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MGMT20112

Strategy Development and Initiatives

T213

ASSESSMENT ITEM 2 Report

!ASE ST"D#$ %ANTAS AIR&A# 'IMITED(

S)*mitted to
'ynette Ro*inson
T)torial$ 2 Due date: 19 August 2013 Submitted date: 19 August, 2013 Weighting: 25%

S)*mitted *y$
Gro)p 2$
1. Thi Thuy Hong, ham !s023"#$#% 2. Hoang T&u, 'guyen !S023"#50% 3. (uang )inh, Du !S023"#3*% ". Thi +huyen, )u !s023"#$5%

MGMT20112

Assignment 2

T213

This ,a,e& is submitted to -(.ni/e&ity 0 Sydney Campus

Group 2 ii

MGMT20112

Assignment 2

T213

Criterion Research and analysis of company information Considerations of constraints impacting organisational strategy Application of relevant theories of strategy Development of argument and applied critical thought Written communication & referencing

Maximum Mark

Your mark

5.0

4.0 3.75 3.75 4.0 3.25 18.75

5.0

5.0 5.0

5.0

Total marks

/25

COMMENT ! "ood research and lucidly argued# $o%ever& language %as pro'lematic in parts# ee ( ) 'efore handing in a report# *t could improve your mar+# ,lease see individual comments# -ery good %or+ overall#

Group 2 iii

Please see LSU before handing in a report.


MGMT20112 Assignment 2

They will help you with nglish e!pression. "t will i#pro$e the pre%ision of your writing.

T213

E+E!"TI,E S"MMAR#
The &e,o&t has dis1ussesd and a,,2iesd theo&eti1a2 1on1e,ts and ,&in1i,2es o3 st&ategi1 management into ana2y4ing the en/i&onment 1onte5t 6he&e to (antas Ai&6ays 7imited o,e&ates. 8t sho6s that, (antas has a 2ong histo&y and sustainab2e de/e2o,ment but needs to e/o2/e in the g2oba2 6o&2d. i4ation 1onte5t, the 1om,any has to 1ontinue to ,a&ti1i,ate in inte&nationa2 a1ti/ities to g&ab de/e2o,ment o,,o&tunities. 9esides that, the in1&easing 1om,etiti/e a2so 1ha22enges the 1o&,o&ation. 8n o&de& to be su11ess3u2 and ta:e 1om,etiti/e ad/antages, st&ategy is the :ey e2ement 3o& e/e&y ente&,&ise in12uding (antas. 9y &esea&1hing and a,,2ying st&ategy ana2ysis theo&eti1a2 into (antas 1ase study, its 1u&&ent st&ategies a&e out2ined and &e/ie6ed and some othe&s a&e suggested. 8t a,,&o/es the &o2es o3 st&ategies in 1&eate 1om,etiti/e ad/antages th&ough 1ost 2eade&shi,, di33e&entiation and 3o1using. .

Group 2 iv

MGMT20112

Assignment 2

T213

Ta*le o- .ontents
E+E!"TI,E S"MMAR#/////////////////////////////////////////////////////////////////////////////////////////////////////////////////iv Ta*le o- .ontents///////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////v Ta*le o- 0ig)res///////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////vi 1/0/ INTR1D"!TI1N/////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////1 &.& 'a%(ground................................................................................................................... & &.2 )i#s.............................................................................................................................. & S%ope.................................................................................................................................. & 2/0/ INTERNA' ANA'#SIS///////////////////////////////////////////////////////////////////////////////////////////////////////////////2 3/0/ E+TERNA' AND IND"STR#IA' ANA'#SIS////////////////////////////////////////////////////////////////////////2 3/0/ STRATEG# T1 !REATE !1M4ETITI,E AD,ANTAGE //////////////////////////////////////////11 4.2.&. Tangible differentiation*........................................................................................&3 4.2.2. "ntangible differentiation* ..................................................................................&3 5/0/ !1N!'"SI1N AND RE!1MMENDATI1N//////////////////////////////////////////////////////////////////////////15 6/0/ RE0EREN!ES ////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////16 7/0/ A44ENDI+ //////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////12

Group 2 v

MGMT20112

Assignment 2

T213

Ta*le o- 0ig)res
0ig)re 1$ Top 10 international airlines in A)stralia//////////////////////////////////////////////////////////////////////////2 0ig)re 2$ %antas8s reso)r.es -rom 200292012 ////////////////////////////////////////////////////////////////////////////////3 0ig)re 3$ %antas Air:ays ratio analysis/////////////////////////////////////////////////////////////////////////////////////////////3 0ig)re 3$ %antas S;are pri.e -rom 200292012 ////////////////////////////////////////////////////////////////////////////////5 0ig)re 5$ %antas strategi. priorities ///////////////////////////////////////////////////////////////////////////////////////////////6 0ig)re 6$ %antas8s e<pendit)re in 201192012 //////////////////////////////////////////////////////////////////////////////11 0ig)re 7$ 0)el .ost o- %antas ////////////////////////////////////////////////////////////////////////////////////////////////////////11

Group 2 vi

MGMT20112

Assignment 2

T213

1/0/ INTR1D"!TI1N
1/1 =a.>gro)nd 8n the g2oba2i4ed and integ&ated 6o&2d e1onomy, ente&,&ises ha/e s,&ead thei& o,e&ations into othe& 1ount&ies and be1ome mu2tinationa2 1o&,o&ations. (antas Ai&6ays 7imited is the Aust&a2ia;s o2dest and 2a&gest ai&2ine a2so ta:es ,a&t in inte&nationa2 a1ti/ities /e&y ea&2y sin1e 1935. The inte&nationa2 o,e&ations 1&eate 3o& the g&ou, a g&eat o,,o&tunity to e5,and and g&o6 but a2so 1ha22enge (antas Ai&6ays 6ith inhe&ent &is:s and 1om,etitions in inte&nationa2 ma&:et. 8n o&de& to sustainab2y de/e2o, and &emain the 2a&gest ai&6ays not on2y in Aust&a2ia but a2so in the 6o&2d, the <&ou, shou2d im,2ement st&ategies to 1&eate 1om,a&ati/e ad/antaged. 1/2 Aims = To ana2yse the 1om,any>s in3o&mation? = To ana2yse the inte&na2 and e5te&na2 1onte5t 6he&e the 1o&,o&ation o,e&ating? = To ana2yse the &esou&1es and 1a,a1ities o3 (antas Ai&6ays 7imited? = To ana2yse and dis1uss st&ategies the 1o&,o&ation using and &e1ommendation to im,&o/e them. S.ope Data and in3o&mation a&e main2y 1o22e1ted 3&om -(. on2ine modu2e, databases, a1ademi1 a&ti12es, the 1o&,o&ation>s 6ebsite and te5tboo:s. The &e,o&t is based on the o,e&ations o3 (antas Ai&6ays in 3i/e &e1ent2y yea&s and 3o1us on t6o &e1ent yea&s.

Group 2 1

MGMT20112

Assignment 2

T213

2/0/ INTERNA' ANA'#SIS 2/1/ %antas Air:ays 'imited


(antas is Aust&a2ia>s 2a&gest ai&2ine and the se1ond o2dest ai&2ine in the 6o&2d 1a&&ying bi22ions ,assenge&s in mo&e than 20 1ount&ies su1h as Aust&a2ia, Asia, 'o&th and South Ame&i1a, 'e6 @ea2and, A3&i1a and Au&o,e. (antas <&ou, is one o3 the st&ongest b&ands in Aust&a2ia. The <&ou,;s main o,e&ation is the t&ans,o&tation o3 1ustome&s in t6o 1om,2ementa&y ai&2ine b&ands = (antas and Betsta& !2o6 1ost 1a&&ie&%. The <&ou,;s b&oad ,o&t3o2io o3 subsidia&y businesses &anges 3&om (antas C&eight Ante&,&ises to (antas C&eDuent C2ye&. (antas has st&ong net6o&: a22 o/e& the 6o&2d. Counding membe& o3 one6o&2d a22ian1e, unti2 no6 (antas has 2$ bi2ate&a2 ,a&tne&s e5tending the net6o&: and o33e& ,assenge&s a g2oba2 net6o&:. 8n 2012, (antas 1a&&ies a "".#% sha&es o3 the Aust&a2ian domesti1 ma&:et and 1*% o3 a22 ,assenge&s t&a/e22ing in and out o3 Aust&a2ia 6hi2e the &es,e1ti/e ma&:et segments 3o& Betsta& a&e 20,$% and *%. The 1ha&t be2o6 1om,a&es the to, 10 inte&nationa2 ai&2ines.

0ig)re 1$ Top 10 international airlines in A)stralia

!Sou&1e: A''A= Airlines Network News and Analysis, 2010%

Group 2 2

MGMT20112

Assignment 2

T213

2/2/ Reso)r.es and .apa*ilities


- Tangible resources: Astab2isheding in 1920, (antas <&ou, has g&o6n g&adua22y and &emain one o3 the 2a&gest and st&ongest in Aust&a2ian ai&6ays indust&y. Du&ing the 2ast 5 &e1ent2y yea&s, (antas has steadi2y e5,anded its o,e&ations by in1&easing numbe& o3 ai&1&a3ts, ,assenge&s, em,2oyees and destinations a22 o/e& the 6o&2d. 8ts de/e2o,ment 1an be demonst&ated as data be2o6:

0ig)re 2$ %antas8s reso)r.es -rom 200292012


%antas Air:ays 'umbe& o3 em,2oyees !at yea& end% 'umbe& o3 destinations !in12uding Betsta&% 'umbe& o3 ,assenge&s 'umbe& o3 ai&1&a3t !at yea& end% Tota2 asset FG E000 "nit 2002 33,#$0 1"# 3*,#21 22" 19,$00 200? 33,9## 151 3*,"3* 229 20,0"9 2010 32,"*9 1*" "1,"2* 25" 19,910 2011 33,1#9 201 "","5# 2*3 20,*5* 2012 33,5*" 233 "#,$0* 30* 21,1$*

(Adopted from Qantas data book 2 !2" see Appendi#$ (antas>s tota2 asset in1&eased 3&om F19.$ bi22ion in 200* to F21.1 bi22ion in 2012. Go&e than ha23 o3 its assets a&e 3&om ,&o,e&ty, ,2ant and eDui,ment 6hi1h boo: /a2ue at F1".13m at the end o3 CH2012. 8ntangib2e assets /a2ues at F#10,000. At the end o3 CH2012, the 1o&,o&ation had a 1ash ba2an1e o3 F3." bi22ion, and 30* ai&1&a3ts 3&om th&ee main su,,2ie&s Ai&bus, 9oeing and 9omba&die&s. The <&ou, has 12 Ai&bus A3*0, 30 Ai&bus A330, #0 9oeing 9$3$, 3# 9oeing 9$"$ and "# 9omba&die&s. - %ntangible resources: (antas has a st&ong &e,utation 3o& 2ong histo&y 6ith a huge numbe& o3 1ustome&s, 2a&ge& segment in the Aust&a2ian ma&:et. (antas is the 6o&2d>s se1ond o2dest ai&2ine and sin1e its in1e,tion, (antas has &emained one o3 the 2a&gest and st&ongest b&ands in Aust&a2ia. (antas C&eDuent C2ye& has g&o6n steadi2y g&o6th, mo&e than $50,000 ne6 membe&s Ioining the 3&eDuent ,&og&am du&ing 2012. And in1&ease the tota2 membe& to *.# mi22ion. !(antas data boo: 2012%. Gany Aust&a2ians &ega&d (antas Ai&6ays 7imited as a nationa2 i1on and ,&ide o3 Aust&a2ia. Anothe& intangib2e &esou&1e o3 (antas is its net6o&:s 6ith 2a&ge 1o&,o&ations. (antas sta&ted the Jne6o&2d A22ian1e 6ith Ame&i1an Ai&2ines, 9&itish Ai&6ays, -anadian Ai&2ines and
Group 2 3

MGMT20112

Assignment 2

T213

-athay

a1i3i1 in 199*, and 6ith Cinnai& and 8be&ia one yea& 2ate&. Jne6o&2d is an

a&&angement among ai&2ines to sha&e de,a&tu&e 2ounges, 3&eDuent 32ye& ,oints and Ioint boo:ing o3 32ights 3o& t&a/e22e&s to go 6he&e/e& they 6ant. !Da22as, H 2010%. (antas 3&eDuent C2ye& has ,a&tne&shi,s 6ith many 2a&ge 1o&,o&ations in and outside Aust&a2ia, su1h as J,tus, Woo26o&ths, -a2te5, Sa3a&is, et1.

2/3/ 4er-orman.e analysis


A11o&ding to Gai2 9usiness Sta33 2012, (antas Ai&6ays &e,o&ted F20" mi22ion annua2 2oss in CH2012, the 3i&st 2oss sin1e 1$ yea& ,e&iod. 8t 6as im,a1ted 3&om the in1&easing 3ue2 ,&i1es, intense 1om,etition, indust&ia2 dis,utes and its st&ugg2ing inte&nationa2 di/ision and a se&ies o3 st&i:es that tem,o&a&i2y g&ounded its 32eet. 9y ana2y4ing data 3&om the 1o&,o&ation>s annua2 &e,o&t, ,&o3itabi2ity inde5 1an be 1a21u2ated as sho6n be22o6ed:

0ig)re 3$ %antas Air:ays ratio analysis


%antas Air:ays Tu&no/e& &o3it a3te& ta5 Ketu&n on eDuity !KJA% Ketu&n on Asset !KJA% DebtLADuity -u&&ent &atio (ui1: &atio "nit FG FG % % 2002 200? 2010 2011 2012

15,#2$ 1",552 13,$$2 1",*9" 15,$2" 9$0 1#.9 #.9 "#L5" 0.90 0."2 123 2.1 1.0 50L50 0.9# 0.5* 11# 1.9 1.3 51L"9 0.9" 0.59 2"9 ".0 2.1 53L"$ 0.92 0.5$ !2""% !".1% !0.*% 5#L"" 0.$$ 0."*

(Adopted from Qantas data book 2 !2$ As 1an be seen, the (antas ,e&3o&ms ine33e1ti/e2y in &e1ent2y. 8ts tu&no/e&, ,&o3it and KJA, KJA ha/e &edu1ed 1onside&ab2y ,a&ti1u2a&2y a 2oss o3 F2"" mi22ion in 2012. Ho6e/e&, the g&ou, sti22 has st&ong 3inan1ia2 1a,abi2ity. 8ts debtLeDuity &atio s2ight2y in1&eased but 1an be a11e,tab2e and its 1&eate 2e/e&age to en1ou&age manage&s im,&o/e the 1o&,o&ation>s ,e&3o&man1e. (antas has Dui1: &atio a&ound 0.5, that he2, <&ou, has abi2ity to ,ay 1u&&ent debt. 9esides that, the 1u&&ent &atios 6e&e 2ess than 1 and 1ontinuous2y de1&eased. 8t 3a1es the <&ou, to &is: o3 2iDuidity that means (antas may not ha/e enough &esou&1es to ,ay its debts o/e& the ne5t 12 months in 1ase o3 2iDuidity.
Group 2

MGMT20112

Assignment 2

T213

A11o&ding to <&ant, 2013 the goa2 o3 a 3i&m is /a2ue ma5imi4ation that means ma5imi4ing the sha&eho2de&s> 6ea2th. 8t 6as measu&es /ia the sha&e>s ,&i1e and ,&o3itabi2ity. The 1o&,o&ation &e1o&ded an de12ine in sha&e>s ,&i1e and ma&:et 1a,ita2i4ation 3&om 2009 to 2012 a3te& a boun1e in 200* to &ea1h the highest ,&i1e o3 F#.0 ,e& sha&e. The ea&nings ,e& sha&e d&o,,ed signi3i1ant2y and in 2012 and the sha&eho2de&s &e1ei/ed no di/idend due to the 2oss o3 F2""m. The 1hanging in (antas>s sha&e ,&i1e is i22ust&ated as be2o6:

0ig)re 3$ %antas S;are pri.e -rom 200292012

%antas Air:ays Ga&:et 1a,ita2i4ation Aa&nings ,e& sha&e Sha&e ,&i1e at 30 Bune

"nit FG -ents F

2002 5,$59 "9 3.0"

200? ",553 5.# 2.01

2010 ",9*3 ".9 2.2

2011 ",1#* 11 1.*"

2012 2,"35 !11% 1.0*

(Source: Qantas data book 2 !2" p&''$ Kesea&1hes sho6 that, 2oss is &esu2t o3 high 3ue2 ,&i1e and 1hanging in 3o&eign 1u&&en1y e51hanges as 6e22 as 1om,etition 6ith othe& 2o6 1ost ai&2ines in inte&nationa2 a1ti/ities !J;Su22i/an, G 2012%. The &esea&1he&s &eDui&e (antas im,2ement st&ategies to hedge 3ue2 1ost and manage 3o&eign e51hange &is:s to in1&ease its 1om,etiti/e ad/antages.

2/3/ Generti. strategy and .onne.tion to t;e internal val)e .;ain


(antas Ai&6ays aim at maintaining its ,osition as the 2eading Aust&a2ian domesti1 1a&&ie& and one o3 the 6o&2d>s ,&emie& sustainab2e 2ong=hau2 ai&2ines th&ough t6o dua2 ai&2ine b&ands,
Group 2 5

MGMT20112

Assignment 2

T213

(antas and Betsta& that endea/ou& at t6o di33e&ent st&ategies. Whi2e Betsta& 3o1us on 2o6 1ost Ai&2ine, (antas aims to ,&o/ide sa3ety, highest Dua2ity se&/i1es and mo&e MAusieeN ai&2ine. 8t see: to de2i/e& sustainab2e, 2ong te&m &etu&ns to the sha&eho2de&s. The (antas <&ou, st&ategi1 ,&io&ities a&e i22ust&ated be2o6.

0ig)re 5$ %antas strategi. priorities

(Source: Qantas data book 2 !2" p&($ (antas>s st&ategies ha/e 1onne1tion to the 3i&m>s inte&na2 /a2ue 1hain. A11o&ding to <&ant 2013, a /a2ue 1hain ana2ysis des1&ibes a seDuentia2 1hain o3 the main a1ti/ities that the 3i&m unde&ta:es. Gi1hae2 o&te&>s )a2ue -hain has been used as a too2 to ana2yse 1om,etiti/e ad/antages. 8t is di/ided to t6o ,a&ts, ,&ima&y a1ti/ities and su,,o&t a1ti/ities. First of all, primary activities in12ude 3i/e main a1ti/ities 6hi1h a&e 8nbound 2ogisti1s, J,e&ations, Jutbound 2ogisti1s, Ga&:eting and sa2es and -ustome& se&/i1e !<&ant, 2013%. %nbound logistics is a ,a&t o3 the Esu,,2y 1hain> and in/o2/e dist&ibution. 8nbound 2ogisti1s> a1ti/ities des1&ibe the &e1ei/ing and sto&ing o3 mate&ia2s ! o&te&, 19*5%. (antas has th&ee maIo& Iet su,,2ie&s 6hi1h a&e Ai&bus, 9oeing and 9omba&die&. Aa1h su,,2ie& has di33e&ent 1om,etiti/e ad/antage 6ith othe&s. Co& e5am,2e, Ai&bus has A3*0 that is 2a&ge&, 2onge& and 1an de2i/e& mo&e ,assenge&s than othe&s 6hi2e 9oeing has 9$*$ that is 2ighte&, sma22e& and 3aste& than othe&s. 8n addition, (antas a2so has othe&s su,,2ie&s 6ho ,&o/ide ,&odu1ts &e2ated to oi2, gas and 3ood.

Group 2 !

MGMT20112

Assignment 2

T213

)perations a&e a1ti/ities to t&ans3e& in,uts into the 3ina2 ,&odu1t ! o&te&, 19*5%. The o,e&ation o3 (antas g&ou, in12udes ai&,o&ts, 1ate&ing, enginee&ing, 32ight o,e&ations, o,e&ations ,2anning, 1ont&o2 and a/iation se&/i1es !(antas Ca1t3i2e, 2010%. Co& e5am,2e, (antas a/iation se&/i1es a&e a,,2ied th&ough se/e&a2 ,&o1esses su1h as 1ustome&s 1an boo: ti1:et th&ough t&a/e2 agent o& boo:ing on2ine, 1he1:=in on2ine, and baggage 12aim. )utbound logistics is the ,&o1ess &e2ated to 1o22e1t, sto&e and dist&ibute the 3ina2 ,&odu1ts to 1ustome&s ! o&te&, 19*5%. The gene&a2 a1ti/ity o3 ai&2ine indust&y is t&ans,o&tation goods and se&/i1es 3&om one a&ea to othe&s a22 o/e& the 6o&2d. The&e3o&e, most o3 ai&2ines im,2ement thei& t&ansa1tions though t&a/e2 agent and on2ine and (antas is not an e51e,tion. 9y using these 6ays, (antas a1hie/es the most 1ost e33e1ti/e, 6hi2e satis3ying 1ustome&s. *arketing and sales a&e a1ti/ities to ,&o/ide the ,2a1es 6hi1h 1ustome&s 1an buy the ,&odu1ts ! o&te&, 19*5%. 8n o&de& to ad/e&tise ,&odu1t, (antas has 1&eated many media ad/e&tisements on te2e/ision, &adio, ne6s,a,e&s, ,oste&s in t&a/e2 agents and bi22boa&ds. (antas announ1ed F"" mi22ion 3o& ad/e&tising 1am,aign 6ith Tou&ism Aust&a2ia in 2010 !(antas, annua2 &e,o&t 2010%. Co& e5am,2e, (antas used 9oeing $"$ ai&1&a3t to ,aint the 6o&ds E-ome ,2ay> in C&eDuent2y C2ye& ,&og&am and S,onso&shi, Cootba22 Cede&ation Aust&a2ia !Wo&2d 3ootba22 inside&, 2010%. Ho6e/e&, (antas is t&ying to use mo&e di&e1t ma&:eting than b2an:et ad/e&tising be1ause b2an:et ad/e&tising is mo&e e5,ensi/e and 2ess ta&geted es,e1ia22y to 1o&,o&ations than di&e1t ma&:eting. Go&eo/e&, (antas a2so uses g2oba2 ma&:eting st&ategies 6hi1h a&e standa&di4ation, 1ustomi4ation and g2oba2 b&anding. Th&ough these ma&:eting, (antas has im,2emented su11ess3u2 st&ategies to ensu&e its &e,utation 3o& high Dua2ity goods and se&/i1es. 8n addition, (antas a2so has sa2es ,&omotions in ,a&ti1u2a&2y ,e&iods. An e5am,2e o3 this is (antas 2aun1hed a t6o 0 3o& one ti1:et sa2e, it means that a se1ond ,assenge& is a22o6ed to 32y 3o& the 1ost o3 ta5es and 1ha&ges. Anothe& is that (antas 3i&st 2aun1hed to issue 100,000 ti1:ets at F"9. Secondly, Support activities 1onsist o3 Ci&m in3&ast&u1tu&e, Human &esou&1es !HK% management, Te1hno2ogy and &o1u&ement !<&ant, 2013%. Su,,o&t a1ti/ities 1an he2, ,&ima&y a1ti/ities to 6o&: mo&e e33e1ti/e2y. +irm infrastructure &e2ates to st&u1tu&e o3 the indust&y. (antas>s in3&ast&u1tu&e in12udes 3un1tiona2 de,a&tments su1h as a11ounting de,a&tment, 3inan1ia2 de,a&tment, ma&:eting de,a&tment, 1ustome& se&/i1e de,a&tment o& enginee&ing de,a&tment.

Group 2 "

MGMT20112

Assignment 2

T213

Qantas,s -. strategy 3o1uses to ensu&e a 32e5ib2e, ada,tab2e and sa3e& 6o&:3o&1e, im,&o/e 2abou& unit 1osts and ,&odu1ti/ity, de/e2o, management and 2eade&shi, 1a,abi2ities as one o3 the 2a&gest em,2oye&s in Aust&a2ia, a,,&o5imate2y 3$,000 ,eo,2e !(antas, 2012%. (antas>s HK 1on1ent&ates on 3ou& a&eas: 1o&,o&ate, business segments, sha&ed se&/i1es, and 2ea&ning and de/e2o,ment. Aa1h a&ea has o6n &es,onsibi2ities to he2, de2i/e& the human &esou&1e st&ategy. 9esides that, (antas g&ou, is a2so :no6n as the Aust&a2ia>s 2a&gest a/iation t&aine&. The&e a&e many t&aining 1ou&ses to he2, the (antas em,2oyees to im,&o/e thei& :no62edge and s:i22s. Co& e5am,2e, in 2011L2012, (antas in/ested F#5 mi22ion in t&aining a,,&o5imate2y 2,300 ,i2ots !(antas, annua2 &e,o&t 2012%. Cu&the&mo&e, in the ,ast 3ou& yea&s, 122 young ,eo,2e g&aduated th&ough the (antas ,&og&am. Thei& t&aining enab2es them to e5,e&ien1e 6ith /a&ious as,e1ts o3 ai&2ine management and they may ,&o/ide the ne5t gene&ation o3 a/iation e5e1uti/es. .egarding tec/nology de/e2o,ment, te1hno2ogy has an im,o&tant &o2e in su,,o&ting (antas business to de2i/e& enhan1ed /a2ue. Te1hno2ogy de/e2o,ment o3 (antas 3o1uses on main 3i/e a&eas 6hi1h a&e ,&oIe1t and ,&og&am management, business system ana2ysis, testing and Dua2ity assu&an1e, se&/i1es and &e2ationshi, management, and a&1hite1tu&e !(antas, 2012%. (antas is a2so in/esting in ne6 te1hno2ogy 3o& 1ustome&s? (antas is the 3i&st ai&2ine to o33e& i ads as an o,tion ente&tainment 3o& ,assenge&s to a11ess to the 2atest ente&tainment. These a1ti/ities 1an su,,o&t 3o& main ,u&,oses to enhan1e the Dua2ity and 1&eate &e,utation 3o& (antas g&ou,. T/e purpose of Qantas,s procurement is ma5imi4ing the sha&eho2de&s> /a2ue 3&om a22 su,,2ie& &e2ationshi,s !(antas, annua2 &e,o&t 2012%. This is im,2emented th&ough a 1hain ,&o1ess su1h as dis1i,2ined, systemati1 and ongoing ,&o1ess. A22 ,&o1u&ement a1ti/ities a&e ensu&ed th&ough (antas> ,&o1u&ement ,o2i1y. Jne o3 the im,o&tant ,&o1u&ement a1ti/ities is that goods and se&/i1es meet s,e1i3i1ation and a&e t&ans3e&&ed on time at 1om,etiti/e ,&i1es 3&om stab2e su,,2ie&s. Jthe&s ,&o1u&ement a1ti/ities a&e a2so a,,2ied su1h as 3inan1ia2 &is:, tota2 1ost basi1 must be &edu1ed and su,,2ie& &e2ationshi, management is 3o1used on 6in=6in out1ome.

3/0/ E+TERNA' AND IND"STR#IA' ANA'#SIS 3/1/ Ma.ro e.onomy


(antas as a ,a&t in the g2oba2 ai&2ine indust&y has 1ontinued to bene3it 3&om g2oba2i4ation 6he&e g&o6th t&ade and tou&ism in1&ease demands 3o& t&a/e22ing. A11o&ding to the Wo&2d Tou&ism J&gani4ation, th&oughout 2011, inte&nationa2 tou&ist a&&i/a2s 6ent u, by "."% to 9*0
Group 2 #

MGMT20112

Assignment 2

T213

mi22ion, 3&om 939m in 2010. The 1onte5t a2so 1&eates 1o&,o&ati/e o,,o&tunities 3o& (antas. Co& e5am,2e, in ea&2y 2011, (antas a1Dui&ed 'et6o&: A/iation, a West Aust&a2ian 1ha&te& ai&2ine that 1ont&ibuted a&ound F19 mi22ion in &e/enue and othe& in1ome !Ga&:et2ine 2012%. Ho6e/e&, g2oba2i4ations 6ith the ,a&ti1i,ation o3 many ai&2ine indust&ies a2so th&eat (antas in ,&o/ide good se&/i1e at &easonab2e ,&i1e. 9esides that, the in1&easing and un,&edi1ted 3ue2 ,&i1e and 3o&eign 1u&&en1y e5,osu&e a2so 1ha22enges the <&ou, 6hen ,a&ti1i,ate in inte&nationa2 o,e&ation.

3/2/ 0ive -or.es analysis


o&te&>s Ci/e Co&1es is a most 6ide2y used 3&ame6o&: in ,&a1ti1e to dete&mine intensity o3 1om,etition and the 2e/e2 o3 ,&o3itabi2ity 3o& 1om,anies !<&ant 2013%. o&te& !200*% stated that 3i/e 3o&1es sha,e the st&u1tu&e o3 indust&ies and 2aun1h the basement 3o& 1om,etition and ,&o3itabi2ity 6ithin indust&y. These in12ude th&eats o3 ne6 ent&ants and substitutes, ba&gaining ,o6e& o3 substitutes and buye&s, and &i/a2&y among e5isting 1om,etito&s. A11o&ding to Dobbs !2012%, 3i/e 3o&1es assessments o3 th&eats and o,,o&tunities a&e ,o6e&3u2 &es,onses o3 manage&s to 1ha22enging en/i&onment 6he&e they must to 1om,ete 6ith &i/a2s and in1&ease ,&o3its. T/e first important element is t/reat of substitutes. Substitute ,&odu1tsLse&/i1es ,e&3o&m a simi2a& 3un1tion as an indust&y ,&odu1t by a di33e&ent means and at times at a 1hea,e& ,&i1e. This ma:es the 1om,etitions be1ome mo&e /io2ent 3o& a22. 8t 1o&&es,onds to indust&y ,&o3itabi2ity su33e&s. The&e3o&e, 1om,anies ha/e to &ein/est themse2/es su1h as thei& se&/i1es, ,&odu1t and e/ent 2o6 ,&i1e and &est&u1tu&e thei& o&gani4ations in o&de& to su&/i/e in 1ha22enging en/i&onment. They ha/e estimated 6hat th&eats 1oming 3&om substitutes 6hose ,&odu1t a&e simi2a& to that o3 a 1om,anyLb&and that is estab2ished 6ithin the indust&y and gi/e some st&ategies 3o& themse2/es. The a/iation business no6 t&ies to boost u, di/e&se o,tions and ,&omotions t&i, 6ith 2o6 ,&i1e to ,e&suade the 1ustome&s. .nde& ,&essu&e o3 substitutes 2i:e )i&gin, De2ta, Tige& Ai&2ines, es,e1ia22y 1oa1hes o& t&ains, (antas ha/e to ,2an some st&ategies not on2y in Ai&2ine indust&y but T&ans,o&tation indust&y T/e second of fi0e forces is t/reats of new entrants. When ne6 ent&ants ha/e 2aun1hed in an indust&y, the ,&o,o&tion o3 indust&ia2 ,&o3its has 1hanged. They b&ing ne6 1a,a1ity and desi&e to sha&e a ma&:et 6ith the othe&s, and simu2taneous2y ,ut ,&essu&es on o2d &i/a2s about ,&i1es, Dua2ities o3 se&/i1es and goods, 1ost and &ate o3 ne1essa&y in/estment. When th&eats a&e high, manage&s must im,2ement a numbe& o3 methods into the ma&:eting mi5 in o&de& to dete& ne6
Group 2 $

MGMT20112

Assignment 2

T213

ent&ants. A11o&ding to <&ant !2013%, the&e a&e some ,&in1i,a2 sou&1es o3 ba&&ie&s to ent&y: -a,ita2 &eDui&ements, e1onomies o3 s1a2e, abso2ute 1ost ad/antages, and ,&odu1t di33e&entiations, a11ess to 1hanne2s o3 dist&ibution, go/e&nmenta2 and 2ega2 ba&&ie&s, and &eta2iation. The e33e1ti/eness o3 ba&&ie&s to ent&y de,ends on the &esou&1es and 1a,abi2ities that ,otentia2 ent&ants ,ossess. The ne6 ent&ants, )i&gin Ai&2ines o& Tige& Ai&2ine, be1ome 1om,etito&s to (antas 6ith ne6 3u22 se&/i1e ai&2ine and 1hea, ti1:ets. 8n o&de& to 1om,ete, (antas is 3o1used on business ma&:et 6hi1h does not ha/e a st&ong ma&:et 1om,etito&. The g&ou, a2so t&y to 1ont&o2 the budget ai&2ines th&ough int&odu1ing o3 Bet Sta& !Ke3e&en1e 3o& business, 200#%. 8n addition, a2though Ami&ates ai&2ine is a inte&nationa2 1om,etito&, (antas has 1o&,o&ation 6ith Ami&ates to enhan1ing thei& sha&ed net6o&: a1&oss the Tasman. This hit the 1om,etition in Aust&a2ia and 'e6 @ea2and !-o&n6e22 2013%. T/e t/ird is ri0alry among e#isting competitors . A11o&ding to <&ant !2013%, in some indust&ies 1om,anies 1om,ete agg&essi/e2y, sometimes the ,&i1es a&e unde& the /a2ue o3 out,ut and 2eading de3inite2y 2oss in1u&&ed. 8n the othe&s, they 3o1us on the inno/ation, ad/e&tising and non ,&i1e dimensions. The intensity o3 1om,etition o3 1om,anies base on some 3a1to&s: 1on1ent&ation, di/e&sity o3 1om,etito&s, ,&odu1t di33e&entiation, e51ess 1a,a1ity and e5it ba&&ie&s, 1ost 1ondition. Simu2taneous2y (antas o,e&ates Betsta&t to 1om,ete the othe& 1om,anies by 1hea, ti1:ets, (antas a2so 1oo,e&ate 6ith Woo26o&ths in C&eDuent C2ye& ,&og&am to maintain 2oya2 1ustome& !(antas Ca1tCi2es, 2010% . T/e ne#t is bargaining power of suppliers: su,,2ie&s a&e a2so des1&ibed as the ma&:et o3 in,uts: abi2ity o3 su,,2ie&s to ,ut the buye&s unde& ,&essu&e. The&e a&e t6o 3a1to& e33e1ted on a/iation indust&y in12uding ai&1&a3t manu3a1tu&es and 3ue2 su,,2ie&. A11o&ding to (antas annua2 &e,o&t, 2009, Su,,2ie&s o3 (antas a&e 9oeing, Ai&bus, and 9omba&die&. They ha/e st&ong ,o6e& to dea2 6ith (antas be1ause they dete&mine 1ost and de2i/e&y times and 1an be ,otentia2 to tu&n into 1om,etito&s. 1astly" bargaining power of buyers: -ustome&s a&e des1&ibed as the ma&:et o3 out,uts and ,ut the 3i&m unde& ,&essu&e o3 2o6 ,&i1es and Dua2ity o3 se&/i1es. The&e3o&e, (antas ha/e to 1oo,e&ate 6ith the othe& ai&2ine su1h as Ami&ates, )ietnam ai&2ine to &i/a2 the othe&s. (antas a2so has to im,u2se its sa2e 6ith Dua2ity ,&odu1t and 1hea, ,&i1e in se/e&a2 1hanne2s su1h as t&a/e2 agen1y and 6ebsite to dea2 6ith othe&s. What is you& 1on12usion 3&om the 5 Co&1es Ana2ysisO
Group 2 10

MGMT20112

Assignment 2

T213

3/0/ STRATEG# T1 !REATE !1M4ETITI,E AD,ANTAGE


8n the 1om,etiti/e en/i&onment, ente&,&ises ha/e to 1&eate 1om,etiti/e ad/antages o& they 6i22 be died. <&ant !2013% says that a 3i&m 1an a1hie/e a highe& &ate o3 ,&o3it o/e& a &i/a2 in t6o 6ays: su,,2ying an identi1a2 ,&odu1t o& se&/i1e at a 2o6e& 1ost, o& ,&o/iding a uniDue ,&odu1t o& se&/i1e that is di33e&entiated 6ith othe&s in o&de& to ,e&suade 1ustome& ,ay a ,&i1e ,&emium that e51eeds the additiona2 1ost o3 the di33e&entiation.

3/1/ !ost leaders;ip


8n o&de& to ta:e ad/antages in 1ost, the 1o&,o&ation has to st&u1tu&e and e33e1ti/e2y e5,2oit &esou&1es, a,,2y some d&i/e&s o3 1ost ad/antages su1h as e1onomi1s o3 s1a2e, ,&odu1t design, te1hno2ogy and in,uts 1ost !<&ant 2013%.

0ig)re 6$ %antas8s e<pendit)re in 201192012

!Source: Qantas data book 2 !2" p&!2% As 1an be seen, the&e a&e th&ee main ,a&ts 3&om (antas>s e5,enditu&e in both 2011 and 2012. They a&e 3ue2 1ost, 2abou& 1ost and ai&1&a3t o,e&ating a/iation.

0ig)re 7$ 0)el .ost o- %antas

Group 2 11

MGMT20112

Assignment 2

T213

(Source: Qantas 3ata 4ook 2 !2" p&!5$ Cue2 1ost is the highest e5,ense o3 (antas, a11ounting 3o& mo&e than 25% o3 tota2 e5,enses. 8n 2012, the 3ue2 ma:es a ne6 &e1o&d at 2$% o3 tota2 1osts at F".22 bi22ion in 1om,a&e 6ith F593mi22ion in 2011. The <&ou, uses se/e&a2 st&ategies to &edu1e the in32uen1e o3 3ue2 ,&i1es. They a&e hedging? ,assing 3ue2 su&1ha&ges to ti1:ets? sho&tening the Iet 3ue2 su,,2y 1hain 3ue2 1onse&/ation? in/estment in ne6 3ue2=e1onomi1 ai&1&a3t? im,&o/ement managing ai& t&a33i1 and enhan1ed te1hno2ogy in 32ying te1hniDues and na/igation a,,&oa1h. !(antas data boo: 2012%. Ai&1&a3t o,e&ating /a&iab2e s,ent F3 bi22ion in 1osts in CH2012. 8t in12udes &oute na/igation 1ha&ges, 2anding 3ees a&e 1ha&ged by the &e2e/ant ai&,o&t 1om,any o& autho&ity, maintenan1e 1ost and ,assenge& e5,enses !in=32ight 1onsumab2es and amenities, ente&tainment%. The&e3o&eP.O Go/ing to 1ost 2eade&shi, st&ategy 1an be a,,2ied by Betsta& that 3o1us on 2o6 1ost ai&2ine to gain ma&:et sha&e in di33e&en1e ta&get 1ustome& than 6ith the main b&and. Due to no6adays, the&e a&e many 2o6 1ost ai&6ays eme&ge 6o&2d6ide. Thus, the 3i&ms that 1an o33e& the 1hea,e& ,&i1e 6i22 be gain the 1ustome&s. Betsta& 6ant to &ea1h the 2o6e& ,&i1e than othe&s 3a&e ai&2ines so the 1om,any designs to ada,t anothe& st&ategy su1h as ,a&tne&shi, st&ategy to dea2 6ith the main 1om,etito&s. 8n 1u&&ent yea&s, a2most a/iations indust&ies ha/e 1onside&ed about ho6 to the 3i&ms getting the 1ustome& 3aste& than 1om,etito&s. A2so, Betsta& &e1ogni4es about 2o6 ,&i1e 6ith 3ast sa2e so the 3i&m t&ies to 1&eate ne6 ,&omotion to att&a1t and gain the 1ustome&s Dui1:2y than anothe& 3i&m. The 3i&m 1an ta:e ad/antages in 1ost by in1&easing ,assenge& 2oad 3a1to& !,&omotion%, &edu1e 3ue2 1ost, in=32ight 1onsum,tion and ente&tainment o3 1ustome&s.

3/2/ Di--erentiation
Group 2 12

MGMT20112

Assignment 2

T213

A11o&ding to <&ant !2013%, di33e&entiation is not Iust about the ,&odu1t, it emb&a1es the 6ho2e &e2ationshi, bet6een the su,,2ie& and 1ustome&. Di33e&entiation 1an be 1atego&ised into t6o ty,es as tangib2e di33e&entiation and intangib2e di33e&entiation. 4.2.1. Tangible differentiation: Complementary ser0ice: A11o&ding to (antas Ca1tCi2es !2010%, (antas has ,&o/ided 8n=32ight ente&tainment 6ith 3u22=o,tion in a22 (antas inte&nationa2 32ights su1h as A3*0, 9$"$ and A330 ai&1&a3ts. Simu2taneous2y, (antas -2ub 2ounges 6ith 3u22 o3 ne1essa&y 3a1i2ities a&e ,&o/ided to the (antas>s membe&s at mo&e than 130 2ounges 6o&2d6ide. As <&ou, &oute net6o&:, the (antas <&ou, ha/e o,e&ated nume&ous 32ights to 1o/e& 1$3 destinations in "2 1ount&ies togethe& 6ith ,a&tne& ai&6ays. A11o&ding to (antas annua2 &e,o&t !2009%, (antas ,&o/ides ,&emie& ,&i1e 6ith 3u22 se&/i1e o,tion to se&/e the 1ustome&s. Co& e5am,2e, (antas 1&eates uniDue e5,e&ien1es to (antas> membe&s 2i:e b&inging -he3 Heston 92umentha2 to meet 3ood and 6ine !(A'TAS 2012%. As the &esu2t, 1ustome&s 1an 3ee2 su,e&io& 6hen ,e&1ei/e the ,&odu1t o& se&/i1e. This st&ategy o33e&s uniDue 1an enhan1e /a2ue o3 the ,&odu1t to the 1ustome&s. The othe& ,oint is that (antas designs mu2ti=b&and mode2 su1h as (antas, C&eDuent 32ye&s, and Betsta& 6hi1h gi/e 1ustome&s the e5,e&ien1e they desi&e. S,e1i3i1a22y, (antas ,&o/ides the 12ea& 1hoi1e 3o& business and ,&emium 2eisu&e t&a/e22e&s. C&eDuent 32ye& bui2ds the 6o&2d>s best 2oya2ty business 6hi2e Betsta& b&ings the 12ea& 1hoi1e 3o& ,&i1e sensiti/e t&a/e22e&s !(A'TAS 2011%. <&ant !2013% states a 2o6=,&i1e? no=3&i22s o33e&ing is asso1iated 6ith a uniDue b&and image. -ub airports: (antas has de/e2o,ed Ai&,o&t te&mina2 1onso2idation ,&oIe1t. This &edu1es in minimum 1onne1tion times, unde&,ins Sydney as (antas> main hub, and su,,o&ts the inte&nationa2 net6o&: a22ian1e st&ategy, 2ong te&m ,&i1e and in3&ast&u1tu&e su&ety. This st&ategy a2so in1&eases ,&odu1t di33e&entiation and seam2ess end=to=end 1ustome& e5,e&ien1e !(A'TAS 2011%. 4.2.2. Intangible differentiation: Sa3ety is a26ays the 3i&st ,&io&ity o3 (antas a/iation 3i&m. (antas is the 2eade& o3 sa3ety a/iation indust&y !(A'TAS 200*%. (antas is &igo&ous2y subIe1ted to the 8nte&nationa2 Ai& T&ans,o&t Asso1iation>s !8ATA% and J,e&ationa2 Sa3ety Audit -e&ti3i1ation, 6hi1h is an inte&nationa22y &e1ognised sa3ety audit ,&og&am, on1e e/e&y t6o yea&s. Go&eo/e&, (antas is &egu2a&2y s1&utinised additiona2 e5te&na2 audits by a&ound $5 e5te&na2 o&ganisations. This

Group 2 13

MGMT20112

Assignment 2

T213

1a,abi2ity 1ombined 6ith 1onstant ,&uden1e and ,&oa1ti/e ,&e/ention is 3undamenta2 to (antas maintaining its 2eading sa3ety &e1o&d and &e,utation.

Group 2 1

MGMT20112

Assignment 2

T213

5/0/ !1N!'"SI1N AND RE!1MMENDATI1N


8n 1on12usion, Mst&ategy is 6inN !<&ant 2013%. Ante&,&ises 6ith e33i1ien1y st&ategies and su11ess3u2 im,2ementation 6i22 gene&ate ad/antages in the 1om,etiti/e en/i&onment. 9y a,,2ying se/e&a2 st&ategi1 ana2ysis methods in ana2ysing the inte&na2 and e5te&na2 1onte5t o3 (antas Ai&2ines 7imited, the &e,o&t has indenti3ied the g&ou,>s st&ategies. 9ase on the ana2ysis, some st&ategies has been &e1ommended 3o& the 1o&,o&ation to 1&eate 1om,etiti/e ad/antages by t6o st&ategies, 1ost 2eade&shi, and di33e&entiation: 6#peditionary *arketing: T&a/e2 agent 1an be an im,o&tant 1hanne2 to dist&ibute the ,&odu1t and se&/i1e. The&e3o&e, the (antas shou2d 1ondu1t a ,2an to 1onso2idate its business a1ti/ities 6ith the t&a/e2 agents and sometime the 3i&m has to 1&eate a mono,o2y 6ith those t&a/e2 agents to de1&ease 1om,etito&s. The 1o&,o&ation shou2d a2so o33e& ,&omotion to &edu1e 3&ee seat in 32ight. 7ni8ue Ser0ice Style: The ,&i1e o3 ti1:et that shou2d in12uded the ,&i1e o3 baggage may set u, 2itt2e bit e5,ensi/e than othe&s 2o6 1ost ai&2ines 6ithout 2uggage ,&i1e. 8t 1an be att&a1t the 1ustome&s? es,e1ia22y, 6omen. Due to a2most 6omen need s,a1e 3o& thei& 12othes and 1osmeti1 that is o3ten 2iDuid may be banned to 1a&&y in a ,assenge& a&ea. +uel /edging: (antas shou2d 1ontinue &esea&1h 3o& ne6 te1hno2ogy and in/est in 2o6=3ue2 1onsume ai&1&a3ts. -ha&ging 3ue2 su&1ha&ges to ,assenge&s is bette& than 3ue2 hedging. +oreign e#c/ange risk /edging: -ontinue hedging 3o&eign 1u&&en1y to &edu1e &is: by using othe& de&i/ati/e 3inan1ia2 inst&uments su1h as o,tion o& 3o&6a&d 1ont&a1ts. 1abour cost: (antas 1an e5,and to othe& 1ount&ies 6he&e 2abou& 6i22ing to 6o&: 3o& 2o6e& ,ayment than in Aust&a2ia, mean6hi2e &edu1es inte&mediates o& agen1ies, di&e1t2y o& on2ine se22 ti1:ets to 1ustome&s.

Group 2 15

MGMT20112

Assignment 2

T213

6/0/ RE0EREN!ES Airlines network news and Analysis, 2012, EAust&a2ian inte&nationa2 t&a33i1 g&o6ing st&ong2y but (antas is 2osing ma&:et sha&e? .S and 8ndonesia see biggest gains>, /ie6ed 15 nd August 2013@ htt,:LL666.anna.ae&oL2010L0"L20Laust&a2ian=inte&nationa2=t&a33i1=g&o6ing=st&ong2y. A22ayannis, <, Weston, < 2001, EThe .se o3 Co&eign -u&&en1y De&i/ati/es and Ci&m Ga&:et )a2ue>, T/e .e0iew of +inancial Studies" )o2. 1", 'o. 1, ,,. 2"3=2$#. -o&n6e22, A 2013, 6mirates and Qantas to /it competition in Australia and New 9ealand" /ie6ed 15th August 2013, /ttp:::gulfnews&com:business:a0iation:emirates-and-8antas-to-/itcompetition-in-australia-and-new-;ealand-!&!22!'52. Da22as, H 2010, E(antas in the g2oba2 ai&2ine indust&y>, Strategic management: competiti0eness and globalisation (<t/ Asia-=acific ed$" ,,. "3"=""0. Dennis, A 2012, E8s (antas the dying :anga&ooO>, He&a2d Sun, /ie6ed 15&d August 2013, htt,:LL666.he&a2dsun.1om.auLt&a/e2Laust&a2iaLis=Dantas=the=dying=:anga&ooLsto&y=e#3&3hb3= 122#392#1""5$ Dobbs G A, 2012, Dobbs, Gi1hae2 A, 2012, =orter>s +i0e +orces in =ractice: Templates for +irm and Case Analysis, -om,etition Co&um 2012, )o2. 10 8ssue 1, ,22. <&ant, K.G 2013, Contemporary Strategy Analysis, *th edn, Bohn Wi2ey Q Sons, 'e6Ho&:. Ci1:2ing, DQWang, B 2012" ?(antas, -hina Aaste&n 2an -hea, C2ights 3o& Asia Gidd2e>, 92oombe&g, /ie6ed 15&d August, htt,:LL666.b2oombe&g.1omLne6sL2012=03=25LDantas=,2ans= hong=:ong=budget=ai&2ine=6ith=1hina=easte&n.htm2 8nte&nationa2 Ai& T&ans,o&t Asso1iation 2013, EHigh 1ost en/i&onment to 1ontinue>, +inancial +orecast, /ie6ed 15&d August 2013, htt,:LL666.iata.o&gL6hat6edoLDo1umentsLe1onomi1sLindust&y=out2oo:=3inan1ia2=3o&e1ast= ma&1h=2013.,d3 Gai2 9usiness Sta33 2012, E(antas ,osts R20"m 2oss as its 3ue2 bi22 hits R3.#bn>, 3aily *ail, ,."#. Ga&:et2ine 2012, E(antas Ai&6ays 7imited = SWJT Ana2ysis>, /ie6ed 15 th August 2013, htt,:LL666.ma&:et&esea&1h.1omLGa&:et7ine=/3**3L(antas=Ai&6ays=7imited=SWJT= #9#3059 Go&&e22, , S6an, W 200#, EAi&2ine Bet Cue2 Hedging: Theo&y and .e0iew, )o2. 2#, 'o. #, ,,. $13=$30. &a1ti1e>, Transport

J;Su22i/an, G 2012, E(antas 1an1e2s Iet o&de&s as it ,osts 3i&st 2oss>, 9&isbanetimes, /ie6ed 15th August 2013, htt,:LL666.b&isbanetimes.1om.auLbusinessLea&nings=seasonLDantas=1an1e2s= Iet=o&de&s=as=it=,osts=3i&st=2oss=20120*23=2"ng5.htm2
Group 2 1!

MGMT20112

Assignment 2

T213

o&te&, G. A. 200*, The 3i/e 1om,etiti/e 3o&1es that sha,e st&ategy. -ar0ard 4usiness .e0iew" 0ol&*#, issue 1, ,.$*=93. (antas Annua2 Ke,o&t 200*, 2009, 2010, 2011 and 2012. )ie6ed 5 th August 2013, htt,:LL666.Dantas.1om.auLt&a/e2Lai&2inesLin/esto&s=annua2=&e,o&tsLg2oba2Len. (A'TAS 200*, E(antas sustaining the s,i&it: Sustainabi2ity &e,o&t 200*>, /ie6ed 15th August 2013, htt,:LL666.Dantas.1om.auLin3odetai2LaboutLin/esto&sLsustainabi2ity200*.,d3 (A'TAS 2011, E(antas ai&6ays 2imited 2011 st&ategy day>, /ie6ed 15th August 2013, htt,:LL666.Dantas.1om.auLin3odetai2LaboutLin/esto&sLDantas=st&ategy=day=,&esentation= 2011.,d3 (A'TAS 2012, E(antas in t&ans3o&mation>, /ie6ed 15 th August htt,:LL666.Dantas.1om.auLt&a/e2Lai&2inesLmedia=&e2easesLaug=2012L1Lg2oba2Len (antas 2012, Qantas 3ata 4ook 2 !2, /ie6ed 15th August htt,:LL666.Dantas.1om.auLin3odetai2LaboutLin/esto&sLDantas=data=boo:=2012.,d3. 2013, 2013,

(antas Ca1t3i2e 2010, T/e Qantas group at a glance" /ie6ed 15th August 2013, htt,:LL666.Dantas.1om.auLin3odetai2LaboutLCa1tCi2es.,d3. Ke3e&en1e 3o& 9usiness 200#, E JKTAK;S 5=CJK-AS GJDA7>, /ie6ed 15th August 2013, htt,:LL666.&e3e&en1e3o&business.1omLmanagementLJ&= &L o&te&=s=5=Co&1es=Gode2.htm2.

Group 2 1"

MGMT20112

Assignment 2

T213

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MGMT20112

Assignment 2

T213

Group 2

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MGMT20112

Assignment 2

T213

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