or even less. Given Qantas seem to have taken the Jetstar seating and feature options for their B787's, they might be pushing the proverbial up hill
Qantas have created a great deal of own brand damage. Studies suggest over $1 billion of lost value when considering the grounding, lockout and trash talking. Combined with the abandonment of European flying, probably a conservative number. . Kind of silly really.
Notwithstanding intentions, the problem for Low Far Airlines is they catch themselves in the 'price paradox': They can stimulate demand with 'market leading prices'. The problem is that all they capture are demand elastic travellers. (travellers who pick the best price of the day, no loyalty other than price)
In fact their whole model weakness is demand elasticity. They struggle to build a value premium, which in turn builds yield. It is brand value that ensures sales can capture this price premium.
Having lost nearly 400,000 passengers from their own aircraft in the First year of the EK alliance and gutting their International netowrk (as well as the damage to brand), outside the home market Qantas finds it difficult to build that yield premium: There are simply too many other brands with value, with fuel efficient fleets that Qantas clearly lacks, their CASK is much lower across a stage length. This gives them a significant advantage diluting quickly any yield premium Qantas once commanded. Fuel costs are a big part of the problem. Lacking the fleet the prime problem.
Qantas has effectively stifled itself in poor strategic modelling, woeful execution and an internal obsession with fulfilling the CEO and Chairman's goals. Dominating unions, suppressing market forces with respect to labour unit cost has the focus internal. There is little outward looking strategy and when they have, they are confronted with competitors that moved on a long time ago.