Qantas Business Growth Strategies †A Complete Sample Solution

Question: Discuss about theQantas Business Growth Strategies. Answer: Report on Marketing Strategy at Quantas The principal goal of any business entity is to grow, whether its just a start-up one or a recognized market leader still seeks to increase profitability. For Quantas to enhance the best strategies for growth in the business, the Ansoff matrix offers a solution through assessing the various stages of risk in seeking business growth (Richardson Evans, 2007). This paper will outline the current market strategy employed by Quantas to tolerate competition in the international market. Below is an overview of the Ansoffs Matrix. (Richardson Evans, 2007) The Qantas uses the Ansoff business strategies through the development of the development of markets and products. Qantas has substantially invested in new various products with the aim of attracting customers to the existing services in their market. For instance, it has been granted a patent which involves innovation of self-services in the passage check in stations as well as in the luggage processing (Park, 2007). Noticeably, it is participating in marketing development where it attracts new markets through engaging the potential customers through offering good deals and promotions. Also, through maintaining the present customers while at the same time enabling innovation helps the firm to attract new clients in the market which is a good way of enhancing the growth of the business. A good example of innovation in the Qantas is that it has been given or rather granted a patent which allows it to connect its customers easily to their prevalent luggage through identification chips with bag tags (LeClair, 2012).The Q bag tags makes sure that the client's luggage is not lost or travel to a different place while at the same time it helps in speeding check-ins when customers are in a position to check their bags on previous arrivals. Apart from the air transportation business, Qantas had put in several other business-related opportunities like the flight catering, engineering, defense services and holidays (Rothkopf, 2009). Consequently, it coordinated and centralized its business to attain greater efficiency which would eventually result in cost effectiveness that is essential in enhancing the growth of its markets. Through the integration strategy employed in the investing other services of the value chains in the firm helps in realizing the competitive advantage of the business transfer of the resources at lower cost. Notably, the Qantas business is augmenting their products within the current competencies in other areas (Rothkopf, 2009). Outstandingly, the strategy builds the recognition of the product to diversified risks. The profits derived from other businesses provide Qantas with resources that help in the implementation of the organization change as well as maintaining the momentum of all the process. J etstar, which is Qantas creation, is a market development strategy according to the Ansoffs matrix that was aimed at curbing the Virgin Blue growth through paving the way for the new entrants from the domestic duopoly that undermines the profitability in the local markets (Richardson Evans, 2007). Conclusively, Qantas has reconstructed itself to focusing on the important business priorities as well as improvements in its technological systems (Preez, 2015). Therefore, that makes it a leaner with boosted operation efficiency and productivity at large. Arguably, it is because the company has been developing its network and capabilities such as the introduction of Jetstar through making bold diversification that reaches many customers hence immense success. It should be noted that Qantas past success does not guarantee future success and for that reason, it must strive harder in implementing the discussed strategies to enhance growth and maintain the success of the market. References Dempsey, P.S., 2011. Airlines in Turbulence: Strategies for Survival. Transportation Law Journal, 23(15), pp.1-84. LeClair, M.S., 2012. Exigency and Innovation in Collusion. Journal of Competition Law and Economics, 8(2), pp.399-415. Park, J.W., 2007. Passenger perceptions of service quality: Korean and Australian case studies. Journal of Air Transport Management, 13(4), pp.238-42. Preez, D.d., 2015. Qantas puts technology at the centre of its 2016 growth plans. [Online] Available at: https://diginomica.com/2015/08/21/qantas-puts-technology-at-the-centre-of-its-2016-growth-plans/ [Accessed 5 February 2017].Richardson, M. Evans, C., 2007. Strategy in action: applying Ansoff's matrix. Manage. British Journal of Administrative Management, 59, pp.1-3. Rothkopf, M., 2009. Innovation in commoditized service industries: an empirical case study analysis in the passenger airline industry. LIT Verlag Mnster.