【正文】
interest allocation. Meanwhile, Qantas attaches more and more attention to Asia market, and makes every effort to strengthen its relations with Asia. As its petitors like Singapore Airline and Malaysia Airline increase the capacities of Australian routes, Qantas adopts the pricing strategy to earn more market share. (Taylor, 2022) In addition, Qantas is keep reducing its operation cost. For example, Qantas froze the basic wage increase of middle and high level managers, but used good salary to attract talents. 4. Remendations Business level Scientific pricing system could help improve the ticket ine of Qantas. With time passes, ticket pricing bees more plicated, thus Qantas could imitate the actions of some low cost airlines to adopt realtime pricing strategy. Besides, Qantas should make innovations in terms of munication way, so as to enhance munication with customers. Whether Qantas could narrow the psychological distance with customers in shortest time is an important part to gain customer trust and loyalty. (Kleymann amp。 Serist246。,2022) Qantas should pay more attention to customers’ suggestions and plaints, handle and feedback in time. Though the feedback of customers, Qantas could further adjust the business level of service teams, improve service quality, meet consumer demands, so as to gain more support and trust. 11 Corporate level Qantas should further simplify the plexity of operation and improve financial ine. Meanwhile, Qantas should simplify the management level, cut down on bureaustic departments, enhance the functions of human resource management, satisfy employees’ demands and attract more talents, so as to establish an more efficient crew team. (Oxenbridge et al, 2022) International level Qantas should strengthen its cooperation with the airline alliance and airline giants in Europe, America and the sharing information handling system, Qantas could have more benefits when buying fuel and airplanes. Through cooperation and coordination, Qantas could do better resource integration of products, service, and airport facilities, so as to reduce cost and improve efficiency. 5. Conclusion On the positive side, the development of aircraft manufacturing, the improvement of additional business in civil aviation industry, the financial and policy support from government, the ease of travel by aircraft at a cheaper price than before, the best services among other airways, the already settled fuel supply, all these enabled Qantas more room for development. However, the economic crisis of 2022 still had a strong hit on the pany, the firstclass passengers sharply reduced. The emerging layoffs, cuts in positions and the general strike had a bad influence on the development of Qantas. What’s more, the decline in corporate credit rating made the situation even worse. 12 References Belobaba, P., Odoni, A., amp。 Barnhart, C. (Eds.). (2022). The global airline industry (Vol. 23). Wiley. Com. 1289. Barbot, C., Costa, A., amp。 Sochirca, E. (2022). Airlines performance in the new market context: A parative productivity and efficiency analysis. Journal of Air Transport Management, 14(5), 270274. CowperSmith, A., amp。 de Grosbois, D. (2022). The adoption of corporate social responsibility practices in the airline industry. Journal of Sustainable Tourism, 19(1), 5977. Drum, B. (2022). Skywest Airlines of Australia bees Virgin Australia Regional Airlines. Franke, M. (2022). Innovation: The winning formula to regain profitability in aviation?. Journal of Air Transport Management, 13(1), 2330. Gogbashian, A., amp。 Lawton, T. (2022). Airline Strategy: Keeping the Legacy Carrier Competitive. How Can Mature Airlines Stay Ahead in the Lowfare Airline Era?. Air Transport in the 21st Century: Key Strategic Developments, 129. Graham, B., amp。 Vowles, T. M. (2022). Carriers within Carriers: A Strategic Response to Low‐ cost Airline Competition. Transport Reviews, 26(1), 105126. Hanlon, J. P. (2022). Global airlines: petition in a transnational industry. Routledge. 3439. Kleymann, B., amp。 Serist246。, H. (2022). Managing strategic airline alliances. Ashgate publishing. 102110. 13 Mak, B., amp。 Chan, W. W. (2022). Environmental reporting of airlines in the Asia Pacific region. Journal of Sustainable Tourism, 14(6), 618628. Nand, A. A., Singh, P. J., amp。 Power, D. (2022). Testing an integrated model of operations capabilities: An empirical study of Australian airlines. International Journal of Operations amp。 Production Management, 33(7), 887911. Oxenbridge, S., Wallace, J., White, L., Tiernan, S., amp。 Lansbury, R. (2022). A parative analysis of restructuring employment relationships in Qantas and Aer Lingus: different routes, similar destinations. The International Journal of Human Resource Management, 21(2), 180196. Porter, M. E., amp。 Kramer, M. R. (2022). Strategy and society. Harvard business review, 84(12), 7892. Qantas. W, (2022) About Qantas, Sarina, T., amp。 Lansbury, R. D. (2022). Flying high and low? Strategic choice and employment relations in Qantas and Jetstar. Asia Pacific Journal of Human Resources. 2328 Shaw, S. (2022). Airline Marketing and Management. Stephen Shaw. Ashgate Publishing. 1230 Taylor, E. (2022). Consortium clouds Qantas strategy. Airline Business,29(1), 1313. 14 Whyte, R., Prideaux, B., amp。 Sakata, H. (2022). The Evolution of Virgin Australia from a LowCost Carrier to a FullService Airline–Implications for the Tourism Industry. Advances in Hospitality and Leisure, 8, 215231.