Amit Bandhu

Prabhakar
3158004
Submitted to- Mr
Venkatraman

BREIF DESCRIPTION OF CHOSEN

SERVICE
Qantas (Queensland and northern territory aerial
services ltd) currently is the world second oldest airline
and was founded back in 1920 in Queensland. Qantas
has established itself as worlds dominant long distance
airline and also the strongest brand in Australia. Major
business of Qantas group is conveying of passengers
using their two airline brands- Qantas and Jet star.
Qantas focuses on premium business and luxury class
passengers whereas jet star focuses on price sensitive
passengers.
Qantas is sub divided into 3 groups
commercial, marketing and customer and operations.
Commercial group includes sales and distribution,
planning, Qantas link and alliances. Customer and
marketing composed up of in flight services, customer
experience etc. Qantas group consist of flight
operations, catering and operational planning etc.
(Qantas Airways, 2010)

Qantas group segment revenue

Qantas domestic
35%
Qantas
international 32%
Jet star 19%
Qantas loyalty 8%
Qantas freight 6%

(Qantas
Airways, 2014)
In year 2014, Qantas domestic had earned the
maximum revenue share in Qantas group followed by
Qantas international which was 35% and 32%
respectively. However, revenue earned from price
sensitive customers was 19% of total revenue. Qantas
loyalty programme such as frequent flyers and freight
just contributed 8% and 6% in overall revenue of
Qantas group. It is also crystal clear from pie chart that
Qantas group has focused majorly on conveying of
passengers to earn the revenue.

BACKGROUND OF QANTAS AIRWAYS

REVENUE GENERATING SOURCES

Net revenue
from passengers
79%

Net revenue
from Freight 5%

Revenue from
Contract work
2%

Ancillary
passenger
Revenue 2%

Passenger
service fees 3%

Lease revenue
1%

others 7%

(Qantas

Airways,

2012)
NET REVENUE FROM PASSENGERS- Qantas group
earns considerable amount of revenue through
transportation of passengers which contributes to
almost 79% of total group revenue. Qantas group
acquire its net revenue from two of their major brands,
jet star and Qantas. In year 2011 and 2012, total
revenue which Qantas group had earned was around
$12.5 billion.
Freight REVENUE- As the name suggests itself freight
revenue so net freight revenue for Qantas group comes
from the transportation of goods in jet star and Qantas
aircrafts. Usually airline industry has link with
multinational companies who deal in export and import
of goods and services so that they can generate
revenue by conveying of goods.
ANCILLARY PASSENGER REVENUE- Qantas group
earns the ancillary revenue by providing services to
passengers which include duty free sales, in flight
catering, bar sales, baggage charges etc. In other
words we can also that airline generates ancillary

revenue from non ticket sources and by providing

services directly to the passengers during their journey
either at the airport or in the flight.
REVENUE FROM CONTRACT WORK- Qantas group
generates revenue from contract by providing services
to Qantas catering- Qantas operates their own
catering services to their passengers. Qantas
catering caters to other airlines, railways, retail
market, defence and medical management. By
serving to them Qantas generates revenue.
Qantas defence services- it look after aviation
maintenance services and also provides assistance
to Australia defence services including ADF fighter
and helicopter fleets.
Qantas engineering- helps other airlines for
maintenance and engineering services. Services
consist up of aircraft interior upgrades, engines
maintenance and inventory management.
OBJECTIVES OF ESSAY HIGHLIGHTEDMajor objectives which are being highlighted of Qantas
airways are as follows Service strategy and service culture of Qantas
airways
Describing key stakeholder of the company with
the target market for Qantas business.
Possible points of failure.
Qantas customer service process with financial
consideration and service level benchmarks.

 Summary
of
the
recommendations.

service

provider

with

SERVICE STRATEGY OF QANTAS AIRWAYSQANTAS GROUP STRATEGYDELIVER SUSTAINABLE RETURNS TO

SHAREHOLDERS

SAFETY BEING THE FIRST PRIORITY

FRAME WORK FOR STRONGER
DOMESTIC BUSINESS
PROFITAB
LY
DEVELOPI
NG 65%
MARKET
SHARE
THROUG
H
QANTAS
AND
JETSTAR

EXPANDIN
G
FREQUENT
FLYER
PROGRAM
ME
MEMBERS
AND
PARTNER
ENGAGEM
ENT

ENLARGI
NG
PORTFO
LIO OF
RELATED
BUISNES
S

TRANSFORM ENLARGI
ING
NG
QANTAS

JET STAR

INTERNATIO
NAL

IN ASIA

BUILDING CUSTOMER LOYALTY THROUGH DUAL BRAND

STRATEGY AND SERVICE EXPERIENCE
ENGAGING AND DEVELOPING QANTAS PEOPLE
(Qantas Airways, 2011)
BUILDING STRONGER QANTAS- If we talk about the
service strategy of the Qantas airways, they are much
more focusing on building a stronger Qantas as their

new international strategy. Stronger Qantas implies that

it is directly related to their customers, employees and
shareholders. Plan regarding building stronger Qantas
addresses the challenges which are currently facing by
Qantas international business which further comprised
up of four elements Growing their business tie up within the Asian
market.
Emerge themselves as the best airline for global
travellers.
Building a strong and viable business in
international market.
Opening gateways to the world.
QANTAS FIVE YEAR PLAN- Qantas has established a
five year plan which initially has an objective of
returning Qantas international to profitable airline in
short term. In five years, flying business of Qantas
(domestic and international flights) will exceed the
capital cost on sustainable basis.
DUAL BRAND STRATEGY- Qantas currently have
stronger brands such as Qantas link, Qantas freight,
Qantas frequent flyer and Jet star to Qantas domestic.
With all these powerhouse brands Qantas expect that
they will establish competitive global platform with high
potential growth rate across all markets. Qantas does
not want to restrict them as Australian based
international airline. Instead of this, they want to invest
in regional Asian market and other parts of world also.
(Qantas Airways, 2011)
Thats how Qantas are offering services to
their clients as well as their shareholders so that they

can differentiate themselves with other competitive

airlines. By this way they can create and capture value
for both customers as well as shareholders respectively.

SERVICE CULTURE
GLOBAL ORGANISATIONAL CULTURE- service culture
in a particular organisation is often so powerful that it
may cross national boundaries. But this does not mean
that organisation should ignore their local culture.
Organisational service culture often reflects the
national culture. For example culture of air Asia,
Malaysian based airline laid more emphasizes on
informal dress so that status difference will not get
created. Conversely, Qantas working culture does not
reflect same degree of informality. However, if In future
Qantas decides to merge up with air Asia, there would
be a need to take cultural differences into
consideration.
Usually, when organisation runs their operations in
other country, local cultural gets ignored at their own
risk. Thats how national culture affects the
organisational working culture. (Robbins, Judge, Millett,
& Boyle, 2014)
QANTAS SERVICE CULTURE EXPERIENCE- In 2012
and 2013 Qantas pinned up with Melbourne playback
theatre to convey experiential learning programmes for
managers, supervisor and 4000 operational ground
staff.

During two specially designed week days, playback

professional
actors
team
contribute
their
communication and improvisation skills with the staff
and utilise their theatrical influence to indulge,
empower and motivate participants so as to give
maximum outcome at their workplace. So that at the
end customer satisfaction should be of highest
standard.
Team of Qantas members perceived that Melbourne
theatrical playback could help them in creating a
WOW experience that will be energetic, inclusive and
interactive as well. (Playback, 2013)
BRAND CULTURE- ELEVATING EXPERIENCE
Australian premium airline Qantas is globally
recognised for its excellent customer service. As the
crew member of Qantas are global ambassadors for
their brand so every crew member of Qantas is
expected to communicate regarding the matter of
Qantas values and brand whenever they interact with
passengers, suppliers and other Qantas staff. Brand
culture was initially intended to develop a branded
environment for greater success.
These brand
environments are the mirror for Qantas brand values
and service pillars which lay down the foundation for
crew education and their culture. Brand environment
expresses whats all about to be an Australian and
helps in realising the staff home away from home feel.
(Qantas)

IDENTIFYING TARGET MARKET BUSINESS-

By the term Target market we understand that keeping

spotlight on specific or certain group of consumers in
market at which company focuses on to deliver their
goods and services. Due to advancement in technology
today customers are much more marketing savvy
which was not witnessed before. So it is very important
to have clear cut target market for a company as it is
an important tool for marketing strategy also.

JETSTAR- this is a low cost Australian airline from

Qantas group. Jet star focused on price sensitive
customers travelling for leisure purpose. It focuses on
both international as well as domestic travel
passengers moving to and fro from Australia. Market
area which jet star covers is Singapore, Hong Kong,
New Zealand and Australia, Japan and Vietnam. (Qantas
Airways, 2011)

(Qantas
Singapo
re

New
zealand

Vietnam

jetst
ar
Australi
a

Japan

Hong
kong

Airways, 2015)

QANTAS AIRWAYS- this airline focuses on both business

as well as leisure purpose travellers. Major international
market in which Qantas airlines provides its services
are UK, USA and Asia.
(Qantas Airways, 2011)

(Qantas

Airways, 2015)
QANTAS LOYALTY- basically, it targets those passengers
who fall into the category of business travellers.
(Qantas
Freque
F
reque
nt
nt
flyers
flyers

QANT
AS
LOYAL
TY
Qantas
club
club

Airways, 2015)

In
simple
words,
loyalty
programme of Qantas is Qantas frequent flyer. By
becoming member of this programme one can

utilise its point in various ways such as dining,

hotel accommodation and shopping etc. As Qantas
airlines is one world member, so being a member
of loyalty programme reward can be applied to
various other airlines such as Cathay Pacific,
Finnair, British airways, American airlines etc.
(Qantas Airways)

It basically gives passenger access to Qantas

business lounge at different airports locations
across the world if heaving an international transit.
Certain perks of this membership are premium
check in facility, luggage allowance. Passengers
can avail this membership by paid subscription or
utilising Qantas points from frequent flyer such as
if having a gold membership in frequent flyer
scheme. (Flynn, 2015)
KEY STAKE HOLDERS OF THE COMPANYIn today competitive world, its important for an
organization to build a strong relationship with the
stakeholder because up to some extent both of them
have their influence on each other. Apart from this, it
cannot be denied that good understanding of stake
holders by company point of view is going to assist the
company to follow upward trend in terms of their
profiles.
Some of the key stake holder are Suppliers- Qantas airways need to depend upon
online travel agents such as expedia.co.nz, web jet,
yatra.com etc. Due to technological advancement

people usually buy tickets online as it is user

friendly and often provide economical deals also.
Media- media plays a vital role for creating an
impact on customer minds for example Malaysian
airline MH 370 crash incident and due to media
coverage company sales falls down drastically for
fewer months. So, airlines need to focus on
building a strong relation with media so as to have
good public relations.
Employees- employees have the power of building
a company reputation in front of customers. They
are the ones who will make first impression of
company and will leave its impact on customers
mind as the first impression is last impression. So,
employees and management should have strong
relationships.
Alliance between airlines- alliances such as star
alliance and sky team will lead to more operational
efficiency of airlines as it gives access to wider
range of destinations under one code share.
Competitors- other competitors in market such as
low cost airlines will affect the decisions that
company is planning as there will be some impact
on their own company by Qantas operational
strategy.
AirportsAirports
ensures
the
on
time
performance of aircraft with the help of air traffic
control, minimizing cost operations to maximize
economic impact, focusing on safety operations
and efficiency of operations. (Love, 2012)

POSSIBLE SERVICE FAILURES - Possible failures in

service can simply be defined as when the performance
standard of service fails to meet the expectations of the
clients or guests. Even if the service recovery is being
provided to guest they are going to measure it
according to their own perceptions. Some of the
possible service failures are1. SERVICE CONSISTANCY CHALLENGE- this is the
biggest challenge which usually industry faces
because one of the characteristics of service is that
it is variable. May be the regular guest of the
company will not experience similar style of
service delivery on every visit which he had
received it from other employee of company in
his/her previous visit. It is not necessary that
service providers are always good or bad because
it is based on human relationships as every
individual is different. So, employees must develop
flexibility in their service style to adapt their
approach to which they are going to serve. (Toister,
2013)
2. COMPLAINTS RESPONSE- In order to have
effectual service delivery it is very important that
dissatisfied customers should complaint about their
experiences so that matter should be resolved
subsequently and customers will again return in
future to utilise the services of respective brand.
Otherwise, questions will be raised on organization
promises and no profit should be extracted out
from customer loyalty programme if they never
return back. But unfortunately, only 5% to 10% of

unhappy customers actually complaints. Certain

reasons behind this are Customers suppose that organization will not
reciprocate.
They wish to avoid encounter/confrontation
with the service provider responsible for
service failure.
They are unaware about their rights and
commitment of the organization towards
them.
All of the above reasons create hurdles to gather the
information required for efficient service recovery. So, it
is important for customers to realise that it is not
necessary that service failure leads to dissatisfaction
but it is about lack of service recovery to that particular
situation. So, feedback is also necessary from
customers to have efficient service recovery for
maintaining customer loyalty. (Fojt, 2006)
BAGGAGE HANDLING- One of the most common
problem which generally passengers suffer from is
baggage handling problems. We often see that
baggage has not arrived at conveyer belt then we
register our lost baggage report. This service failure is
due to certain reasons such as

If routing label gets damaged- while checkin procedure our bag gets tagged with an illegible
routing label. But sometime it gets torn away
shortly after being tagged due to poor baggage
handling and no one notices it. When baggage
arrives at distribution area it just kept over there
because of unreadable tag and cannot get loaded

into aircraft. Ultimately, customer does not receive

his baggage.
Attendant types in wrong destination codewhen we hand over our baggage at counter, if
attendant accidently inputs the wrong destination
code then the baggage will be delivered to wrong
place. If routing label is tagged with identification
details then most probably employees will figure it
out where the baggage supposed to go and finally
delivered it there.
Baggage loaded onto wrong plane- sometimes
baggage gets loaded onto wrong plane because of
human error also. May be employee places it on
wrong baggage cart and it gets loaded into
different plane. (Mulvihill, 2011)
IN FLIGHT CATERING ISSUES- There should be
no communication gap in between the in flight
caterer and the airlines. More the particular details
we provide to caterer, more the customization
caterers can provide. Communicating effectively
with the catering sources, ground staff and third
party provider will lead to successful outcome. If in
flight catering does not go well then entire trip for
passengers should be considered as failure.
(Leemann, 2012)
So, in order to minimize possible failures service
providers should track and identify failures occurred
in past and also the cause for that. One can take
assistance from guest feedback form written by
guest so as to provide immediate service recovery
and for improvement in future service delivery.

CUSTOMER SERVICE PROCESS- customer service

process varies in travel classes. Passenger travelling
in economy class will not get same level of service
which is provided in business or first class.
Service process in Qantas international Business
class from check in to arrivals-

Check in- business check in is accessible 90

minutes prior to flight boarding. Passengers also
have an option of self check-in via online service
24 hours ahead of flight. Passengers even have a
preference of printing their own boarding pass so
that they will get more time to relax at airport.
After check in completed passenger further move
on to express immigration counter and premium
boarding lane to board aircraft.
Business lounge- prior to boarding in business
lounges passenger can enjoy various services such
as magazines, newspapers, high speed internet
access, seasonal menu, complimentary snacks and
drinks and barista coffee.
On board lounge- In airbus A380 business class,
refreshments and magazines are provided in a
separate fully furnished business lounge where one
can have get together with our travel companions
for unplanned meetings. 58 cm LCD screen is
equipped for entertainment purpose and even for
presentation.
Sky beds- passengers can enjoy new level of
intelligent seating. One can shift the position of sky
beds which suits us best. Unique massage option is
also available. If passenger wants to sleep, they

can convert second generation sky bed into fully

two metre flat bed.
On board dining- passenger can choose from
rock pool international business menu where they
will experience full formal dining with international
standards. Sommelier service can be availed by
passengers who will assist in wine and champagne
selection with the meal chosen. one can online
book our meal 12 hour prior to departure on Q eat
website.
Entertainment- passengers are entertained by
advanced entertainment system. Some of the
features include 12.1 inch personal touch screen
with
noise
controlling
headsets.
Other
entertainment options include TV programmes, CD
albums, movies, interactive games, destination
guides etc. Personal telephone feature along with
reply text messaging, laptop power outlets and
USB connectivity.
Amenities- customers travelling internationally in
business class will experience Australian based
luxury spa products. It includes orange and vanilla
lip moisturizer, face moisturizer, Peter Morrissey
designed pyjamas are available to keep customer
relax.
Arrival- on arrival, business class passengers is
the first ones who exit the aircraft. Priority baggage
service is provided and is the first ones to be ready
for collection. If having an international transfer
flight attendant assists them regarding any
information. (Qantas Airways)

Customer service process in international

economy class from check in to arrivals-

Check in- Online check in facility is available to

passengers 24 hours prior to flight departure.
One can add on our seat preference also and
print their boarding pass. One can directly go to
online check in counter also at selected ports to
drop off bags. Otherwise, staffs are there at
airport to assist passengers for checking in.
Passenger should reach 2 hour prior to departure
time for check in.
Seats- economy class seat offers softer
cushions, netted foot rest and extra legroom for
passengers comfort. Seats have adjustable
headrest and recline facility to keep passenger
comfortable while journey.
On board dining- one can online book our meal
12 hour prior to departure on Q eat website.
Passengers can also order food from on board
menu card also.
Entertainment- options include movies, TV
programme, moving maps, interactive games
and radio channels. Using entertainment system
control one have the option of personal phone
calls and reply to text messaging.
Amenities- complimentary comfort kit is
provided to passengers so as to stay refreshed.
Zip pouch contain toothpaste, toothbrush and
eyeshades. On long haul flights blankets and
cotton pillow are also provided.
Arrival- After arriving, passengers can move on
to immigration counter for completing formalities

and later on will collect their luggage. (Qantas

Airways)

FINANCIAL CONSIDERATION- Qantas group had

spent $3 billion on AOV costs (aircraft operating
variable) in 2013 and 2014.
The pie chart given below illustrates

Route navigation and

landing fees 45%
maintainance 16%
passenger expenses 11%
Air meals 9%
Ground handling 8%
Crew expenses 5%
Other costs 6%

(Qantas Airways, 2014)

INDICATIVE SPLIT-

 Route navigation is the charges which are incurred

by international and Australian air space. However,
landing fees are charged by the airport authority
for every landing.
Maintenance cost comprised up of aircraft
maintenance check up, sub contractor fees and
labour cost.
A passenger expense which was incurred is
comprised up of club operational costs, lost
baggage delays, in flight consumable such as
amenities and in flight entertainment.
Crew expense take into account accommodation
cost, allowances and vehicle hire etc.
Ground handling expense broadly constitute up of
those services which are indispensable for an
aircraft between take off and landing such as
aircraft marshalling, refuelling, baggage handling,
loading and unloading of cargo etc.
IDENTIFYING SERVICE LEVEL BENCH MARKS
Currently Qantas is one of the leading brands of
Australia
having
history
of
reliability,
safety,
engineering and operational excellence, overwhelming
customer service. Thats why Qantas had build strong
reputation in airline industry. So, benchmarking is
necessary as it helps in accessing how well we are
performing in market.
Performance measurement of Qantas airline within the
airline industry

Sectors
Scheduled

Flow
n
7449
9907
10214
6277
2194
11220
2647
49908

Arrivals On
Time
No.

Jet star
7628
5547
Qantas
10042
8468
Qantas Link
10527
8534
Regional Express
6303
5200
Tiger air
2220
1672
Virgin Australia
11521
9744
Virgin Australia Regional Airlines
2708
2141
All Airlines
50949
41306
Qantas all QF designated
20569
20121 17002
services
Virgin Australia all VA
14229
13867 11885
designated services
(Anonymous, Airline On Time Performance Statistics, 2015)

Departures On
Time
No.

Cancellatio
ns

No.

74.5
85.5
83.6
82.8
76.2
86.8
80.9
82.8

5379
8635
8733
5368
1763
9979
2197
42054

72.2
87.2
85.5
85.5
80.4
88.9
83.0
84.3

179
135
313
26
26
301
61
1041

2.3
1.3
3.0
0.4
1.2
2.6
2.3
2.0

84.5

17368

86.3

448

2.2

85.7

12176

87.8

362

In July 2015, virgin Australia manages

highest on time arrivals and departures as compared to
other major domestic airlines with 86.8% and 88.9%
respectively followed by Qantas airways with 85.5 and
87.2 percent. Qantas link had 3% of cancellations in July
2015 which was highest among all other followed by virgin
Australia 2.6%.
Considering on time arrival and departures, cancellations
as a benchmark, Qantas airways performance towards
above mentioned factor was slightly lower than virgin
Australia in July 2015 so as to outshine in between others.
QANTAS AIRWAYS LIMITED STOCK PERFORMANCE

2.5

BENCHMARK
Price
change
competitor-

Qantas
airways
ltd.
Delta
airlines
Inc.
Hawaiian
holdings
Inc.
Singapor
e airlines
Ltd.
China
eastern
airlines
Internatio
nal
consolida
ted
airlines
group
Copa
holdings,
SA

percentage

compared

Qantas Airways Limited Peer Group

1 month
3
12
month
month
s
s
-14.38%
66.91
0.96%
%

to

YTD
23.8
1%

-2.05%

5.77%

15.55
%

3.69%

0.64%

53.42
%

7.71
%
9.6%

-6.77%

13.44
%
16.72
%
6.67%

13.71
%
198.4
%

20.7
%
52.7
6%

39.64
%

13.8
%

44.53
%

60.43
%

53.0
3%

-22.84%

1.47%

36.12%

Price change percentageQANTAS AIRWAYS LIMITED BENCHMARK

1

12mont

YTD

its

month

months

hs

CompanyQantas
airways LTD.

14.38
%

-0.96%

66.91%

23.81%

Peer
group

Qantas
airways
limited
excluded

-4.41% -6.40%

27.60%

-8.66%

Qantas
airways
limited
included

39.64%

-7.71%

Sector

Airlines

-5.48% -4.22%

9.45%

-0.75%

Index

S&P/ASX
200

11.65
%

-10.73% -7.39%

-0.96%

6.77%

-8.62%

(Anonymous,
Qantas
Airways
Performance Benchmark, 2015)

Limited

Stock

Stock price change percentage is a guided tool to figure out

stock performance.
During first month stock price percentage of Qantas
airways limited was -14.38% which was lower than peer
group median i.e. -4.41%. So, according to this
benchmark stock performance for Qantas airways limited
was below to that of its peer group.
Stock price percentage of Qantas airways on YTD basis is
23.81% which is even less than half to that of china
eastern limited i.e. 52.76%. So, according to this
benchmark stock performance of china eastern limited is
more than double as compared to Qantas airways limited.

RECOMMENDATIONS
DEVELOPMENT

FOR

SERVICE

FUTURE

Customer experiences not only include interactions through

fixed channels for example face to face communications at
various company point of sale outlets, customer service
centre but also through social customer relations
management channels such as face book and twitter. There
are certain recommendations through which Qantas airways
can improve customer service such as1. Deliver consistent customer experiences- Qantas
group should always focus on this factor that their
service quality or standards of service should never fall
down at any cost. Every time when customer utilises
the service from the company, then they will start
expecting something new or more on next visit. So, its

the board of directors responsibility that they should

never compromise on the company standard operating
procedures because if passengers dont get same level
of service as expected while travelling may be they will
start admiring another airline for future travel purpose.
2. Enhancing customer service strategy- Company
should offer some special treatment to their regular
customers so that customers should also feel special
that they are being taken care of such as special
services/discounts which competitors are not providing.
May be it indirectly affects the psychology of customers
also and they should pay extra in return of services
being offered to him. Some new promotional schemes
and offers should also be launched for new customers
also in order to attract them.
3. Acting on customer feedback- customer relation
officer should be more efficient while handling the
complaints. If customers dont get hold on company
when they are in need and expecting to have a
reassurance for better service standard, then may be
company will lose their clients. One can maintain travel
history card for frequent flyer passengers containing
information regarding the preferences and dislikes of
passenger. Short description of passengers choices will
go in long run for business so as to maximize the
concerns of accessibility and trust worthiness.
4. Creating loyalty for customers- it is one of the most
critical ways to withhold company customers and
utilising them to upsurge business faster. It can be

utilised as tool for creating a powerful competitive

edge. One of the simplest ways of creating loyalty is to
offer company knowledge to customers but at the same
moment overpromising should not be done.
SUMMARY- Qantas airways are very consistent airline very
much committed towards on time arrival and departure.
After completion of boarding process and flight take off,
welcome drink was served to us as the flight reached the
altitude. In flight magazines, menu card, buy on board menu
card was placed inside the back pocket of front seat. Leg
space was also pretty comfortable. On my seat blanket,
pillow and noise cancellation headphone were placed. One
can also adjust our seat by reclining it. In flight
entertainment system was also appreciable because vast
selection options were available including entertainment, TV
shows, new releases, Bollywood and Hollywood movies, life
style programmes etc. After serving welcome drink, crew
member took our dinner order. Later on, food was served
which was brought to us in food cart attached with hot case
inside it. With one hour prior to landing, flight attendants
again did breakfast service in main cabin. So, my food and
beverage experience was excellent. Qantas crew members
ware also friendly and polite. One of the areas where I was
dissatisfied with their service was baggage handling. When I
reached at baggage collection conveyer belt I witnessed
that my bag wheels was broken and that was very
embarrassing moment for me when I literally had to pull up
my 20 kg bag. Finally, if I talk about my overall experience it
was really enjoyable.
Works Cited

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vendor=&referer=www.infinancials.com&landing=financial%20analysis
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LOG BOOK
TOPIC

TIME DURATION

DATE

Brief description
of chosen

1 hour

16 August 2015

service
Background of
Qantas airways
Objectives
Service strategy
Service Culture
Identifying
target market
business
Key stakeholder
Possible service
failure
Customer
service process
Financial
consideration
Identifying
service level
benchmark
Recommendatio
n
Summary

1.5 hour

18 August 2015

20 minutes
2 hour
2 hour
1 hour, 1 hour

19 August 2015
19 August 2015
20 August 2015
21,22 August
2015

1.5 hour

23 august 2015

3 hour

25 August 2015

1 hour, 1hour

26,27August
2015
30 August 2015

1 hour
3 hour

3 September
2015

1 hour

5 September
2015
5 September
2015

30 minutes