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1. Introduction There has been a global crisis in the Airline industry in recent times. This is attributed to the hiking in oil prices, large capital requirements (Capital assets) and stiff global competition within the airline industry, such as, the Gulf airline. The effect of the rising dollar has been significantly contributed to the hiking ticket prices of the Australian airline sector. The main Australian airlines have been impacted by the global crisis. This specific article in the Financial Times Review(Clarke & Smith, 2011), discusses that strategically Qantas was facing hard times due to the environment of the global financial crisis and it had embarked on an implementation plan to decrease internal and external flights to counter the effect of hiking oil prices and operational cost. However, in the United Arab Emirates, has been experienced growth and this has a direct concern to the threat of competition to Qantas (Vesperman, Wald & Gleich 2008, pp. 388-394). All these factors above are a contributed force to Qantas to remain competitive. This paper seeks
To address the approaches that should be engaged by Qantas that are necessary to ensure ongoing competitive advantages for the future of the airline industry within this hypercompetitive environment.
2. Strategic Management and Strategic Competitiveness
Strategic management is a continuous process that involves reviewing and directing the activities of a business and the environment threats and opportunities within which it operates. Strategic management has grown from an initial emphasis on planning to become a broad management approach that helps organisation, align its direction with its objectives to attain strategic competitiveness. Strategic competitiveness refers to the A competitive advantage is achieved when a firm produces at lower operation costs compared to the other players

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