Jetstar marketing report

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§  2015: Solar Plane about to embark on the world's
first ever attempt at an around the world flight
powered only by solar
Problem:
§ When we look at future technologies, how do we align them to real world
applications?
§ When do we push “play” on emerging communication channels?
§ For incumbent providers, how do we advise on technological change, even
when that change looks set to put an existing entity out of business?
The following is a case study only – we looked at how to advise an airline on
how to utilize cryptocurrencies, new social channels (Snapchat) and how to
address advances in solar to future proof brands moving deep into the 21st
Century.

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JETSTARBuilding Blocks for Future Strategy
§  Image: Fish eyed lensed view of the
Boeing 787 Cockpit

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“A strong, sustainable future.”
Qantas, Group Objec2ve, Annual Report, 2015

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Internet Marketing
Strategy
The following Internet Marke2ng Strategy adds emerging
technology and social media channels to the group’s current
strategy in order to generate approximately $6 million in fares
over an 18 month engagement period.
This analysis has been intended as a case study only. The
objec2ve was to align a well-known business model to
emerging technology, social innova2on and ﬁnd objec2ve
goals and values to align with in the future.
Its not for real real – its for play play.
§  World's earliest surviving camera
photograph,1826 or 1827:View from
theWindow at Le Gras.

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EXECUTIVE SUMMARY
Three incidents in 2016 prompted the recommended strategy:
F I N T E C H
Fintech became recognized by
a no2ceable number of credible
sources as a likely disruptor to
the banking and financial
sectors globally (Hancock &
Vaizey, 2015), (Coindesk,
2016).
S N A P C H AT
Snapchat daily video check-ins
exceeded those of Facebook
(Frier, 2016) and the top 4
messaging apps usage
exceeded those of the top four
social sites (McKierick, 2016).
S O L A R F L I G H T
The world’s first zero-fuel plane
completed two thirds of an
around the world flight (Solar
Impulse Updates, 2016).

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Amplifying this; mobile device use
continued to rise after eclipsing
desktop use in 2014, with desktop
usage indicating a progressive dip in
usage since 2014 (Chaffey, 2016).
LinkedIn released a global
employment advertising platform
(iTunes Store LinkedIn Jobs, 2016).
§  An image of one of the earliest computer keyboards made: Uniscope 300 from 1964

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That Jetstar adds the
provision of digital
currency payments in
their exis2ng app and
allow for exis2ng
digital wallets to
allocate payments for
ﬂights to Jetstar as a
payee.
1 2 3
That Jetstar u2lizes
Snapchat and LinkedIn
as an addi2on to their
social media strategy.
That Jetstar adds
research and
development of solar
powered ﬂights to
their community
outreach campaign
and ac2vely broadcast
this.
The following is recommended
(The Recommended Strategy):

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Breakdown of costs can be found in Tables 1, 3 and 4. Table 2 provides Phases and Deliverables.
OVERALL OBJECTIVE
The overall objec2ve is to expose the company to new markets in order to accommodate the
requirements of the companies’ commitments, strategy, values, and mission statement. The cost
to undertake this will be approximately 1.3 million NZD ne. These recommenda2ons should be
seen as addi2onal reinforcement to successful strategies already in place, and to ensure the
ability of the group to maintain proﬁt and reduce the impact from losses in the past.
Please see Appendix B (Problem), Appendix C (Recommended), Appendix D (Summary of
Recommenda2ons) and Appendix E (Costs).
§  A replica of Sputnik 1 at the U.S.National Air and
Space Museum.Despite Russia’s valuable
contribution to the space race the Americans still
claimed the win,and gained the Internet in the
process

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CONTENTS
1.Cover – Problem Statement
2.Cover - Jetstar
3.Strategy Parent Group
4.Context
5 - 7.Execu22ve Summary
8.Overall Objec2ve
9. Contents
10. Company Descrip2on
11. Strategic Focus and Plan
12. Mission
13. Goals
14. Core Competencies and
Compe22ve Advantage
15. Situa2onal Analysis, Industry
Analysis, 3 C’s
16 – 17. Market Product Focus
Market Objec2ves
18. Target Market
19. Acquisi2on and Reten2on
20. Diﬀeren2a2on
21 - 22. Posi2oning
23 - 24. Marke2ng Program
25. Implementa2on Plan
26. Recommenda2ons
27. Evalua2on
28. References
29.Table 1 to
37. Table 9.
38 – 41. Glossary A
42. Glossary B
51. Situa2onal Analysis
64. Glossary J
80. Authors Alerthought

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S A F E T Y E F F I C I E N C Y C A N D O
COMPANY DESCRIPTION
Jetstar, a member of The Qantas Group is commied to safety, environmental sustainability, and proac2vely managing risk. They
maintain the responsibility to con2nually reduce their environmental footprint. The group’s beliefs include maintaining agility and
harves2ng innova2on. Jetstar’s values include safety, eﬃciency and a consistently ‘can do’ aotude (Qantas Group, 2015). Further
details are provided in Appendix F.

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Strategic Focus and Plan
R E V I E W E X I S T I N G O P T I M I Z I N G I N N O V A T I N G I N T E R N E T S T R A T E G I C P L A N
2013 appointed CIO Grianne Kearns established that the strategic focus from an Informa2on Systems (IS) perspec2ve would be to review exis2ng IS “with
a view to op2mizing and innova2ng around our service delivery” (Merre, 2015). The strategic focus of this report is intended to align with this view.
To this end, it seeks growth by oﬀering addi2onal u2lity through ease of payment, u2lizing Snapchat communica2on channels, establishing a narra2ve
framed by the LinkedIn plarorm, and by deliberately exposing the company to the social responsibility and disrup2on posed by advances in solar energy.
Further details are provided in Appendix G.

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MISSION
Jetstar is “part of the Qantas Group’s dual brand growth strategy, in which Qantas competes at
the premium and business market and Jetstar focuses on leisure markets.” Jetstar’s mission is to
“offer low fares to enable more people to fly to more places, more olen” (Qantas Group, 2015).
“The recommended strategy aims to align with and accentuate Jetstar’s exis8ng mission by enabling
more people to fly to more places more o<en by u8lizing cryptocurrencies and digital wallets at point
of sale.
It enables more people to fly to more places by maintaining contact with exis8ng markets, and
establishing rela8onships with new markets, by u8lizing Snapchat and LinkedIn as channels for
exposure to des8na8ons and to support the message of increased ease of payment.
It aims to offer low fares in the future by suppor8ng new technology to enable solar flights, and u8lizes
this support to connect with more people more o<en”.
S u g g e s t e d Q u a l i t a t i v e V i s i o n
S t a t e m e n t f o r t h e R e c o m m e n d e d S t r a t e g y
§  Image: Concept illustration of passenger modules for increased numbers of passengers on
international flights.“Within this enclosed environment the passenger is able to control their
own personal space without disturbing other passengers or,for that matter,being disturbed
by other passengers.Strategically placed lighting is used to set the mood,while an over-
head projector provides the entertainment,and ergonomically designed lay-flat seat
provides the comfort.”

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GOALS
Goals of Jetstar
The following is assumed and has been extracted from Qantas Groups KPI’s.
Deliver on 2me performance consistency.
PERFORMANCE CONSISTENCY
Raise market awareness of group’s commitment to social responsibility
and decrease carbon footprint
(Qantas Group, 2015).
MARKET AWARENESS SOCIAL RESPONSIBILITY
Increase sales and/while maintaining an op2mal capital structure.
INCREASE SALES
Increase percep2on of commitment and adherence to safety.
COMMITMENT TO SAFETY
§  Image: History of travel and trade: Sadly much of the success of trade is due to its roots in slavery.
Slavery was a practise of victors,the conquering armies or nation states tended to utilize human
resources in any way they could,often in trade.Modern trade owes allegiance to something less
sinister however,and a rather unlikely combination.Salt,and North American codfish enabled travel
and the extended life of many goods.Pictured here is Himalayan Rock Salt,renowned for its high
salinity and often traded out of Pakistan.

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Core Competencies
and Sustainable
Competitive Advantage
Jetstar operate as a tool of The Qantas Group to capture and appeal to a lower end travel
segment, with Qantas seeking to capture a premium segment. The airlines work with each
other to capture a broad segment of the market, while compe22ve in some areas of
crossover. An overall proﬁt reported by the group for Y/E 2015 strengthened public
percep2on and provided shareholders with a 25.4 cent statutory earn on each shareholding
(Qantas Group, 2015). Further informa2on is provided in Appendix H.
§  Image: History of Flight: First flight of theWright Flyer I,December 17,1903,Orville piloting,Wilbur
running at wingtip.Near Kitty Hawk,North Carolina,Orville andWilburWright make the first
successful flight in history of a self-propelled,heavier-than-air aircraft.Orville piloted the gasoline-
powered,propeller-driven biplane,which stayed aloft for 12 seconds and covered 120 feet.

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Situa8onal Analysis:
SWOT and PEST may be found in Appendix I.
Industry:
Airlines compete in a commodi2zed market (Peterson, 2010). In such markets compe2tors match what each other is doing, unable to
aﬀord the slightest advantage to compe2tors. A shared compe22ve aribute considered in travel industries is route. While it is
possible to match all of Jetstar’s compe2tors by route or des2na2on it would prove fruitless to do so; the company would engage in
extensive market analysis in the process of determining growth strategies.
As the recommended strategy is one which builds upon exis2ng strategy it is more worthwhile to segment compe2tors on the
aributes of the recommended strategy. Analysis of such can be found in Table 7 (Industry Analysis) and Appendix O (Channel
Migra2on Matrix).
Compe8tor, Company and Customer:
Analysis has been provided in respect to the recommended strategy across mul2ple Tables and Appendices provided. Please see
Table 6 (Current State) and Appendix M, Appendix O (Channel Migra2on Matrix), Appendix P and in speciﬁc detail to the
recommended strategy in Appendix Q (Marke2ng Programme).
SITUATIONAL, INDUSTRY, THREE C’s

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Jetstar's target market is the leisure segment. This comprises of individuals focused on recrea2on, entertainment, sports, and
tourism. 87% of their market is made up of this segment, 38% of which earn between 50 and 100k NZD per annum. 56% of their
market is female (Jetstar, 2016).
The vast majority of the leisure segment is made up of Millennials and GenXers (Exponen2al Adver2sing Intelligence, 2014).
Further analysis of Qantas segmenta2on can be found in Appendix J.
MARKET PRODUCT FOCUS
MARKETING OBJECTIVES
The overall marke2ng objec2ve is to build on exis2ng applica2ons and communica2on channels u2lized by Jetstar, assess if the
impact has been successful, and to establish informa2on from data gathered that can be used to inform strategy for Jetstar and The
Qantas Group moving forward.
Detailed analysis follows for each aspect of the recommended strategy, KPI’s are listed in Table 8 (Engagements KPIs), Appendix J,
Appendix K and Appendix L.

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The ini2al objec2ve is to build upon current
success in the group's commitment to
customer service, and to align new
development penetra2on with the group’s
benchmark digital service and culture
strategies around insight, digital
transforma2on and a focus on mobile. This
recommenda2on is also intended to
introduce the group to emerging
opportuni2es in the digital cryptocurrency
market, and align a value proposi2on of
convenience to Asian users of Alipay Digital
Wallet, Google Wallet and Na2onal
Australia Bank’s offering.
U2lizing Snapchat will add another
channel of communica2on to achieve
reach and acquisi2on into emerging
markets (Sta2sta, 2016). LinkedIn can be
used to enable Jetstar to stay in the
evoked set of millennials and GenXers
(LinkedIn, 2015). Engagement churn can
be monitored by analysing opens and
views, direct user engagement can be
recorded by direc2ng an ongoing
campaign to Snapchat users for addi2on
to the Jetstar Story contacts sec2on.
The group has commied to eco-
efficiency and supports various causes in
its community outreach strategy (Jetstar,
2016). Qantas was one of the first
airlines in the world to introduce a
carbon offset program voluntarily. The
annual contribu2on to this fund by the
group averages $1.2 million (Qantas
Group, 2015).
RECOMMENDED STRATEGY
1 : A c c e p t i n g d i g i t a l
c u r r e n c i e s a s a f o r m o f
p a y m e n t , a d d i n g J e t s t a r
a s a p a y e e t o e x i s t i n g
d i g i t a l w a l l e t s
2: Utilize Snapchat and LinkedIn
as an addition to Jetstar’s social
media strategy
3 : A d d i t i o n o f r e s e a r c h
a n d d e v e l o p m e n t o f
s o l a r p o w e r e d f l i g h t s t o
t h e i r c o m m u n i t y
o u t r e a c h s p o n s o r s h i p
s t r a t e g y

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TARGET MARKET
The recommended strategy has been designed to capture four market segments spanning 14 years from 2016 to 2030. These
markets have been deﬁned as Millennials, Snapchat users and Interna2onal Tourists. Market evolu2on has been indicated in
specula2on.
Appendix M illustrates these markets and which aspects of the internet marke2ng strategy is designed to drive engagement
into future phases.
M I L L E N I A L S I N T E R N AT I O N A L T O U R I S T S S N A P C H AT U S E R S
§  Image:The history of trade.Shipping
containers represent current day
building blocks of international trade.
International trade has been the biggest
driver of world peace to date.The
continual elimination of borders by
advances in technology may accelerate a
more peaceful future.

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Acquisition and Retention
The process of acquisi2on has been designed to integrate within the groups exis2ng
internet marke2ng channels, reten2on is designed to be achieved through use of
LinkedIn.
Appendix O explores analysis and illustrates pragma2c
integra2on in a Channel Migra2on matrix.

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The recommended digital wallet strategy does not place the
group first in adop2ng this technology (Noonan, 2013), however,
it allows for early adop2on ahead of the adop2on and hype
curve (Gartner, 2015). Adop2on of cryptocurrencies as a direct
means of payment, and adding Jetstar as a direct payee on other
digital wallet plarorms would differen2ate the company against
immediate compe22on in the Oceania and Asia Pacific arenas
(Table 7, Industry Analysis).
Jetstar compe2tor Air New Zealand is already u2lizing Snapchat
(Drescher, 2015). A brief look at the LinkedIn App indicates that
almost all commercial airline carriers have a presence on LinkedIn
in posi2ons adver2sed and company profiles. The opportunity
for differen2a2on on social plarorms exists in the narra2ve of
Jetstar’s journey into cryptocurrencies and digital wallets on
LinkedIn, and by carefully craling a marke2ng strategy that
u2lizes the subtle nuances of the Snapchat plarorm to engage in
depth. Explana2on of such is covered in Table 7 (Industry
Analysis), Appendix P (Posi2oning) and Appendix Q (Marke2ng
Programme).
DIFFERENTIATION

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DIFFERENTIATION
The defining differen2ator is in covering solar flight. The
technology is not new, but the opportunity to support solar
flight and development is. Support of the technology would
differen2ate the company from compe2tors, it is hoped that
ac2vely establishing rela2onships into this technology may
enable Jetstar to provide the first solar passenger flight.
§  Image: Solar Innovation.The ABS 3A
satellite (top) and the Eutelsat 115West B
satellite (bottom) are stacked inside
Boeing’s factory in El Segundo,
California.The company is moving
towards technology to create and enable
solar satellites.Credit: Boeing

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The recommended internet market
strategy promotes more people to ﬂy to
more places more often through
communication and convenience. This
is illustrated in Table 6 as a Maturity
Model, and in Appendix P (Positioning).
POSITIONING
§  Trade Innovation Brexit in time:“Bitcoin has been trading like one of its
oldest antecedents as investors speculate on the odds of Britain voting to
leave the European Union in Thursday’s referendum.The digital currency
slid to an almost three-week low on Thursday,while gold retreated for a
fourth day,after bookmakers’ odds onWednesday favoured a win for
“Remain." If the vote goes the other way,traders expect a slump in risky
securities such as stocks.” Source: Bloomberg

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The strategy provides an assessment period with the ability to
build on success if sa2sfactory KPIs are met. Mul2ple
dimensions have been described as a means to move from
current state to a desired “to be” state. The proposed strategy
requires signiﬁcant resource alloca2on, involves mul2ple layers
of risk, and will require careful planning. Therefore, an extensive
roadmap is recommended in order to install checkpoints and is
listed in Appendix Q (Product).
The main driver in support of Jetstar’s price strategy is to reduce
fric2on between point of decision and place of purchase by
allowing more op2ons for payment, and ease of doing so, via
APIs within the Jetstar App, and crea2ng Jetstar as a payee in
exis2ng digital wallets such as Alipay, Google Wallet and Apple
Pay. The second driver is to deliver this message through new
social media channels, con2nue the conversa2on with exis2ng
markets, while developing a rela2onship with emerging markets.
It is hoped that the support of solar technology will amplify the
main and secondary drivers of the recommended strategy. See
Appendix Q (Price).
MARKETING PROGRAM

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Advances in technology, combined with a consumer shil in
focus to smart and mobile devices, have created opportuni2es
for businesses and marketers to understand and interact with
markets at points of the customer decision journey and demand
spaces. Furthermore, the speed at which complex messages can
be broadcast is enabling a cadence similar to that of a face to
face interac2on (Johnston, 2015). The recommended strategy
focuses on mobile in alignment with consumer growth in this
area and is expanded upon in Appendix Q (Place and Promo2on
Strategy).
The group’s promo2on strategy supports resilience to external
vola2lity by serving the widest range of customers and enabling
opportuni2es for growth. They achieve this through a
disciplined ﬁnancial framework, tailoring services based on
customers’ needs and uni2ng people behind shared goals for the
future (Qantas Group, 2015).
The recommended internet marke2ng plan will support the
promo2on strategy by increasing customer payment viability
through advances in ﬁn-tech, exposing the brand to more
customers by increasing the use of social media channels, and by
uni2ng people behind shared goals through support of solar.
This is explored across channels in Appendix Q (Place and
Promo2on Strategy).
MARKETING PROGRAM

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IMPLEMENTATION PLAN
The proposed implementa2on plan is carried out over 18 months with addi2onal 2me to sele
on details prior to a green light status, and an assessment period following to discuss ﬁndings
and next steps.
Flag points have been provided for assessment and repor2ng throughout the implementa2on.
An ini2al Maturity Model has been provided, please see Table 6.
Total development has been priced at $500,000 and staﬃng (including Professional Services) at
$826,000
Total development costs are 1.326 million NZD and are net/ne.
Costs have been considered for calcula2on against EBIT, the group’s preferred repor2ng format.
Usual Airline units of produc2on such as ASK/ASM (Available Seat Kilometres/Miles) and
CASM/CASK (cents to operate ASK and ASM respec2vely) have been avoided for simplicity.
Detailed breakdowns may be found in Tables 1, 2, 3, 4 and 5, and Appendix R.
F i n a n c i a l D a t a a n d P r o j e c t i o n s : B U D G E T
§  Image: Innovation in Flight,The future of Airbus.While energy costs may be
falling as a result of the drop in the oil price,Airbus has also come up with a
way to use the seating to help power the plane.By 2050,it envisages the
introduction of morphing seats which can harvest passenger’s body heat to
power aircraft systems.

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These recommenda2ons are gateways however. The aim is that through this process
Jetstar is exposed to iden2fy changes in the marketplace that threaten their core
strategy and mission. It is recommended that “offer low fares” be addressed. It is
recommended that Jetstar diversify into electric driverless cars, and pilotless flying
drones, and begin to offer these services in areas that have weather condi2ons that suit
either op2on. Strategies, goals and mission statements have to change over 2me, it is
recommended that in light of technology Jetstar change their mission to “create
affordable and sustainable op2ons to enable more people to connect, in more places,
more olen.”
RECOMENDATIONS
The recommenda2on is that Fintech is explored across 2 APIs, to adapt one to the
Jetstar App and website, and another wrapped API that can be adapted to exis2ng digital
wallets such as Google Wallet and Alipay. That a campaign covering Snapchat and
LinkedIn is ins2gated, and finally, that Jetstar begins a campaign illustra2ng coverage and
support of green and solar energy technological developments, with a par2cular
emphasis on solar flight.
F u r t h e r t h o u g h t s a r e l i s t e d i n A p p e n d i x T.
I t i s r e c o m m e n d e d t h a t t h i s p r o j e c t
i s c a r r i e d o u t a s s o o n a s p o s s i b l e .
§  The first photo from space was taken from aV-2
launched by US scientists on 24 October 1946.

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Recommended strategy u2lizes the following evalua2ve control
mechanisms:
K P I
1.Overall KPI approx. $6.6
million in fares generated over
18 months (Table 5).
M AT U R I T Y
2.Maturity Assessment. This
includes Marketplace
Assessment and Customer
Insights. Qualita2ve and
quan2ta2ve metrics have
been provided (Table 6).
E N G A G E M E N T
3.Engagement KPIs covering
User Engagement, Conversions
in Revenue, Content and Click
Through, App Performance and
new sec2ons based on
Snapchat and LinkedIn (Table
8).
S E A R C H
4. Automated Search KPIs
related to Search Engine
assessment are also provided
(Table 9).
Details are provided in Appendix S.
Dunedin, first refrigerated clipper
ship to complete a successful
shipment of refrigerated meat
In 1935, Jones
designed the first
prac8cal and
automa8c
refrigera8on unit
for trucks and
railcars, allowing
the transport of
food and other
perishables.
es8ng Ice in Indiana
ding refrigera8on:
ce trade, also known
e frozen water
was a 19th-
ry industry,
ring on the east
of the United
s and Norway
SALT-PYRAMIDS-BONAIRE
The solar salt facility, one of the largest in the Caribbean, is today
owned by Cargill, the Minneapolis, Minnesota based private company.
The Soninke empire of Ghana, named
the "Land of Gold" by Islamic scholars,
is linked with the rise of the trans-
Saharan gold trade that began around
the fi<h century.
Aquaculture and Salt Produc8on Bohai
Bay. Seen from space 1979. In earliest
8mes, coastal and island salterns used
earthen and then iron boiling pans to
reduce sea water to salt.
Piles of Salt. Salar de Uyuni Bolivia
Luca Galuzzi. 2006
Ancient method of boiling brine into
pure salt in China
The North American Cod was the protein source that sustained trading
prior to refrigera8on and diesel fuelled shipping. The species dwelled at
depth in cold water; the large size, easy fishing and highly fady flesh made
it a perfect protein source for sal8ng, the only means to keep protein free
of rot on long sailing expedi8ons across the Atlan8c.
Evaluation and
Control

28
R E F E R E N C E S
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www.smar2nsights.com/mobile-marke2ng/mobile-marke2ng-analy2cs/mobile-marke2ng-sta2s2cs/
Coindesk. (2016). Blockchain Events and Conferences. Retrieved from Coindesk: hp://www.coindesk.com/bitcoin-events/
Drescher, C. (2015, November 7). Get an Inside Look at Airlines on Snapchat. Retrieved from cntraveller.com: hp://
www.cntraveler.com/stories/2015-11-06/get-an-inside-look-at-airlines-on-snapchat
Exponen2al Adver2sing Intelligence. (2014). Understanding the Millennial Mindset: A New Perspec2ve on Engaging with Gen Y .
Exponen2al.
Frier, S. (2016). Snapchat User Stories top 10 Billion Daily Video Views. Bloomberg.
Gartner. (2015, August 18). Gartner's 2015 Hype Cycle for Emerging Technologies Iden2fies the Compu2ng Innova2ons That
Organiza2ons Should Monitor. Retrieved from www.gartner.com: hp://www.gartner.com/newsroom/id/3114217
Group, J. (2016). Jetstar Group About Us. Retrieved from jetstar.com.
Group, Qantas. (2015). Qantas Group Business Prac2ses. Qantas Group.
Hancock, M., & Vaizey, E. (2015). Distributed Ledger Technology: Beyond block chain. London: UK Government for Science.
iTunes Store LinkedIn Jobs. (2016, May). Retrieved from iTunes.
Jetstar. (2016). Jetstar Community Outreach Flying Start. Retrieved from jetstar.com: hp://www.jetstar.com/au/en/flyingstart
Jetstar. (2016, March). Jetstar Media Kit 2015/16. Retrieved from jetstar.com: hp://www.jetstar.com/_/media/files/media-kits/jetstar-
media-kit_nzen_2015_2016_v2.pdf?la=en-nz
Johnston, A. (2015). Experian 2015 Digital Marketer Report . Experian.
LinkedIn. (2015). Winning Affluent Millennials. LinkedIn and IPSOS.
McKierick, W. (2016). Messaging apps are now bigger than social networks. Business Intelligence.
Merre, R. (2015, March 25). New Jetstar CIO plans IT transforma2on. Retrieved from cio.co.nz: hp://www.cio.co.nz/ar2cle/541191/
new_jetstar_cio_plans_it_transforma2on/
Na2onal Australia Bank. (2016, March). Spend Beer. Retrieved from nab.com.au: hp://www.nab.com.au/sites/personal/banking/
spend-beer?cid=129497078:0
Noonan, L. (2013, February). Mastercard unveils its “virtual wallet” with American Airlines already onboard. Retrieved from skil.com:
hps://skil.com/2013/02/26/mastercard-unveils-virtual-wallet-with-american-airlines-already-signed-on/
Peteson, S. (2010). Airlines 2020: Subs2tu2on and commodi2za2on. Two developments the global airline industry can no longer afford
to ignore. IBM Ins2tute for Business Value.
Qantas Group . (2014, February). Strategy Update Media Release. Retrieved from ASX.com.au: hp://www.asx.com.au/asxpdf/
20140227/pdf/42n1589jxk6g8j.pdf
Qantas Group. (2015). Qantas Annual Review 2015. Retrieved from qantas2015.annualreview: hp://qantas2015.reportonline.com.au/
system/files_force/downloads/qantas_annual_review_2015.pdf?download=2
Solar Impulse Updates. (2016, March). Retrieved from solarimpulse.com: hp://www.solarimpulse.com
Sta2sta. (2016). Distribu2on of Snapchat users in the United States as of February 2016, by age. United States of America.

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TABLE 1
Cost of Development: Apps and Side Chain
Cost of Development: Apps and Side Chain
Number of Hours (est.) Cost per Hour (NZD) Nett Total
Basic API Development 1000 $80 80,000
Wrapped Open Source APIs 667 $180 120,000
Sidechain Wallet 1,200 $250 300,000
Total Development: $500,000
Note. Wrapped Open Source APIs and Sidechain Wallet development is highly specialised.
Source : 5 Professional Consulting Firms (Accenture, PwC, KPMG, NEC, EY), Statistics New Zealand and Payscale NZ
Table 1. Cost of Development: Apps and Side Chain

30
Project Phases
and Deliverables
TABLE 2
Project Phases and Deliverables
Project Phase Key Tasks / Deliverables Cost of Phase API Cost of Phase Wrapped API Cost of Phase Digital Wallet
Project Management Project Management
Project Management Plan
Security Implementation Protocols
Change Management Plan
Implementation Planning $10,000.00 $20,000.00 $80,000.00
Plan Requirements Gathering Chain
Requirements Gathering Exchange
Current State API
Current State API PhP Wrap
Requirements gathering integrations
Current state integrations
Training Planning
Testing Planning $30,000.00 $40,000.00 $80,000.00
Design Blockchain Integration
Exchange Build
Integration Design
Migration Design
Consolidation Design $7,000.00 $7,000.00 $40,000.00
Build Sidechain Integration
Indexing Directives
Exchange Build
Integration Build
Dashboard Build
Testing
Unit Test
PlatformTest
Migration Testing
Consolidation Testing
Process Design $15,000.00 $20,000.00 $20.00
Deliver User Acceptance Testing
Delivery of Training
Future Process Documentation
Data Migration
Execution
Consolidation $13,000.00 $13,000.00 $40,000.00
Operate Go live planning
Go / no go meeting
Go live date
Evaluation Period
Hyper support
Handover $5,000.00 $20,000.00 $40,000.00
Phase Totals $80,000.00 $120,000.00 $300,000.00
TOTAL $500,000.00
Table 2. Project Phases and Deliverables

31
TABLE 3
Professional Service Cost Breakdown
Professional Service Cost Breakdown
Time/Deliverable Per hour or capped Fee (NZD) Nett.
Recommendation Final Report $45,000 capped fee $45,000.00
Associate Director 2 Weeks F/T $480 per hour $36,000.00
Project Manager Professional Services Firm 1 Month F/T 60,000 capped incl. expenses $60,000.00
Analyst 6 Weeks F/T $200 per hour $45,000.00
Professional Services Total $186,000.00
Note. F/T = 37.5 hours per week
Source: 5 Professional Consulting Firms (Accenture, PwC, KPMG, NEC, EY), Statistics New Zealand and Payscale NZ
Table 3. Professional Service Cost Breakdown

32
Stafﬁng Total including
Professional Services
TABLE 4
Staffing Total including Professional Services
Time Period Position, Number Required, Salary Totals
20 Months Manager x 2 $240,000.00
$80k per annum PP, 18 month contract
18 Months Content Generator (Frontline Reporter) x 2 $150,000.00
$50k per annum PP, 18 month contract
18 Months Location Content Generator (Head Office) x 2 $150,000.00
Expenses $100,000.00
Staffing Internal Payroll and exp. $640,000.00
Contractors: Professional Services $186,000.00
Total Staffing: $826,000.00
Table 4. Staffing Total including Professional Services

33
Overall KPI
TABLE 5
Overall KPI
Current Flight Average $35
Current Cost Estimate $1,326,000
Flights needed to reach OPC 189,428
To achieve OPC (x 5) $6,630,000
Table 5. Overall KPI

34
Project Phases and
Deliverables
TABLE 6
Implementation Maturity Model
Implementation
Schedule Maturity
Model
Develop Practise: Phase 1 Integration: Phase 2 Performance: Phase 3 Optimization: Phase 4 Assessment: Phase 5
Key Accountable
Professional Services Project Manager Project Manager
Project Manager, Managers, Jetstar
Manager
Project Manager, Managers, Jetstar
Manager, Jetstar Applicable C-Level
Jetstar Management, Jetstar C- Level,
Professional Services Firm
Maturity
Current State Jetstar/Qantas Group 4 Month Checkpoint 8 Month Checkpoint 12 Month Checkpoint 18 Month Checkpoint 19 Month Checkpoint
Marketplace
Assessment
1. No current digital wallet use, opportunities exist
to reduce purchase friction. 2. No member of the
Qantas group utilize Snapchat or LinkedIn. High
emerging market use of Snapchat, millenial market
maturing, opportunity exists to engage with emerging
markets and maintain relationship with maturing
incumbents. 3. Alignment with solar presents
opportunities for brand equity within existing and
emerging markets, and rich content creation
broadcast across channels.
A basic assessment process to establish
baseline understanding of performance
and competitive positioning after initial
penetration. Performance against KPIs
considered. Risk assessmnet of digital
wallets performed. Brief assessment of
any adverse feedback from market
assessed. Brief market scan of feelings
towards solar flight performed and
assessed.
More focused approach for defining
parameters and objectives for
assessment. Assessment includes an
analysis of competiter reactions,
customer feedback, digital engagement,
relative positioning of Jetstar on new
social channels, digital wallet
performance and marketing channel
dynamics (positive/negative/% of KPI).
Structured assessment that results in
a good understanding of performance
against KPIs to date. Senior
management is engaged for feedback.
A standard process for identifying and
prioritizing customer value drivers is
undertaken. Company has a clear
understanding of profit drivers, new
growth opportunities, shifts in customer
preferences, competitor response, and
what desired next steps are likely to be.
Provides dynamic view of the Internet
Marketing Strategy utilizing data for
assessment against KPIs.
Structured assessment presented to
inform further strategic developments.
Required adjustments discussed.
Channel simplification maturity
assessment highly recommended in
conjunction with indicators of social
media channel future engagement
metrics. Green or Red lights
established. Next steps: enter planning
for phase 2, mitigation of current
strategy and/or red light closure on
project.
Customer Insight This phase assumes the following as a baseline.
Maturity assessment draws from the following
assumptions: 1. Company is aware of need to
conduct market research. 2. May not know where
data is or how best to obtain it. 3. Segmentation
attributes focus on demographics and transaction
data rather than behavioral. 4. Organization can
describe customers by simple/outdated or non useful
metrics such as sales, profitability and CLV. 5. Data
siloed, lacks enterprise wide visibility. 6. Not
tracking dynamic changes in need and preference
over time. 7. Data collection uncoordinated. 8.
Limited or no front line feedback. 9. Typically large
amounts of data, low amounts of analytics. 10.
Limited frame for actionable insight, little to no
understanding of drivers of deep market impact nor
reasons why.
Jetstar starts to obtain, manage and turn
customer transaction data into actionable
insights through financial transactions
and social interactions via new social
channels. Jetstar maintain inventory of
data representing profile attributes
specified. Data may still be siloed.
Organization starts to develop standard
insight processes and basic assessment
across relevent analytics.
Jetstar to create enterprise-wide
integrated view of customers enriched
with third party external data gathered.
Based on comprehensiveness of the
customer profile including both
demographic and behavioral contents,
company can reprioritize segments.
Jetstar are enabled to design
offerings/programs leveraging behavior
patterns. Larger group alerted, progress
reported. Standard insight generation
process implementation through agile
borders and channel strategy solutions
may be discussed.
Company understands critical
elements of customer experience and
track operational metrics for each.
Systematically trigger
offering/programs/solutions in
response to shifting dynamics at POS.
Monitoring of segments' changing
needs and preference over time,
company may execute organisational
specific innovation to heighten
customer engagement.
A more holistic understanding of
customers’ needs, relative priority of
needs, baseline understanding of shifting
focus, device use, platform and payment
preferences, customer decision journey
and demand spaces are able to be
analysed, assessed and discussed.
Actionable insight has been generated
organisation wide. Processes are run
concurrently both centrally and via agile
border networks. Channel establishment
enables decision makers direct and
unfiltered information with which to
monitor shifts in customer engagement
patterns. Strategic direction may be
assessed in light of insight and analytics
that is richer in depth and breadth.
An analysis of performance against
KPIs, in conjunction with empowered
market analysis will enable decision
makers to ascertain the realtive
strengths and weaknesses of the
internet market strategy. A
comprehensive disection of cost,
impact and ROI will inform next steps.
At the 19 month junction a
simplification assessment is highly
recomended. This is in order to assess
the effect of added complexity that the
addition of multiple payment channels
has exerted on the companies supply
chain and if this has had a desirable
impact on customer investment.
Table 6. Implementation Maturity Model

35
TABLE 7
Industry Analysis
Industry Analysis
Closest price Competitor
Segmentation on attributes
of recommended strategy
Competitor Crypto Currency Payments Inclusion on existing Digi
Wallets
Snapchat LinkedIn Supports Solar Flight
Tiger Airways No No No Yes No
Jet Blue Jet Blue partner with
Skytours and BPay, who
offer Bitcoin payments
Yes (through Skytours and
Bpay)
No Yes No
Virgin No No No Yes No
Westjet No No No Yes No
Qantas No No No Yes No
Air New Zealand No No Yes Yes No
Table 7. Industry Analysis

36
TABLE 8Engagement KPI’s
Engagement KPIs
Jetstar Digital Payment App API
Digital Wallet API existing Wallet Providor
Both Android and iOS App Development
Current Engagement Achieved over 18 Months
Acquisition Location, Carrier (ie, Auckland, Vodafone) (Record Current) (List)
Acquisition Device (ie, Mobile, Tablet, Desktop, Console)
User Engagement Assess Current Record over 18 months
Session Length
Daily Active Users
Visit Frequency
Number of clicks: assess for confusion
Social Shares
"Help" Section Usuage
Happiness Survey Result
Mentions
Conversions (Revenue)
Flights
Rewards Scheme
Digital Currency Use
Conversions (content)
Social
Social Shares
Conversions (click through)
Web (destination)
App (destination)
Wallet (destination)
Snapchat (destination)
LinkedIn (destination
Performance
Average App Load Time Consistent Equal or Faster
Snapchat
(send and receive) Snaps 0
(demographics) Stories 0
Story Competition Entries 0
Story Win Clicks 0
Sponsor Gif 0
Sponsor Link 0
LinkedIn
Article 0
Share 0
Comment 0
Like 0
Mention 0
Post Reach 0
Location Reach 0
Note. Unless stated an increase of 0.5% would indicate exceptional
performance from current
Table 8. Engagement KPI's

37
TABLE 9Automated Search KPI’s
Automated Search KPI's
Automated Search Ind. Standard Desired Frequency
User Agent MJ12bot 60% 20%
Search Engine Googlebot Desk 20% 20%
Googlebot Mobile 4% 30%
Bingbot Desk 3% 1%
Bingbot Mobile 1% 1%
SimplePie 1% 1%
Yahoo! Slurp 1% 1%
Bingbot Non Preview 0.50% 0.50%
Googlebot Mobile SAMSUNG 0.50% 0.50%
Googlebot Mobile DoCoMo 0.50% 0.50%
Bingbot Mobile.htm 0.50% 0.50%
Adsbot Google Mobile 0.50% 0.50%
Other Social Media, research, SEO, Security 4% 20%
Table 9. Automated Search KPI's

38
Fintec: The term means “Financial Technology” describes an array of technologies that encompass poten2al disrup2on to the
ﬁnancial, banking and insurance industries. This includes digital currencies, virtual currencies, crypto currencies, digital wallets, P2P,
Blockchain and Sidechain.
Blockchain/Block-chain/The Blockchain/Bitcoin (BC) Blockchain/Block chain: ‘Code’ that enables a public (permission less) ledger of
Bitcoin, an open source, distributed network that exists through the con2nual investment of “miners”. Miners are individual
computers (CPU’s) that operate in a con2nual race to unlock “hash” blocks of the encrypted Blockchain. In order for the ledger to
record current transac2ons correctly, this process is required to check back against prior transac2ons of bitcoin. Miners may be
individuals, companies, organised networks or Governments These ledgers may be private, permission (par2ally permissioned). As
ledgers they have a poten2al array of applica2ons.
Sidechain: A Sidechain is a smaller blockchain (some2mes simply referred to as ‘chain’) that operates oﬀ The Blockchain (BC
Blockchain) enabling faster real 2me transac2ons due to their smaller size (they require less CPU power) than The Blockchain. While
not required for this report, but to avoid confusion, a sidechain can also refer to a blockchain that has been created independently,
but is not aached to The Blockchain (BC Blockchain). Terminology in regards to this technology can be fragmented, this may be
due to maturity.
APPENDIX A
Glossary

39
Bitcoin: Bitcoin is a crypto currency: loca2on dependent it may be referred to as ‘digital money’ or a ‘virtual’ currency. For this
report it can be thought of as a digital denominator of value exchange. It is the first crypto currency to be publically listed, but not
regarded as mainstream. Use, acceptance and defini2on vary: in some countries it has been banned (recently Russia) and in other
countries it has been defined as ‘property’ (for example, The United States of America). In Australia it is considered a compe2ng
currency. Part of Bitcoins value is in its ability to act as a portal between digital/crypto currencies and fiat (listed by governments
and/or banks) currencies.
API’s: Applica2on Program Interface. Tools, rou2ne defini2ons or programmes for building solware and applica2ons. For the sake of
this report, this term can be considered as the interface that links two opera2ng solware en22es in order to facilitate digital
communica2on.
‘Wrapped’ API’s: For this report consider the term ‘wrapped’ APIs as referring to a par2cularly secured and monitored API due to
the poten2al of open source vulnerabili2es, cost of risk and the value of the transac2onal data the API is interfacing.
APPENDIX A
Glossary

40
Plarorm: A framework upon which applica2ons are run. A plarorm can deﬁne the way a user interacts with solware.
Digital Wallets: The mechanism (hardware and/or solware) that allows electronic commerce.
P2P: Peer to peer. P2P can be considered in the same way as B2B (business to business) or B2C (business to consumer).
P2P in this report refers to the prac2se of individuals u2lizing means to exchange value outside of regulatory awareness.
Crypto Currencies/Cryptocurrency : A subset of digital currencies. A medium of exchange that uses cryptography to regulate
genera2on of units, and/or to ensure independence from a central bank, or to control the permission levels of transparency.
Fiat Currency: Regulated by supply and demand, issued by a central authority, not exchangeable for a standard (for example, a Fiat
Currency is commonly known as the issued form of currency post the Gold Standard).
APPENDIX A
Glossary

41
Digital Currencies and Virtual Currencies: It can be argued that in 2016 the vast majority of Fiat Currencies are digital.
According to the European Central Bank's October 2012 report on emerging currencies, and as technology and adop2on changes,
the line between a virtual currency and a digital currency is in the medium of interchange. If the ‘currency’ can be traded P2P and
exchanged in the real world for physical goods and services they tend toward digital currencies; if used only for virtual world
purchases in closed loop systems, then they are likely virtual currencies.
Customer Decision Journey: Customers ac2vely search for and gather informa2on to inform purchasing decisions. This process is
diﬀerent from the tradi2onal sales funnel model. The funnel model is s2ll in use, but marketers now need to understand the
implica2ons of the customer (consumer) decision journey. This process involves four phases; considera2on, ac2ve evalua2on
(research), closure (purchase) and post purchase experience. This process is highly evident in desktop use by consumers, where the
average user starts with a search engine and migrates through phases before returning back to the search engine. It should be noted
that emerging research is indica2ng that smart device usage has changed this process again, as less consumers u2lize search engines
on mobile devices, choosing instead to use a funnel model by app selec2on, and usually one that represents a brand they have
already formed a rela2onship with.
Demand Spaces: All combina2ons of quan2ty demanded and price aributes that are acceptable to buyers. With loca2on tracking,
and meta-data, marketers are now able to track price, quan2ty demand, expenditure predictors, emo2on, 2me, circadian rhythms,
events, triggers and social inﬂuence to a greater degree of accuracy.
APPENDIX A
Glossary

42
Threats to a Companies Survival
Threats, such as the price of avia2on fuel, terrorism, and global currency ﬂuctua2ons, are numerous and constant. Costs to an
interna2onal carrier are large, the group posted a loss in 2014. The company competes almost exclusively on price. The company
must constantly strive to gain new customers in large numbers to maintain proﬁtability. The company has also developed a
reputa2on of never running to 2me.
Qantas Group. 2015. Annual Report. Australia: Qantas Group
APPENDIX B
Problem
§  Aquila: a small Facebook team had been working on a secret project.Their
mission: to design,build,and launch a high-altitude solar-powered plane,in
the hopes that one day a fleet of the aircraft would deliver internet access
around the world.

43
APPENDIX C
Recommended
The addi2on of digital currency payments will put Jetstar ahead of the curve in adop2on of cryptocurrencies and allow the company to offer a value
proposi2on to customers by reducing the number of steps taken between selec2on and purchase, and by increasing the number of available
mediums of exchange.
U2lizing Snapchat affords Jetstar the opportunity to engage with its market in ways unique to this plarorm. Snapchat adop2on is significantly
increasing, Jetstar does not currently u2lize Snapchat.
A further sugges2on of adding LinkedIn content as a means to engage the maturing millennial market is also explored.
Suppor2ng research and development of solar flights aligns Jetstar with its target markets values and promotes the company as one that shares a
vested interest in the sustainability of the des2na2ons it travels to. Advocacy of developments in this area, via Snapchat and exis2ng social media
plarorms, and content generated around the development digital payment op2ons provide a narra2ve that is rich, interes2ng and engaging.
§  For Facebook,Aquila is more than a proof of concept.It’s a linchpin of the company’s plan to bring the
internet to all 7 billion people on Earth,regardless of their income or where they live.Doing so will lift
millions of people out of poverty,Zuckerberg says,improving education and health globally along the
way.But it will also enable the next generation of Facebook’s services in artificial intelligence,virtual
reality,and more.This next era of tech will require higher bandwidth and more reliable connections than
we have today,and drones can help deliver both.The road to aVR version of Facebook begins where
Aquila leaves the runway.

44
As these recommenda2ons are adventurous in the case of 1, not heavily documented in
the case of 2, and emerging in the case of 3, it is recommended that a ‘test and evaluate’
strategy over the course of an 18 month 2me period is u2lized. The tes2ng ground will
be limited to certain areas of current opera2on. Evalua2ve criteria will cover a range of
key performance indicators and ini2ally set low to accommodate the poten2al lack of
market adop2on due to emerging technology. This strategy will also serve to create an
evalua2ve period with which to assess the strengths and weaknesses of emerging
technology providers.
The tes2ng areas are not recommended in this report, but if the KPI of 6.6 million in
sales is to be achieved the areas chosen by Jetstar would need to be capable of such
growth given recommenda2ons, and not already on a trajectory towards that level of
growth with current strategy.
APPENDIX D
Summary of Recommendations
§  Artist’s concept of the Eutelsat 115
West B satellite.Boeing has been
developing a launch in partnership
with Space-X 2016.Credit: Boeing.

45
APPENDIX E
Costs
Costs of the overall strategy for the evalua2on period are
evaluated current to 2016 in NZD.
For the strategy to be successful costs would be required to
generate 5 2mes income. This metric has been generated from
considerable industry experience.
Non-current es8mates of the values of various
Crypto Currencies 2015

46
Since launching in Australia in 2004, Jetstar has carried more than 200 million passengers.
The group consists of:
Jetstar Airways in Australia and New Zealand,
Jetstar Asia Airways, based in Singapore,
Jetstar Pacific Airlines, based in Vietnam, and
Jetstar Japan, a partnership between the Qantas Group, Japan Airlines, Mitsubishi Corpora2on and Century Tokyo
Leasing Corpora2on.
18 million people travel with Jetstar every year. 67% of which travel 2 + 2mes a year. The company has received
numerous awards including “Best Low-Cost Airline Worldwide” in 2007 awarded by Skytrax.
Jetstar. (2016). About Us. NZ: Jetstar
The Qantas 2015 annual report posted a $230m (AD) profit for the Jetstar Group for the financial year June 2014
to 2015. However, this was up from a loss of $116m the year before and is posted in EBIT (Earnings before
Interest and Tax).
Qantas Group. 2015. Annual Report. Australia: Qantas Group
APPENDIX F
Company Description
This is something that we don’t even think about today, but cameras
used to be huge and bulky, impossible to move by a single person, let
alone carried on a shoulder
.
French and American filmmakers and technicians were working on the
first handheld cameras at the same 8me, 60 years a<er their
respec8ve countrymen Wright and Lumière invented mo8on pictures.

47
The strategy recommended recognizes that 2014 figures indicate posi2ve growth against prior losses. However no en2ty
within the Qantas group can afford to rest in light of such fluctua2ons. The recommended strategy builds upon exis2ng
success in providing addi2onal customer focused investment in the group. While the need for efficiency is recognized, a
strategy of growth is assumed to be the best op2on to secure income against prior losses and to strengthen the brand
moving forward.
In 2013 Jetstar appointed Grianne Kearns as CIO for the group. In 2014 Kearns established that the strategic focus from an
Informa2on Systems (IS) perspec2ve would be review exis2ng technology in order to make a selec2on of new technology to
add “with a view to op2mizing and innova2ng around our service delivery”
She established cloud and mobility as two areas of strategic focus in order to increase both customer service and customer
experience, and to ensure internal produc2vity.
Merre, R. (2015, March 15). New Jetstar CIO Plans IT Transforma2on. www.cio.co.nz
Overall, Qantas has adopted a partnership strategy which has yielded success with both Emirates and American Airlines. Their
frequent flyer program aims to increase customer loyalty, Qantas have indicated that they are seeking to expand upon their
exis2ng loyalty program through innova2on in order to increase assets and capabili2es.
This strategy is in alignment with parent company Qantas aiming to reduce its own costs by $2 billion since pos2ng a $252
million loss for the half-year Feb 2014.
Qantas Group. (2015). Strategy Update Media Release. Sydney: Qantas Group
The main driver for growth was stated as customer service, this enabled Qantas to post an underlying profit before tax of
$975 million for the 2015 financial year.
Qantas Group. (2015). 2015 Annual Report. Sydney: Qantas Group.
APPENDIX G
Strategic Focus and Plan
Louis Le Prince's
single-lens Cine
Camera-Projector
MkII, the first
mo8on-picture
camera, built in
1887-1888. Said
to be the first
ever mo8on
picture film
camera

48
The recommended internet marke2ng strategy is adventurous: it seeks to provide areas to ac2vely explore innova2on. While
Fintech may eventuate to be a “pure play” (typically 30% of an industry) disruptor, or even a megatrend (10 – 20 year cadence of
slow growth before changing an en2re industry), the sugges2ons around Fintech in this report represent a “sol” (easy addi2ons or
improvements to exis2ng use) innova2on.
Almost all airlines researched for this report support some form of member benefits reward scheme, all of which involve partnership
programmes where reward points can be redeemed at par2cipa2ng or complimentary businesses. Many offer Credit Cards with
member benefits aached.
Adop2on of crypto currencies may be seen as a risky penetra2on into unknown territory. Upon cri2cal reflec2on however, they
represent a “sol” transi2on into a form of exchange that adds more value to both Jetstar and their market – they offer more u2lity
benefits than current reward and member benefit schemes. The logic becomes apparent when one looks at this currency in light of
the benefits and restric2ons that currently u2lized reward schemes represent “in market.”
While Bitcoin trades against fiat currencies publically (with Ether and Litecoin entering presently), crypto currencies have the ability
to trade anonymously online. Online exchanges/wallets allow non-publically traded (think: “off exchange” or “over the counter” in
financial trading terms) crypto currencies to buy and exchange Bitcoin. Thinking of Bitcoin in the same way as a fiat currency is
simply the wrong way to assess its u2lity, part of Bitcoins value is its ability to act as a portal between currencies, while u2lizing it
for buying and selling online.
AUTHORS THOUGHTS

49
Necessity is said to be the driver of innova2on, but innova2on is facing a perfect storm from changing millennial aotudes to authority, the
incumbent Prussian Educa2on system, and social norming in the vast majority of workplaces.
Den Heyer, CJ. (2016). internal circula2on report in support of Mid-Market Pain Points: The increasing requirement for recognising the inhibitors
of innova2on in a study of over 35,000 global SME’s; 1970 to 2015. Wellington: Deloie Knowledge Management.
The Qantas Group is commied to innova2on however and maintains a compe22ve advantage over a number of routes, stable governance, and
reduc2on in some areas of eco-efficiency and strong rela2onships with cri2cal stakeholders.
Year end June 14/15 the company celebrated record level customer sa2sfac2on and all targets for scheduled programs were achieved.
The difficult task of consistent growth out of the 13/14 slump now faces the group as the 14/15 June YE repor2ng date rapidly approaches
(June 2016). Environmental sustainability and taxable emissions prove to be driving mo2vators for the group moving forward.
Significantly, the group enjoyed a record second half performance returning cost of capital. Shareholders return across public ownership was
listed prior to the October 2015 AGM as 23 cents which equated a direct return of company value at the 2me of the report. This indicates that
the company has regained some loss but is not yet in a healthy posi2on.
Qantas Group. (2015). Report online. Sydney: Qantas Group.
APPENDIX H
Core Competencies and
Sustainable Competitive Advantage

50
APPENDIX I
Situational Analysis
SWOT and PEST etc. (Original Situa2onal Analysis) follows:
C O M P A N Y
The early pioneers
of film,including the
Lumiere brothers
(top,2nd from
right).
In 500BC the Chinese philosopher
Mo-Ti described how light from
the outside world beaming
through a small hole in a wall in a
darkened room creates an
inverted image of the external
world on the opposite wall.A
century later,Aristotle wrote of
watching an image of an eclipse
projected onto the ground through
a sieve.In the 6th century,
Anthemius of Tralles,a Byzantine
mathematician and architect who
carried out experiments in optics,
developed a camera obscura,a
device in which light is inverted
through a small hole or lens,and
projected onto a surface or
screen.
Louis Aimé Augustin Le Prince (28 August 1841 – vanished 16 September
1890) was a French inventor who shot the first moving pictures on paper
film using a single lens camera.He has been heralded as the "Father of
Cinematography" since 1930.

51
SITUATIONAL ANALYSISJetstar. Context. Analysis of Current State. Analysis towards “to be” state.
Fintech/Digital
Millennials
Re2ring incumbent workforce
K E Y TA K E AWAY S : N E W O P P O R T U N I T I E S

52
In highly commodi2zed price compe22ve market, low price
posi2oning indicates wide customer focus. In 2015,
approximately 1.75 million passengers ﬂew though Jetstar
domes2c New Zealand, 70% of which were fares of $100 or
less, the vast majority via promo2on online (Anthony, 2016).
CUSTOMER
Jetstar’s main compe2tor in Australasia and Asia is Virgin Airways.
However, they compete across the lower and medium price spectrum
with parent company Qantas and Air New Zealand through
Australasia.
With driverless electric cars, and current mobile internet connec2vity
stable across most areas on New Zealand and Australia it is
conceivable that the market may move to road travel again.
COMPETITIVE

53
COMPANY
Upon closer analysis none of this indicates that the company is in a healthy posi2on.
These numbers do not indicate a percentage of proﬁt, nor indicate the number that were
sold for under $40. Jetstar segment on price, currently this is their last remaining value
proposi2on. This places the company in a diﬃcult posi2on.
According to research conducted by strategists Michael Raynor and Mumtaz Ahmed
successful businesses rarely competed on price (Ahmed, 2013).
HBS professor Ni2n Nohria concluded that successful organiza2ons (winners) excelled at
a combina2on of 4 core aributes (strategy, execu2on, culture and structure) and
accelerated with a combina2on of a further 2 aributes from talent, leadership, M&A
(mergers and acquisi2ons) and innova2on (Ni2n Nohria, 2003).

55
MAIN
Competes on price
Has reasonable share of market
Customer Guarantee and Price
Programs
Is in a good position to innovate –
they can't harm brand any further
01
SECONDARY
Existing value chain
Adequate domestic and regional
presence
Still in evoked set, but last in show
02
S.W.O.T Analysis
STRENGTHS
Jetstar is low on strengths.
O V E R V I E W
Low fare strategy, compe2ng on price rather than value add. Exis2ng, presumably
large, database, consistent promo2ons and frequent market outreach.
VA L U E P R O P O S I T I O N

56
MAIN
Competing on price alone does not
allow much wiggle room
Negative brand equity due to
cancellations or late departures
01
SECONDARY
Parent company also competitor
02
S.W.O.T Analysis
WEAKNESSES
The company competes purely on price.
O V E R V I E W
While the company has suﬀered nega2ve brand equity as a result of a run of delays
and cancella2ons highly reported on social media, current run 2mes are excellent.
A C T I O N A B L E I N S I G H T

57
MAIN
Digital wallets
Data and analytics
The Millennial market
Self-depreciation as a marketing
strategy to alleviate the negative
brand equity around late departures
01
SECONDARY
Utilization of technology to create
further economies of scale
Utilizing technology to create
organizational efficiency
02
S.W.O.T Analysis
OPPORTUNITIES
Expansion into routes covered by compe2tors does not appear to be an opportunity
worth pursuing based on current compe22ve posi2oning.
O V E R V I E W
The millennial market places value on experiences over assets. Advances in digital oﬀer
companies unprecedented opportuni2es to align precisely with markets.
A F U T U R E R I P E F O R I N N O VAT I O N

58
MAIN
Technology: Driverless electric cars
Rising fuel costs
Incumbent competitors
Fluctuating currencies
Political threats
01
SECONDARY
Usual “Act of God” threats
Terrorism
Global conflicts
02
S.W.O.T Analysis
THREATS
Global threats to commerce remain constant.
O V E R V I E W
Strategies to deal with threats need to be addressed for future prooﬁng relevance.
F U T U R E P R O O F I N G S T R AT E G I E S

59
POLITICAL
ENVIRONMENTAL
SOCIAL
TECHNOLOGICAL
PEST

60
Further movements are made by NZ
and Australia toward the TPPA, a deal
that may allow low cost airline providers
access to Paciﬁc Air Routes
2015:
CONCERN
Significant pressure internally
and externally
History of oil price losses need
to be made up
CONSIDERATION
Increased competition:
Economies of scale, efficiency
innovation from competitors
Brand perception: Opportunities
exist to align with lucrative
emerging markets
POLITICALRegula2on and legisla2on remain as threats from Governments in loca2ons of
opera2on.

61
ECONOMIC
GDP Australasia: Slow growth, nega2ve against inﬂa2on. Consumer values
changing. Asian economy slowing.
2008 – 2016: Slow growth, global oil fluctuation, Middle Eastern
instability, United Emirates removal from Oil Supply, string of
airline crashes, Qantas safety breaches well publicized, global
demand pressures dropping due to electric and driverless cars
place oil in an unstable demand period.
ECONOMIC ANALYSIS
Still paying for 2008/9 slump in travel
2016 Rising minimum wage NZ
2008
CONCERN
Carrying large debts (non-disclosed)
United Emirates moving 100% out of
oil reliance
Travel providers heavily
commoditized
CONSIDERATION
Change in market requirement value
proposition (millennial's))
Large maturing Chinese middle class
.

62
Changes in the job market have impacts for airline marketing
policies – high numbers have reached retirement in the top 20
developed economies.
VISITOR ANALYSIS
Increase: Last year, New Zealand recorded
nearly 3 million visitors.
2015
CONCERN
Societal attitudes towards oil
consumption changing
CONSIDERATION
Millennial’s spending more time
“in nest”
SOCIAL
The most eﬀec2ve social factor in New Zealand is the strong growth in
tourism demand.

63
TECHNOLOGICAL
Interna2onally, Tech is advancing rapidly allowing for rapid advances in almost
all areas of e-commerce, but crea2ng complexity for investment.
ONLINE AND MOBILE
80 Billion connected devices
2020
CONCERN
Internet security
Brand equity inﬂuencing buyer
behaviors at POS harder to track
CONSIDERATION
Mobile Wallets
Customer Decision Journey:
Investment in data and analytics
Large opportunities exist to simplify Supply and Value Chains.
Tracking Data at POS becoming critical concern.

64
Appendix J
Market Product Focus
Baby Boomers are also included in the leisure segment but have been
ignored in this strategy as the Qantas Group seeks to segment Baby
Boomers into the Qantas Airways service offering.
Dr. Robert H. Goddard
Robert Goddard and the first liquid-
fueled rocket
A rusty V-2 engine in the
original underground
produc8on facili8es at the
Dora-Midelbau concentra8on
camp memorial site.
A German Lu<waffe
Heinkel He 111
H-22. This version
could carry FZG 76
(V1) flying bombs,
but only a few
aircra< were
produced in 1944.
Some were used by
bomb wing KG 3.
MIDDLE IMAGE: The V-2 (German: Vergeltungswaffe 2, "Retribu8on Weapon 2"), technical name Aggregat-4 (A-4), was
the world's first long-range guided ballis8c missile. The missile with a liquid-propellant rocket engine was developed
during the Second World War in Germany as a "vengeance weapon," designed to adack Allied ci8es as retalia8on for the
Allied bombings against German ci8es. The V-2 rocket also became the first ar8ficial object to cross the boundary of
space with the ver8cal launch of MW 18014 on 20 June 1944.
Beginning in September 1944, over 3,000 V-2s were launched by the German Wehrmacht against Allied targets during
the war, first London and later Antwerp and Liège. According to a 2011 BBC documentary, the adacks resulted in the
deaths of an es8mated 9,000 civilians and military personnel, while 12,000 forced labourers and concentra8on camp
prisoners died producing the weapons.
As Germany collapsed, teams from the Allied forces—the United States Of America, the United Kingdom, and the Union
Of Soviet Socialist Republics—raced to capture key German manufacturing sites, guided missiles, rockets and jet powered
aircra<. Wernher von Braun and over 100 key V-2 personnel surrendered to the Americans. Through a lengthy sequence
of events, a significant por8on of the original V-2 team ended up working for the US Army at the Redstone Arsenal. The
US also captured enough
V-2 hardware to build approximately 80 of the missiles. The Soviets gained possession of the V-2 manufacturing
facili8es a<er the war and proceeded to re-establish V-2 produc8on and move it to the Soviet Union. The American
team later became known as NASA.
MIDDLE RIGHT IMAGE: August 15th, 1947. Westcod, Buckinghamshire. This department,
operated by the Ministry Of Supply, was the central experimental establishment for all
applica8ons of rocket propulsion a<er the end of the war. The staff, among whom were 12
German scien8sts, was led by Dr. J. Schmidt (later killed in an explosion). Photos above show all
types of captured war equipment; the V-2 being the Science Museum example. Many of the
other missiles in the photos are now seen at Cosford.
The test laboratory
of the Marshall
Space Flight Centre
(MSFC) tested the
F-1 engine, the most
powerful rocket
engine ever fired at
MSFC.
MIDDLE BOTTOM IMAGE: 1936, Rudolph Schod, Apollo Milton Olin Smith, Frank Malina, Ed
Forman and Jack Parsons: Rocket Boys, or Suicide Club? In the late 1930s, a group of Caltech
graduate students were booted off campus a<er blowing up (part of!) their building during a
rocket test gone awry. Unwilling to give up on the joy of semi-controlled explosions, the students
and a few of their friends headed into the San Gabriel Mountains. They picked a deserted gully —
Arroyo Seco — and got tes8ng. This was about when their classmates star8ng calling the
gathering the Suicide Club. This group is responsible for early research on guided missiles.
Spacecra< propulsion is any method
used to accelerate spacecra< and
ar8ficial satellites. There are many
different methods. Each method has
drawbacks and advantages, and
spacecra< propulsion is an ac8ve area
of research.

65
APPENDIX K
Marketing Objectives
The provision of digital currency payments in Jetstar’s exis2ng app will allow for exis2ng
digital wallets to allocate Jetstar as a payee. In this way, Jetstar can build upon technology
pragma2cally, and at a reduced cost.
A ‘Wrapped API’ is recommended for addi2on to exis2ng digital wallets to reduce risk.
Sidechains operate off the exis2ng bitcoin public ledger block chain; as this is open source, the
addi2onal expenditure on wrapping is recommended to secure against malware and other
threats inherent in some open source applica2ons involving financial transac2ons.
Measurement of key results can be seen in the direct transac2on history. The point of
purchase data can be aligned with the selec2on data gathered by the group on their exis2ng
websites and smart device apps. By establishing their own plarorms over 2me, the group will
enjoy a significant reduc2on in bank and merchant fees. Data gathered directly from
customers at the point of purchase will enable the group to make beer decisions in regard to
the customer decision journey, collec2on and analysis of metadata will enable a deeper
understanding of demand spaces. If fully adopted, the group may look at providing its own
currency as a medium of exchange, further accelera2ng group gains.
It is expected that even if digital currency is not adopted by the group as a form of direct
payment, it may be assessed for viability as a vehicle to aid the group’s Frequent Flier
program.
Motorola was the first company to
produce a handheld mobile phone.
On 3 April 1973,Martin Cooper,a
Motorola researcher and executive,
made the first mobile telephone call
from handheld subscriber
equipment,placing a call to Dr.Joel
S.Engel of Bell Labs.
The phone call in the 70s was made
on the thing he is holding on the
viewers right.
It did not send text messages.
Martin Cooper again.
Here he is showing off a brand
spanking new iPhone a gizz-idit.
“How do I use this again?”
Come on Martin – you have clocked
up more air time than anyone.
Get down with tech man!

66
Marketing Objectives
U2liza2on of both social media plarorms align with the group's strategy of strengthening social media customer
service and expansion of digital channels. The group u2lizes Net Promoter Score (NPS) and other customer insight
tools to benchmark performance and gain insight into their customer's decision-making process. Comparison of prior
metrics over the proposed evalua2on period will provide credible evalua2ve criteria to indicate the rela2ve strengths
and weaknesses of the recommended strategy.
Qantas Group. (2015). Report online. Sydney: Qantas Group
Utilize Snapchat and LinkedIn as an addition to Jetstar’s
social media strategy
O l d n e w s
What is believed to be the world’s first selfie, Robert
Cornelius,
a self-portrait he snapped one day in
October 1839 while standing
in the yard behind his family’s lamp store in
Philadelphia.

67
APPENDIX L
Solar
Advances in driverless electric cars made headlines during the first quarter of 2016. At approximately the same 2me,
the world's first solar-powered airplane completed two thirds of an around the world flight. Arguably, the
opportunity to support a removal of fossil fuel usage in the transport industry has never been more cri2cal, nor has
the public percep2on of the issue been so abundant. Various studies of millennial aotudes to environmental
sustainability indicate that environmental sustainability is a defining value proposi2on that drives this genera2on
posi2ve engagement with the brands they invest in.
Sael. J. (2015). Future Traveller, Tribes, 2030. Future Founda2on.
Barton, C. Haywood, J. Jhunjhunwala, P. Bha2a, V. (2013, March). Travelling with Millennials. The Boston Consul2ng
Group.

68
APPENDIX M
Target Markets
M i l l e n n i a l s
Millennials, in 2014, numbered 1.8 billion people
globally and are the largest genera2on alive.
MillennialWeek.com. (2015). MLL Fact Sheet for
Millennial Week DC 14. Washington DC: Millennial
Week
70% of millennials reported a desire to visit every
con2nent, 75% of millennials reported having a
travel app on their smartphone.
Barton, C. Haywood, J. Jhunjhunwala, P. Bha2a, V.
(2013, March). Travelling with Millennials. The
Boston Consul2ng Group.
Generational
Impact and
Strategic Driver
2016 to 2020
Millennials
2020 to 2025
Emerging
2025 to 2030
Next
1. Digital: Wallets
and Currencies
Digital Wallets Digital Wallets and
Currencies
Multiple Currency
Exchange via
Digital Exchange
2. Snapchat,
LinkedIn and
emerging social
media
Snapchat,
LinkedIn
Snapchat and
emerging social
media
Emerging social
media
3. Solar Flight and
Green Energy
Solar Flight Driverless Cars
and Solar Flight.
Speculative:
Hybrid Jet
Driverless Cars,
Drone
Transportation,
Pilotless Flight

69
APPENDIX M
Target Markets
S n a p c h a t U s e r s
More than 60% of US 13 to 34-year-olds use
Snapchat. Globally 45% of Snapchat users are aged
between 18 and 24, 70% of Snapchat users are
female.
Omnicore. (2015, October). Snapchat by the
numbers. Omnicore Digital Marke2ng.
The app has reached a top three ranking in the
iPhone app store of many of the world's most
developed markets.
Ballve, M. (2014, July). Snapchat's Explosive Growth
Among Teens And Millennials Means It's Emerging
As A Powerful Brand Plarorm. Australia: Business
Insider.
Generational
Impact and
Strategic Driver
2016 to 2020
Millennials
2020 to 2025
Emerging
2025 to 2030
Next
1. Digital: Wallets
and Currencies
Currencies
Multiple Currency
Exchange via
Digital Exchange
2. Snapchat,
LinkedIn and
emerging social
media
Snapchat,
LinkedIn
Snapchat and
emerging social
media
Emerging social
media
3. Solar Flight and
Green Energy
and Solar Flight.
Speculative:
Hybrid Jet
Driverless Cars,
Drone
Transportation,
Pilotless Flight

70
APPENDIX M
Target Markets
I n t e r n a t i o n a l To u r i s t s
UNWTO has forecast 1.8 billion interna2onal
tourists for 2030. They are all expected to u2lize
mobile for payments and purchase background
informa2on. This indicates that mobile usage is a
current megatrend.
UNWTO. (2015). Tourism Highlights 2015 Edi2on.
Madrid, Spain: World Tourism Organisa2on.
Generational
Impact and
Strategic Driver
2016 to 2020
Millennials
2020 to 2025
Emerging
2025 to 2030
Next
1. Digital: Wallets
and Currencies
Currencies
Multiple Currency
Exchange via
Digital Exchange
2. Snapchat,
LinkedIn and
emerging social
media
Snapchat,
LinkedIn
Snapchat and
emerging social
media
Emerging social
media
3. Solar Flight and
Green Energy
and Solar Flight.
Speculative:
Hybrid Jet
Driverless Cars,
Drone
Transportation,
Pilotless Flight

71
CROSSOVER
Authors ThoughtsIt should be noted that there is much crossover between Millennials, The Leisure Segment, Business Travellers,
Snapchat Users and market engagement gained through LinkedIn users. It was deemed too complex to explore
these rela2onships.
Aler significant studies into SME’s, I found that tradi2onal ideas around how to segment business size have been
disrupted by digital. Prior, segmenta2on of Small to Medium might be in a combina2on of income and employee
size. Now, an internet based opera2on may need less than 5 employees, turnover 5 – 10 million per annum, and
not require anything more than what is supplied via a website.
Digital has therefore removed the need for the tradi2onal Value Chain such as Porters (and in my opinion, made his
brilliant framework obsolete for large percentages of the market).
Without exploring in conten2ous detail it appears evident in regards to digital and market segmenta2on that digital
has also disrupted tradi2onal forms of market segmenta2on. Markets referred to by marketers are en2rely different
from markets referred to by those who specialise in digital. An example of such is the difference between digital
na2ves and Millennials, and Millennials and Gen X ers. Digital na2ves sit on either side of this, depending on what
era of marke2ng you were educated in, and what era of digital you are referring to, and which country the study of
Millennials was produced by. Furthermore, the rapid speed at which digital is advancing means that genera2onal
differences, which are now being defined by exposure to digital, is defining the aributes that segmenta2on relies
on. A genera2onal indicator of 20 years is becoming less helpful as a means to ensure more efficient market
segmenta2on.

72
APPENDIX N
Price Strategy
The ability for Jetstar to promote at a point of sale aﬀords advantage in the poten2al of
increased sales, while accommoda2ng exposure to wider markets. Alipay dominates the Asian
market with 400,000,000 registered users.
Alipay. (2016). Trust makes it simple. China: Alipay.
Addi2on to both Google Wallet, with a strategic focus on Apple Pay will increase likelihood of
adop2on.
Boden, R. (2016, March). Apple Pay tops US merchant mobile wallet requests. NFCWorld.
Author of this report would like to note the following:
In March, 2016 I undertook extensive studies in mobile wallet applica2ons, on behalf of
Victoria University of Wellington as a tutor, 3 large clients in Wellington, and a New York
based consultancy group specializing in digital wallet payments. While checking my original
March metrics, for this report, on Alipay (800,000,000 registered users, over 171,000,000
global transac2ons daily, March 2016) and Google Wallet (20 million downloads as of 2014,
March 2016) I went back to the same sources referenced above. Alipay had since halved their
number of registered users and removed the global transac2ons metric. Google Wallet have
removed their download metric and removed a 15% 1 star ra2ng metric that was also
associated with the resource.
As a researcher I witness these anomalies on a daily basis. It was simply worth no2ng, in this
instance I had the feeling that these changes were made as reac2ons to changes in
marketplace dynamics. I have yet to prove the reasons I suspect, and felt it too laborious to
pursue for this report.
Precursor to the cell phone: The
Numeric Pager.

73
A P P E N D I X O
A c q u i s i t i o n a n d R e t e n t i o n
One addi2on to Jetstar's exis2ng mix of web channels is LinkedIn. LinkedIn is growing
and represents new markets. Content on LinkedIn represents an opportunity to
present a slightly altered narra2ve for the company. It will require a ﬁrmer business
and analysis focus than the website and a move away from the internally focused
advertorial voice of the Jetstar blog. Moving into LinkedIn will allow the group to
con2nue to communicate with the maturing millennial market.
It should be noted that Snapchat has recorded high levels of millennial engagement,
but the focus on LinkedIn in regards to millennials in the recommended strategy has
been in an2cipa2on of maturing social media habits over 2me. It is plausible that a
social media plarorm may emerge between 2016 and 2030 that is more appealing to
millennials and that takes aspects of both (Snapchat and LinkedIn) plarorms as a
segmenta2on value proposi2on, in which case it would be recommended that Jetstar
look into adop2on of such an emerging plarorm.
The following chart indicates what is suggested based on exis2ng usage. Facebook
has been omied as the Facebook plarorm carries user func2onality across all
Exis2ng Channel Migra2on criteria and remains the market leader.
The following matrix provides a pragma2c illustra2on of how the addi2on of the
recommended strategy can be integrated into, and take exis2ng informa2on from,
current and recommended channels. It is not meant as a “playbook,” rather as a quick
view of how the recommended strategy is modular and how it seeks to enhance the
current strategy and channels.
Existing Channel
Migration
Digital Wallet Snapchat Solar Sponsorship LinkedIn
Instagram Broadcast through
Instagram
Use Instagram
imagery
Instagram Solar
progress – images,
messages and
hashtags
Use Instagram
imagery
Twitter Broadcast through
Twitter
Use Twitter messages Tweet solar progress Links to Twitter where
appropriate
YouTube Information and use
guides
Snapchat user content
can be uploaded to
YouTube
V i d e o s o f s o l a r
engagement. News
segments
It is highly likely that
LinkedIn will adopt
video on their platform
Flicker Broadcast through
Flickr
I m a g e s u s e d o n
Snapchat
I m a g e s o f s o l a r
progress
Use Flickr imagery
Blog (tumblr) Information and use
guides
Promote Snapchat on
Blog
Stories and images of
solar progress. Invite
user stories
LinkedIn content needs
to be more intellectual
than existing Blog
Google + Information and use
guides
C r o s s p r o m o t i o n
images.
solar progress
LinkedIn content needs
to be more intellectual
than Google +
Website Information and use
guides. API for click
use
C r o s s p r o m o t i o n ;
Snapchat and Jetstar
solar project
Promote LinkedIn on
website. Driver for
employment
Media Release Information and use
guide
C r o s s p r o m o t i o n ;
solar project
Media Releases can be
utilized on LinkedIn
App API for click use C r o s s p r o m o t i o n ;
Donate to solar project D i r e c t i o n a n d
awareness of digital
payments functionality
API Requirements API Sidechain Wrapper Note: changetip.com is
operating a platform
that allows users to
“tip” anyone in the
w o r l d i n B i t c o i n ,
through social media
messenger functions
a n d A P I s , t h e
r e m i t t a n c e a n d
currency can be sent
via messenger, twitter
and many others. This
function may be added
to Snapchat presently.
LinkedIn could opt to
s u p p o r t d i g i t a l
payments in the near
future.

74
A P P E N D I X P
P o s i t i o n i n g
Strategy More People More Places More Often
Digital Currencies and Wallets Reduction of payment friction,
increase in currency options for
customer, spend data gathered to
inform future strategy, exposure to
larger markets. There is a value
proposition gained through ease of
payment.
Adoption of digital wallets is
increasing globally, more people are
purchasing via mobile apps,
purchase dependent on less factors
(ie, internet connection, device,
disposable funds only).
Reduction of time to purchase
increases likelihood of buying “on a
whim.”
Future state likely: The technology
required for widespread adoption of
cryptocurrencies and digital wallets
accelerates process automation. All
current industries and market
segments will experience disruption.
It remains to be seen if process
automation will offset potential
reductions in consumer spending
due to increased unemployment.
Snapchat and LinkedIn Global growth in Snapchat adoption,
high in 18 – 23 demographic.
Incumbent Millennial market
maturing, opportunities to align with
changing market needs through
LinkedIn.
Snapchat: Experiences, stories and
sponsored content platform
functionality allow Jetstar to
promote benefits of travel and
destinations.
LinkedIn: Content alignment allows
for richer narrative from Jetstar
exploring issues relevant to target
markets values.
New LinkedIn Jobs App allows
travellers to search for employment
far from home reducing employment
down time and increasing markets
means for repeat purchase.
Snapchat: Photo and video may
make travel destinations more
desirable, increasing motivation.
Experiences of peers may increase
FOMO (fear of missing out).
LinkedIn: Promotion of wider issues
in destinations may increase travel
frequency if content promotes
motivation other than leisure for
travel (such as volunteer work
abroad).
Support of Solar Millennials and emerging markets
attach personal values to
environmental sustainability. In turn,
Jetstar may enjoy increased brand
equity through trust and loyalty.
Covering solar, green energy and
advances in electric transportation
provides a more expansive narrative
with which to introduce the appeal
of destinations to new and existing
travellers
Current: Investment in green energy
may inspire increased travel as
proceeds generated contribute
towards a sustainable cause.
Future state plausible: Advances in
battery cell technology may
accommodate a hybrid electric/fuel
jet engine; reduced costs could
influence pricing strategy.
Future state speculative: Solar
flights may become a commercial
reality. This may reduce levels of
guilt that inhibit environmentally
conscious travellers

75
APPENDIX Q
Marketing Programme
“Lowest Airfares guaranteed” was a las2ng catchphrase u2lized by the
company and one which has arguably secured compe2tor
segmenta2on. In alignment with the companies’ mission statement, this
strategy has focused on genera2ng ease of payment fric2on, increased
exposure to markets and reinforcement with the values of the brand, in
order to fly more people to more des2na2ons more olen.
P r i c e S t r a t e g y
This strategy is intended to con2nue an exis2ng rela2onship with a
maturing millennial market, capture emerging Snapchat markets and to
support exis2ng strategies in order to enable Jetstar to fly more
people, to more places, more olen.
P r o d u c t S t r a t e g y
L e l : C o l l e c 2 o n
o f p a y p h o n e s .
R i g h t :
T h e fi r s t m o v i e
w i t h b u i l t i n
s o u n d .
L e l : T h e c o l d
W a r , N u c l e a r
R o c k e t s .
R i g h t :
U n v e i l i n g t h e
B o e i n g
D r e a m l i n e r .
F a r r i g h t :
D e s i g n o f t e l e p h o n e
T h i s m o d e l s t a y e d
i n f o r m a n y y e a r s .
Lel and right:
VCR Home Video
Recorder –
precursor
To DVD.
Australian Live
Stock Trade
L e l :
F i r s t 3 5 m m
C a m e r a
a n d fi r s t
c e l l u l o i d
c a m e r a t h e
K o d a k 2 .
R i g h t :
T h e fi r s t
M o t o r o l a C e l l
P h o n e .

76
A P P E N D I X Q
P l a c e a n d
P r o m o t i o n
S t r a t e g y
PORTAL DEVICE TIME EMOTION NARRATIVE VALUE
Jetstar App Digital Payment Mobile: smart
Can be adapted for console
On demand Easy payment, hassle free, satisfaction at
purchase ease, reduction of post purchase
dissonance
The future of payments, economies and the
reduction of poverty through the
establishment of peer to peer, real time,
cross border financial transactions. We are
aware of, and a part of, the future
D a t a a n d A n a l y t i c s t h a t e n a b l e
understanding of the customer decision
journey, demand spaces, the future of
payments and demographic decision
locations. Customer gains ease of payment
across currencies, reduction of friction
Other Wallet Digital Payment Mobile: smart
Desktop
Can be adapted for console
On demand Easy payment, hassle free, satisfaction at
purchase ease, reduction of post purchase
dissonance
Easy payments brought directly to you,
nothing can stand in the way of you
achieving what you want, when you want.
We will work with vendors to aid our
customers
Customer gains ease of payment, reduction
of friction
Snapchat 1
“Snapchats”
Mobile: smart Real time reciprocation of experience * Whatever emotion is stimulated in the
experience is the one that is meant to be
shared to receiver and experienced. This
does not mean that the receiver has to
reply with an experience that stimulates the
same emotion back. An emotional
exchange can be played on the basis of a
hierarchy of experiences and the emotional
reactions they stimulate
This is what you are missing out on, this is
what happening, look at this! How cool is
this, how cool would your life be if you were
experiencing this right now? How amazing
is this, how much more would your life be
enriched if you could feel and experience
this right now?
Jetstar gain an advertising channel that is
immediate and easy to execute. Customer
engagement can be monitored and
analysed against attributes of the snapchat
sent. Customer gains a view of the world
outside of the confines of their present
environment
Snapchat 2
“Stories”
Mobile: smart Addition to contact lifetime, can be browsed
or opened anytime. No expectations on
viewing timeframe
These are moments of a person’s life that
they have captured and attached to their
contact information in order to present an
image of themselves. The functionality in
this aspect of the platform is a significant
innovation that marketers, brands and HR
people should pay close attention to.
Potential applications are a game changer
across multiple industries.
We enable more people, to fly to more
places, more often. These are the
experiences we create and share through
the services we provide, and the prices that
we charge for them
Jetstar can attach stories that illustrate any
aspect of their brand that they wish to
accentuate to their Snapchat market. These
stories are quick, and translate by video,
photos and text, enabling to company to
provide a rich narrative to market. Market
can choose if and when to engage in
Jetstar’s brand stories and show peers
reasons other than price as to why thy
chose Jetstar. This functionality provides
another avenue to stimulate conversations
from content that is engaging and easily
exposed
Snapchat 3
“Sponsor Content”
Mobile: smart
Content can be transferred across
channels
Analytics are provided by Snapchat on user
engagement
Match brand requirements. Align with
market
We may be an airline, but our people
understand you, and they know what you
like, we like it to, we align with you, our
business is made up of people just like you
who have the ability to express themselves
in our company through channels such as
Snapchat. Align with us, because we share
the same values, humour and language
that you do
Provides Jetstar the ability to instantly align
with the Snapchat market. Provides content
for the market that is interesting or fun to
kill time with
LinkedIn 1
News Feed Articles: Fintech, Solar Flight,
Green Energy, Employment, Global
Sustainability
Mobile: smart
Desktop
News feed is browsed by LinkedIn
members.
Informational, interesting, stimulate a
conversation about important issues and
wider impact
Align with us, because we share the same
concerns that you do
Provides Jetstar the ability to remain in
connection with maturing markets, and
reach new markets. Enables the company
to illustrate that they are more than just low
fares. Creates value to market by providing
content that stimulates reflection and
conversations on important subjects
LinkedIn 2
News Feed Engagement: Like, comment or
share.
Mobile: smart
Desktop
No engagement expectation, but
engagement at time of exposure is
desirable
Engagement indicates strength of impact.
Engagement is desirable and should
indicate contemplation and reflection
Let’s start a conversation about important
things
Jetstar can evaluate who is engaging in
what, and how they are engaging with it.
Market can engage in conversations that
may be informative and may widen their
networks
LinkedIn 3
New “Jobs” Platform.
Employment opportunities
Mobile: smart
Desktop
When an individual is thinking of
employment options
In order: Inquisitive, interested, happy Align with us because we provide
opportunities to make a difference
Mutual: Exposure to employment, exposure
to employees
Across Channels:
Solar flight developments, green and
sustainable energy
Mobile: smart
Desktop
Radio
Podcast
TV
Capture of events if and when they happen
with reporting across channels as soon as
possible. Speed is of the essence. Updates
and reflection to stimulate exposure.
Awe, amazement, surprise, inquisitive,
important, confident, perplexed, interested,
motivated, appreciative
What is the future of technology, travel and
sustainability?
Jetstar can attach future technology and
sustainability to their brand, and gains a
first hand glimpse into the future of flight.
Market gain information around this
technology

77
NOTES: Place and
Promotion Strategy
* The ‘snapchat’ area is a tool that enables an experien2al exchange of
emo2on. Real-2me photos and short videos, with accompanying text
and sound, serve as the closest approxima2on to a shared experience
as two or more people can share without being in physical proximity as
one another. When executed perfectly between sender and receiver,
the sender is able to send a combina2on of words, video, sta2c image
and/or sound that is intended by the sender to be received and
experienced within the moment that the sender is experiencing it.
If the receiver does not respond within the 2me frame expected by
the sender, or the receiver does not reciprocate in an emo2onal level
that matches that of the sender or is in kind of the sender, then the
receiver is likely to receive less correspondence from the sender.

78
APPENDIX R
Budget
RASK/RASM (Revenue in cents received for
available seat per kilometre/mile) has also been
avoided. It is noted that RASK is generally falling,
however, without being able to predict the parallel
price of oil over the next 15 years it is difficult to
establish if the current reduc2on in airline pricing
direct to market is one that should con2nue to be
expected.
CAPA. (2016, June). CASK: Europe's Full Service
Airlines have the world's highest costs, US airlines
the lowest. CAPA.
China led the ancient world by introducing shells as a medium of exchange and unit of
account in commerce. Like many of their counterparts, the Chinese at the end of the
neolithic age used shells as money. Shells were durable, easy to carry and count so they
were used as a universal equivalent. The unit is peng, which has evolved to mean "friend“.
Shell Rings, Bakiha, New Georgia, Solomon Islands.
Carved clam shell. A group of ancient clam shell
money rings. Carved from a sec8on of giant clam shell
the outer surface calcified from 8me spent in the
elements. Used as a tradi8onal form of currency.
Encrusted pa8na, with some minor loss to the edges
evident; in fine condi8on.
On the Papua New Guinea island of East New
Britain shell currency is s8ll considered legal
currency and can be exchanged for Kina.
Barter: Chickens for Subscrip8ons Barter is a system of exchange where goods or
services are directly exchanged for other goods or
services without using a medium of exchange,
such as money. It is dis8nguishable from gi<
economies in many ways; one of them is that the
reciprocal exchange is immediate and not delayed
in 8me. It is usually bilateral, but may be
mul8lateral (i.e., mediated through barter
organiza8ons) and, in most developed countries,
usually only exists parallel to monetary systems to
a very limited extent. Barter, as a replacement for
money as the method of exchange, is used in
8mes of monetary crisis, such as when the
currency may be either unstable (e.g.,
hyperinfla8on or defla8onary spiral) or simply
unavailable for conduc8ng commerce.

79
APPENDIX S
Evaluation and Control
Engagement KPI’s
3. It is likely that The Qantas Group has current benchmark metrics, but
highly unlikely that they are publically available. Industry benchmarks
can be established easily.
4. Automated Search KPIs related to Search Engine assessment are also
provided. This is an emerging criteria for evalua2on and control.
Findings of this report from prior client engagements have indicated
excep2onal results in monitoring these metrics and adjus2ng web
content to accommodate.
While beyond the scope of this report, a simplicity assessment is
recommended in the 19 month juncture of the recommended strategy.
This is recommended in order to establish a balance between the
addi2onal strategy recommended, and ensuring the ability of Jetstar to
maintain core strategic impera2ves. Overall it is recommended in order
to assess the impact that added channels are having on the customer
decision journey.
Five Dollar 1902 Blue Seal Na8onal Bank Note. Before 1785, there was an es8mated 8000 currencies in opera8on in the US. The dollar was chosen to become the monetary
unit for the USA in 1785. The Coinage Act of 1792 helped put together an organised monetary system that introduced coinage in gold, silver, and copper. Paper notes or
greenbacks were introduced into the system in 1861 to help ﬁnance the Civil War. It was formalized in the Coinage Act of 1792. Dollars or units, prior to Fiat currencies the
original greenback was backed by interna8onal Spanish Dollars, Gold and Silver. “Each to be of the value of a Spanish milled dollar as the same is now current, and to contain
three hundred and seventy-one grains and four sixteenth parts of a grain of pure, or four hundred and sixteen grains of standard silver… the money of account of the United
States … shall be expressed in dollars, or units … and that all accounts in the public oﬃces and all proceedings in the courts of the United States shall be kept and had in
conformity to this regula8on.”

80
A P P E N D I X T
A f t e r t h o u g h t
The recent acquisi2on of LinkedIn (the
worlds largest B2B social network) by
Microsol (the worlds largest B2B supplier)
should be seen as reinforcement of the
value of u2lizing the LinkedIn plarorm.
LinkedIn will now enjoy an enhanced global
push through Microsol channels.
Since wri2ng Qantas and Jetstar have added
payment op2ons to Google Wallet.

81JULY 2016:
'The deﬁni3on of adventure': Solar Impulse 2 completes round-
the-world ﬂight

c_den_heyer@hotmail.com
nz.linkedin.com/in/clintondenheyer
clinton den heyer

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