelevelintheworld.Inadditiontothis,in2012,governmentofAustraliaincreasedthedeparturetaxofpassengersatairportwithabout17%,whichmeanseverypassengerwhofilesinternationalflightshastopay$58fixedfee.(Nandetal,2013)Theincreaseofthefeeevidentlyinfluencestheemploymentandeconomicdevelopment.
2.3Theindustryenvironment
MichaelPortercreatedthePorter'sFiveForcesframework,itisaneffectivetoolto
evaluatetheprofitpotentialandattractivenessofdifferentindustries.Ithelpspeopletoidentifythevariousofcompetitionsourceswithinanindustryorasector.ThispartwilladoptPorter'sFiveForcestoanalyzethecivilaviationindustryenvironment.
Bargainingpowerofsuppliers:
Medium
Qantashasonlytwoairplanesuppliers,BoeingandAirbus,whicharealsotheonlytwolargestmanufacturersintheworld.FuelofQantasAirwaysisprovidedbyoilcompaniessuchasShellandBritishPetroleum(BP).Intermsoftheinformationtechnologysupplier,ITgiantslikeIBMandNCRprovideQantaswithhighclassoperation,
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- Qantas 澳洲 航空 战略 管理 报告