Qantas 2007 Annual Report Download - page 5

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3Qantas |Annual Report 2007
To compete effectively, we must
become more efficient as we grow.
The Sustainable Future Program
ensures central co-ordination of
efficiency and cost improvements
in all parts of the business and this
work remains a strategic priority.
To continue the momentum, we
will focus on reducing complexity,
developing and expanding lower
cost production models and
streamlining the way our businesses
work together.
The profitable growth of both of
our two major flying brands, Qantas
and Jetstar, continues to be our
core strategy.
Qantas will focus on strengthening
its leading position in premium
markets domestically, regionally
and internationally.
Jetstar, our low cost brand, will expand
rapidly in international leisure markets,
while adding to its established
domestic network. Jetstar will also
lead the development of our value
based airline interests in Asia, with the
aim of building a pan-Asian network
to complement the broader Qantas
and Jetstar operations. For customers,
this means more destinations,
more connections and more choice.
Optimisation
Flying people is our primary business,
but we do much more. We have
strong strategic positions, valuable
expertise and assets in related but
distinct markets such as loyalty,
freight and aircraft. These parts of our
business represent substantial growth
opportunities and tend to be less
cyclical than passenger air transport.
We are developing and progressively
separating key parts of our business,
whilst reviewing ownership alternatives
to ensure the value of our portfolio is
fully optimised for shareholders.
Efficiency
Growth
3Qantas |Annual Report 2007
To compete effectively, we must
become more efficient as we grow.
The Sustainable Future Program
ensures central co-ordination of
efficiency and cost improvements
in all parts of the business and this
work remains a strategic priority.
To continue the momentum, we
will focus on reducing complexity,
developing and expanding lower
cost production models and
streamlining the way our businesses
work together.
The profitable growth of both of
our two major flying brands, Qantas
and Jetstar, continues to be our
core strategy.
Qantas will focus on strengthening
its leading position in premium
markets domestically, regionally
and internationally.
Jetstar, our low cost brand, will expand
rapidly in international leisure markets,
while adding to its established
domestic network. Jetstar will also
lead the development of our value
based airline interests in Asia, with the
aim of building a pan-Asian network
to complement the broader Qantas
and Jetstar operations. For customers,
this means more destinations,
more connections and more choice.
Optimisation
Flying people is our primary business,
but we do much more. We have
strong strategic positions, valuable
expertise and assets in related but
distinct markets such as loyalty,
freight and aircraft. These parts of our
business represent substantial growth
opportunities and tend to be less
cyclical than passenger air transport.
We are developing and progressively
separating key parts of our business,
whilst reviewing ownership alternatives
to ensure the value of our portfolio is
fully optimised for shareholders.
Efficiency
Growth