Fluid-Flyer
Intern
- Joined
- Apr 12, 2008
- Posts
- 91
I have heard that Qantas staff at, at least two domestic Qantas Clubs have been issued with redundancy payouts through the end of next month. No prizes for guessing the one that I am most up in arms about… So, here is my demand –
Australian Airlines (mk2) failed (in part) due to Qantas trying to split its market as - leisure & business. And while I don’t deny that there are routes and destinations that offer higher yields than others, Qantas needs to focus holistically on frequent flyers across its network. I think this would be better achieved by having the "premium ground services" on offer at each port, stand or die on their own two feet.
I reckon the best business split would be to remove premium ground services from the airline, and making it a profit centre that charges the airlines back. This will not only create efficiency on the ground, but also enable the company to accurately assess the commercial return of paying for different market segments to enter a lounge.
If Qantas Group is serious about maintaining its 2/3rd market share then implementing unsophisticated, marketing101 strategies will fail (again). If they want to compete solely on price, then I will be flying Tiger more consistently.
If JQ must go it alone, then so be it, but Qantas must allow them to come up with their own form of cost effective premium ground service offer for their customers.
Australian Airlines (mk2) failed (in part) due to Qantas trying to split its market as - leisure & business. And while I don’t deny that there are routes and destinations that offer higher yields than others, Qantas needs to focus holistically on frequent flyers across its network. I think this would be better achieved by having the "premium ground services" on offer at each port, stand or die on their own two feet.
I reckon the best business split would be to remove premium ground services from the airline, and making it a profit centre that charges the airlines back. This will not only create efficiency on the ground, but also enable the company to accurately assess the commercial return of paying for different market segments to enter a lounge.
If Qantas Group is serious about maintaining its 2/3rd market share then implementing unsophisticated, marketing101 strategies will fail (again). If they want to compete solely on price, then I will be flying Tiger more consistently.
If JQ must go it alone, then so be it, but Qantas must allow them to come up with their own form of cost effective premium ground service offer for their customers.