Air Asia Strategic Management Recommendations
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STRATEGIC MANAGEMENT
MGMT 3347
Table of Contents:
1.0 EXTERNAL ANALYSIS
1.1 Industry Identification
1.2 General Environmental Analysis
1.3 The Industry Environment
1.4 The Competitive Environment
1.5 Opportunities and Threats
2.0 INTERNAL ANALYSIS
2.1 The Firm’s Resources: Tangible and Intangible
2.2 Capabilities Identification
2.3 Core Competency Analysis
2.4 Value Chain Analysis
2.5 The Firm’s Weaknesses
2.6 SWOT Analysis
3.0 STRATEGIES AND RECOMMENDATIONS
3.1 Current Strategies
3.2 Future Strategies
4.0 REFERENCE LIST
Introduction
An analysis of the External Environment would be done so as to facilitate a direct comparison between the generic elements where AirAsia has been founded in. The report then would delve into an internal analysis whereby the Porter’s 5 Forces would reiterate the direct forces that would affect the Airline Industry and subsequently, AirAsia itself. The capabilities and core competencies of the firm would be explained in greater detail towards the latter part of the report before a series of analysis would be done to segregate the more influential ones from the rest. A series of strategies would be then recommended for AirAsia to undertake so as to continue building brand awareness and brand equity throughout the world as a low-cost carrier.
1.0 EXTERNAL ANALYSIS
1.1 Industry Identification
AirAsia belongs to the airline industry. Competition in the airline industry is very intense and is growing rapidly together with the increase in demand for budget fares across Asia. The different airlines are making use of several strategies to compete with one another in the airline industry and it is crucial for airline companies to identify their competitive advantages so as to be able to achieve profits and brand equity globally.
1.2 External Environment Analysis
Political/Legal:
Political factors such as changes in regulation and the global
STRATEGIC MANAGEMENT
MGMT 3347
Table of Contents:
1.0 EXTERNAL ANALYSIS
1.1 Industry Identification
1.2 General Environmental Analysis
1.3 The Industry Environment
1.4 The Competitive Environment
1.5 Opportunities and Threats
2.0 INTERNAL ANALYSIS
2.1 The Firm’s Resources: Tangible and Intangible
2.2 Capabilities Identification
2.3 Core Competency Analysis
2.4 Value Chain Analysis
2.5 The Firm’s Weaknesses
2.6 SWOT Analysis
3.0 STRATEGIES AND RECOMMENDATIONS
3.1 Current Strategies
3.2 Future Strategies
4.0 REFERENCE LIST
Introduction
An analysis of the External Environment would be done so as to facilitate a direct comparison between the generic elements where AirAsia has been founded in. The report then would delve into an internal analysis whereby the Porter’s 5 Forces would reiterate the direct forces that would affect the Airline Industry and subsequently, AirAsia itself. The capabilities and core competencies of the firm would be explained in greater detail towards the latter part of the report before a series of analysis would be done to segregate the more influential ones from the rest. A series of strategies would be then recommended for AirAsia to undertake so as to continue building brand awareness and brand equity throughout the world as a low-cost carrier.
1.0 EXTERNAL ANALYSIS
1.1 Industry Identification
AirAsia belongs to the airline industry. Competition in the airline industry is very intense and is growing rapidly together with the increase in demand for budget fares across Asia. The different airlines are making use of several strategies to compete with one another in the airline industry and it is crucial for airline companies to identify their competitive advantages so as to be able to achieve profits and brand equity globally.
1.2 External Environment Analysis
Political/Legal:
Political factors such as changes in regulation and the global
References: Khor, YL, Ramli, M, Azeman, A, Goh, GG. 2009, Branding an airline: a case study of AirAsia. Available from: . [9 October 2012] Kirby M Periabras, R C. 2012, AirAsia expands Fly-Thru innovation. Available from: . [9 October 2012] PRLOG 2010, Technology Drives the Airline Industry Silverstein B 2010, Airasia. Available from: . [9 October 2012] Sreenivasan V, 2010, Jetstar, Airasia link hands; may twist Tiger’s tail Steverman B, 2009. Renewed Terrorism Threat Rattles Airlines. Available from: < http://www.businessweek.com/investor/content/dec2009/pi20091229_644479.htm>. [10 October 2012] The Economist 2012, Spreading its wings