Essays on Strategic Management and Theory to Analyse Case Study

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The paper 'Strategic Management and Theory to Analyse' is a wonderful example of a Management Case Study. Globalization has had a series of implications on the global market. In this case, the changes have over the years implicated and changed the overall market operations not only in the global platform but also in the local and domestic markets. One of the most affected industries after the technology industry is the aviation industry. In this regard, global market changes have resulted in changing competition levels as well as competitive edges sustainability changes in the global market.

This evaluation focuses on the Qantas Airline, an Australian airline previously government-owned to be privatized in the latter years in 1993. As such the review focuses on the internal and external industry environments, the applied corporate strategies as well as potential improvement recommendations. 2.0 Industry and Competitor Analysis An evaluation of the Aviation industry reveals drastically changing factors in the market. In order to sufficiently address this aspect, this evaluation applies the porters’ five forces model. The model, as Evans and Neu (2008, p. 137) argued enhances the development of an elaborate industry audit. 2.1 Suppliers Bargaining Power An evaluation of the aviation industry suppliers reveals that there exist two suppliers namely the Boeing and Airbus Company respectively.

Therefore, due to their reduced number as well as the high costs of adopting modern technology in the market increases their overall competitiveness and bargain in the market. Therefore, the two suppliers have increased control in the market thus have the sole power and ability to regulate the respective prices. 2.2 Buyers Bargaining Power The industry buyers comprise the consumers who use the aviation industry services right from the flight services to parking and among others in the market.

In this case, as evidenced by Mules (2013, p. 2), the demographic population structure is changing. Although markets in the USA and western European nations are declining, emerging markets in the Asian and the African markets present viable alternatives. However, due to a large number of international airlines, the buyers have a wide range of choices of transportation services, therefore they have high bargaining power, and to attract them the organizations must develop unique services portfolio and marketing strategies. 2.3 Industry Competition The Aviation industry, as one of the most prestigious organizations across the globe, has attracted a wide range of competition.

This can be evidenced by the airline's presence both in the international market as well as in the domestic Australian market. On one hand, the international market is characterized by other players such as Emirates, British Airways, and Singapore Airlines among others. Moreover, Qantas Competition in the local Australian market is mainly from the Virgin Australia airways that offer low-cost services in the market. 2.4 Threat of New Competitors The aviation industry is characterized by the presence of high investment needs.

In this regard, changing technology in the global market has revolutionized the industry creating increased need to purchase modern-day equipment. Therefore, as Coelli, Perelman, and Romano (1999, p. 255) argued, high operational costs in the hi industry reduces the possibility of increased investment. As Peoples (2014, p. 297) stated, the existing competitors enjoy economies of scale, a virtue hard to acquire for the new investors in the market.

References

Coelli, T., Perelman, S. & Romano, E. 1999, "Accounting for environmental influences in stochastic frontier models: With application to international airlines", Journal of Productivity Analysis, vol. 11, no. 3, pp. 251-273.

Evans, G.E. & Neu, C. 2008, "The Use of Strategic Forces to Understand Competitive Advantages Provided by Information Technology", Journal of International Technology and Information Management, vol. 17, no. 2, pp. 137-III.

Gagnon, M., Lamothe, L., Fortin, J.,& Cloutier, 2005, "Telehealth adoption in hospitals: an organizational perspective", Journal of Health Organization and Management, vol. 19, no. 1, pp. 32-56.

Hanson, D., 2014, Case 5: The Qantas Group in the Global and Domestic Airline Industries in the Late 2012, University of Tasmania

Herrmann, P. 2002, "The Influence of CEO Characteristics on the International Diversification of Manufacturing Firms: An Empirical Study in the United States", International Journal of Management, vol. 19, no. 2, pp. 279-289.

Hoskisson, R. E., & Hoskisson, R. E., 2008, Competing for advantage. Mason, OH: Thomson/South-Western.

Kamel, M. 2006, "Collaboration for Innovation in Closed System Industries: The Case of the Aviation Industry", Engineering Management Journal, vol. 18, no. 4, pp. 16-22.

Kuglin, F. A., & Hook, J., 2002, Building, leading, and managing strategic alliances: How to work effectively and profitably with partner companies, AMACOM New York.

Liu, Y., Xu, C. & Zhang, Y. 2010, "An Analysis on the International Competitiveness of China's Traditional Medicine Industry Based on the SWOT Model", International Journal of Business and Management, vol. 5, no. 7, pp. 225-229.

Mules, R., 2013, The Long Haul: The Qantas – Emirates Alliance, Busidate, vol. 21, no. 3, pp. 1-9

Peoples, J., 2014, The economics of international airline transport, Emerald, Bingley, U.K.

Smith, D.J. 2003, "Strategic alliances and competitive strategies in the European aerospace industry: The case of BMW Rolls-Royce GmbH", European Business Review, vol. 15, no. 4, pp. 262-276.

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