SWOT分析例文

SWOT分析例文

2010-08-05 14:29:35| 分类： 默认分类 | 标签：swot分析例文 |字号 订阅

1.0 Introduction

2.0 Critical Information on Company 3.0 Analysis

3.1 Mega environment

3.1.1 Technological 3.1.2 Economic 3.1.3 Legal-political 3.1.4 Socio- cultural 3.1.5 International 3.2 Task Environment

3.2.1 Customers and Clients 3.2.2 Competitor 3.2.3 Suppliers 3.2.4 Labour supply

3.2.5 Government Agencies

4.0 Conclusion References

1.0 Introduction

Qantas Airways Limited was founded in Queensland in Australia in 1920, and it is one of the oldest airlines in the world. Qantas is the acronym of the Queensland and Northern Territory Air Services. It is the Australia’s largest airline and Australia’s national airline. Its parent company is Qantas Group. Qantas Group operates the Australian aviation industry, including aviation (stock limited liability company operating international routes and Australia), QantasLink, Jetstar (low-cost airlines), Jetstar Asia, and other aviation-related business. The kangaroo logo of Qantas is a symbol of reliability, security, advanced technology and quality service. 2.0 Critical Information on Company

Qantas Airways Limited, together with its subsidiary QantasLink and JetConnect, whose route network covers Oceania, the South-East Asia, East Asia, India, the United Kingdom, Germany, the United States, Canada, South Africa and other places. Its international aviation hub are Sydney airport and Melbourne airport, and Qantas operates its international flights to connect the Brisbane, Perth, Singapore Changyi international airport, Los Angeles international airport and London Heathrow airport. Its domestic aviation hub is Sydney, Melbourne, Perth, Brisbane airport, as well as major cities such as Adelaide, Cairns and Canberra airports.

In addition to passenger and cargo air core business, Qantas also operates a variety of other aviation-related businesses, including aviation catering and tourism business, such as holiday tourism. Qantas Catering Group is a wholly-owned subsidiary of Qantas Group, operating mainly two broad categories in the catering business- Q Catering and Snap Fresh. Q Catering has set up catering centres in six airports of Australia including Sydney, Melbourne, Brisbane, Cairns, Adelaide and Perth. Snap Fresh is a central food manufacturer of specialized aircraft built in Queensland, supplying meal for major airlines and at the same time, its products directly sell to non-aviation markets. Qantas Holidays, which is Australia’s largest travel wholesaler, is another wholly owned subsidiary of Qantas. After 30 years of development, Qantas Holidays has supplied a number of customers with exciting travel options in Australia

and around the world. Located in Australia and Singapore, Jetstar airline is a special airways providing low-cost airline ticket for Australia and the Asia-Pacific region passengers. From May 25, 2004 maiden flight of Australian domestic flight to the business expanded to the whole Asia after six months, Jetstar airlines has been rapidly developed. In November 2006, Jetstar launched international long-distance flights between Asia and Australia. Qantas national service centre provide the aircraft maintenance services and support for Australian Defence Force, including the special task fleet of Australian Government, Royal Australian Air Force (RAAF)’s Hercules and Australian Department of Defence (ADF)’s fire extinction fleet and helicopter fleet (Qantas, 2008).

In order to ensure that Qantas airlines maintain the ranking of one of the worlds experienced airways, Qantas constantly invest in the purchase of new aircrafts, aircraft internal promotion and infrastructure improvement. 3.0 Analysis 3.1 Mega environment 3.1.1 Technological

The technological innovation in aviation manufacturer accelerated the development of airways. After the world's largest aviation manufacturer-Boeing merged the world's third largest aviation manufacturer-McDonnell Douglas at December 15, 1996, the Airbus has become the only remaining opponent of it. Since then, the two companies invested large amount of money on new models’ research and development (Vistrom & Mejtoft, 2009). They have developed the world’s most advanced airplanes, A380 and B747, one after the other. The two new aeroplanes could do non-stop flying between two continents. In addition to this, new technology made it possible to use internet on airplane (Albers, Buhne, & Peters, 2009; Givin, 2009). Such was a great attraction to business man. These really improved the convenience of flying. So, the aircraft is becoming the main means of transport. 3.1.2 Economic

After a financial crisis turned into the economic crisis, Qantas Airways Limited will inevitably be affected. Today, global enterprises had to reduce spending in all areas;

to reduce business travel is the preferred one (Bonn & Rundle-Thiele, 2007; Greve, Nielsen, & Ruigrok, 2009).

International Air Transport Association recently published data show that in December last year, the year-on-year passengers in business class and first class reduced by13.3%. In January this year, Asia-Pacific business class passengers fell by nearly 24 percent and business class passengers in Europe decreased by 22.2%, respectively. It was a big blow to the aviation industry (Graham, 2009). 3.1.3 Legal-political

The Australian government is taking measures to help Qantas Airways Limited to tide over the difficulties. British Airways and Qantas Airways Limited are considering a potential merger, which is considered the most ambitious initiatives in accelerating the integration process of world's aviation industry (Duval, 2008). It was a truly global airline step, because the two sides’ route network coverage matched well. If the two companies successfully merged, the two sides will reduce the waste of resources brought about by coincidence, by the combined route network expansion, in a number of key revenue synergies and will further consolidate the European, transatlantic and Asia-Pacific market (Narasimhan and Talluri, 2009).

3.1.4 Socio- cultural

The aviation industry showed a great influence on the Australia's life. If there are no aircraft, the life in the inland areas of Australia will become very difficult. When it comes to the mining industry, tourism and residents travelling and other important industries, the aircraft is as important as bread and butter to daily necessities.

Australian government recently released an article on the report of the status of the aviation industry. Extension reported that airlines are struggling to maintain profits. A number of air services in remote areas got a subsidy of 11 million U.S. dollars. Such was a major event to all resident of Australia. 3.1.5 International

Currently, the outbreak of type A H1N1 influenza affected Qantas Airways Limited. Now, the impact of type A H1N1 influenza on related industries are gradually becoming apparent, and perhaps the epidemic will be controlled in a certain period of time, but it may be like in 1918 when the plague in Europe (Ewers & Dauelsberg, 2007), a trend repeated outbreaks, therefore, the length of the influenza, determines the size of the case damage to related industries. Now, airways are withstanding the test of type H1N1 influenza. The epidemic affected the people’s psychological feelings in travelling not only in international routes, but also domestic routes.According to the International Air Transport Association (International Air Transport Association, IATA, referred to as the \"IATA\") on April 28 released in March on international scheduled services transport data, year-on-year passenger traffic and freight transport were down more than 11% and 21.4%, respectively. The Association chairmen Bisignani said that in addition to address the financial crisis, Governments need to take countermeasures to prevent the spread of type H1N1 influenza.

Tabel 1 SWOT analysis on mega environment

SWOT analysis Strength Technological Enable Economic the Legal-political Social-cultural International Important in Australian’s life development of airways Weakness Decrease in profit Opportunitie s Support the aviation industry Threats 2008 economi Global influenza

c crisis 3.2 Task Environment 3.2.1 Customers and Clients

Qantas is the best airline in Australia, but the price is also higher than others. Passengers choosing Qantas airlines can receive the VIP treatment. Over the years, Qantas relied mainly on distinguished class passengers to obtain a profit and the first and business class passengers remain strong in the flow for many years so that Qantas has been in a profit (Schuster, 2009). However, this advantage no longer existed in the past six months. The economic crisis reduced the number of first-class passengers; more and more people choose low-cost flights instead of high-cost flights (Egri and Ralston, 2008). On April 30, Qantas said its March revenue of seat rate fell to 78.3% and the number of passengers fell to3.21 million. The international passengers of main routes decreased 16% and the number of domestic passengers fell 2.6%. However, its discount airline Jetstar’s passenger number continued to grow. The number of domestic passengers is 686,000, increased by 1.8%, respectively. And the number of international passengers increases by 36% to 186,000 (Shaw and Williams, 2009).

3.2.2 Competitor

The IATA recently announced the world’s top airlines of international passenger and cargo traffic ranking last year, the top for cargo is was Lufthansa with a total volume of 7.15 billion ton-kilometres, and the British aviation is at the top of passenger volume of 95.47 billion passenger- kilometres. Qantas is in the tenth of this list. In addition, Jetstar will replace its parent company Qantas to operate its New Zealand domestic routes from June 9. 3.2.3 Suppliers

Qantas said currently 97% of the fuel required for its 2009 fiscal year (up to June) has been set in security with its highest price of 98 U. S. dollars a barrel, and 50% of the fuel required for 2010 fiscal year has been set in security, whose price will not higher than 94 U. S. dollars a barrel (Qantas, 2008). 3.2.4 Labour supply

Qantas sharply lowered the pre-tax profits for fiscal year 08/09 from previous forecast of 500 million Australian dollars to 100~200 million Australian dollars. At the end of

last year, Qantas cut 1,500 people, abolished the recruitment of 1,200 new workers and as a result of reduced traffic volume, the company grounded 10 aircrafts (Dulebohn, Molloy, Pichler, & Murray, 2008). Recently, Qantas cancelled another 90 senior management positions in order to reduce costs and improve the efficiency of the airline, which is the largest management restructuring in its history (Smith, 2009). Analysts warned that in the next three months, further layoffs and delayed delivery of the aircrafts will be inevitable (Lewin, 2009). Brisbane Airport Corporation said in a statement on April 30, general strike launched by the workers of Qantas was likely to have a significant impact on the Brisbane Airport’s domestic and international flights. However, there is good news that Qantas has agreed to contribute another 6.6 million Australian dollars to the 5 billion pension plans of employees in the next 3 years. 3.2.5 Government Agencies

On March 31, 2008 the United State and Australia signed an agreement to eliminate the restrictions on the Open Skies aviation between two countries, and that means the costs of flights between the two countries will drop and the airways will have a better development. The signing of this agreement enabled more people to enjoy trans-Pacific air travel at a cheaper price but on the other hand, the agreement broke possession of the long-term exclusive monopoly of the direct flights by United Airlines and Qantas. Standard & Poor’s Rating Services said on April 14 that the agency has lowed its corporate credit rating of Qantas from “BBB+/A-2” to “BBB/A-3”. According to the major adjustment in Qantas pre-tax profit forecast of 2009, Qantas outlook remains “negative” (Qantas, 2009).

Table 2 SWOT analysis on task environment

SWOT analysis Strength Customer and clients Best services Enough fuel supply Competitors Suppliers Labour supply Contribution to pension of Government agencies plans employees

Weakness Decline in The first-class ranking final in Finish its monopoly passengers world’s top ten airways in 2008 Opportunities Threats Layoffs, general strikes 4.0 Conclusion

Qantas is a famous Australian airway. The company operates international and domestic air transport services, as well as cargo services. Qantas also involved in sales of international and domestic holiday travels and related activities including information technology, catering, ground handing, engineering and maintenance. The headquarters of Qantas is in Mascot in New South Wales of Australia and the company has subsidiaries in many cities around the world. Qantas employs approximately 33,670 people. Last year was not a good year for Qantas. On the positive side, the development of aircraft manufacturing, the improvement of additional business in aviation, the financial support for the aviation industry from government, the ease of travel by plane at a cheaper price than before, the best services among other airways, the already settled fuel supply, all these enabled Qantas more room for development. However, the economic crisis of 2008 together with the type A H1N1 influenza had a strong hit on the company. The influenza these days let to a decrease in passengers and because of the economic crisis, the first-class passengers sharply reduced. The emerging layoffs, cuts in positions and the general strike had a bad influence on the development of Qantas. What’s more, the decline in corporate credit rating made the situation even worse.

References:

Decline corporate credit rating in

Albers, S., Buhne, J., & Peters, A. 2009, ‘Will the EU-ETS instigate airline network

reconfigurations?’, Journal of Air Transport Management, 15(1), 1-6

Bonn, I. & Rundle-Thiele, S. 2007, ‘Do or die-Strategic decision-making following a

shock event’, Tourism Management, 28, 615-620

Dulebohn, J.H., Molloy, J.C., Pichler, S.M., & Murray, B. 2008, ‘Employee benefits:

Literature review and emerging issues’, Human Resource Management Review, 19(2), 86-103

Duval, D.T. 2008, ‘Regulation, competition and the politics of air access the Pacific’,

Journal of Air Transport Management, 14(5), 237-242

Egri, C.P. & Ralston, D.A. 2008, ‘Corporate responsibility: A review of international

management research from 1998-2007’, Journal of International Management, 14(4), 319-339

Ewers, M. & Dauelsberg, L.R. 2007, Pandemic influenza mitigation strategies and

their economic impacts, 2007 system dynamics conference and 2007 western economics association international conference, retrieved on 17th May 2009, from:

http://www.systemdynamics.org/conferences/2007/proceed/papers/EWERS362.pdf

Givin, R. 2009, ‘Aircraft noise-abatement and mitigation strategies’, Journal of Air

Transport Management, 15(1), 14-22

Graham, A. 2009, ‘How important are commercial revenues to today’s airports?’

Journal of Air Transport Management, 15(3), 106-111

Greve, P., Nielsen, S., & Ruigrok, W. 2009, ‘Transcending borders with international

top management teams: A study of European financial multinational corporations’, European Management Journal, 27(3), 213-224

Hulten, P., Vistrom, M., & Mejtoft, T. 2009, ‘New printing technology and pricing’,

Industrial Marketing Management, 38(3), 253-262

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downsize?’, Industrial Marketing Management, 38(3), 283-299

Narasimhan, R. & Talluri, S. 2009, ‘Perspectives on risk management in supply

chains’, Journal of Operations Management, 27(2), 114-118

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http://qantas.republicast3.com/Publications/Qantas+Annual+Report+2008/View.aspx#p=0

Qantas (2009) Company Announcements Office Australian Securities Exchange,

retrieved on 17th May 2009, from:

http://theaustralian.aegis.com.au/Data/Announcements/2009/0415/00944198.pdf

Schuster, D. 2009, ‘Australia’s approach to airport changes: the Sydney Airport

experience’, Journal of Air Transport Management, 15(3), 121-126

Shaw, G. & Williams, A. 2009, ‘Knowledge transfer and management in tourism

organization: An emerging research agenda’, Tourism Management, 30(3), 325-335

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出师表

两汉：诸葛亮

先帝创业未半而中道崩殂，今天下三分，益州疲弊，此诚危急存亡之秋也。然侍卫之臣不懈于内，忠志之士忘身于外者，盖追先帝之殊遇，欲报之于陛下也。诚宜开张圣听，以光先帝遗德，恢弘志士之气，不宜妄自菲薄，引喻失义，以塞忠谏之路也。

宫中府中，俱为一体；陟罚臧否，不宜异同。若有作奸犯科及为忠善者，宜付有司论其刑赏，以昭陛下平明之理；不宜偏私，使内外异法也。

侍中、侍郎郭攸之、费祎、董允等，此皆良实，志虑忠纯，是以先帝简拔以遗陛下：愚以为宫中之事，事无大小，悉以咨之，然后施行，必能裨补阙漏，有所广益。

将军向宠，性行淑均，晓畅军事，试用于昔日，先帝称之曰“能”，是以众议举宠为督：愚以为营中之事，悉以咨之，必能使行阵和睦，优劣得所。

亲贤臣，远小人，此先汉所以兴隆也；亲小人，远贤臣，此后汉所以倾颓也。先帝在时，每与臣论此事，未尝不叹息痛恨于桓、灵也。侍中、尚书、长史、参军，此悉贞良死节之臣，愿陛下亲之、信之，则汉室之隆，可计日而待也

。

臣本布衣，躬耕于南阳，苟全性命于乱世，不求闻达于诸侯。先帝不以臣卑鄙，猥自枉屈，三顾臣于草庐之中，咨臣以当世之事，由是感激，遂许先帝以驱驰。后值倾覆，受任于败军之际，奉命于危难之间，尔来二十有一年矣。

先帝知臣谨慎，故临崩寄臣以大事也。受命以来，夙夜忧叹，恐托付不效，以伤先帝之明；故五月渡泸，深入不毛。今南方已定，兵甲已足，当奖率三军，北定中原，庶竭驽钝，攘除奸凶，兴复汉室，还于旧都。此臣所以报先帝而忠陛下之职分也。至于斟酌损益，进尽忠言，则攸之、祎、允之任也。

愿陛下托臣以讨贼兴复之效，不效，则治臣之罪，以告先帝之灵。若无兴德之言，则责攸之、祎、允等之慢，以彰其咎；陛下亦宜自谋，以咨诹善道，察纳雅言，深追先帝遗诏。臣不胜受恩感激。

今当远离，临表涕零，不知所言。