Are the Financial Journos finally waking up about Joyce?
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No, Neville, No!!!!
Actually, it makes a mockery of the QF Board jettisoning JB (although, on balance, I understand that he was a leader of the "no 777s" cabal). 
I just watched "the Business" on ABC 1 and couldn't help admiring the somewhat self-effacing, impeccably well spoken and presented JB putting the whole success story down to the staff at Virgin and reiterating his line that he is the luckiest CEO in Australia because of his staff.
My smile sort of disappeared when I had flashbacks to the mangled language and "leadership" style of AJ that convince me there is a secret lifeboat into which he will leap before the good ship Qantas does its impression of the Costa Concordia...
I just watched "the Business" on ABC 1 and couldn't help admiring the somewhat self-effacing, impeccably well spoken and presented JB putting the whole success story down to the staff at Virgin and reiterating his line that he is the luckiest CEO in Australia because of his staff.
My smile sort of disappeared when I had flashbacks to the mangled language and "leadership" style of AJ that convince me there is a secret lifeboat into which he will leap before the good ship Qantas does its impression of the Costa Concordia...
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The taming of the Roo
Size doesn't count in the battle for dominance in Australian skies.
THE David and Goliath battle for the Australian skies is shaping up as one in which the youth and flexibility of the small upstart, Virgin, make it a worthy adversary for the flat-footed market giant, Qantas.
Size and legacy has not worked so well for Qantas against the nimble Virgin Australia, which 18 months ago launched a strategy to take on the Flying Kangaroo for the lucrative premium passenger market.
The Virgin aimed for a 20 per cent market share. With more than a year left in its time frame to get there, the airline has reached 17 per cent (it was 13 per cent a year ago).
Virgin's half-year result showed clearly that its strategy is gaining traction. Its all-important passenger yields grew more than 13 per cent - well ahead of Qantas' growth - accomplished mainly through growth in the business market.
Virgin's statutory net profit for the half exceeded that of Qantas, although the comparison is not completely fair given Qantas took large one-off hits from industrial action and the grounding of its fleet.
Virgin has clearly articulated its strategy and, with the benefit of a few positive breaks, has shown mastery in its execution.
Without the luxury of deep pockets, Virgin has needed to work harder to outfox Qantas. Its chief executive, John Borghetti, has been the master of making what capital he has work harder. The revamp of the lounges was done on the smell of an oily rag and his international strategy has redefined the notion of capital lite.
He has systematically found ways for the fledgling international business to cover all major global routes by entering into joint ventures with overseas airlines looking for a cheaper way into the Australian market through partnership. These include Etihad, Delta, Singapore Airlines and Air New Zealand.
In contrast, Qantas is pursuing airline start-ups in Asia through the Jetstar brand and is still grappling with the idea of a new premium intra-Asian airline out of Singapore or Malaysia.
Only this week Qantas chief Alan Joyce calmed investors by insisting that he would not be spending much capital on these new ventures.
Being the former government-owned legacy operator has brought with it a series of issues for Qantas. The most heralded of these are long-standing industrial relations agreements and the other is that increased competition from foreign carriers has eaten away at Qantas international's business market share, which has been bleeding red ink for years.
Offsetting this to a large degree is the Qantas loyalty frequent flyer business that over the past few years has been a licence to print money.
As its trump card, Virgin took the lead over Qantas yesterday with the announcement of a corporate restructure that will house its international operations in a separate company and free the listed head company from its 49 per cent foreign ownership limit, allowing overseas funds to buy into the stock.
For years Qantas has been lobbying Australian governments to amend the Qantas Sale Act to achieve this outcome. Armed with its new competitive disadvantage, it might be able to restate its case in Canberra - once it knows who the prime minister will be
Read more: The taming of the Roo
Size doesn't count in the battle for dominance in Australian skies.
THE David and Goliath battle for the Australian skies is shaping up as one in which the youth and flexibility of the small upstart, Virgin, make it a worthy adversary for the flat-footed market giant, Qantas.
Size and legacy has not worked so well for Qantas against the nimble Virgin Australia, which 18 months ago launched a strategy to take on the Flying Kangaroo for the lucrative premium passenger market.
The Virgin aimed for a 20 per cent market share. With more than a year left in its time frame to get there, the airline has reached 17 per cent (it was 13 per cent a year ago).
Virgin's half-year result showed clearly that its strategy is gaining traction. Its all-important passenger yields grew more than 13 per cent - well ahead of Qantas' growth - accomplished mainly through growth in the business market.
Virgin's statutory net profit for the half exceeded that of Qantas, although the comparison is not completely fair given Qantas took large one-off hits from industrial action and the grounding of its fleet.
Virgin has clearly articulated its strategy and, with the benefit of a few positive breaks, has shown mastery in its execution.
Without the luxury of deep pockets, Virgin has needed to work harder to outfox Qantas. Its chief executive, John Borghetti, has been the master of making what capital he has work harder. The revamp of the lounges was done on the smell of an oily rag and his international strategy has redefined the notion of capital lite.
He has systematically found ways for the fledgling international business to cover all major global routes by entering into joint ventures with overseas airlines looking for a cheaper way into the Australian market through partnership. These include Etihad, Delta, Singapore Airlines and Air New Zealand.
In contrast, Qantas is pursuing airline start-ups in Asia through the Jetstar brand and is still grappling with the idea of a new premium intra-Asian airline out of Singapore or Malaysia.
Only this week Qantas chief Alan Joyce calmed investors by insisting that he would not be spending much capital on these new ventures.
Being the former government-owned legacy operator has brought with it a series of issues for Qantas. The most heralded of these are long-standing industrial relations agreements and the other is that increased competition from foreign carriers has eaten away at Qantas international's business market share, which has been bleeding red ink for years.
Offsetting this to a large degree is the Qantas loyalty frequent flyer business that over the past few years has been a licence to print money.
As its trump card, Virgin took the lead over Qantas yesterday with the announcement of a corporate restructure that will house its international operations in a separate company and free the listed head company from its 49 per cent foreign ownership limit, allowing overseas funds to buy into the stock.
For years Qantas has been lobbying Australian governments to amend the Qantas Sale Act to achieve this outcome. Armed with its new competitive disadvantage, it might be able to restate its case in Canberra - once it knows who the prime minister will be
Read more: The taming of the Roo
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bingo !
Armed with its new competitive disadvantage, it might be able to restate its case in Canberra - once it knows who the prime minister will be
ah hahahahahahahaha - well said old chap. the public (also known as the spectators) will almost certainly have no flatulating idea.
ah hahahahahahahaha - well said old chap. the public (also known as the spectators) will almost certainly have no flatulating idea.
Singapore Airlines’ main workhorse these days, especially around Asia, is the Boeing 777-300, which is almost as big as the 747, but has great economics that make airline accountants excited
But not the QF accountants !!
OW can counter by using this line though,
However, I continue to read in feedback forums that many travellers find the 777 one of the noisiest rides in the sky
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Hang about, it's how much for an aircraft hangar these days?
by: Neil Wilson
From: Herald Sun
March 23, 2012 12:00AM
QANTAS has blatantly exaggerated the cost of building a new maintenance hangar to clear the way for hundreds of job cuts in Victoria, an aviation building specialist says.
Industry expert Matthew Garry claims that to build a hangar capable of servicing the superjumbo A380 at Avalon Airport, it would cost a quarter of the $105 million flagged by Qantas.
Qantas workers have called for the airline to build the hangar and create an aviation maintenance hub to rival the world's best, but the airline says it would not be feasible.
Mr Garry, chief executive of hangar construction group Bettabuilt, questioned the merits of Qantas's plan to send its superjumbo maintenance work to the Philippines.
He has provided a detailed quote of just $17.7 million to build a hangar big enough to service every jet in the Qantas and Jetstar fleets, from the A380 down.
Mr Garry, who has worked with Emirates on plans for an immense A380 hangar in Dubai, said that airline estimated it would cost a further $9.6 million to fit out the complex with required machinery and equipment. At that rate, the total cost for an Avalon A380 hangar would be about $27 million - about 25 per cent of Qantas' estimate.
The Licensed Aircraft Engineers Association commissioned the quote.
It comes as it and other unions lobby governments, Qantas and Avalon owner Linfox to look at alternatives to existing maintenance strategies tabled by the airline. Qantas is planning to close either one or both of its heavy maintenance facilities at Tullamarine and Avalon, risking up to 1000 jobs, and consolidate much of its maintenance operations in Brisbane.
Qantas operations chief Lyell Strambi has said Qantas's A380 fleet, which will eventually number 15, is too small to justify a purpose-built facility as it would be under-used.
But Mr Garry said a new hangar at Avalon would be flexible enough for the "constant flow of heavy maintenance work" require by Qantas to make it efficient.
"The quote we've put together could be matched by other companies," he said. "Where Qantas got $100 million from I don't know, I think it's a softly way of preparing people for them to go overseas. It will be tragic for the country to lose such expertise."
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by: Neil Wilson
From: Herald Sun
March 23, 2012 12:00AM
QANTAS has blatantly exaggerated the cost of building a new maintenance hangar to clear the way for hundreds of job cuts in Victoria, an aviation building specialist says.
Industry expert Matthew Garry claims that to build a hangar capable of servicing the superjumbo A380 at Avalon Airport, it would cost a quarter of the $105 million flagged by Qantas.
Qantas workers have called for the airline to build the hangar and create an aviation maintenance hub to rival the world's best, but the airline says it would not be feasible.
Mr Garry, chief executive of hangar construction group Bettabuilt, questioned the merits of Qantas's plan to send its superjumbo maintenance work to the Philippines.
He has provided a detailed quote of just $17.7 million to build a hangar big enough to service every jet in the Qantas and Jetstar fleets, from the A380 down.
Mr Garry, who has worked with Emirates on plans for an immense A380 hangar in Dubai, said that airline estimated it would cost a further $9.6 million to fit out the complex with required machinery and equipment. At that rate, the total cost for an Avalon A380 hangar would be about $27 million - about 25 per cent of Qantas' estimate.
The Licensed Aircraft Engineers Association commissioned the quote.
It comes as it and other unions lobby governments, Qantas and Avalon owner Linfox to look at alternatives to existing maintenance strategies tabled by the airline. Qantas is planning to close either one or both of its heavy maintenance facilities at Tullamarine and Avalon, risking up to 1000 jobs, and consolidate much of its maintenance operations in Brisbane.
Qantas operations chief Lyell Strambi has said Qantas's A380 fleet, which will eventually number 15, is too small to justify a purpose-built facility as it would be under-used.
But Mr Garry said a new hangar at Avalon would be flexible enough for the "constant flow of heavy maintenance work" require by Qantas to make it efficient.
"The quote we've put together could be matched by other companies," he said. "Where Qantas got $100 million from I don't know, I think it's a softly way of preparing people for them to go overseas. It will be tragic for the country to lose such expertise."
Cookies must be enabled | Herald Sun
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Mmmm $105 million to build a $25 million dollar hangar?
I wonder who the lucky tender is and who they might be related too?
I wonder who the lucky tender is and who they might be related too?
