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Qantas, known as Queensland and Northern Territory Aerial Services, is the flag carrier airline of Australia. Its main hub is based in Sydney Airport, also known as Kingsford-Smith Airport. In the last decade, Qantas had faced many strategic challenges such as increasing competitions in both domestic and international markets, industrial disputes and the struggle to maintain profits during the global economic crisis. This essay would highlight the biography of Qantas's current status and evaluate the effectiveness of the solutions used to solve the challenges.

Currently, Qantas operates in Australia and the Asia Pacific region and is part of the Oneworld alliance. It is able to fly across to 200 destinations in more than 45 countries. This also includes Qantas’ own regional carrier QantasLink and low-fare carrier Jetstar. Moreover, its vision is to be the leader in providing premium and low cost service through Qantas and Jetstar brands respectively (Qantas, 2014).

In addition, Qantas has a flexible fleet plan, owning 128 aircrafts that includes 20 Airbus 330, 12 Airbus 380, 66 Boeing 737, 15 Boeing 747 and 15 Boeing 767. It has 33.36K employees and 93% are based in Australia (Qantas, 2014). It also owns a 29% stake in Jetset Travelworld, an Australian travel agency (Benns, 2009). Furthermore, cargo, catering and tourism operations also provide revenue that will sum up Qantas’ total revenue to more than A$15.9 billion (Macroaxis, 2014).

The carrier's great strength has always been its powerful position in the domestic Australian market. With 65% of total capacity and nearly acquiring 90% of the corporate business in a country that has experienced little economic downturn, its business is considered relatively stable (Grant, 2013).
However, Qantas is facing a challenge of increasing competitions in both domestic and international markets due to its lack of…...

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