The ascendance of AirAsia 1. What is the macro and industry environment for new budget airlines in the Asia- Pacific region? What opportunities and challenges are associated with that environment? People in the Southeast Asian have low average incomes. The low average incomes should boost the cheap fares demands. In recent years‚ because of the government decreased the entry barrier of airline industry‚ more and more carriers entered the airline market. The Southeast
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I choose the two companies are AirAsia Berhad and Malaysian Airline System Berhad. This two companies are the flying company in Malaysia. AirAsia Berhad (MYX: 5099) is a Malaysian-based low-cost airline. AirAsia is Asia’s largest low-fare‚ no-frills airline and a pioneer of low-cost travel in Asia.AirAsia group operates scheduled domestic and international flights to over 400 destinations spanning 25 countries. Its main hub is the Low-Cost Carrier Terminal (LCCT) at Kuala Lumpur International Airport
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Nasser (G1139591) for Dr. Dolhadi Zainudin Graduate School of Management‚ International Islamic University‚ Malaysia MGT 6263 – Management Policy and Corporate Strategy AirAsia AirAsia Can Sustain Its Low Cost Strategy in the Long Run? Can Sustain Its Low Cost Strategy in the Long Run? Table of Contents Table of Contents 1 Introduction 3 History 3 Vision 3 Mission 4 Values 4 The Management Team 4 Achievements 5 Main Challenges 6 Strategy Study 7 PEST
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2.0 Research Client Research AirAsia Berhad is a low cost airline located near Kuala Lumpur. AirAsia covered flights to 22 countries with 100 destinations. Its main Terminal is KLIA2. AirAsia started with MYR 40 million in 2001 with 2 old aircraft. Back then‚ AirAsia face a lot of problems like global financial crisis due to the aftermath of the 9/11 disaster. AirAsia can make it till so far is because of their low fares‚ low cost aircraft and also high quality products and services. There are
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another country they need to analyze number of factors that can influence the management in formalizing the business strategies. These factors have direct influence on organizations and they are necessary to consider because what works in one county may not work in another country. These factors are could be political‚ economic‚ legal‚ technological‚ environmental‚ and legal. These factors are concerned with the operating environment of organizations. Other factors are related with the national cultural
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AirAsia is a Malaysian low-cost airline. It operates scheduled domestic and international flights and is Asia’s largest low fare‚ no frills airline. AirAsia was a pioneer of low cost flights in Asia. It is also the first airline in the region to implement fully ticket-less travel and unassigned seats. The airline was established in 1993 and started operations on 18 November 1996. It was originally founded by a government-owned conglomerate DRB-Hicom. On 2 December 2001‚ the heavily-indebted airline
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AirAsia‚ the most successful and leading low fare carrier in Asia Pacific region is practicing a concentration strategy since it takes over by Tony Fenendez in late 1990s. I strongly believe this strategy will continue to work if it is under the leadership of Tony Fenendez. The concentration strategy under the current practice will able to make AirAsia remain competitive:- 1. Managing Cost of Human Capital. Multi tasking Cabin Crew. Where all the Cabin crew are required to handle check in ticketing
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INTRODUCTION BACKGROUND INFORMATION OF AIRASIA AirAsia Berhad is a Malaysian low-cost airline headquartered in Kuala Lumpur. It has been named as the world’s best low-cost airline‚ and an initiate of low-cost travel in Asia.The airline was established in 1993 and started operations on 18 November 1996. It was originally founded by a government-owned conglomerate DRB-Hicom. On December 2‚ 2001‚ the heavily-indebted airline was purchased by former Time Warner executive Tony Fernandes’s company
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carrier‚ Malaysia Airlines had played a vital role in contributing to the economic and social integration of the country as a whole. Malaysia Airlines will consistently commit to its planning as to maximize market penetration with a reasonable number of aircraft type and fleet resources. Malaysia Airlines has set a business objective to become the No 1 airline in Asia by 2015 in terms of service quality and profitability. Branding From the late 1990s up to 2007‚ Malaysia Airlines used the Going
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U ANNUAL REPORT – –– SHANGRI-LA HOTELS (MALAYSIA) BERHAD CONTENTS 2 4 10 22 23 24 25 30 35 38 42 49 49 51 109 112 115 Group Financial Highlights Chairman’s Statement Operations Review Corporate Structure Financial Calendar Corporate Data Profile of Board of Directors Statement on Corporate Governance Statement on Internal Control Audit Committee Report Corporate Social Responsibility Additional Compliance Information Statement on Directors’ Responsibility Financial Statements Group
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