Introduction

Qantas Airways is an airline that had major interruption because to the COVID-19 outbreak and
therefore had to lay off a sizeable portion of its staff. The re-launch of the airline's services in 2022
offered a substantial issue, and Qantas had to weigh various possibilities for resuming operations. Labor
cost reduction was a crucial component of QANTAS's cost-cutting plan, and layoffs may have been
essential to keep the airline solvent. However, according to reports, Qantas did not make sufficient
efforts to mitigate the impact of the layoffs, provide support to affected employees, and implement
measures such as a hiring freeze and reduced executive pay. From that perspective, there are various
possible drawbacks to the employee layoff method. First, it had a detrimental influence on staff morale
and engagement, which eventually impacted the airline's service quality. Furthermore, layoffs resulted in
the loss of institutional knowledge and experience, which has been difficult to replace in the long run.

Qantas Airways elected to restart full service, with CEO Alan Joyce claiming that the airline was "ready to
fly again" and that it was "well-positioned to meet the demand for domestic and international travel."
This decision might have been influenced by a number of factors, including a conviction that the worst of
the epidemic had passed, a desire to reclaim lost market share, and a desire to rebuild trust in the airline
among its stakeholders. Stakeholder theory might be used to assess this choice from an academic
standpoint. Qantas Airways must consider the interests of all stakeholders, including employees,
customers, shareholders, and the general public. Resuming full-time service may have met the demands
of consumers and shareholders, but it may have been damaging to the interests of employees.

What could have been done differently

Looking at what Qantas Airways could have done differently; they could have taken a more cautious
approach to resuming service by implementing stricter safety protocols and limiting capacity to ensure
the safety of their employees and customers. This could have helped to restore confidence in the airline
among all stakeholders. Qantas Airways responded to the re-establishment of their fleet of carriers in
2022 by collaborating with other airlines and establishing new routes. According to the CEO, Alan Joyce,
Qantas formed strategic partnerships with other airlines such as Japan Airlines, American Airlines, and
Emirates, which helped to expand their reach and offer more options to their customers. These
strategies of collaboration and route expansion were likely driven by a need to increase market share
and generate revenue. By partnering with other airlines and establishing new routes, Qantas was able to
differentiate itself from its competitors and offer unique services to its customers.

Qantas Airways has a competitive advantage in the domestic market due to the financial struggles of its
main competitor, Virgin Australia. This may help to protect Qantas from a discounting war in the
domestic market, at least for the time being. However, despite this advantage, the airline industry as a
whole continues to face challenges, including uncertainty around pandemic-related travel restrictions
and concerns about the impact of climate change. Qantas Airways will need to navigate these challenges
in order to return to profitability. It is important for Qantas to develop a comprehensive strategy that
takes into account these challenges and opportunities. This may include focusing on cost-cutting
measures, collaborating with other airlines to expand routes and share resources, and investing in
sustainable technologies to address environmental concerns.

Ultimately, the path back to profitability for Qantas Airways may be a challenging one, with many ups
and downs along the way. However, by developing a clear strategy and remaining agile in the face of
changing circumstances, Qantas can position itself for long-term success. Overall, Qantas' decision to
adopt a gradual approach to resuming services appears to have been a sound strategy, given the
challenges presented by the pandemic. The company has also considered more innovative solutions,
such as offering new services or adopting new business models. For example, Qantas has partnered with
other companies to offer combined travel and accommodation packages, and introduced new in-flight
services to enhance the customer experience.

Conclusion

In conclusion, the lessons learned from Qantas Airways' response to the re-establishment of their fleet
include the importance of balancing the interests of all stakeholders and the need to prioritize safety and
health in times of uncertainty. Other companies that may have to deal with punctual and uncertain
disruptions to their prevailing business model can learn from Qantas Airways' experience and take a
cautious, stakeholder-centered approach when making decisions in the future. from Qantas' experience,
companies facing similar disruptions to their business models should carefully evaluate their options,
align their decisions with long-term goals, and allocate resources effectively. They should also be open to
innovative solutions and consider partnerships with other companies to enhance their competitive
advantage.