jets in the attack. On Monday‚ Firefly said it would fly commercial jets for domestic routes and begin with crossover routes‚ e.g. Kota Kinabalu and Kuching‚ on Jan 15. Asean will be its next stop. Its B737-800s will take off from KL International Airport (KLIA). Firefly wants to have a fleet of 30 aircraft in five years and that means forking out a lot of money to keep up with competition. Perhaps parent MAS has a plan to help with the purchases. Firefly will still maintain its turboprop operations
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Tangible resources A tangible resource is a resource is a quantifiable asset of the business such as manufacturing plants and equipment (Hanson‚ Hitt et al. 2011). In tangible resources‚ we’ll be looking at the company’s financial resources‚ the organizational resources and technological resources. Financial Resources In this part‚ we’ll be analyzing the company’s financial resources which are involved are the analysis of solvency‚ profitability‚ investor’s ratio‚ liquidity ratios and analysis
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technique. An association that has a decent picture and has the backing of its group gatherings‚ for example‚ the media‚ government and workers is more imperative than its opposition in the business sector. AirAsia had done tons of community project where it had helped in keeping the relationship stronger between customers‚ workers and managers. One of the projects was the awareness development #GREEN24‚ expected to uplift mindfulness and advance economical activities that will have an unmistakable
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notable achievements and excellence in services‚ MAS faces major financial problems. By the year 2002‚ MAS struggled under a debt load of RM 9.2 billion. During the first half of 2001‚ losses nearly doubled in the first six months of 2001 with the Kuala Lumpur-based carrier reporting it was RM 772.79 million (USD$203.3 million) in the red. For the financial year ended 31 March‚ 2001‚ MAS reported a pre-tax loss of RM 1.303 billion. This was the fourth consecutive
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cents. AirAsia was known to have a first low fare in Asia. With in seven months of operation they all repaid all its debts. AirAsia earn $8 million of profits on sales of $66 million. AirAsia now can accommodate 20 cities with as low as $16 from kuala lumpur to senang. They are keeping prices low of maintain. Their regular fee from different cities. One of the competitor is valuair stated by a former SIA pioneer‚ 71 year old chin beng lim. II – Statement of the Problem Finding a way to develop
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1.0 INTRODUCTION Background‚ History and the Business Concept AirAsia is a brand of airlines operated by AirAsia Berhad. A Malaysian based low-fare company. AirAsia established in 1993 and start the operations on 18 November 1996 (Wikipedia‚ 2011) Inspired by the success of Ryanair and EasyJet as low cost carrier‚ Toni Fernandes saw the potential of having the same concept in Asia. Air Asia executed the cost leadership strategy with introduced ticketless travelling‚ one type cabin‚ free
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The company is currently implementing the hub-and-spoke network which considers Kuala Lumpur as the hub in the network. The increase in Low-cost carriers (LCC) has led to MAS changing some of its strategies‚ and in Business Turnaround Plan (BTP) 2 it was clear that the company is targeting to become a Five Star Value Carrier (FSVC). Current Business Model and recent Strategies The main hub of MAS is in Kuala Lumpur while it has recently announced its selection of Kota Kinabalu as its eastern
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Airports MALAYSIA October 1‚ 2012 Malaysia Airports Holdings MAHB MK / MAHB.KL Current RM5.56 RM6.75 RM5.90 21.4% Conviction COMPANY NOTE SHORT TERM (3 MTH) LONG TERM Market Cap Avg Daily Turnover Free Float Target Previous Target Up/downside US$2‚199m RM6‚728m US$0.75m RM2.34m 29.0% 1‚210 m shares Notes from the Field Flying with the winged Lion Malindo Airways’ unexpected entry into Malaysian skies is a positive surprise and will benefit MAHB by boosting
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Outcome of the decision Developing Airline of the Year 2003 by Airfinance Journal 2012 ATW Value Airline of the Year Strategic decision 2 – AirAsia X (Long Haul) Global strategy-International expansion Formed in 2007 An associate company that offers long-haul services from Kuala Lumpur to Australia‚ China‚ France‚ India‚ Iran‚ Japan‚ New Zealand‚ South Korea‚ Taiwan‚ and the United Kingdom. Strategic decision 2 – AirAsia X (Long Haul) Quality of the decision Overall
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Background of Tony Fernandes Tony Fernandes was born on 30 April 1964 in Kuala Lumpur to an Indian father who was originally from Chennai‚ India and a Christian Eurasian mother of mixed Portuguese and Malaccan descent. He was educated at Epsom College from 1977 to 1983 and graduated from London School of Economics in 1987. He had worked briefly with Virgin Atlantic as a Financial Controller. He was also the youngest CEO to lead the Warner Music Records (Malaysia) before deciding to set up Tune Air
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