A Comprehensive Report on Qantas Airline Management Service Marketing

This report provides an analysis of Qantas airline's management service marketing strategies. It examines the airline's service blueprint, highlighting its strengths and weaknesses, and its servicescape strategy, which includes different service offerings and online booking systems. The report further explores Qantas's approach to service quality, complaint processes, and service recovery, emphasizing its customer-centric focus. It also delves into the airline's supply and demand management techniques, including flight scheduling and yield management. Finally, the report discusses Qantas's integrated marketing communications, detailing how the airline optimizes communication with its stakeholders. The analysis is based on the provided sources, including the airline's customer charter and various academic publications, offering insights into Qantas's operational efficiencies and customer satisfaction.

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Qantas airline management service marketing
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Qantas airline management service marketing
Introduction
Qantas Airlines describes itself as one of the most world’s most experienced airline that
offers unique services all over the globe. The airline has flight routes all over the world and its
success has been attributed to business techniques that are used to manage service quality and
customer demands that keep on increasing (Qantas, 2016, P. 1). Through its complementary
airline brands of Jetstar and Qantas, customers the airline gives customers different service
qualities based on their affordability. This essay analyses Qantas airline business and the
techniques used to manage quality and demand from customers.
Critique of the airline’s service blueprint,
A service blue print is an operational tool for providing guidance on how services within
the organization are provided. This specifies physical evidence, staff actions and other support
systems required to provide quality service (Flieb & Kleinaltenkamp, 2004, P. 395). Some
organizations use the service blue print to dragonize operational efficiency and develop
solutions. Qantas airline operates on a service blue print with five main areas of physical
evidence, customer and actions, on stage employee contact, backstage employee contact and
support processes (see appendix 1.). This blue print shows different activities that take place
within the process of service the customer.
However, it lacks appraisal systems where customers can give feedback about the service
that they receive. However, it would have worked better if the customer was requested to give
feedback before they alight the plane. This will avoid biases and ensure that customers don’t
forget to give their feedback. On the other hand, all the activities are linked to top management

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rather than linking to line managers who then link to the top management. This eases decision
making and ensures that customer problems are resolved on time.
Servicescape strategy
Servicescape strategy is a model that focusses on the impact of the environment and the
way the behaviour of people within the business context leads to accomplishing of business
goals. This has organizational benefits through influences on customer perceptions about the
service that they receive (Hoffman,, et al., 2010, P. 2010). This can also influence the nature and
quality interactions that exist between employees and customers. Qantas Airline servicescape
strategy exists in several business areas that suit customer needs. First, the airline offers two
unique services Jetstar and Qantas which have different services. The customer can choose any
service according to the amount of money that they have. Bookings can be done online through
an online portal that enables the customer determine the flight that suits their needs. With this,
the customer keys in the amount of money that they have and allow the system to choose a flight
for them that fits the needs that they have (Qantas, 2016, pp. 3). This improves efficiency and
ensures that customers are conveniently served.
As part of keeping up with technology changes, the company bought the Boeing 787-9
Dreamliner that is being used by many flight companies. This is the best flight in the market that
gives customers quality service. As part of branding, the airline updated its Kangaroo logo to
align it with the new flights system and give it a new look to the customer (World Airline News,
2016, pp. 4). The seats in the plane are designed to differentiate between the two classes of
flights available. Further, the airline is designed well with enough ventilation to give customers
quality flights.

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Customer waiting bays are spacious allowing customers to wait comfortably without
overcrowding. The airline acknowledges the fact that it has many customers who will crowd at
the waiting bay. This is reduced through online booking where customers can be informed of the
exact time the flight is leaving to reduce waiting time and congestion in the waiting bay.
Service quality
Service quality compares the perceived expectations of a customer with the performance
that they receive when engaging with a seller or a supplier. This meets the value for money need
of the customer through ensures that what they pay for is what they receive (Ojasalo, 2010).
According to Sultan & Simpson Jr (2000, P. 190), organizations, that consistently meet customer
quality expectations have an increased rate of return customers. Qantas airline lines serve its
customers through personal attention and convenient timing to meet customer needs. All
customers are treated equally regardless of the flight type that they are using. The employees
have been adequately trained to ensure that the services they offer are in line with Qantas culture
to meet all the five dimensions of tangibles, reliability, responsiveness, assurance and empathy.
Complaint process and service recovery,
Complain handling and service recovery is a customer retention tool that can be used as a
competitive advantage in the organization (Bendall-Lyon & L.Powers, 2001, P. 280) Qantas
airline achieves this through an established customer services program to ensure that lost
customers are recovered. Through the customer chatter, clear processes for solving problems
have been laid down. Further, customers have accessed to the chatter that shows what they
expect when being served and how to raise complains in case any of their rights has been
violated (Qantas, 2016, pp. 3). A customer feedback form is used to give feedback responses
which are then analyzed by management and proper solutions put in place.

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Managing supply and demand
Management of supply and demand is plan management strategy that allows a business to
balance its resources against the demands of customers. This allows the business to meet the
needs of the customer by putting adequate strategies in place (Obeng & Sakano, 2012, P. 43).
For example, an airline has to ensure that the number of bookings do not exceed the available
flights to minimize congestion and delays. Supply management is achieved through inbound and
outbound logistics that includes route selection, yield management system, flight scheduling,
crew scheduling and aircraft acquisition to ensure that they meet the needs of the organization.
The airline has a target needs to be achieved for business objectives. Demand management is
achieved through scalable operations that match the demand with the supply to reduce system
bottlenecks. Demand is managed through flight management strategies that display available
flights for the customer. To minimize overbooking, Qantas schedules its flights so that customers
know when the next flight leaves to allow them plan well.
Integrated marketing communications
Integrated marketing communications uses marketing strategies to optimize
communication of the company’s brands to its stakeholders and improve the benefits of each
channel (Vladmir,, et al., 2012, P. 142). Qantas adopted an integrated marketing management
platform to improve operational efficiencies and increase customer satisfaction. This allows
incorporating of marketing operations, campaign management, customer data management and
marketing analytics to improve communications between the airline and the customer. This
system allows data and campaign to take place at the same time through an automated end-to-
end system. This will thus lead to operational efficiencies that will reduce operational costs.
Conclusion

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Service quality management is a key component of business success that every
organization must learn to deal with. As a leading airline, Qantas has developed service quality
management strategies that have seen the airline become one of the leaders in Australian airline
industry.
References
Bendall-Lyon, D. & L.Powers, T., 2001. The Role of Complaint Management in the Service
Recovery Process. The Joint Commission Journal on Quality Improvement, 27(5), pp. 278-286.
Flieb, S. & Kleinaltenkamp, M., 2004. Blueprint the Service Company: Managing Service
Processes Efficiently. Journal of Business Research, 57(4), pp. 392-404.
Hoffman, K. D., Bateson, J. E., Elliot, G. & Birch, D., 2010. Service Marketing. Concepts,
Strategies and Cases. Asia-Pacific Edition ed. s.l.: Cengage Learning Australia.
News, W. A., 2016. QANTAS refreshes its brand and livery, unveils the upcoming Boeing 787-9
cabins. [Online]
Available at: https://worldairlinenews.com/tag/syd/
[Accessed October 2017].
Obeng, K. & Sakano, R., 2012. Airline fare and seat management strategies with demand
dependency. Journal of Air Transport Management, pp. 42-48.
Ojasalo, J., 2010. E-Service Quality: A Conceptual Model. International Journal of Arts and
Sciences, 3(7), pp. 127-143.
Qantas, 2016. Customer Charter and Frequent Flyer Customer Commitment. [Online]
Available at: https://www.qantas.com/travel/airlines/customer-charter/global/en
[Accessed 11 October 2017].
Qantas, 2016. The Qantas group at a glance, s.l.: Qantas Airlines.
Sultan, F. & Simpson Jr, M., 2000. International service variants: Airline passenger expectations
and perceptions of service quality. Journal of Services Marketing, 14(3), pp. 188-216.
Vladmir, M., Miroslav, K. & Papic, T., 2012. The necessity to adjust traditional integrated
marketing communications tools and techiques to new global trends. Journal of Marketing
Communications, 61(4), pp. 141-154.

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Appendix 1:1 Qantas Ailrline service blue print source-
https://creately.com/diagram/izf4e721/Qantas%20Service%20Blueprint