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Qantas Airlines

Notably, Qantas Airlines's distribution channel facilitates its travel agencies to provide creative, optimized client experiences, enabling exclusive benefits that span customized offerings, client loyalty identification, ideal accessible offers, and consistent servicing (Heiets et al., 2021). This brand excels at benefits that customer usually desires such as check-in; extra checked baggage allowance; priority waitlist and airport standby; comfortable pre-flight experiences; frequent flyer digital card; application of airlines; lounges; and so on. The brand always desires to explore novel means and advanced technologies to serve the customer. Besides, it can be said that there is always emphasis on providing the ideal customer services being a premium airline brand (Tyagi & Lodewijks, 2022).

In respect of product improvements, Qantas Airlines launched its aspiring 'Project Sunrise' flights which aim to transform long-haul air journeys. Such an innovation considerably lessens travel time for passengers, avoiding the necessity for delays and refining entire travel efficiency (Ward, 2023). It is further found that this brand leverages IoT (Internet of Things) technology to travel its non-powered and powered GSE (ground support equipment) involving cargo dollies; aircraft tugs; and more. The brand places the customers at the center of its decision-making. These airlines develop marketing strategies by considering customer flying behavior; frequent flyer profiles; customer feedback and NPS (Brea, 2023).

Qantas Airlines use technique such as EMSR (expected marginal seat revenue) to look at the ideal means of price optimization in real-time, not considering the provided route. This brand is found to take a wider look at the movement of travel and has capitalized significantly in optimizing each particular of the client journey (Collins, 2021). The company is also found to use data science to reduce losses originating from flight postponements, cancellations, and disruptions. Moreover, this brand uses predictive analytics to optimize income via data-oriented pricing, targeted marketing, and effective seat assignments (Carson et al., 2022).

Qantas Airlines is well-positioned in the market. Across the globe-leading Qantas Loyalty Programs, the brand's capitalization in clients, products, and services has converted into a clear premium over its rivals (Jawahar, 2020). This brand is positioned as a low-cost airline in the mindset of customers. This brand has exclusive competitive edges which set it apart from rivals. It follows a dual brand strategy to grow marketplaces. It positions its offerings in the respect of target markets and competition. This company utilized numerous goods as an approach to develop an image of their goods in the client's mindset concerning the relationship between product excellence and prices (Taneja, 2021).

Using influencer marketing, it can be said that Qantas Airlines found a fragmentation effect. Ample influencers and diverse campaigns have reduced the value of the brand. Though an influencer might publish great content however the prominent voice of the brand might be lost in the campaign. One of its campaigns "Feels Like Home' proved to produce conflicting messages. It is so since the campaign starts with a moderately negative undertone with unhappy faces and moments. Moreover, the message for the client was very generic (Heiets & Prakittachakul, 2020). With regards to meeting contemporary marketplace requirements of becoming digital, Qantas Airlines changed its marketing strategy and surged its investment in SMM (social media marketing) (E. Smith et al., 2023).

There is no doubt that under the umbrella of the Qantas brand, there exist certain subsidiary brands that target diverse markets such as QantasLink targets domestic flights in Australia; Jetconnect targets flights between New Zealand and Australia; Jester targets low-budget flights; and so on (Merkert, 2020). Moreover, the brand is an umbrella for the subsidiary businesses as well which range from Freight Businesses to Frequent Flyer and Loyalty Businesses. The brands have successfully maximized the market coverage by adjusting to the sectoral changes and by altering the sector patterns consequently (Lohmann & Spasojevic, 2018).

It is said that the Qantas brand focuses on its nation's roots by characterizing the Australian landscape in its marketing campaigns. It has chosen its logo which features a red kangaro and the slogan to induce a quest of pride and sentimental association with Australia to surge its brand awareness (O'Neill, 2023). The excellence of Qantas’ services relies on the competency of its human resources or people. The brand spends millions of capital a year on workforce training to certify a constructive collaboration between its clients. Therefore, people managing every marketing activity aware of one another (Forsyth et al., 2023).

The brand is found to be aware that customers do not like the random bunfight and WILMA. Given this, Qantas Airlines is not using these things for the contentment of their customers (Groundwater, B. (2023). Moreover, the brand has long-lasting associations with companies that possess a favorable impact on the community. The target clients of this brand entail transit passengers; luxurious travelers; and corporate travelers. With regards to marketing approaches, the brand initiated pushing the boundaries with its marketing using storytelling at the core of its narrative (Reddy, 2021).

Qantas Airlines has successfully explored partnerships with to increase R&D of the novel flying technologies. Moreover, it has effectively entered into catalytic associations that can stimulate innovative releases to decline around its supply chain. Besides, the success of the frequent flyer program of this brand is possible because of its robust associations and broad set of redemption choices (Kumar, 2022). Likewise, there have been numerous successes of marketing programs of Qantas which are understood before making changes. Moreover, the brand started to spend less on its marketing activities, with social media propagating posts of lost luggage, delays, and more in times of market downturn (Dolan et al., 2019).

The brand has a formal brand charter which ensures brand equity. The charter aims to review and monitor financial reports, risk management, and audit approaches, rules, and procedures followed by Qantas Airlines. Also, it will review the strategic directions and goals of the company and monitor the execution of that approach by management. The brand is further found to provide brand equity reports summarizing all information to marketers to enable them to make choices. Also, the report shows that brands are assigned proper accountability for monitoring and maintaining brand equity (Merkert, 2022).

References

Brea, E. (2023). A framework for mapping actor roles and their innovation potential in digital ecosystems. Technovation 125 , 102783.

Carson, R. T., Eagle, T. C., Islam, T., & Louviere, J. J. (2022). Volumetric choice experiments (VCEs). Journal of Choice Modelling 42 , 100343.

Collins, T. (2021). Pricing policy and profitability level of an organization: Case study Finnair.

Dolan, R., Seo, Y., & Kemper, J. (2019). Complaining practices on social media in tourism: A value co-creation and co-destruction perspective. Tourism Management 73 , 35-45.

  1. Smith, W., Kimbu, A. N., de Jong, A., & Cohen, S. (2023). Gendered Instagram representations in the aviation industry. Journal of sustainable tourism 31 (3), 639-663.

Forsyth, A., Hardy, T., & McCrystal, S. (2023). Collective bargaining in fissured work contexts: An analysis of core challenges and novel experiments. Federal Law Review , 0067205X231205051.

Groundwater, B. (2023). Qantas is improving its boarding process, but will customers be happy? Retrieved from https://www.smh.com.au/traveller/reviews-and-advice/qantas-is-improving-its-boarding-process-but-will-customers-be-happy-20230606-p5de9p.html Accessed on 26 October 2023.

Heiets, I., & Prakittachakul, V. (2020). Optimizing the marketing strategies of Qantas Airways and Thai Airways. Transnational Marketing Journal (1), 95-124.

Heiets, I., Oleshko, T., & Leshchinsky, O. (2021). Airline-within-Airline business model and strategy: a case study of Qantas Group. Transportation Research Procedia 56 , 96-109.

Jawahar, D. (2020). PLACE BRAND MANAGEMENT IN DOWNTURNS: A THEORETICAL FRAMEWORK. Revista de turism-studii si cercetari in turism 29 .

Kumar, B. R. (2022). Case 2: Developing the World’s Largest Passenger Aircraft-Airbus A3XX. In Project Finance: Structuring, Valuation and Risk Management for Major Projects (pp. 91-99). Cham: Springer International Publishing.

Lohmann, G., & Spasojevic, B. (2018). Airline business strategy. In The Routledge Companion to air transport management (pp. 139-153). Routledge.

Merkert, R. (2020). Air transport in regional, rural and remote areas. Air Transport Management: An International Perspective , 357.

Merkert, R. (2022). Air Cargo Logistics: The Dawning of a Golden Decade. In Global Logistics and Supply Chain Strategies for the 2020s: Vital Skills for the Next Generation (pp. 135-149). Cham: Springer International Publishing.

O'Neill, T. (2023). Right-Wing Extremism: Alienation and Neoliberalism in Contemporary Australia (Doctoral dissertation, Macquarie University).

Reddy, R. (2021). Reasons for changes of passenger perceptions of low-cost carriers identified on social media-a case study on Jetstar Airways-A literature review. Technium Soc. Sci. J. 19 , 520.

Taneja, N. K. (2021). Airlines in a post-pandemic world: preparing for constant turbulence ahead . Routledge.

Tyagi, S., & Lodewijks, G. (2022). Optimization of the check-in process focused on passenger perception of using self-service technologies at the airport in Australia. Journal of Airline and Airport Management 12 (1), 1-14.

Ward, E. R. (2023). Hubbing for Tourists: Airports, Hotels and Tourism Development in the Indo-Pacific, 1934–2019 . Walter de Gruyter GmbH & Co KG.

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