外部分析和内部分析都有助于反映澳航的竞争力及其弱点。但是，仍然可以找到机会，确保制定更好的解决办法，以防止受到威胁的损害。目前，澳航主要采用差异化战略，以确保在处理业务关系时能够增加更大的价值。
澳航目前的战略是差异化战略，以增加更大的价值，更好地造福乘客。Teece（2010）指出，差异化是波特理论中三种常见的商业战略之一。无论公司过去的发展如何，取得了什么样的成绩，都必须进行变革，因为外部环境不会是一成不变的。对于一家成功的航空公司，与相关利益相关者的长期关系应取决于他们对差异的真正理解，以确保能够制定出适当的方法来满足他们的需求（Hu，Xia&Jiang，2013）。在这种情况下，差异化可以被视为确保满足不同需求并确保准确预测潜在需求的有效方法。从长远来看，价值可以通过差异化来创造，以满足其不断变化的需求。
3） 澳航必须积极寻找有竞争力的联盟伙伴，共享现有资源，实现可持续发展。
Executive Summary
This report aims to identify current strategy adopted by Qantas and future recommendations through the evaluation of business development of the Australian-based airline.
Findings:
Both the external and the internal analysis have helped to reflect the competence of Qantas and its weaknesses as well. However, opportunities still can be found to ensure better solutions to be worked out to prevent from being damaged by threats. Currently, Qantas has mainly utilized differentiation strategy to ensure greater value can be added when dealing with business relations.
Recommendations
Qantas should focus on making efforts three aspects of engaging in use IS strategy, improving HRM practice and actively finding worldwide’s alliance opportunities.
SWOT
Strengths:
- Good quality employees;
- Safe and reliable aircraft;
- Influential Leadership;
- Good service quality;
- Talented marketing & sales staffs;
- IT engagements;
Weaknesses:
- Poor HRM;
- Lack of well-trained management positions;
Opportunities:
- Potential cooperation opportunities among rivals;
- Ongoing development within the IT age;
- Generation Y will be the source to generate new ideas.
- More opportunities can be found through the rapid development within the tourism industry;
- More talents can be found in the cross-cultural background;
Threats:
- The competition come from both existing and potential rivals;
- Unexpected financial crisis and the global oil price;
2.7 The Current Strategy
The current strategy of Qantas is the differentiation strategy to add greater value to better benefit passengers. Teece (2010) shown that differentiation is one of the three generic business strategies within the porter’s theory. No matter how the company has developed in the past or what achievements have been attained, it is essential to make changes since the external environment will not be unchangeable. For a successful airline, the long-term relationship with relevant stakeholders should depend on the real understanding of differences of them to ensure appropriate approaches can be worked out to satisfy them (Hu, Xia & Jiang, 2013). In such scenario, differentiation can be regarded as an effective approach to ensure diverse needs can be met and ensure potential requirements to be predicted accurately. In the long-term run, value can be created through making differentiations to satisfy changeable needs of them.
2.8 Strategies
In order to better develop and survive in the complex global airline industry, new strategies need to be made at the business level, corporate level and international level.
1) It is essential to focus on integrating Information System (IS) strategy to its current business strategy to satisfy target customers and to improve its competition.
2) It is essential to improve the HRM to let internal management ability can be enhanced to better manage different employees.
3) It is essential for Qantas to actively find those competitive alliance partners to share available resources to realize the sustainable development.
