Qantas: Taking Off in Tomorrow's Market
Qantas: Taking Off in Tomorrow's Market
QANTAS, AUSTRALIA'S INTERNATIONAL AIRLINE, WAS experiencing a demand bonanza. Its market area in the Pacific Basin contained some of the fastest growing economies in the world including Australia, China, Japan and the newly industrializing countries of Hong Kong, Malaysia, Singapore, South Korea, Taiwan and Thailand, The area's growth in air travel far exceeded world averages. Industry forecasts suggest that Pacific Basin air travel would grow
314 • Chapters Market Information and Marketing Research
at 1014 per cent per year through 1998. By the year 2000 the area will have
a 40 per cent share of all international air passenger traffic. Such explosive growth presents a huge opportunity for Qantas and the other airlines serving the Pacific Basin. However, it also presents some serious headaches. To take advantage of the growing demand, Qantas must first forecast it accurately and prepare to meet it. Airtravel demand has many dimensions. Qantas must forecast how many and what kinds of people
will he travelling, where they will want to go and when. It must project total demand as well as demand in each specific market it intends to serve. And
Qantas must estimate what share of this total demand it can capture under alternative marketing strategies and in various competitive circumstances. Moreover, it must forecast demand not just for next year, but also for the next two years, five years and even further into the future.
Forecasting airtravel demand is no easy task. A host of factors aft'eet how often people will travel and where they will go. To make accurate demand forecasts, Qantas must first anticipate changes in the factors that influence demand: worldwide and countryhycountry economic conditions, demographic characteristics, population growth, political developments, technological advances, competitive activity and many other factors. Qantas has little control over many of these factors.
Demand can shift uuiekly and dramatically. For example, relative economic growth and political stability in Japan, Australia and die other Pacific Basin countries have caused a virtual explosion of demand for air
travel there. Everincreasing numbers of tourists from around the world arc visiting these areas. In Australia, for instance, foreign tourism more than
doubled between 1984 and 1988, and could triple between 1988 and the year 2000. Also, people from the Pacific Basin countries are themselves trav
elling more. For example, almost 12 million Japanese took holidays abroad
Preview Cane: Qantas • 315
in 1996, a 10 per cent increase over the previous year. Pampered business travellers bolstered the profitability of airlines in the region, but most new travellers are nonbusiness people. By the turn of the century fewer than one in five passengers worldwide will be flying for business reasons — and many of
those will be sitting in the economy section. Forecasting demand in the face of such drastic shifts can be difficult. There was also talk about southern Asia's
boom going to bust. China's regaining Hong Kong had gone smoothly, but there were warning signals that the economies of some of the newly indus trialized countries in the region were over heating. What if the bubble bursts?
To make things even more complicated, Qantas must forecast more than just demand. The airline must also anticipate the many factors that can affect its ability to meet that demand. For example, what airport facilities will be available and how will this affect Qantas? Will there be enough .skilled labour to staff and maintain its aircraft? In the Pacific Basin, as demand has skyrocketed, the support system has not. A shortage of runways and airport terminal space already limits the number of flights Qantas can schedule. As a result, Qantas may decide to buy fewer but larger planes. Fewer planes would require fewer crews, and larger planes could hold more passengers at one time, which might make flights more profitable.
Competition in the region is hotting up too. Efficient nonAsian carriers, such as American Airlines, British Airways, United and Virgin, are attacking the region's markets and slashing fares in the process. Meanwhile, new local competitors, such as Taiwan's EVA Airways and Malaysia's Air Asia, are cutting into the market. Singapore Airlines and Cathay Pacific are two of the world's most profitable airlines and are fighting to hold on to their strong positions in the market. Singapore Airlines already has 62 aircraft including
42 Boeing 747 jumbos. It plans to buy at least 50 more jets all 747s or large widebody Airbuses, Qantas bases many important decisions on its forecasts. Perhaps the most important decision involves aircraft purchases. To meet burgeoning demand, Qantas knows that it will need more planes. But how many more planes? At about A>S'200 million for each new Boeing 747400, ordering even a few too many planes can be very costly. On the other hand, if Qantas buys too few
planes, it has few shortrun solutions. It usually takes about two years to get delivery of a new plane. If Qantas overestimates demand by even a few percentage points, it will have costly overcapacity. If it underestimates demand, it could miss out on profit opportunities and disappoint customers who prefer to fly Qantas, resulting in longterm losses of sales and goodwill. Airlines have got these numbers badly wrong in the past, resulting in thou
sands of redundant jets parked in the deserts of the United States. Besides rapid growth, Qantas needs to know about the changing nature of demand in the region. The declining proportion ot business passengers means airlines are fighting harder for them, by offering not just cheaper fares but also extra service. In Europe, where the battle for the business traveller is well developed, Lufthansa has completed a huge study to find out what its business traveller wants. More leg and elbow room said most travellers, but others want separate checkins and passport controls. Fine, but all these
options cost money, so what is the best set of benefits to offer and are the needs to be standardized across the region? There are even more unknowns about the needs of the hugely growing nonbusiness market. What do these new flyers want and what is the best way to look after them economically?
Ultimately, tor Qantas, the forecasting problem is more than a matter of temporary gains or losses of customer satisfaction and sales it's a matter of survival. Thus Qantas has a lot flying on the accuracy of its forecasts. 1
316 • Chapter 8 Market Information and Marketing Research
Parts
» Book Principles Of Marketin Pleased
» I'hrce considerations underlying the
» The Information Technology Boom
» • False Wants and Too Much Materialism
» There is good reason to search a 2.4
» Levi's Strategic Marketing and Planning
» Analysing the Current Easiness Portfolio
» Conflict Between Departments
» Marketing Strategies for Competitive Advantage
» Principal actors in the company's
» • Persistence of Cultural Values
» McDonald's; Breaking into the South African Market
» Analysis of International Market Opportunity Deciding Whether or Not to Go Abroad
» Understanding the Global Environment
» Procter & Gamble: Going Global in Cosmetics
» Sheba: The Pet's St Valentines Day Pedro Quclhas Brito, Universidade do Porto, Portugal
» Individual Differences in Innovativcncss
» Influence of Product Characteristics on Rate of Adoption
» Selling Business Jets: The Ultimate Executive Toy
» • Systems Buying and Selling
» • Strong Influences on Government Buyers
» TABI.EI GOVERNMENT CODES OF PRACTICE IN VARIOUS COUNTRIES
» Qantas: Taking Off in Tomorrow's Market
» • Defining the Problem and Research Objectives
» CLOSEDEND QUESTIONS NAME DESCRIPTION
» Estimating Total Market Demand
» Estimating Actual Sales and Market Shares
» TimeSeries Analysis technology.
» Segmenting International Markets
» • Selecting Market, Segments
» 2 VOLUME BRAND SHARES (%) BRAND SHARE CoffeeMate total: 55.5
» 7 CONSUMPTION BY HOUSEHOLD SIZE (PER PERSON/WEEK)
» Preview Case Gastrol: Liquid Engineering
» Determine the Competitors'Positions One way of defining competitors is to look at
» Communicating and Delivering the Chosen Position
» The Need for Customer Retention
» The Ultimate Test: Customer Profitability
» 1 POTENTIAL PRODUCT FIELDS FOR AN EXPANSION OP THE UNCLE BEN'S BRAND
» 2 VARIETIES OF UNCLE BEN'S FEINSCHMECKER SAUCE
» Federal Express: Losing a Packet in Europe
» Close or Distant Competitors
» • Expanding the Total Market
» • The Customer Service Department
» What Governs NewProduct Success?
» Lufthansa: Listening lo Customers
» Managing Productivity CU _ C7 ^ •
» Mattel: Getting it Right is No Child's Play
» Internal Factors Affecting Pricing Decisions
» • BreakEven Analysis and Target Profit Pricing
» 1 CAR OWNERSHIP ACROSS THE EUROPEAN UNION
» Mobile Phones: Even More Mobile Customers
» Stena Sealink versus Le Shuttle, Eurostar and the Rest
» Preview Case British Home Stores
» • Selecting the Message Source
» Setting the Total Promotion Budget
» Factors in Setting the Promotion Mix
» Integrated Marketing Communications
» Setting the Advertising Budget
» • Selecting Advertising Media
» Standardization or Differentiation
» Media Planning, Buying and Costs
» IBM Restructures the Sales Force
» • Other Sales Force Strategy and Structure Issues
» 5 per cent sales elite apart from the rest is 'an astounding 60 per cent [are] just there for the
» Britcraft Jetprop: Whose Sale is it Anyhow? 1
» 1 COMMERCIAL SUCCESS OF THE JETPROP AIRCRAFT, 1992 NUMBER OF CONTINENT
» 1 PANEUROPEAN CONSUMER GROUPS
» Analyzing Customer Service Needs
» Defining the Channel Objectives and Constraints
» Identifying Major Alternatives
» Designing International Distribution Channels
» Evaluating and Controlling Channel Members
» • Building Channel Partnerships
» The Growth of Direct Marketing
» Customer Databases arid Direct Marketing
» DirectResponse Television Marketing
» Online Marketing and Electronic Commerce
» Germany, the UK and other countries in Europe 1997 to SI.64 billion or 7.5 per cent of global
» • Creating an Electronic Storefront
» • Participating in Forums, Newsgroups and IVcb Communities
» • The Promise and Challenges of Online Marketing
» Roberto Alvarez del Blanco and Jeff Rapaport*
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