Qantas компаниясынын башкы директору COVID, вакцина жана авиация

Петир:

Let’s focus if we can, on your ace in the hole, as it were. The Sunrise operation. This does seem to be somewhere that can fit ideally into a new tight situation where you don’t have to go through hubs. Where you’ve got the continuity and safety of knowing what’s happening at each end. You’ve got a decision to make on what aircraft. Is that going to come quickly? And how effective is Sunrise going to be in terms of this new opening up once you get on your speed boat?

Алан Джойс:

Yes. So, I think what’s a good sign is before the trans-Tasman opened up, the number one route that people were searching for on our international operation was Perth to London. We could see that before COVID, it was the most profitable international route on our network. And we think that post-COVID, the demand for that will be extraordinarily high. And that’s a good route that will perform very well. But we are revisiting our [inaudible 00:36:25] dates where, Peter, I think we were two weeks from ordering the aircraft. We had done the competition between the 777X and the A350. And I picked the A350. We had negotiated a deal with Airbus. We had done a deal with our pilots. We were just ready to go to the boards to confirm it all. And then, in March of last year COVID hit.

So we’ve said, we need to see a little bit more certainty, the international borders opening up. The path out of this, because we have to do it in an environment where there’s more certainty to get the market comfortable with making that purchase of the order.

Advantage is, there’s not many people ordering aircraft at the moment. The slots for aircraft when we want, will be there. And when we revisit a case, when we look back at the research, I think there’ll be strong demand for people, as you said, not flying through hubs, flying direct.

And I think it’s a great strategy for the new environment post-COVID and something that we continue to be excited about. But we have to do it in the right environment. And I’m hoping within the next year, as we’ve said, that we come and revisit there and make a decision on it.

Петир:

So just to clarify on that. The decisions back on the table, is it, to make still?

Алан Джойс:

Yes, absolutely. I mean, we’ve said that we only parked it and paused it. We didn’t say we killed the idea. We said we think this is really strategic for us, in its Qantas’s history. I think I say every decade, Qantas has made a big strategic bet and they have paid off over 100 years.

That in the two thousands, it was Jetstar. Look how good that was for us. In the 2010s, it was Loyalty. Look how good that has paid for us. But I think that the 2020s big strategic move for us, is going to be Sunrise. And that’s going to put Qantas in a position that, be the first airline out of the United States to get a jet aircraft in the 1950s. Being the carrier that created business class in the 1970s.We looked at those big moments. We’re pretty proud with the fact that we led the world. And we’re pretty proud of the fact of the position that put Qantas into. But I think this is another one of them. So I’m still very excited. Have to persuade my boards. We have to go through a process on, we persuade our shareholders, that capital’s worthwhile investing in that. But I’m up for that and I’m very positive about it. And I think the case is there to be made.

Петир:

Yeah. I can see a lot of sense in that. That does look good. And what it does for you, of course, I mean that Perth-London operation, for example, was very high yielding. And therefore, in a suppressed international market, I guess you can assume that you’re going to be able to charge fairly significant fares on that because people don’t have anywhere else to go.

Алан Джойс:

Well, I think when you do something unique, that gives you a customer value proposition that’s quite special, you can obviously charge a premium for it. Whether it’s Tesla motor cars, whether it’s whatever the product is. Once it’s in a space that hits a customer demand, a customer requirement.

You’re still going to have competition around you. And if people want to stop off in a hub and want to go through LA, want to go through Dubai, want to go through Singapore, that still is a choice there. But if you’re providing a product as a unique value proposition. And for that value proposition, you need a premium, which you do because it’s more expensive to do it this way. And then you can demand that, and you can make a profit out of it. And that’s a win-win for everybody.

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