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Put simply, Qantas needs to become proactive and lead the market, rather than be led by it.
What can QF do to be pro-active while still doggedly refusing to introduce the B787-9 into mainline, simply to cling to desperate measures to prop up Jetstar International (wrong product in the wrong markets and uncompetitive in the true LCIC markets) while hedging their bets on how far they can run down QF International and dreaming of A350 alternatives down track?
I think Flight Global has it in one:
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But thinking outside of the box rarely comes from within it.
The CEO of Air New Zealand credits their current success to four main factors:
1. Fleet Choice: He refers to the wisdom of the then CEO and Board for the right fleet choice a decade ago.
ANZ: 1, QF: 0.
2. Innovation. Air New Zealand are held up as one of the most innovative airlines in the world. QF once were, being the first to introduce business class for instance. But no longer: QF were dragged kicking and screaming to the Premium Economy space only after it was blatantly obvious that it was the way to. Ditto for seatback IFE in economy. Just a two examples of many.
The Air New Zealand CEO also credits the success of their innovation to their small but diverse and highly motivated innovation team of engineers, cabin crew, interior designers, accountants etc.
ANZ: 1, QF: 0
3. Staff engagement: over the last decade the leadership of Air New Zealand brought their staff with them, convincing them of the need to change. They inspired their staff, led by example and engendered trust. The staff responded accordingly, and helped the company to get where it is today. QF have gone to war with their staff, shut down the airline, repeatedly breached trust, and failed to communicate in anything other than an ideologically motivated monologue from a loud-hailer rammed down the throats of staff sideways. The staff responded accordingly, and depending on your viewpoint helped the company to get where it is today, ie if you're a manager it's all the staffs fault but if you're staff we are where we are DESPITE management failures.
ANZ: 1, QF: 0.
4. Mindset: Air New Zealand do not consider themselves an "end of the line carrier", instead describing themselves as perfectly positioned on the edge of the Pacific Rim. They have found a niche and exploited it. They have worked in unison with the NZ tourism bureau to promote NZ as a destination, they have built the brand, they have kept and promoted the loyalty of the NZ population and they have reaped the rewards. QF have called themselves "legacy carrier", "end of the line carrier", they've cut out Tourism Australia in a spat with Dixon, and they've hung their hopes on low-yield Bogan-Air Asia. Rather than build on the brand strengths of mainline they've trash-talked it and irrevocably damaged the reputation of the worlds longest continuously flying airline with a shutdown. Now we're all reaping the whirlwind. And now Qantas means far less to far too many Australians.
ANZ: 1, QF: 0