IDENTIFYING KEY STAKEHOLDERS Every organization has key stakeholders. These are those who are affected by its products‚ services and activities or it can be those whose concerns can change the show of business. The Company’s Vision for Tata Steel: “to seize the opportunities of tomorrow and create a future that will make it an EVA positive Company and to continue to improve the quality of life of its employees and the communities it serves” This statement clearly states that Tata Steel will continue
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to passenger traffic. Further strengthening its ASEAN network‚ the Group in December 2010 signed an agreement to establish a Philippine-based low-cost affiliate‚ which is expected to be operational by end 2011. The quest to democratise air travel began when Tune Air Sdn. Bhd. – founded in 2001 by Dato’ Sri Dr. Tony Fernandes‚ Dato’ Pahamin Ab. Rajab‚ Dato’ Kamarudin Meranun and Dato’ Aziz Bakar - bought over the loss-making‚ debt-riddled AirAsia from HI COM Holdings Berhad (now DRB-HICOM Berhad) for
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high efficiency in every part of the business. Efficiency creates savings that are then passed on to guests so that affordable air travel can become a reality. Through AirAsia’s philosophy of ‘Now Everyone Can Fly’‚ Air Asia has sparked a revolution in air travel with more and more people around the region choosing AirAsia as their preferred choice of transport. As Air Asia continuously
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POLITICAL ASPECTS • Political uncertainty in Malaysia with Prime Minister Abdullah Badawi set to step down in March 2009. • Deputy Prime Minister Najib Razak is expected to take over the ruling-coalition party‚ but with a cloud of allegations. • Political unrest in Thailand recently when anti-government protesters recently blocked flights for a week at Bangkok’s main airports. • ASEAN nations have been pushing Indonesia to scrap its Rp.1 million ‘Fiscal’ charge to all Indonesian citizens and
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airline which is suffering a loss. It was re-established as the low cost carrier after the bought over. AirAsia’s vision is to be the largest low cost airline in Asia and serve the 3 billion people who are currently underserved with poor connectivity and high fares. Their low fare model is made possible through the implementation of the key strategies including Safety First‚ High Aircraft Utilisation‚ Low Fare‚ No Frills‚ Streamline Operations‚ Lean Distribution System and Point to Point Network. Since
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Yee Mon Phu Member of Management Team Business Strategy Air Asia Revenue: 4Q 12 USD 1.62 Billion Number of employees: 8‚000+ HQ location: Kuala Lumpur‚ Malaysia Ownership: Listed on the Malaysian stock exchange Year founded: 2001 The company grew from two planes in 2002 to a feet of 120 aircraft fying 30 million people Vision “To be the largest low cost airline in Asia and serving 3 billion people who are currently underserved with poor connectivity and high fares.” Mission • To
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ALBUKHARY INTERNATIONAL UNIVERSITY FOUNDATION STUDIES PROGRAMME 2011-2012 ALBUKHARY INTERNATIONAL UNIVERSITY FOUNDATION STUDIES PROGRAMME 2011-2012 Assessment Task: Team Project (10%) Type of assessment: Four persons in a team Starting Date: Week 5 Ending Date: Week 10 Learning Outcome tested: 1. LO1 – Explain the difference between data and information‚ the economics and problems associated with information. 2. LO2 – Distinguish between different types of technologies for acquiring
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____________________________________________________________ ____ Completed By Woo Gim Chuan Marcus (J0704245) Name of Tutor (T01) XXX BUS 488 Strategy - T01 Question 1 AirAsia‚ which is one of the earliest low cost carriers (LCC) in Asia‚ has become a LCC since 2001. So far‚ it has expanded its network from Malaysia to Thailand to Singapore‚ Macau and even the Mainland China in 2006. In short‚ AirAsia “jumped out” from an intra-Malaysia and Thailand market to a “real AirAsia” in the
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Company overview: Air Asia After acquiring Air Asia from the Malaysian government in 2002‚ Tony Fernandes completely altered the business model of its previous owners and re-established the company with just 3 air planes. Owing debts of about 11 million U.S‚ this move was very risky; however by offering low cost prices‚ the company was able to attract sufficient travellers. After acquisition‚ 5 years later Air Asia became renowned globally as the least expensive airline in terms of cost per seat
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the same concept in Asia. Air Asia executed the cost leadership strategy with introduced ticketless travelling‚ one type cabin‚ free seating‚ and online booking trough internet that able slash the price into 40% - 60% cheaper than regular airlines (Declanegan‚ 2012) “Now Everyone Can Fly” described AirAsia’s value. Operational effectiveness and cost advantages created efficiency go directly to end user. Customer enjoy more surplus with price falls‚ and encourage more air travel among Malaysians
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