1. What are the Needs for a balanced approach to objective setting (post covid19 Analysis).
2. What industry dynamics and the forces will be driving change
3. What are the companys strengths and weakness in relation to the future market
opportunities?
4. Write the report as if it is 2025 and indicate why the situation is as it is cite
evidence
5. What essential resources required by Qantas to maintain merger and acquisitional
status with its international partner Air lines.
Assessment requirements and format
3000 words (excluding references)
Times New Roman 12pt, 1.5 lines spacing, Harvard (Anglia) references.
You need to support your report with a minimum of FOUR (4) suitable, reliable,
and
Academically acceptable sources.
You MUST use each of the following resources:
Textbook
One academic article
One Newspaper article or other media commentary
Assignment structure
Coversheet
Introduction
Body (Relevant and suitable headings and subheadings)
Conclusion
Reference list
Add the slides, max 3 in one page at the end of the report
MGT 201 Strategic Management Assessment Task 1. Individual Assignment Case study (40% Assessment Task 1. individual (40%) This assignment assesses your ability to work individually to deliver a set of Strategie Management and innovation that are logically grounded in an organisation, i.e., the material covered in weeks 1-12. This work will be the focus of the tutorial. Read the following case study and answer all the question. Each question carries equal marks "The Qantas Group faces some significant challenges, but we're fundamentally optimistic about the future. Almost two-thirds of our pre-COVID earnings came from the domestic market, which is positioned to recover quickly. We have the leading full service and low fares airlines in Australia, where distance makes air travel essential, and diversified carnings through Qantas Loyalty and Qantas Freight As a business, we're focused on returning to profit and building long term shareholder value. As the national carrier, we remain committed to supporting tourism, connecting regional communities and safely flying millions of people every year." Alan Joyce, Qantas Group CEO. Qantas was founded more than 100 years ago in the middle of turbulent times. In 1920, the world was recovering from the Great War and a devastating pandemic. Throughout our long history, we've faced many periods of upheaval, uncertainty and dealt with many sudden shocks. We draw strength from this history and know we've always come back from a crisis stronger than before. In June 2020 Opens external site we outlined a three-year plan to guide the Qantas Group through the COVID-19 crisis and towards a brighter future. The overall aim was to right size and restructure the business to remove $1 billion of costs from the business annually from FY23 onwards. After the first year, our plan is ahead of forecasts, with savings of more than 5650 million in the first 12 months. Since the start of the pandemic, we've played a vital role keeping regional Australia connected. We've also operated hundreds of charter and repatriation flights to bring Australians home, and thousands of freight flights to carry foreign aid and local exports As national vaccine targets are met and restrictions casc, we'll repair our balance sheet and pursue new opportunities - including Project Sunrise, our ambition for more non-stop international flights. The vaccine roll out and national re-opening plan has also given us more certainty around the restart of our International business. All Australian states are on track to reach the 80 per cent target by December 2021 - which is the trigger set by National Cabinet for starting to carefully open to some parts of the world. The nature of COVID means our assumptions may have to change, as they have several times already. But through the difficult decisions we've made since the onset of the pandemic we're now in a much better position now to deal with uncertainty. We're confident that as restrictions case and we return more of our people and aircraft to the skies, the Qantas Group is positioned for long-term success MGT 201 Strategic Management Assessment Task 1. Individual Assignment Case study (40% Assessment Task 1. individual (40%) This assignment assesses your ability to work individually to deliver a set of Strategie Management and innovation that are logically grounded in an organisation, i.e., the material covered in weeks 1-12. This work will be the focus of the tutorial. Read the following case study and answer all the question. Each question carries equal marks "The Qantas Group faces some significant challenges, but we're fundamentally optimistic about the future. Almost two-thirds of our pre-COVID earnings came from the domestic market, which is positioned to recover quickly. We have the leading full service and low fares airlines in Australia, where distance makes air travel essential, and diversified carnings through Qantas Loyalty and Qantas Freight As a business, we're focused on returning to profit and building long term shareholder value. As the national carrier, we remain committed to supporting tourism, connecting regional communities and safely flying millions of people every year." Alan Joyce, Qantas Group CEO. Qantas was founded more than 100 years ago in the middle of turbulent times. In 1920, the world was recovering from the Great War and a devastating pandemic. Throughout our long history, we've faced many periods of upheaval, uncertainty and dealt with many sudden shocks. We draw strength from this history and know we've always come back from a crisis stronger than before. In June 2020 Opens external site we outlined a three-year plan to guide the Qantas Group through the COVID-19 crisis and towards a brighter future. The overall aim was to right size and restructure the business to remove $1 billion of costs from the business annually from FY23 onwards. After the first year, our plan is ahead of forecasts, with savings of more than 5650 million in the first 12 months. Since the start of the pandemic, we've played a vital role keeping regional Australia connected. We've also operated hundreds of charter and repatriation flights to bring Australians home, and thousands of freight flights to carry foreign aid and local exports As national vaccine targets are met and restrictions casc, we'll repair our balance sheet and pursue new opportunities - including Project Sunrise, our ambition for more non-stop international flights. The vaccine roll out and national re-opening plan has also given us more certainty around the restart of our International business. All Australian states are on track to reach the 80 per cent target by December 2021 - which is the trigger set by National Cabinet for starting to carefully open to some parts of the world. The nature of COVID means our assumptions may have to change, as they have several times already. But through the difficult decisions we've made since the onset of the pandemic we're now in a much better position now to deal with uncertainty. We're confident that as restrictions case and we return more of our people and aircraft to the skies, the Qantas Group is positioned for long-term success
