MERGED: Alan's still not happy......
TBM
Could not agree more re the Gulf Carriers!!
The Airlines in this region are distorting the market for carriers right around the globe, from Air France to Cathay to Qantas etc etc!
Wake up before its too late, there is no way if an Airline such as Emirates orders 140 A380s alone, let alone its 777x and A350 orders, that it is not going to radically alter and distort the global airline business!
Total orders, not all firm for the A380 from all the worlds Airlines outside the Gulf region, is around 145 vs Emirates alone at 140 so far!
Could not agree more re the Gulf Carriers!!
The Airlines in this region are distorting the market for carriers right around the globe, from Air France to Cathay to Qantas etc etc!
Wake up before its too late, there is no way if an Airline such as Emirates orders 140 A380s alone, let alone its 777x and A350 orders, that it is not going to radically alter and distort the global airline business!
Total orders, not all firm for the A380 from all the worlds Airlines outside the Gulf region, is around 145 vs Emirates alone at 140 so far!
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A humbling quote that we should all pay attention to ... and which equally transmits the message .. however it was this from Neil DeGrasse Tyson ...
The good thing about science is that it's true whether or not you believe in it.
This is also true of where the Qantas business is.
What scares me is that it is becoming a war of ideologies ... and I'm on the other side in my confidence of the likely success of the current course ...
N
The good thing about science is that it's true whether or not you believe in it.
This is also true of where the Qantas business is.
What scares me is that it is becoming a war of ideologies ... and I'm on the other side in my confidence of the likely success of the current course ...
N
If QF had leadership that tried to grow the core business instead of cutting it, it would not be in this situation. How can an ever decreasing route structure support the company when the company itself doesn't also become smaller?
Until someone with the ambition to grow QF takes the helm it will continue to be cut until nothing remains.
EK having a flock of 380s is not the cause of this mess.
The Don
Until someone with the ambition to grow QF takes the helm it will continue to be cut until nothing remains.
EK having a flock of 380s is not the cause of this mess.
The Don
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cessnapete said
There are a lot of people who think it would make a difference if that one man fell on his sword.. I don't think AJ is accepted as the face of Qantas anymore, after today people are not comfortable with him running the show, as are the people in the streets, not a good look for a service industry leader. A bit like when Robert Ayling was dumped at BA, twelve moths later the business punters returned.. BA's roots were a full service airline, people were comfortable with that, they knew what they were getting again.
Changing leadership can make a world of a difference.. I'm thinking about the changes with the Australian cricket team, changed the coaching staff, alas, 5 - Nil
It appears not only Qantas staff are uncomfortable with the current leadership, this report confirms that ..
and in this snip, not sure he answered the questions, of all days when he needed to convince.. he failed in my opinion..
Qantas is a proud organisation, particularly in the operations side of the airline, those on the outside always show themselves up on here like a bright red warning light, they don't have a full understanding of this culture..
"the passion to make Qantas great"
.
How would getting rid of one man make any difference?
Changing leadership can make a world of a difference.. I'm thinking about the changes with the Australian cricket team, changed the coaching staff, alas, 5 - Nil
It appears not only Qantas staff are uncomfortable with the current leadership, this report confirms that ..
and in this snip, not sure he answered the questions, of all days when he needed to convince.. he failed in my opinion..
Qantas is a proud organisation, particularly in the operations side of the airline, those on the outside always show themselves up on here like a bright red warning light, they don't have a full understanding of this culture..
"the passion to make Qantas great"
.
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Nathan must be the one with the 140 IQ.
Hey guys I didn't create this petition but it is very well written. I think if enough signatures are obtained it may just prevent a repeat of this episode 12 months from now. It is about the removal of Joyce as CEO.
Just for the record, I don't particularly dislike the man. It is just the strategy he has adopted that is risking the livelihood of over 30,000 people. He would have my support if the direction changed today but there was no acceptance of blame by them today. I don't think there ever will be.
Last I saw just under 1000 had signed. Please share on social media with your friends and let's make sure we stick together as the year progresses.
cheers
http://www.change.org/en-AU/petition...ish_experiment
Hey guys I didn't create this petition but it is very well written. I think if enough signatures are obtained it may just prevent a repeat of this episode 12 months from now. It is about the removal of Joyce as CEO.
Just for the record, I don't particularly dislike the man. It is just the strategy he has adopted that is risking the livelihood of over 30,000 people. He would have my support if the direction changed today but there was no acceptance of blame by them today. I don't think there ever will be.
Last I saw just under 1000 had signed. Please share on social media with your friends and let's make sure we stick together as the year progresses.
cheers
http://www.change.org/en-AU/petition...ish_experiment
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The real game
There has only ever been one game .......he who has the deepest pockets wins....
Alan bet that he would send Virgin broke first and lost, it's as simple as that. Qantas does not deserve any bail out or assistance from the government. AJ and the board should be held to account for their failure and the company, as hard as it will be for the innocent worker, trade out of their position.
In the QF CEO address 18/10/13 AJ espoused the wonderful job he had done in the previous year, citing international competition, exchange rates and fuel prices as the biggest challenges....no mention of the level playing field.
Only 1 month later, when Virgin went to its shareholders (as QF was entitled to do) and raised capital, QF comes out declaring that the sky is falling and unless the government stops Virgin or props QF up then 5000 jobs would be lost.
How could so much change in such a short time.
AJ and the board should be held soley responsible for the present state of affairs and be treated accordingly.
Alan bet that he would send Virgin broke first and lost, it's as simple as that. Qantas does not deserve any bail out or assistance from the government. AJ and the board should be held to account for their failure and the company, as hard as it will be for the innocent worker, trade out of their position.
In the QF CEO address 18/10/13 AJ espoused the wonderful job he had done in the previous year, citing international competition, exchange rates and fuel prices as the biggest challenges....no mention of the level playing field.
Only 1 month later, when Virgin went to its shareholders (as QF was entitled to do) and raised capital, QF comes out declaring that the sky is falling and unless the government stops Virgin or props QF up then 5000 jobs would be lost.
How could so much change in such a short time.
AJ and the board should be held soley responsible for the present state of affairs and be treated accordingly.
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Australia is a strange place at times. The Kangaroo is one of two animals we have on our coat of arms part of our identity yet we shoot them as pests.
We have that same symbol of Australia the Kangaroo on the tail of our represented National Airline yet we have shot that too by way of not protecting the Airline for the very people whom it represents, Australians...........the blame is the bullet, the gun is the management...........weird!
Wmk2
We have that same symbol of Australia the Kangaroo on the tail of our represented National Airline yet we have shot that too by way of not protecting the Airline for the very people whom it represents, Australians...........the blame is the bullet, the gun is the management...........weird!
Wmk2
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Seems some at Qantas are quite happy, received this email last night, well my other half did..............
Dear Mrs ******,
Today Qantas announced a range of measures to take $2 billion in costs out of the business over three years, including through deferring and selling aircraft, and significant job reductions.
I have received many questions both directly and through social media and wanted to reach out to you personally as a valued member.
These are tough but necessary measures to ensure a strong future for Qantas and our nearly 10 million Qantas Frequent Flyer members.
Let me assure you, however, that these measures will not impact your Qantas Points balance or cause your Qantas Points to expire.
This year, Qantas has many plans to keep on rewarding Qantas Frequent Flyer members. Here are just a few I wanted to share with you:
We will continue to introduce more everyday ways to earn and redeem Qantas Points.
On 31 March 2014, we will launch our new business loyalty program, Aquire. Australian-based small and medium businesses could earn Aquire Points through their everyday transactions, including travel, and convert them into Qantas Points in the name of an individual Qantas Frequent Flyer member.
We will continue to introduce new features and benefits to Qantas Cash, with more than 200,000 members using the prepaid facility already.
We are opening new stylish Lounges. The Qantas Hong Kong Lounge will open in March 2014. The new Los Angeles Business Lounge will open in April 2014, with a new world class Qantas First Lounge to open in Los Angeles in the second half of 2014.
The upgrade of our Airbus A330 fleet is progressing well, with the aircraft featuring new Business fully flat beds and the latest Panasonic entertainment system to feature on our domestic and international network from late 2014.
We will be introducing new member communities, in addition to our food and wine community Qantas epiQure, which will provide opportunities for members to be engaged with the things we know you are passionate about.
Qantas is changing, but what will never change is our commitment to rewarding you for your loyalty, whether on the ground, or in the air.
Yours sincerely,
Lesley Grant
Lesley Grant
CEO Qantas Loyalty
Today Qantas announced a range of measures to take $2 billion in costs out of the business over three years, including through deferring and selling aircraft, and significant job reductions.
I have received many questions both directly and through social media and wanted to reach out to you personally as a valued member.
These are tough but necessary measures to ensure a strong future for Qantas and our nearly 10 million Qantas Frequent Flyer members.
Let me assure you, however, that these measures will not impact your Qantas Points balance or cause your Qantas Points to expire.
This year, Qantas has many plans to keep on rewarding Qantas Frequent Flyer members. Here are just a few I wanted to share with you:
We will continue to introduce more everyday ways to earn and redeem Qantas Points.
On 31 March 2014, we will launch our new business loyalty program, Aquire. Australian-based small and medium businesses could earn Aquire Points through their everyday transactions, including travel, and convert them into Qantas Points in the name of an individual Qantas Frequent Flyer member.
We will continue to introduce new features and benefits to Qantas Cash, with more than 200,000 members using the prepaid facility already.
We are opening new stylish Lounges. The Qantas Hong Kong Lounge will open in March 2014. The new Los Angeles Business Lounge will open in April 2014, with a new world class Qantas First Lounge to open in Los Angeles in the second half of 2014.
The upgrade of our Airbus A330 fleet is progressing well, with the aircraft featuring new Business fully flat beds and the latest Panasonic entertainment system to feature on our domestic and international network from late 2014.
We will be introducing new member communities, in addition to our food and wine community Qantas epiQure, which will provide opportunities for members to be engaged with the things we know you are passionate about.
Qantas is changing, but what will never change is our commitment to rewarding you for your loyalty, whether on the ground, or in the air.
Yours sincerely,
Lesley Grant
Lesley Grant
CEO Qantas Loyalty
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I'd just like to thank TIMA9X for all the great work he does creating and posting all the videos from coverage in our industry. With many of us out flying or swinging spanners when things are happening it is the only way to catch up with events.
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49% Limit
Isn't it amazing that the terrible 49% investment limit that is hindering Qantas at present hasn't hindered Qantas jumping in boots and all from sinking bucket loads of money into Jetstar Asia of which it owns only '49%'.
The end of Qantas is now predictable - the name will be sold at bargain rates to a private bidder after the company is bankrupted and delisted.
What is finally going to kill it is a series of decisions that destroy brand value, most of which is psychological.
1. No one wants to be associated with losers, and that is exactly what Qantas is under Joyce and its current Board. That Qantas is a loser, run by losers and not very nice losers at that, is now the common perception of Australians.
2. Qantas employees were part of its marketing edge. Not only were the ones that I know exellent ambassadors for the airline, so were their friends and relations. This translated into a marketing force of perhaps 100,000 people. One father commented to me last night that he thinks his Son has probably lost his job. One pilot friend thinks he is probably safe and I have yet to hear from a Third.
3. The Qantas business strategy, even if it was coherent, which it isn't, has been poorly articulated to the general public and perhaps equallly as importantly to the shareholders.
4. I am also hearing, second hand, that Qantas maintenace standards are falling, but still perfectly legal, in that the fixing of defects is deferred for as long as legally possible (deferrals going Two weeks then to Six months, and the flat refusal to even call a defect a defect as in "it always does that"). I was also advised that CASA has no possibility of understanding, let alone surveying and regulating, the Qantas maintenance system. If this is ever substantiated then the QF reputation will take another knock.
That is about the limit of my branding knowledge. What concerns me is Ray Krocs famous quote: If my competition was drowning, Id shove a fire hose down their throat, Qantas competitors are smart and I hope this is exactly what they do. THe States of Victoria and South Australia are feeling particularly unloved by Qantas at the moment (The golden triangle? please!) and it wouldn't take much to rip some more market share out of Qantas in those states.
Now lets get on with the business case:
1. For a start, nobody believes that Jetstar is profitable without massive cross subsidy from the main line. furthermore, a simple walk through the Brisbane terminal, and probably others, shows that Jetstar is cannibalising mainline seats, furthermore, as our recession bites, price conscious business travellers will choose Jetstar, exacerbating the problem.
2. The entire Jetstar Asian strategy is a complete failure. The investment of both time and money cannot and will not be recovered.
3. The delusions of grandeur in ordering the A380 and 100 A320 will destroy the airline capital base if they haven't already. All those aircraft are going to have to be leased, hopefully at some positive rate of return.
4. The schedules associated with the tie up with Emirates are, I'm told, less than ideal. Furthermore I do not wish to change airlines, I want either continuity or a relaxing stop over in Singapore, KL, HK or similar. Qantas can no longer provide me with an "end to end" experience. I'm also told but cannot confirm that Queenslands Sunshine Coast has lost well heeled Japanese Tourists because they refuse to fly Jetstar to Maroochy.
5. The internal "group" structure is a narcissists paradise as it creates a plethora of multiple managmenet positions, this leads automatically to infighting, massive expense, poor decision making at all levels and sub optimisation of the various parts of the airline.
6. Blaming everything on the cost of pilots, cabin crew and engineers? This is both revolting, untrue and in any case solveable in the medium term anyway.
If it was me, this is what I would have announced yesterday:
A. A loss.
B. The abandonment of the entire Jetstar experiment, domestically and internationally and the outline of a transition plan to roll all of it into mainline. Parts of that will include fleet rationalisation, workforce rationalisation including a hellish and difficult renegotiatoin of all EBA's.
C. An end to outsourcing and offshoring as the costs associated cannot be controlled. I would announce a bidding competitoin with State governments for purpose built state of the art maintenance and overhaul facilities outside the high cost Sydney basin for the rationalised fleet.
D. A rationalisation of the entire Qantas management structure and the end of the "group" structure. The intent is to cut out as many levels as possible and flatten the organisation.
Not only that, it reduces the opportunities for infighting and sub optimisation. HR policies would be rejigged to ensure internal promotion where possible and for hands on coal face expereince to be mandatory for any candidate.
E. The removal of all but essential Qantas staff from high cost city offices and their relocation to the cheapest possible office or converted warehouse space as close as possible to airports - they need to be close to the action.
F. Like AIr New Zealand, a continuing program to simplify the airline and remove as much costly complexity as is humanly possible.
G. Announvcing that from now on and except when strictly necessary, all staff duty travel including ALL executive travel (no exception) will be in the lowest level of economy. This is called "eating youir own dog food". Any available first and business class seats are to be offered as upgrades to economy passengers - we might even use them as a door prize.
H. Rescheduling the network to provide seamless Qantas direct flights from all state capitals to major world cities. Perhaps using the B787 to annihalate the Sydney centric "hub and spoke" model.
I. A remarketing campaign branding Qantas as a boutique Australian airline experience modelled on the Air New Zealand strategy.
J. A restructure of the Qantas Board.
What is finally going to kill it is a series of decisions that destroy brand value, most of which is psychological.
1. No one wants to be associated with losers, and that is exactly what Qantas is under Joyce and its current Board. That Qantas is a loser, run by losers and not very nice losers at that, is now the common perception of Australians.
2. Qantas employees were part of its marketing edge. Not only were the ones that I know exellent ambassadors for the airline, so were their friends and relations. This translated into a marketing force of perhaps 100,000 people. One father commented to me last night that he thinks his Son has probably lost his job. One pilot friend thinks he is probably safe and I have yet to hear from a Third.
3. The Qantas business strategy, even if it was coherent, which it isn't, has been poorly articulated to the general public and perhaps equallly as importantly to the shareholders.
4. I am also hearing, second hand, that Qantas maintenace standards are falling, but still perfectly legal, in that the fixing of defects is deferred for as long as legally possible (deferrals going Two weeks then to Six months, and the flat refusal to even call a defect a defect as in "it always does that"). I was also advised that CASA has no possibility of understanding, let alone surveying and regulating, the Qantas maintenance system. If this is ever substantiated then the QF reputation will take another knock.
That is about the limit of my branding knowledge. What concerns me is Ray Krocs famous quote: If my competition was drowning, Id shove a fire hose down their throat, Qantas competitors are smart and I hope this is exactly what they do. THe States of Victoria and South Australia are feeling particularly unloved by Qantas at the moment (The golden triangle? please!) and it wouldn't take much to rip some more market share out of Qantas in those states.
Now lets get on with the business case:
1. For a start, nobody believes that Jetstar is profitable without massive cross subsidy from the main line. furthermore, a simple walk through the Brisbane terminal, and probably others, shows that Jetstar is cannibalising mainline seats, furthermore, as our recession bites, price conscious business travellers will choose Jetstar, exacerbating the problem.
2. The entire Jetstar Asian strategy is a complete failure. The investment of both time and money cannot and will not be recovered.
3. The delusions of grandeur in ordering the A380 and 100 A320 will destroy the airline capital base if they haven't already. All those aircraft are going to have to be leased, hopefully at some positive rate of return.
4. The schedules associated with the tie up with Emirates are, I'm told, less than ideal. Furthermore I do not wish to change airlines, I want either continuity or a relaxing stop over in Singapore, KL, HK or similar. Qantas can no longer provide me with an "end to end" experience. I'm also told but cannot confirm that Queenslands Sunshine Coast has lost well heeled Japanese Tourists because they refuse to fly Jetstar to Maroochy.
5. The internal "group" structure is a narcissists paradise as it creates a plethora of multiple managmenet positions, this leads automatically to infighting, massive expense, poor decision making at all levels and sub optimisation of the various parts of the airline.
6. Blaming everything on the cost of pilots, cabin crew and engineers? This is both revolting, untrue and in any case solveable in the medium term anyway.
If it was me, this is what I would have announced yesterday:
A. A loss.
B. The abandonment of the entire Jetstar experiment, domestically and internationally and the outline of a transition plan to roll all of it into mainline. Parts of that will include fleet rationalisation, workforce rationalisation including a hellish and difficult renegotiatoin of all EBA's.
C. An end to outsourcing and offshoring as the costs associated cannot be controlled. I would announce a bidding competitoin with State governments for purpose built state of the art maintenance and overhaul facilities outside the high cost Sydney basin for the rationalised fleet.
D. A rationalisation of the entire Qantas management structure and the end of the "group" structure. The intent is to cut out as many levels as possible and flatten the organisation.
Not only that, it reduces the opportunities for infighting and sub optimisation. HR policies would be rejigged to ensure internal promotion where possible and for hands on coal face expereince to be mandatory for any candidate.
E. The removal of all but essential Qantas staff from high cost city offices and their relocation to the cheapest possible office or converted warehouse space as close as possible to airports - they need to be close to the action.
F. Like AIr New Zealand, a continuing program to simplify the airline and remove as much costly complexity as is humanly possible.
G. Announvcing that from now on and except when strictly necessary, all staff duty travel including ALL executive travel (no exception) will be in the lowest level of economy. This is called "eating youir own dog food". Any available first and business class seats are to be offered as upgrades to economy passengers - we might even use them as a door prize.
H. Rescheduling the network to provide seamless Qantas direct flights from all state capitals to major world cities. Perhaps using the B787 to annihalate the Sydney centric "hub and spoke" model.
I. A remarketing campaign branding Qantas as a boutique Australian airline experience modelled on the Air New Zealand strategy.
J. A restructure of the Qantas Board.
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Your first paragraph summed it up Sunfish. AJ's strategy for going forward is a concerted effort to go harder at the strategy that got Qantas to this point in the first place: cut costs, cut costs, cut costs. It's the only strategy and rhetoric that AJ has had since day one. Now airsupport gets a note about Qantas Points. Makes you wonder what is important to Qantas: Qantas flight ops, Jetstar flight ops, banking services, reward services? I wonder if the various groups in Qantas know what the business model revolves around, because it seems like there is a constant war waging between the various departments, management and flight ops, engineering and airport staff as to the area of core competency. Seems to me that Qantas International is seen as the red-headed step child with Qantas Domestic not far behind. Jetstar Asia is AJ's darling and he can't separate himself from it. The area handling frequent flyer points is off doing its own thing.
Point 4: Maintenance standards; so what else is new? Was a passenger on QF 14 years ago and the inflight entertainment system didn't work for a flight across the Pacific. If I were still a customer of Qantas', I suppose I could look forward to more of the same.
Point 4: Maintenance standards; so what else is new? Was a passenger on QF 14 years ago and the inflight entertainment system didn't work for a flight across the Pacific. If I were still a customer of Qantas', I suppose I could look forward to more of the same.
Last edited by Lodown; 27th Feb 2014 at 20:28.
The global aviation war is on make no mistake about that. Alliances are critical just like WW2 when Australia had no chance without Uncle Sam coming to our aid. The individual Australian fighting man was equal to anyone but we did not have critical mass or resources. Same goes in aviation when you look where the big players are and the big markets are. Why would a guy in China choose QF over his own home carrier to come to Oz for example.? the Chinese carrier has a network in China vs. QF nil without an alliance...