Qantas: Which Route Out of the Turbulence?
商品編號：9B11M068
出版日期：2011/08/24
再版日期：2011/10/05
商品來源：Ivey
商品主題：General Management/Strategy; International Business
商品類型：Case (Pub Mat)
涵蓋議題：Business policy;Corporate strategy;Competitive strategy;Emerging markets;Environmental analysis;Growth strategy
難易度：4 - Undergraduate/MBA
內容長度：24 頁
地域：Australia
產業：Transportation and Warehousing;
事件年度：2011
In May 2011, Alan Joyce, chief executive officer (CEO) of Qantas Group (Qantas) needed to think about the future strategy for the group. Over the past few years, the company had launched a number of strategic initiatives to defend its current position and penetrate new markets and segments. Qantas had discontinued its first-class service on many flights, opting to bolster its business-class service instead. Its forays into the budget travel segment through Jetstar proved to be successful and contributed to the overall financial performance of the group. Qantas had also placed a bet on emerging economies such as China, despite experiencing adverse performance in its international routes. Despite this, the financial performance of the company was far from healthy. Moreover, Qantas was fighting hard to retain its Australian position in the face of attempts by Virgin Blue and Tiger Airways to compete aggressively and gain market share._x000D_
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Analysts wondered whether Qantas was trying to do too much and, in the process, spreading itself too thinly. Would the Qantas group be better off simply prioritizing across its various alternatives, or did it have sufficient resources (financial as well as managerial) to pursue all the initiatives? And if a narrow focus was better, then which strategic alternatives should Qantas pursue aggressively.
教學手冊：8B11M068
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