on whether low-fare airlines would continue to flourish in Asia varied. Three factors regulation‚ population demographics‚ and socioeconomic trends -drove this calculus. Although the target consumer base for AirAsia was enormous -more than 500 million people lived within three hours of AirAsia ’s hubs in Kuala Lumpur and Bangkok‚ more than Western Europe ’s entire population -the failure of Asia ’s regulatory environment to keep pace and the uncertain demand for low-fare services created uncertainty
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1.0 Introduction The ’Malaysia Day’ festival will be carry out in the College Plaza (see fig.1) and the Runway (see fig.2) starting from 6pm until 10pm with the aim of promoting patriotism and Malaysia’s culture. Basically‚ a stage will be set up in the middle of Plaza for culture dances performing purpose and all the vendors will be selling Malaysian foods and some other merchandise in the Runway. This event is targeting approximately 1000 students in Inti International College Subang. In order
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1.Potential strengths of the new entrants in the low cost air transport industry 2.Increasing competition in e-commerce 3.Escalating prices of fuels used in business operation 4.Attack by the low-cost government airlines Threat of Entry There is a high barrier entering airlines industry since it requires high capital to set up everything such as purchase or lease air craft‚ set up office‚ hire staffs‚ and etc. Thus‚ this has reduced the treat to Air Asia. Moreover‚ brand awareness is quite
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Officer AirAsia Tan Sri Dr. Tony Fernandes has a personal credo - "Believe the unbelievable. Dream the impossible. Never take no for an answer." He studied at Epsom College‚ UK‚ and the London School of Economics and qualified as an Associate Member of the Association of Chartered Certified Accountants in 1991. He became a Fellow Member in 1996. He was admitted as a member of the Institute of Chartered Accountants in England and Wales (ICAEW) in 2008. Tony has been the Group CEO of AirAsia since
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Business Plan Our Way Forward December 2011 Confidential 5 December 2011 Malaysia Airlines is in crisis. Our combined losses in the first three quarters of 2011 have already exceeded RM1.2 billion‚ and the final numbers for the year will not improve upon this. The core passenger airline business is chronically challenged. The new Board and Management team‚ in place for three months‚ has been hard at work on a plan‚ referred to as the Business Plan‚ for Malaysia Airlines. This Business Plan outlines
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(5) synergy in ingormationtechnology and telecommunications‚ which support AirAsia Internet and mobile phone bookings. ShinCorp. allows subscribers of the Shin mobile phone flagship‚ Advanced Information Service‚ being able toreserve tickets through its short-messaging service (SMS). AirAsia with its politically powerful backermay well grow up to bite. This helps it open the Thailand market he IPO strengthens AirAsia balance sheet‚ further cuts its existing lowcosts at 2.5 US cents per ASK and
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Case Analysis on the Article‚ ¡§Competitive Turbulence in the Airline Industry¡¨ (Segmentation‚ Targeting and Positioning) EXECUTIVE SUMMARY Airline industry has 4 sectors identified: Full-service‚ Budget‚ Limited-service‚ Premium-service Segmentation and Targeting: Psychographic‚ Behavioral‚ Geographic and Demographic Positioning: Value proposition matrix (more for more‚ less for less‚ etc.) Conclusion and Recommendations: « SIA in marginal value proposition
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Porter five forces of AirAsia Rivalry among existing competitor Air Asia offers flights with lower price that other companies‚ but there are some companies that also offer service by the same price such as Malindo Air and Firefly and also these companies provide service with the same level of Air Asia so‚ in this case rivalry among existing competitor is high. Threat of substitutes We can define substitutes as a product or service that can be replaced with original product and give more satisfaction
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companies. Besides that‚ Airasia has high switching costs. Most of Airasia’s aircraft are Airbus models. Previously‚ the company used Boeing models‚ which they lease it and the company had since phased out most of the models and replace with Airbus. If Airasia is to switch to Boeing again‚ then the cost will be high. This is because training cost for employees to suit the aircraft features must be provided. Furthermore‚ the technology used by Airbus is the most advanced‚ thus Airasia must rely to the Airbus’
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AirAsia spearheaded ease airfares in Asia and is presently as of now the biggest low toll‚ no nonsense aircraft in Asia. It is too one of the biggest aircrafts in all of Asia regarding travellers conveyed. AirAsia has moreover been voted the World’s Best Low Cost Airline in 2009 and 2010. AirAsia Berhad is as of now situated in the Low Cost Carrier Terminal (LCCT)‚ Kuala Lumpur. Worldwide Airport
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