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    <title>Transport Research International Documentation (TRID)</title>
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    <copyright>Copyright © 2026. National Academy of Sciences. All rights reserved.</copyright>
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    <managingEditor>tris-trb@nas.edu (Bill McLeod)</managingEditor>
    <webMaster>tris-trb@nas.edu (Bill McLeod)</webMaster>
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      <title>Transport Research International Documentation (TRID)</title>
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      <title>Airline-within-Airline business model and strategy: case study of Qantas Group</title>
      <link>https://trid.trb.org/View/1884711</link>
      <description><![CDATA[The increase of the aviation industry in recent years has led to the expansion and integration of people and various cultures. Aviation is a consistently growing, especially in modern times. This study briefly reviews the literature regarding the Airline-within-Airline (AwA) business model and strategy. Bringing together the conceptual differences of business models, the main elements of this model were highlighted. The authors seek to provide insights into the AwA business model allows both airlines to operate efficiently with dual-brand strategy. An in-depth case study of airlines was conducted by two airlines \x96 Qantas Airways and Jetstar Airways \x96 that present AwA business strategy. Using comparison analysis, SWOT analysis, Business Model Canvas, Boston Consulting Group matrix, and Game theory, the main attributes of a successful approach for AwA business model were identified based on the Qantas Group. The framework of optimal strategy for the Airline-within-Airline business model presented was based on network, scheduling, pricing, distribution, and airline capacity.]]></description>
      <pubDate>Tue, 26 Oct 2021 14:30:18 GMT</pubDate>
      <guid>https://trid.trb.org/View/1884711</guid>
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    <item>
      <title>An analysis of price competition and price wars in Australia's domestic airline market</title>
      <link>https://trid.trb.org/View/1632124</link>
      <description><![CDATA[Price cuts and price wars, a frequent phenomenon in Australia's domestic airline market that have been widely reported in the Australian news media, are documented in this research. This paper examines the determinants of price wars in Australia using monthly data from 72 airline routes for the period from January 2013 to August 2017. The authors' finding is consistent with the widely held view that an increase in the major airlines' capacity was a major cause for price cuts and price wars. Their research shows that price wars continued after Qantas announced that it would stop adding domestic capacity and give up defending its 65% market share policy in 2015. Indeed, Qantas' 65% market share commitment has led to fierce pricing competition and the occurrence of price wars. Multimarket contact promoted price wars in Australia's domestic airline market.]]></description>
      <pubDate>Mon, 29 Jul 2019 11:03:26 GMT</pubDate>
      <guid>https://trid.trb.org/View/1632124</guid>
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      <title>Review of Airline-within-Airline Strategy: Case Studies of the Singapore Airlines Group and Qantas Group</title>
      <link>https://trid.trb.org/View/1575600</link>
      <description><![CDATA[The growth of the aviation industry has seen a rapid increase in low-cost carriers (LCCs) commencing operations, threatening the sustainability of a number of legacy airlines. The response to this challenge and threat has been for legacy airlines to create an airline-within-airline (AWA). This study reviews prior literature regarding the hotel industry and multi-brand strategy, and also uses case studies to examine the evolution of the AWA strategy at the Singapore Airlines Group and the Qantas Group between 2000 and 2016 in order to identify why these airlines operate AWAs successfully. High levels of autonomy, clear strategies, complimentary route networks, appropriate resources and minimal cannibalisation are identified as the primary attributes required for a successful AWA operation. Legacy airlines whose AWA strategy failed in the past often did not operate with all these essential attributes, which resulted in their AWAs undermining and competing directly with their own operations.]]></description>
      <pubDate>Tue, 22 Jan 2019 11:38:12 GMT</pubDate>
      <guid>https://trid.trb.org/View/1575600</guid>
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    <item>
      <title>The carrier-within-a-carrier strategy: An analysis of Jetstar</title>
      <link>https://trid.trb.org/View/1339806</link>
      <description><![CDATA[The carrier-within-a-carrier (CWC)—or “airline-within-an-airline” (AWA)—approach has become an integral part of many airlines' marketing strategies in the Asia–Pacific region where several full-service national airlines operate low-cost/low-fare subsidiary airlines. The CWC approach is a response to competition from low-cost carriers based on product differentiation, i.e., a ‘two brands’ business strategy aimed at defending market share. Most CWCs were established after 2001 as a response to deregulation and liberalization and generally adhere to the principals of low-cost/low-fare carriers. Typically, CWCs enter markets through new, point-to-point services and operate short-haul routes (one-to 2-h flying times) that might have been abandoned by full-service airlines (FSAs), whereas at other times they simply compete directly with FSAs on price. This paper analyses Jetstar, a subsidiary of Qantas, which has transitioned from a domestic CWC to an international medium- and long-haul carrier. In addition to its domestic Australian operations, Jetstar operates between Australia and the Asia–Pacific region and has established partnership arrangements operating within Asia, including Jetstar Asia (based in Singapore), Jetstar Vietnam and Jetstar Japan. Jetstar also has operations in New Zealand. The theoretical framework applied in this paper is based on the strategic windows concept, in which opportunities arise and a window opens, and Tregoe and Zimmerman's (1980) ‘driving forces’ model, in which nine attributes are listed and certain of these are exemplified by Qantas' strategy. The methodology adopts a case study approach that draws upon content analysis and ‘events in the making’ and features interviews with key respondents. The findings show that Jetstar disproved earlier criticism of the CWC strategy and further demonstrate that by careful planning, strategy and execution, Jetstar has been able to grow its capacity, maintain high load factors, increase revenue and (more importantly) increase profitability at a time when many airlines are consolidating or withdrawing services because of losses.]]></description>
      <pubDate>Thu, 29 Jan 2015 09:20:43 GMT</pubDate>
      <guid>https://trid.trb.org/View/1339806</guid>
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    <item>
      <title>Competitive effects of the airlines-within-airlines strategy – Pricing and route entry patterns</title>
      <link>https://trid.trb.org/View/1302590</link>
      <description><![CDATA[This paper investigates the effects of the airlines-within-airlines strategy adopted by Qantas airline group, which simultaneously runs a full-service airline (Qantas Airways) and a low-cost carrier (Jetstar Airways). This empirical investigation of airline pricing and route entry patterns in the Australian domestic market suggests that Jetstar has been used as a fighting brand against rival low cost carriers. Such a strategy increases group airlines’ prices at the expenses of rival airlines. There is preliminary evidence that pricing benefits to Qantas Group come from increased market power as well as service quality improvements.]]></description>
      <pubDate>Fri, 25 Apr 2014 16:13:43 GMT</pubDate>
      <guid>https://trid.trb.org/View/1302590</guid>
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      <title>Qantas ReJoyces: Under its New CEO, the Airline is Trimming Staff and Aircraft in a Bid to Return to Winning Form</title>
      <link>https://trid.trb.org/View/890797</link>
      <description><![CDATA[This article presents an interview with Alan Joyce, the new CEO of Qantas. The airline has a 65 percent share of the Australian domestic market. Internationally, its largest single market is U.K./Europe, followed closely by the U.S. Labor relations are a key area in need of improvement. A short strike and engineering dispute contributed to a drop in on-time performance to a record low of 54 percent in 2008. The previous fiscal year Qantas enjoyed favorable exchange rates, aggressive fuel hedging, and a booming domestic economy. Revenues were up 7.5 percent, and fuel costs and operational costs were being held down through various programs. In this current fiscal year, profit forecasts have been cut, and the equivalent of 10 aircraft have been grounded, with a reduction in flying of four percent. Nearly 590 managers have been laid off to reduce what was considered a top-heavy organization. Another change is shifting from premium classes, which have cost the airline seats on aircraft. However, not all premium seats will be eliminated. The fleet is built around the A380, 787, A320 and 737-800, but delays to the 787 are causing concern. One option not likely to be taken is any kind of international merger or acquisition.]]></description>
      <pubDate>Fri, 31 Jul 2009 08:47:37 GMT</pubDate>
      <guid>https://trid.trb.org/View/890797</guid>
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    <item>
      <title>New Zealand's Airport</title>
      <link>https://trid.trb.org/View/876831</link>
      <description><![CDATA[This article discusses Auckland Airport, considered to be Australasia's second busiest international airport after Sydney, Australia. Auckland serves as hub to 30 international airlines, the largest of which include Air New Zealand, Qantas, and Emirates. Also noted is the fact that more than 70% of international visitors to New Zealand either enter or leave the country via Auckland, which handles more than 12 million passengers annually. Among international passengers, those from India and China show strong growth rates, though domestic travelers within Australia and New Zealand comprise 60% of the airport's usage. Because passenger demand is on an upward trend, strategic development is a major ongoing concern for the airport. Projects within Auckland's master plan include improvements to infrastructure and facilities, in anticipation of handling 24 million passengers annually by 2025, effectively doubling the airport's present capacity. Key projects include stage one expansion of the international terminal (scheduled for completion in mid-2008); renovation of the domestic terminal (to accommodate operations for Air New Zealand, Qantas, and the new Pacific Blue); an expanded airbridge (called Pier B) to connect the new expanded arrival area and provide two new contact gates. Also underway is stage two expansion of the international terminal, which involves the arrival gate area. Its 2011 completion schedule is timed for New Zealand to host the Rugby World Cup. Other projects discussed in the article include runway development, the Terminal Hotel project (proposing development of a 250-room four or five star hotel to be located next to the international terminal), information technology and telecommunications developments (including ongoing infrastructure expansion of Auckland's wireless network), and environmental measures to address noise and fuel emission/consumption issues. Looking at the airport's long-term prospects, the article notes a projected increase in both regional and international tourism to and from New Zealand, spurred by competitive airfares and a strong foreign exchange rate for the Kiwi dollar. Despite a slowdown within the present macroeconomic environment internationally, Auckland's revenues are still forecast to grow by 7% for 2008.]]></description>
      <pubDate>Tue, 30 Dec 2008 12:36:44 GMT</pubDate>
      <guid>https://trid.trb.org/View/876831</guid>
    </item>
    <item>
      <title>Pirates or Pioneers? Gulf Airlines Are Taking a Lot of Heat for Their Aggressive Order Books and Appetite for Expansion</title>
      <link>https://trid.trb.org/View/849769</link>
      <description><![CDATA[In this article the author provides analysis of new market shares opening in the Persian Gulf due to a positive geographic location as a midway point between Southeast Asia, Australia, and Europe. A number of more established carriers balk at this increase, as many of these carriers offer lower rates. A question posed by the article is whether or not the Gulf states, the population of which is less than 100 million, can provide enough business for the large orders these carriers are making from aircraft manufactures- one in six widebodies as well as one in 18 aircraft produced by the major manufacturers are headed to carriers based in the region. One carrier, Emirates, has been a positive influence on Australian tourism, promoting the country as a destination in European countries where Australia’s major carrier (Qantas) doesn’t serve. Qatar Airways, another Gulf carrier that is described, has a different business model and aims to serve local markets predominately, rather than a global expansion.]]></description>
      <pubDate>Thu, 28 Feb 2008 09:09:02 GMT</pubDate>
      <guid>https://trid.trb.org/View/849769</guid>
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    <item>
      <title>DOJ fines Qantas $61 million for role in price-fixing scheme</title>
      <link>https://trid.trb.org/View/845976</link>
      <description><![CDATA[]]></description>
      <pubDate>Mon, 28 Jan 2008 11:09:34 GMT</pubDate>
      <guid>https://trid.trb.org/View/845976</guid>
    </item>
    <item>
      <title>Qantas pleads guilty</title>
      <link>https://trid.trb.org/View/845894</link>
      <description><![CDATA[Subtitle: Australian airline agrees to pay $61 million fine, cooperate with DOJ in global price fixing probe.]]></description>
      <pubDate>Mon, 28 Jan 2008 11:01:03 GMT</pubDate>
      <guid>https://trid.trb.org/View/845894</guid>
    </item>
    <item>
      <title>Unleashing Qantas</title>
      <link>https://trid.trb.org/View/845375</link>
      <description><![CDATA[Subtitle: Chief executive Geoff Dixon is moving fast to restructure Qantas Airways following this year's failed takeover bid. Can he do the things private equity wanted to do?]]></description>
      <pubDate>Mon, 28 Jan 2008 10:05:06 GMT</pubDate>
      <guid>https://trid.trb.org/View/845375</guid>
    </item>
    <item>
      <title>Jetting to the Top</title>
      <link>https://trid.trb.org/View/840765</link>
      <description><![CDATA[This article presents a profile of Qantas subsidiary Jetstar International, whose 2007 revenue has passed the A$1 billion mark. Originating in the 2003 formation of a subsidiary to counter the rise of Brisbane-based Virgin Blue, it started service on May 25, 2004, using a fleet it inherited from the former Impulse Airlines in 2000. Selected traffic data for the past four years is given. Expansion into other markets is marked by fierce rivalry with certain carriers, notably Tiger Airways in Singapore. Australia is unusual in that it allows airlines that are 100 percent foreign-owned to operate on domestic routes if they pass certain tests of being in the national interest. Tiger's entry could reshape the market drastically. Fare levels and customer satisfaction are two points of competition, but another is Tiger's plan to link all major capital city airports. Another area of potential growth is adding longer-haul international routes, such as Perth-Honolulu. Additional competitors are discussed, as are the potential balance in size between Jetstar and parent Qantas.]]></description>
      <pubDate>Fri, 30 Nov 2007 07:25:17 GMT</pubDate>
      <guid>https://trid.trb.org/View/840765</guid>
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      <title>Precision Landings to the Meter</title>
      <link>https://trid.trb.org/View/840767</link>
      <description><![CDATA[This article examines Qantas Airline's decision to introduce the first GNSS Global Landing System to commercial services. Already, the airline has seen improvements in landing precision and significant fuel savings and noise reduction. A history of aviation in Australia, and its unique geographic features, helps explain some of the willingness of aerospace industry players to use new technology for navigation earlier than their counterparts elsewhere. Also included is a history of the development of the components making up GNSS. Augmentation systems have evolved to permit the newer precision uses, and these systems are described. The certification process is detailed, and plans for successive installations of the system are described. International rollout is gaining momentum, with interest and support from Continental Airlines, Hapag-Fly and trials by Malaga. One interesting problem is discussed: the landing systems are so precise that planes land in the exact spot each time, creating the potential of wearing out one portion of the runway prematurely.]]></description>
      <pubDate>Fri, 30 Nov 2007 07:25:11 GMT</pubDate>
      <guid>https://trid.trb.org/View/840767</guid>
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    <item>
      <title>All eyes on Qantas</title>
      <link>https://trid.trb.org/View/837190</link>
      <description><![CDATA[Subtitle: The contested Qantas takeover drama has finally come to an end. Natasha Yazdabadi has a behind the scenes look at the deal.]]></description>
      <pubDate>Mon, 15 Oct 2007 09:43:32 GMT</pubDate>
      <guid>https://trid.trb.org/View/837190</guid>
    </item>
    <item>
      <title>APA inches closer to Qantas take-over</title>
      <link>https://trid.trb.org/View/808540</link>
      <description><![CDATA[]]></description>
      <pubDate>Mon, 07 May 2007 15:32:13 GMT</pubDate>
      <guid>https://trid.trb.org/View/808540</guid>
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