The Orange Cancer Spreads
Join Date: Oct 2007
Location: Sydney
Posts: 173
Likes: 0
Received 0 Likes
on
0 Posts
Who's Responsible?
Since late 2007 Qantas mainline has shrunk, and as the thread originator claims, the Orange Cancer has increased.
During this time Qantas shares have lost 65% of their value and they no longer even pay a dividend.
It's time for the management and board to acknowledge they don't know what they are doing and 'fall on their swords'!!
During this time Qantas shares have lost 65% of their value and they no longer even pay a dividend.
It's time for the management and board to acknowledge they don't know what they are doing and 'fall on their swords'!!
Stalins ugly Brother said:
Was going over some notes at work yesterday relating to scorecards, some of you guys might not be aware of Balance Scorecards and I'm sure Sunfish could add more, but thought this was relative to QF.
The balanced scorecard is a strategic planning and management system that is used extensively in business.
The balanced scorecard suggests that we view the organization from four perspectives.
The Learning & Growth Perspective
This perspective includes employee training and corporate cultural attitudes related to both individual and corporate self-improvement. In a knowledge-worker organization, people -- the only repository of knowledge -- are the main resource. In the current climate of rapid technological change, it is becoming necessary for knowledge workers to be in a continuous learning mode.
The Business Process Perspective
This perspective refers to internal business processes. Metrics based on this perspective allow the managers to know how well their business is running, and whether its products and services conform to customer requirements (the mission). These metrics have to be carefully designed by those who know these processes most intimately; with our unique missions these are not something that can be developed by outside consultants.
The Customer Perspective
Recent management philosophy has shown an increasing realization of the importance of customer focus and customer satisfaction in any business. These are leading indicators: if customers are not satisfied, they will eventually find other suppliers that will meet their needs. Poor performance from this perspective is thus a leading indicator of future decline, even though the current financial picture may look good.
In developing metrics for satisfaction, customers should be analysed in terms of kinds of customers and the kinds of processes for which we are providing a product or service to those customer groups.
The Financial Perspective
Do not disregard the traditional need for financial data. Timely and accurate funding data will always be a priority, and managers will do whatever necessary to provide it. In fact, often there is more than enough handling and processing of financial data. With the implementation of a corporate database, it is hoped that more of the processing can be centralized and automated. But the point is that the current emphasis on financials leads to the "unbalanced" situation with regard to other perspectives.
I think there needs to be some old heads, put into some senior management roles - guys who would have followed the above because it was just plain common sense.
QF is supposed to be premium product but has not had any real capital injected into it to maintain a high quality product for a long while. Even the A380, the new flagship, the internal product compared to other airlines (on the kangaroo route, not so much the US) is still a substandard product.
The balanced scorecard is a strategic planning and management system that is used extensively in business.
The balanced scorecard suggests that we view the organization from four perspectives.
The Learning & Growth Perspective
This perspective includes employee training and corporate cultural attitudes related to both individual and corporate self-improvement. In a knowledge-worker organization, people -- the only repository of knowledge -- are the main resource. In the current climate of rapid technological change, it is becoming necessary for knowledge workers to be in a continuous learning mode.
The Business Process Perspective
This perspective refers to internal business processes. Metrics based on this perspective allow the managers to know how well their business is running, and whether its products and services conform to customer requirements (the mission). These metrics have to be carefully designed by those who know these processes most intimately; with our unique missions these are not something that can be developed by outside consultants.
The Customer Perspective
Recent management philosophy has shown an increasing realization of the importance of customer focus and customer satisfaction in any business. These are leading indicators: if customers are not satisfied, they will eventually find other suppliers that will meet their needs. Poor performance from this perspective is thus a leading indicator of future decline, even though the current financial picture may look good.
In developing metrics for satisfaction, customers should be analysed in terms of kinds of customers and the kinds of processes for which we are providing a product or service to those customer groups.
The Financial Perspective
Do not disregard the traditional need for financial data. Timely and accurate funding data will always be a priority, and managers will do whatever necessary to provide it. In fact, often there is more than enough handling and processing of financial data. With the implementation of a corporate database, it is hoped that more of the processing can be centralized and automated. But the point is that the current emphasis on financials leads to the "unbalanced" situation with regard to other perspectives.
I think there needs to be some old heads, put into some senior management roles - guys who would have followed the above because it was just plain common sense.
Join Date: Jan 2010
Location: Australia
Posts: 310
Likes: 0
Received 0 Likes
on
0 Posts
Good luck with that QFI,
I think you will find that in reality there will be no blood letting on either side. Some may consider a victory for one or the other however no one will 'fall on their sword'.
A friend who was highly successful in private enterprise once said to me 'directors have managers to carry out the directions the company requires to move with'. You guys are dealing with the managers a tier or two below these managers who are being directed what to do, and they in turn will not budge from their directions due to the tier they reside on.
More importantly in a company like Qantas the lower level managers who are negotiating (for want of a better term) have been awarded their roles in the management structure for their ability to tow the company line and their ability to curtail to their superiors every beck and call. A manager at this level in Qantas would sign their own death warrant if they should ever express their own opinions regarding relevant issues that would be contrary to the company line, be it for the betterment of the company or not.
Unfortunately the mangement in this industry has been in this situation for a long time now so no matter what the rank and file expect would happen with them is more than likely not going to.
This EBA looks like turning into a debacle to match the previous one however the management you are dealing with is only doing what they are told. The problem is they believe it. they do not comprehend they are merely pawns in the grander scheme of things, just like they secretly think you minions are.
GB
I think you will find that in reality there will be no blood letting on either side. Some may consider a victory for one or the other however no one will 'fall on their sword'.
A friend who was highly successful in private enterprise once said to me 'directors have managers to carry out the directions the company requires to move with'. You guys are dealing with the managers a tier or two below these managers who are being directed what to do, and they in turn will not budge from their directions due to the tier they reside on.
More importantly in a company like Qantas the lower level managers who are negotiating (for want of a better term) have been awarded their roles in the management structure for their ability to tow the company line and their ability to curtail to their superiors every beck and call. A manager at this level in Qantas would sign their own death warrant if they should ever express their own opinions regarding relevant issues that would be contrary to the company line, be it for the betterment of the company or not.
Unfortunately the mangement in this industry has been in this situation for a long time now so no matter what the rank and file expect would happen with them is more than likely not going to.
This EBA looks like turning into a debacle to match the previous one however the management you are dealing with is only doing what they are told. The problem is they believe it. they do not comprehend they are merely pawns in the grander scheme of things, just like they secretly think you minions are.
GB
Join Date: Dec 1999
Location: I prefer to remain north of a direct line BNE-ADL
Age: 49
Posts: 1,286
Likes: 0
Received 33 Likes
on
10 Posts
Easy way is to tell them to **** off and do a Contract as I am. Pretty easy actually.
Edited because f e c k got censored lol!
Edited because f e c k got censored lol!
Join Date: Jul 2010
Location: Melbourne
Age: 54
Posts: 113
Likes: 0
Received 0 Likes
on
0 Posts
Difficult to know what you mean by the following GB
Are your talking about LHEBA 8 or the LHEBA 7 Rollover?
Irrespective, the difference between them certainly resulted in the situation now unfolding. Walking away from the undertaking Qantas made in LHEBA 8 to pay all who fly Qantas branded B787’s in accordance with the LHEBA and then agreeing in the EBA 7 Rollover to recognise the role of Jetconnect, is a debacle.
Yep! Jetconnect New Zealand is but proof of a concept that will allow Qantas to crew B787’s with offshore pilots. I just about chocked on my wheaties when I heard Woody say to John Laws that Qantas pilots are very worried about Jetconnect. Isn’t he one of the team that threw the baby out with the bathwater?
· This EBA looks like turning into a debacle to match the previous one.
Irrespective, the difference between them certainly resulted in the situation now unfolding. Walking away from the undertaking Qantas made in LHEBA 8 to pay all who fly Qantas branded B787’s in accordance with the LHEBA and then agreeing in the EBA 7 Rollover to recognise the role of Jetconnect, is a debacle.
Yep! Jetconnect New Zealand is but proof of a concept that will allow Qantas to crew B787’s with offshore pilots. I just about chocked on my wheaties when I heard Woody say to John Laws that Qantas pilots are very worried about Jetconnect. Isn’t he one of the team that threw the baby out with the bathwater?
Jetstar cuts flights after big fall in demand from Japanese travellers
Jetstar cuts flights after big fall in demand from Japanese travellers
JETSTAR will cut flights between Australia and Japan - its most important long-haul destination - because of a fall in demand from Japanese travellers.
Jetstar today will halve the number of services between Australia and Tokyo to seven, after redeploying the ''lion's share'' of flights to Osaka due to ''operational issues'' and fewer people wanting to fly to the Japanese capital amid fears about the crisis at the Fukushima nuclear power plant.
The airline will maintain 25 flights a week between Australia and Japan, but it conceded yesterday that there could be ''some lessening of capacity'' in the longer term.
Jetstar will bear the brunt of a longer-term slump in travellers because over the past four years it has taken over the majority of flying on the route from its parent, Qantas.
Qantas now has only 10 flights a week to Japan. About 80 per cent of the passengers on Jetstar flights between the two countries are Japanese.
Travel agents have reported cancellation rates of about 50 per cent for bookings by Japanese tourists for trips to Australia since the earthquake and tsunami on March 11. A downturn in demand from Japanese travellers creates additional headaches for Qantas and Jetstar executives, who already face jet fuel prices hovering near a three-year high.
CBA Equities analyst Matt Crowe said a fall in demand for flights on the route would have a impact on Qantas.
''I don't think it will be as material as the Queensland floods, but it will be material,'' he said.
Qantas has estimated the floods will cut $55 million from pre-tax profit in the second half. Mr Crowe said there was likely to be a big fall in passengers on the route once the immediate rush by people to leave Japan due to the nuclear crisis and earthquake abated.
Qantas shares rose 1¢ to $2.10 yesterday, slightly above a 20-month low reached last week.
Qantas said demand for its flights to Japan had been affected by the natural disaster but until events stabilised, it would be difficult to calculate the impact.
Jetstar and Qantas have gained an estimated $500 million a year in revenue from the Japan-Australia route.
Two years ago, Jetstar had to cut a third of its flights between Australia and Japan for several months due to Japanese travellers' fears of swine flu.
Air New Zealand also warned last week that it would post a second-half loss due to high fuel prices and the Christchurch and Japanese earthquakes.
Jetstar today will halve the number of services between Australia and Tokyo to seven, after redeploying the ''lion's share'' of flights to Osaka due to ''operational issues'' and fewer people wanting to fly to the Japanese capital amid fears about the crisis at the Fukushima nuclear power plant.
The airline will maintain 25 flights a week between Australia and Japan, but it conceded yesterday that there could be ''some lessening of capacity'' in the longer term.
Jetstar will bear the brunt of a longer-term slump in travellers because over the past four years it has taken over the majority of flying on the route from its parent, Qantas.
Qantas now has only 10 flights a week to Japan. About 80 per cent of the passengers on Jetstar flights between the two countries are Japanese.
Travel agents have reported cancellation rates of about 50 per cent for bookings by Japanese tourists for trips to Australia since the earthquake and tsunami on March 11. A downturn in demand from Japanese travellers creates additional headaches for Qantas and Jetstar executives, who already face jet fuel prices hovering near a three-year high.
CBA Equities analyst Matt Crowe said a fall in demand for flights on the route would have a impact on Qantas.
''I don't think it will be as material as the Queensland floods, but it will be material,'' he said.
Qantas has estimated the floods will cut $55 million from pre-tax profit in the second half. Mr Crowe said there was likely to be a big fall in passengers on the route once the immediate rush by people to leave Japan due to the nuclear crisis and earthquake abated.
Qantas shares rose 1¢ to $2.10 yesterday, slightly above a 20-month low reached last week.
Qantas said demand for its flights to Japan had been affected by the natural disaster but until events stabilised, it would be difficult to calculate the impact.
Jetstar and Qantas have gained an estimated $500 million a year in revenue from the Japan-Australia route.
Two years ago, Jetstar had to cut a third of its flights between Australia and Japan for several months due to Japanese travellers' fears of swine flu.
Air New Zealand also warned last week that it would post a second-half loss due to high fuel prices and the Christchurch and Japanese earthquakes.
'onya jetstar !
Join Date: Mar 2011
Location: Artic
Posts: 25
Likes: 0
Received 0 Likes
on
0 Posts
During this time Qantas shares have lost 65% of their value
