Qantas Airways Service Product Concept

Qantas Airways Service Product Concept
Introduction
Qantas Airways Limited is an Australian flag carrier and is
considered to be the largest airline in terms of fleet size,
international destinations and international flights. The company
is headquartered in Mascot, Sydney, Australia (Whyte &
Lohmann, 2015). The term “Qantas” stands for Queensland &
Northern Territory Aerial Services. The vision of the company is
creating the world’s best low fare and premium airlines. Some of
the major destinations of Qantas Airways are Domestic (New
Zealand and Australia), Europe, Africa (Johannesburg), Asia
(Hong Kong, Bangkok, Mumbai, Singapore and Tokyo), North
America (San Francisco, New York and Los Angeles) and South
America (Buenos Aires and Santiago). The unique value
proposition of Qantas for its guests is the opportunity for getting
truly local experience when they travel.
Aims and Objectives
The aims and objectives of the project are as follows:
➢ To evaluate the airline’s performance
➢ To develop a service product concept-
Special/Disability Assistance
➢ To explain why the service product concept has a
potential in the market
Methodology
Below is presented a detailed overview of the
methods to be used for the development of a relevant
service product concept for Qantas airways:
Step 1
• considering the recent feedbacks of the
customers
Step 2
• Analysing the feedbacks and the key service
complaints for Qantas Airways from the part of
majority of the customers
Step 3
• Developing a new service product concept for
the company
Findings
From the above data of 2018, Qantas flies with the highest
customer satisfaction compared to the other domestic airlines
with a rating of 86.4%. In the year 2017, it has also won the “Roy
Morgan Customer Satisfaction Awards” for both the domestic
airline as well as domestic business airline for 4 consecutive
years in a row (Lee, Patterson & Ngo, 2017). According to Forsyth
(2017), the airline company also has a large market for the
domestic travel.
This demonstrates that the
rest 13.6% is due to the
poor food and beverage
supply, inflight
entertainment service, seat
comfort and above average
staff service in Qantas
airways.
Discussion
From the above analysis it is clear that customers do not find
Qantas a value for money airline and therefore compared to the
price they pay for its service, they perceive it as not meeting the
expectations. Therefore, for Qantas, improved productivity is
needed for bringing the product cost down. Customers will
favour the services that would offer them the most quality,
features and performance and therefore, the company must
devote its energy towards continuously improving its services. In
the process of doing so, Qantas can introduce some customer
preferable services like special care options for the mothers,
children and passengers with disabilities and electronic system
for their travel authorization.
Conclusion
Qantas’s brans image is quite high in the market and the
company is widely known to be a market leader in the airline
industry. Along with its well-developed strategies, Qantas has
easily acquired a good amount of customer satisfaction rate.
However, there is still a gap to reach cent per cent customer
satisfaction rate, which, with some efficient service concepts, the
company is likely to achieve within an year to two.
References:
Whyte, R., & Lohmann, G. (2015). The carrier-within-a-carrier
strategy: An analysis of Jetstar. Journal of Air Transport
Management, 42, 141-148.
Lee, J. J., Patterson, P. G., & Ngo, L. V. (2017). In pursuit of service
productivity and customer satisfaction: the role of
resources. European Journal of Marketing.
Forsyth, P. (2017). The regulation and deregulation of Australia's
domestic airline industry. In Airline Deregulation (pp. 48-84).
Routledge.
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