Qantas澳洲航空战略管理报告(英文原创)

1ACaseStudyReportofQantasAirlines2ExecutiveSummaryInthisreport,theauthormakesacasestudyofQantasAirways,analyzestheexternalandinternalenvironmentoftheenterprisewithaseriesofanalysismodelssuchasPESTEL,Porter’sFiveForces,ValueChain,SWOTandsoon,soastofindthedevelopmentissueofQantasandputforwardsomepracticalrecommendationsfromdifferentlevels.Onthepositiveside,thedevelopmentofaircraftmanufacturing,theimprovementofadditionalbusinessincivilaviationindustry,thefinancialandpolicysupportfromgovernment,theeaseoftravelbyaircraftatacheaperpricethanbefore,thebestservicesamongotherairways,thealreadysettledfuelsupply,alltheseenabledQantasmoreroomfordevelopment.However,theeconomiccrisisof2008stillhadastronghitonthecompany,thefirst-classpassengerssharplyreduced.Theemerginglayoffs,cutsinpositionsandthegeneralstrikehadabadinfluenceonthedevelopmentofQantas.What’smore,thedeclineincorporatecreditratingmadethesituationevenworse.Therefore,itishightimeforQantastoconductaseriesofnewstrategiessoastoachievesustainabledevelopmentandgainmoreprofits.Therecommendationsincludestrengtheningcooperationandcoordinationwithotherairlinecompanies,businessexpansioninAsiaandEuropemarkets,implementationofbetterhumanresourcemanagementandkeepingreducingoperationcost.3TableofContentsExecutivesummary........................................................................................11.Introduction................................................................................................12.ExternalAnalysis........................................................................................12.1Industryoverview.................................................................................22.2Generalenvironmentanalysis..............................................................42.3Theindustryenvironment.....................................................................52.4Thecompetitiveenvironment...............................................................62.5Opportunitiesandthreats......................................................................63.InternalAnalysis.........................................................................................63.1Tangibleandintangibleresources.........................................................73.2Capabilitiesidentification......................................................................73.3Corecompetencyanalysis.....................................................................83.4Valuechainanalysis..............................................................................83.5SWOTanalysis.....................................................................................93.6Currentstrategies...................................................................................94.Recommendations........................................................................................104.1Businesslevel.........................................................................................104.2Corporatelevel.......................................................................................114.3Internationallevel...................................................................................115.Conclusion...................................................................................................11References.........................................................................................................1211.IntroductionQantasAirlinewassetupinQueensland,Australiain1920bytwoveterans.SuperbreputationhasmadeQantasbecomethesymbolofreliability,security,advancedtechnologyandhighqualitycustomerservicesincivilaviationindustry.Exceptforthecorebusinessofpassengerandcargotransport,QantasGroupalsoownmanysubsidiarycompaniesincludingQantasLink,JetStaretc.(Qantas,2013)Meanwhile,Qantasalsooperatemanyotherbusinessrelevantaviation,suchasairlinefoodandholidaytourismbusiness.Currently,QantasisstilloneoftheleadinglonghaulairlinecompaniesaswellasoneofthemostpowerfulbrandsinAustralia.Itismaintainingthefirstclassproductandservicesstandardaswellasleadingtheupdateddevelopmentofinternationalcivilaviationindustry.(Shaw,2011)Thehealthdevelopmentofthecivilaviationindustrycouldpresentacountry’strongercompetenceandeconomicpower.Withthepopularityofthecivilaviationindustry,competenceamongairlinecompaniesbecomesfiercer.Therefore,studyingthefactorsthatinfluenceorlimitthedevelopmentofcivilaviationindustryindepthhassignificantrealisticsense.Inthisreport,theauthorconductsacasestudyofQantasAirline,analyzestheexternalandinternalenvironmentoftheenterprisewithaseriesofanalysismodelssuchasPESTEL,Porter’sFiveForces,ValueChain,SWOTandsoon,soastofindthedevelopmentissueofQantasandputforwardsomepracticalrecommendationsfromdifferentlevels.2.ExternalAnalysisWhenconductingacasestudyofacompanyespeciallyaninternationalenterprise,itisimportanttoanalyzetheexternalenvironmentoftheenterprise,theenterpriseexternalenvironmentisthejointnameofthepolitical,social,technologicalandeconomicalenvironmentetcoutsidetheenterprise.2.