Management Case Study Essay

                                                        Management

Introduction

The Australia airline industry has recently experienced several challenges for senior level management to effectively implement decisions that a positive effect on the overall business operations. The environment has played a significant role in the operating challenges for the senior management team that infused a concept for an organizational theory and practice to be implemented. In addition, the deregulation of the Australasian air services in the 1990s continues to drive the wedge between the pursuit of profitability and stability within the industry markets. The work-teams within the organization proposes additional concerns for the senior level team that needs the assistance for talented, bright, capable, and the management of individuals that continues the business operations.

The Analysis on the General and Task Environmental

            The onset of the terrorist attacks in the United States, the Iraq War in 2003, the collapse of Ansett, and the SARS crisis pressured the airline industry to restructure the way business was done previously. The strict boarding and unloading procedures provide a stringent policy revamping as well as marketability. The initial approach for balancing the customer services complaints towards the international and domestic strict security measures, ticket purchases fluctuations, and the turbulent Open Skies agreement made the transition post-911 a challenge. Therefore, the marketability of the brand name and brand equity created anxiety within the turbulent industry. The deregulation filtered through the Australasian air service markets assisted in the other competing airline company creating a significant downturn for advancement in targeted demographic.

The Qantas Company objective is to foster a strong profitability organization with the basis of staying competitive; however, the onset of obstacles in the industry limits the progression. The intense environment for Qantas Company provided an emphasis on the policies and practices that identifies organizational behavior that requires a change management in place. The reduction of passenger traveling creates an opportunity as well as a threat for senior level management to identify creative ways in order to increase such volume. In doing so, the decreased in competition in the Australian Airline Industry reduces the aggressively attempt to overtake Qantas Company’s objectives.

The prices in the Australian Industry create an environment that limits the pre-911 market trends in an influx of consumers. The conditions outlined the market being transcended into an environment that  excess of fuel charges compounds the attractiveness of the domestic and international flights. Therefore, the area of focus for the senior management team at Qantas is directed at cost analysis that offset the actual incoming monetary benefits for sales transactions. The external marketing and branding of Qantas provides the area of focus to build on the founded company in Queensland in November 1920 as the leading entities. The message angle of the external marketing and branding aspects that Qantas to consider relates to the fundamentals of familiarity in the Australian Airline market.

The Approach to the Three Major Issues Identified in Analysis

The business main objective is to utilize the resources currently available to instill a stronger transport of passengers “differently” than competitors concentrating on maximum exposure in the demographic market. The maneuvering effort to focus on the “service” concept theory to acquire, sustains, and maintains the value propositions. In this approach, the Qantas Company has the ability to strengthen the targeted demographic base by offering different services than the known competitors. In addition, the Qantas Company objective to revamp any of the Virgin Blue’s “low-far” with a challenging approach that not only identifies the Qantas as “the” airline carrier by balancing cost and services.

 The concept theory for excellent customer service must broaden the low-cost operating model the Qantas Company inherited back in May 2001’s acquisition of the Impuse Airlines to ultimately derive costs. Therefore, the evolvement into the Jetstar proved to address the stand-alone unit and costs, the needed strategic management aspects are required to staying competitive. The Impulse’s low-operating costs during a bear economy provided the additional room for restricting resources and marketing concepts that reinforce the theory towards service. The flexibility of offering a streamlined staffing and/or labor practices infuses the primary objective of the senior level management team mission; to drive tickets sales and reoccurring ticket sales to advance brand equity.

The policy initially in force enabled Qantas Company to implement strategic management through learning from the negatives of deregulation by balancing the low-cost model development. The approach provided an opening for major competitors to increase market share of at least 5% increase over the last several quarters. The primary goal for deregulation for increasing the competition and pricing flexibility to aimed for a leadership opportunity to greater efficiency in the industry and benefits to the consumers.  However, the restrictions in boarding and un-boarding along with fluctuations in ticket purchases limit the projection of positive results from deregulation. The additional competition from regional carriers created a task environment that prevented a smaller room for adapting to the market, especially due to Air New Zealand as strong competitor.

The Air New Zealand offered some challenges due to the regional target demographic location competing with Qantas Company strong hold on the marketability of the airline service. Therefore, the Qantas Company must counteract the access of the legislative point of view by allowing regional competitors into the market by focusing on the “service” concept theory. The need to improving the aircraft models for better fuel efficiency assist in lowering the overall costs platform. The revamping of aircraft models differential from the regional Australian competitors, additionally, creates an opportunity to add flights that expands the domestic routes already in place. The prices associated with such domestic flights are able to infuse the needed “service “concept for a better brand identity and value preposition.

            The pursuit for Qantas is to acquire a profound structure that delivers results to meeting objectives in a timely and within budget within the airline industry. Therefore, the senior management team primary initiative in order to balance out the redirection of the available onboard services, new domestic routes, and the innovation in the form of creative model aircraft to increase capitalism. The proposed innovation provides the winning strategy for a long lasting effort to reach the company’s goals. That is why the senior management team plays a pivotal role in accessing the criteria’s for demonstrating a method to utilizing the projection needed in steering the company appropriately.

            The Qantas Company can proactively hone on the benefits for regional community attributes required to delivering detailed-results for senior management. Therefore, the learning aspects are critical to the desired outcome for all senor level management personnel in leading the change management effectively. The concept for organizations in creating non-destructive environment is achieved by taking the philosophical approach theory by academic scholar Schumpeter’s coined phrase that enlists the fundamental basis to succeeding in projections. The review of the concepts will foster on the streamline of criterion that allows a steady formation to synergize the core attributes of the Qantas Company senior management team.

            The innovation can actually benefit from using demographic segmentation for targeting the demographic audience by the increase of the share of the customer in the market, high customer equity, and brand equity – that provides continued growth for business operations.  The art and science of choosing the right airline innovation for the target markets and building profitable relationships with them presents the foundation of marketing management for the (Tosey and Matheson, 2008). The formula for the innovation contributes to the marketing management agenda is the philosophy for an aircraft design plan for a concise effort to synergize the driven marketing strategy. The aim to find a correct measure for significant position is to finding, attracting, keeping, and grow the target customers by creating, delivering, and communicating superior organizational structure.

            In the attempt to successfully use concept outlined in Schumpeter’s signature legacy insight encourages the demographic segmentation; the marketing management team needs to consider who the company is to serve (Wouters, Marc and Wilderom, Celeste, 2008).  The concept for redirecting resources will provide the marketing manager the means to create a substantial marketing such segmentation plan accordingly within the organization. The methods to identify and managing the targeted demographic will need to divide the market into segments of customers and serving them directly. This approach provides the innovation for structuring the organization for a stronger foundation towards benefiting the superior product and/or service to a more defined innovation.

            The Qantas Company can then proceed to take into account the targeted demographic segmentation not just a preference of the brand product or service but value proposition. The benefit of using these new principles for promising challenges within the value proposition creates more a dedication from the targeted demographic (Pelsmacker, 2006). The synergy with the core values of the company’s innovation business objectives to infuse the product and service into the market for a longtime relationship with targeted audience enhances Qantas Company’s market share significantly. The demographic segmentation commitment that contributes for a longtime relationship with the targeted audience, either domestically or internationally, increase of profitable relationship with B2B implemented strategies.

            The organizational approach can relate to an increase higher demand during seasons that stretches the budget of the Qantas Company that restricts the demand and risk in focusing specific “services concepts” produced.  The implemented strategy by imposing new functional organizational structures can assist in the balance of using the targeted marketing segmentation that is essential to establishing a coalition. In doing so, the marketing initiatives that does not reduce other needed areas to be focused on provides Qantas Company senior level management team the opportunities for adapting to primary mission.

            In order to accomplish the deregulation influences within the market, the senior level management departmental goals for the overall corporation. The organization often of times provides the potential for higher demand to satisfy or producing quality to sustain brand equity outlined from the senior management team (Saunders, 2007).  To manage the new approach with regard to functional structuring, the marketing concept promotes the awareness level of avoiding the pitfalls for a targeted demographic. The airline industry creates an open forum for marketing managers to implementing the marketing plan strategy and balancing the potential negatives.

            The effort to address any potential drawbacks identified – the marketing management team and the company’s senior management team will be enable to engage one another and follow through with the marketing model.  The approach for the new structure in the organization assists in the methods to improving the chosen message for the external targeted market of Qantas Company demographic. The targeted audience of implementation of strategy outlines a strong introduction to the demographic target market using internal measures of customer’s feedback. The results from the customer’s feedback allows the identified targeted demographic targeted audience offers the dialogue needed to begin the continued needed focus on an issue that affects everyone on the planet.

            The preferred method of identification of the market and the chosen message relies on the Qantas Company branding objectives to external means through print airline periodicals and the internet that creates a well diversified campaign. The media channels provide the most directed and focused communication regarding the benefits of the Qantas Company’s organization to the targeted audience.  The marketing initiative demonstrates a balanced in show the core elements for improving the desired outcome – to the specified demographic for an immediate response.

Therefore, the challenges for Qantas Company on segments of customers through the chosen media initiative reinforce the effectiveness of the marketing position strategy.

            The usage of sufficient resources for the marketing adaptation outlines the core values of the company’s objectives and the product/service benefits. The format might indeed capture the message of the company for a successful implementation of the marketing campaign to the targeted audience. The method reduces the element of exposure the traditional means for delivering the message for the organization that actually compounds on the overall focus on brand identification and brand equity.

            The Qantas Company needs to implement the traditional approach that means that the targeted audience is exposed to methods that are more focused directed to demographic audience. The approach is geared towards an effort to producing an instant advertising for a wider demographic that doesn’t offer a constant awareness of regional markets like competitors but global markets. The reintroduction to the new concept approach furthers the attention of available “service” concepts that features better meals, customer service, discounts, and promotion opportunities to the specified demographic. In doing so, the basis to a particular location that limits the overall potential of the marketing campaign, therefore, a more traditional message for implementing the marketing strategy provides a more direct approach to reaching a targeted audience.

The Perspective on Qantas’ Initiatives for Positive Results

            The Qantas Company’s marketing strategy will formulate a cohesive approach that incorporates the infusing of brand identity to improve business sales and highlight the Boeing 737-800’s series effectively. The implementation of the marketing strategy will focus on the assisting of consumers associated with the targeted audience of the airline organization core theme of flexibility. The core values for dedicating their business operations for providing the utmost desired positive results in the formation of the organizational promotion strategy. The illustrated promotional and marketing initiative to effectively expand on in the phases of the marketing campaign and relies on the organizational marketing mix.

            The implementation of the marketing strategy will centralized the brand identity concept by positioning the Qantas Company theme and motto phrase throughout the demographical locations. The customer focus method will provide additional referrals and word of mouth that plays into the marketing initiative to improving the business objectives (Johnson and Zawawi, 2000). It would be more important to focusing on the consumers targeted in the demographic matrix that outlines the established opportunity to create the marketing campaign with key points of focus and stimulating the targeted audience (Chitty, Barker, and Shimp, 2005).

            The marketing approach for the targeted audience should be tailored to the specific needs of the customer. The identification needs of the customer can be obtained by variety of means that provides interactive marketing activities for lasting relationships between the customer and the organization. The gathering of specific needs can be obtained through in implication on the actual consumers of the company. In addition, the win-win negotiating campaign that both parties succeed in meeting its immediate needs in the initial approach.

            Therefore, the innovation in the form of creative driving forces increases the ability to strengthen the capitalism, in which, the Qantas Company objective for better market value is reached. The insight forms an approach that directly focuses on customers immediate needs to find the brand identity and brand equity that secures the vantage point over time. The proposed marketing plan core concept is to securing the brand equity a significant market share for presenting the minds of the customer.

            The brand equity will ensure the identity business operations due to the loyalty being nurtured through the marketing activities. The approach for the marketing campaign for customers will mandate a solidify message for highlighting the benefits to entails cost savings and specific identity of customers. The marketing activities will expand on the interactive advertising within a wider demographic customer identity base. The result would present a well defined marketing mix to capture and sustain the interest of green grocer’s customer.

The Academic Theories and Concepts of the learning organization.

            According to Marc Wooters and Celeste Widerom (2008) the organizational developmental approach to performance-measurement systems outlined the characteristics of a development process. The performance measurement systems perceived underlies the theory to reach a conclusion that limits the progression of new change management implementation. The controlled device for use by senior management refers to such a PMS as “enabling PMS” of the theoretical part of the study builds the notion of the learning organization. The concept for the ideas of enabling versus coercive formalization utilizes the notions of organizational learning by deliberate learning and the evolution of dynamic capabilities.

             My direct perspective is the organization structure science provides the awareness of the possibility of incompleteness of performance measures. The reflections on a contingent view of fostering a leader in providing a robust air travel at prices at least 2-3% cheaper during reasonable seasons. The organizations manage the multiple dimensions of manufacturing market brand performance within the context encourages the mixed-method of a longitudinal study of the logistics department with qualitative data to conclude the fundamental results of such learned attributes. The gathering of data from interviews, participation in meetings, and the review of a direct assessment of the development process, in which, the organization guarantees a different mindset of organizational behavior.

            The analyzed quantitative survey data as instructed by Marc Wooters and Cleste Widerom illustrates local policies and practices to know-how on performance measurement to enrich the PMS approach for an effective implementation of strategy.  The specific performance measures were found to enhance the enabling nature of the PMS by focusing on the testing, reviewing, and refinement of conceptualizations, definitions, and new data. The perception significantly related to positive attitude toward performance measures in the results to illustrate transparency of the PMS itself by key enabling PMS to facilitate needed adjustments in the building of better models, and the services available. The pursuit for a successful strategic management implementation should be able to have normal functional operations within the after effects of a deregulated enterprise. The functional operation, the technique of project management is imperative in the efforts of the communication, cooperation, and coordination – that all work together in a profound approach to create a winning coalition with the project team members and senior management. The three “C” are essentially to providing the means in allowing project management to function in positive environment.

            Therefore, the senior level management team within the organization to implement the strategy of change management for a learning organization on the ability to manage effectively.  The objective of Qantas Company’s senior level management is the ability to achieve the company’s strategic goals and mission the excellent innovation. The project manager initiative is to follow the purpose for the development of the product or service with stated specifications with the PM effectively planning accordingly. The focus on the project management objective allows for a central concentrated effort on the outlined of the needed tasks- that is outside of the daily organizations functions as business as usual- to creating the specific need for the client domestically and internationally.

            The collective consensus of project management within a Qantas Company’s, in perspective, will provide the productive step in centralizing the need for better planning and learning organization measures. The management focused centralization of the responsibility and authority for the achievement of organizational goals. Therefore, the determination for completing the operations of the organization a focused effort can be reached successfully by implementing subtle but airline market trends adjustments from pricing to model development.  The objectives of operations are in keeping the company working towards the same goal, even though, the organization’s objectives for business innovation enterprise is still the core initiative.

References

Wouters, Marc and Wilderom, Celeste (2008) Accounting, Organizations and Society,  Periodical, Proquest Doc. ID 1456200771, ISSN 03613682, Vol. 33, Iss. 4/5; pg. 488

Tosey, Paul and Mathison (2008) Human Resources Development Review, Gregory Bateson     Theory Concepts on Organization Structure Behavior, Periodical, Proquest Doc.  ID     1433203701, ISSN 154344843M, Vol.  7, Iss. 1; pg 13

Chitty, W.  ; Barker, N.  ;  Shimp, T.A. (2005). Integrated Marketing Communications.          Melbourne: Nelson.
Johnston,  J. ; Zawawi, C. (2000). Public Relations Theory and Practice (2nd ed). Sydney:       Allen ; Unwin
Pelsmacker, Patrick (2006) Marketing Communications: A European Perspective. Financial        Times/ Prentice Hall; 3 edition

Schein, Edgar (2004) Organizational Culture and Leadership.  Jossey Bass; 3rd Edition

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