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Organisation communication statement: working towards our vision |
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To establish positive connection with the Australian public |
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Internal Shareholders |
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To communicate a frequent flyer programme for Qantas Airways |
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Ensure that participation of the shareholders increases awareness of the company |
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Tactic: Reward the people using the services |
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Tactic: To regain customers from competitors |
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Tactic: Maintain high service standard |
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Boast the entire internal task force |
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Tactic: Announcements of strategic results |
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Tactic: Nurture employees to be more transparent |
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Tactic: Maintain hierarchy in communication |
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Provide value to the interests of the shareholders |
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Tactic: Update trading activities |
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Tactic: Engage stakeholders in the internal matters of the company |
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Tactic: Provide international ownership |
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External stakeholders |
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Promote corporate philanthropy |
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Mitigate the negative feedback of the customers |
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Tactic: Collaboration with the stakeholders |
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Tactic: Maintain regular relation with media |
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Tactic: Maintain customer relationship in the market |
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Maintain proper monitoring of the customers |
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Tactic: Keep a record of the activities of the customers |
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Tactic: Analyse strategies of the customers |
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Tactic: Develop innovative techniques to reduce loss of customers |
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Implement proper use of technology |
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Tactic: Maintain knowledge about the recent technological changes |
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Tactic: Ensure that the employees are aware of the use of technology |
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Tactic: Provide high tech equipments |
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Media |
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Use the media as a source of promotional activity |
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Ensure that the media does not promote any negative contents of the company |
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Tactic: Ensure that the media is involved in promoting new strategies for the company |
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Tactic: Arrange press conference |
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Tactic: Engage in participation with the media |
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Ensure that media people are involved n every aspect of the company |
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Tactic: Treat media as a promotional unit and a stakeholder |
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Tactic: To promote any new changes in the company |
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Tactic: Build a proper relationship at the time of crisis |
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Maintain motivation and satisfaction of the press |
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Tactic: Ensure that the press are allowed to remain involved in the organisational activities |
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Tactic: Connect with the customers |
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Tactic: Regain the loyalty of the customers |
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Customers |
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Provide quality service |
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Analyse happiness and satisfaction of the customers after using Qantas Airways |
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Tactic: Maintain regular contact with customers |
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Tactic: Analyse the responses of the customers |
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Tactic: Maintain interaction |
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Identify whether or not customers are losing faith |
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Tactic: Maintain satisfaction by ensuring that quality service is provided |
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Tactic: Distribute survey questionnaire |
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Tactic: Ensure that feedback of the customers are taken into consideration |
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Adopt innovation in the company |
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Tactic: Provide additional benefit to the customers |
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Tactic: Provide discount and reduced costs |
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Tactic: Provide proper after sales services |
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Communication goal – relationship |
Ensure that professional relationships flourish |
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Public one |
Distributors |
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Approach and reasoning |
To check that the services are distributed properly to the customers |
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Awareness objective |
To meet the demand of the customer |
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Strategy one: Gain distribution channels |
Tactic: Provide distribution sheet |
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Strategy two: Improve distribution methods within 2 months |
Tactic: Analyse the resources in details |
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Strategy three: Formulate a relationship between the distributors and employers |
Tactic: Maintaining monitoring of any additional activities |
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Acceptance objective |
To analyse the movement of the rival companies |
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Strategy one: Analyse the distribution feedback |
Tactic: Identify the distribution of services |
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Strategy two: Maintain loyalty of the customers |
Tactic: Identify the trustworthiness and loyalty of the distributors |
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Strategy three: Improve the status of the company within 1 week |
Tactic: Verify the status of Qantas Airways in the market |
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Action objective |
Generate ideas related to innovative technologies |
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Strategy one: Ensure technology is implemented |
Tactic: Implement modern technology |
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Strategy two: Record any technical flaw |
Tactic: Ensure technical flaws are reduced |
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Strategy three: Formulate proper objectives |
Tactic: Maintain a link between the objectives of the company and its strategies |
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Public two |
Suppliers |
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Approach and reasoning |
Provide the best quality services |
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Awareness objective |
To check if the services of Qantas are better than the competitors |
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Strategy one: Improve services |
Tactic: To ensure comfort flying experience |
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Strategy two: Develop after sales services |
Tactic: To ensure that proper services are provided |
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Strategy three: Develop a risk management plan |
Tactic: Manage critical issues |
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Acceptance objective |
To provide the customers with homely feelings |
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Strategy one: Analyse demands of the customers |
Tactic: To provide them with every requirement |
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Strategy two: Train employees within 1 month to provide better services to customers |
Tactic: To avoid any conflict among the employees who are dealing with the customers |
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Strategy three: Ensure loyalty of the customers are maintained |
Tactic: To provide such service that the customers come back |
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Action objective |
Arrange for entertainment activities |
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Strategy one: Monitor the customers |
Tactic: Invite the customers in the company events |
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Strategy two: Continue with tours for the customers |
Tactic: Arrange for free tours for the loyal customers |
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Strategy three: Develop innovative facilities within 3 weeks |
Tactic: Provide pick and drop for the old customers |
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Public three |
Employees |
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Approach and reasoning |
Keep them satisfied to avoid turnover |
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Awareness objective |
To check that the existing employees bring good name to the company |
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Strategy one: Provide training of the employees within 2 months |
Tactic: Train them to be efficient |
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Strategy two: Motivate the employees |
Tactic: Give them value |
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Strategy three: Encourage and guide in meeting the goals |
Tactic: Link their personal goals with the company objective |
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Acceptance objective |
To help in employee retention |
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Strategy one: Motivate using monetary or non-monetary methods |
Tactic: Keep them motivated |
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Strategy two: Provide self-actualisation |
Tactic: Recognise their performance |
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Strategy three: Maintain a proper reward system |
Tactic: Provide rewards against good performance |
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Action objective |
Provide valuable benefits |
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Strategy one: Increase monetary benefits |
Tactic: Salary hike for the employees |
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Strategy two: Employ different retention tactics |
Tactic: Loyalty bonus |
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Strategy three: Ensure festivity bonus is maintained |
Tactic: Festival bonus |
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Public four |
Sister companies in other countries |
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Approach and reasoning . |
Maintain equal operating function |
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Awareness objective |
To keep similar pay scale |
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Strategy one: Improve networking channels |
Tactic: Maintain efficient internal network |
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Strategy two: Maintain collaboration among workers |
Tactic: Invite other employees |
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Strategy three: Ensure meetings take place every week |
Tactic: Arrange for a corporate gathering |
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Acceptance objective |
Involve the families |
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Strategy one: Motivate by providing time-off from work |
Tactic: Free tour for the employee families twice a year |
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Strategy two: Recognise the employees |
Tactic: Gifts on their birthdays and anniversaries |
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Strategy three: Assist employees in meeting their self-actualisation needs |
Tactic: Invite them in the organizational parties |
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Action objective |
Recognise their value |
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Strategy one: Analyse the value of the employees |
Tactic: Understand their demand |
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Strategy two: Maintain proper benefits |
Tactic: Look out for their benefits |
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Strategy three: Provide appreciation to the performances |
Tactic: Appreciate their performance |
SWOT – Three in each section
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Strengths – More than 25000 employees – Oldest and largest airlines in Australia – High brand value |
Weaknesses – Price fixing has destroyed their reputation – Limited international presence compare to the competitors – Excessive focus on the Australian market |
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Opportunities – To become a leader in Asia and Australia – Collaboration with other airlines to provide integrated services – Expand in the international market |
Threats (issues management) – Increase in fuel prices – Increase in labour prices – Low penetration in the markets of Asia |
From SWOT complete a risk analysis, and identify key threat for IA3 and use to inform task
Complete IA3 analysis
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(IA)3 |
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What is the issue?
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Increase in other international airlines |
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Who are the actors?
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Singapore airlines Air India Malaysia airlines Etihad airways Emirates Lufthansa |
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What are the actors’ interests?
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To be the leader in the aviation industry |
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In what arena do the actors meet?
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Providing hospitality and aviation services to the customers |
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What information moves the issue in this arena? |
SWOT analysis has proved the fact |
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What assets do the actors need to prevail in this arena?
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Several aeroplanes, number of employees and good quality services |
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Communication goal – task |
Maintain communication with the stakeholders in an effective manner |
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Public one |
Investors |
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Approach and reasoning |
Ensure that the investors are genuine and help in the growth of the company |
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Awareness objective |
Create awareness about the strategies it can apply |
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Strategy one: Link aim with objectives of the company |
Develop proper growth of the company |
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Strategy two: Recruit capable investors within 2 weeks |
Ensure that the investors are capable in the organisation |
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Strategy three: Involve investors in matters of the company |
Develop opportunities of the participation of the investors |
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Acceptance objective |
Formulate strategies to meet the demand of the investors |
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Strategy one: Promote the demands of the employees |
Ensure that an interview is conducted that highlights the demands of the investors |
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Strategy two: Invest in CSR activities or technical expertise |
To apply the investments for a proper cause |
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Strategy three: Maintain long-term goals |
Make investment in long-term objectives |
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Action objective |
To reduce prices of tickets |
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Strategy one: Analyse demand of the customers after every 6 months |
Increase customer satisfaction |
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Strategy two: Analyse competitor strategies after every 3 weeks |
Mitigate threats from the competitors |
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Strategy three: Link the value of the organisation with its services and products |
Maintain value of the airlines |
Bamber, G.J., 2015. Low-cost airlines’ product and labor market strategic choices: Australian perspectives. Members-only Library.
Homsombat, W., Lei, Z. and Fu, X., 2014. Competitive effects of the airlines-within-airlines strategy–Pricing and route entry patterns. Transportation Research Part E: Logistics and Transportation Review, 63, pp.1-16.
Lee, C.K.M., Ng, Y., Lv, Y. and Taezoon, P., 2014. Empirical analysis of a self-service check-in implementation in Singapore Changi Airport. International Journal of Engineering Business Management, 6, p.6.
O’Connell, J.F. and Williams, G., 2016. Airline Strategy: Keeping the Legacy Carrier Competitive. How Can Mature Airlines Stay Ahead in the Low-fare Airline Era?. In Air Transport in the 21st Century (pp. 179-194). Routledge.
Qantas.com. (2018). Fly with Australia’s most popular airline | Qantas AU. [online] Available at: https://www.qantas.com/au/en.html [Accessed 29 Apr. 2018].
Sarina, T. and Wright, C.F., 2015. Mutual gains or mutual losses? Organisational fragmentation and employment relations outcomes at Qantas Group. Journal of Industrial Relations, 57(5), pp.686-706.
Shaffner, E., Mills, A.J. and Helms Mills, J.C., 2017. Reading Qantas History: Discourses of Intersectionality and the Early Years of Qantas. In Insights and Research on the Study of Gender and Intersectionality in International Airline Cultures(pp. 445-469). Emerald Publishing Limited.
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