Management Assignment Question: Critical Decision on AIRASIA Student name : Nithiasanthi a/p Peralakan Segi id : SCKL- 00039055 UIU id : 300411603 Lecturer : Ms Azreen Date of submission : 4th April 2016 Table of Content 1.0 Introduction 2.1 AirAsia 2.2.1 Background 2.2.2 Operations 2.2.3 Destinations 2.0 Ten Critical Decisions in Operation Management related to AirAsia 3.2 Service and Product Design 3.3 Quality
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As stated in the chapter 4, in the section of business model reconstruction had explained enough on how Air Asia make their name available to customers and they can enjoy the profit without abandon the existing name which is Malaysia Airlines. Herewith, what can be explained is it still the same organization, but they changed the business to the new ones which just focusing on the new while they are not abandoning the existing business and bring in new business which there was no one as the first
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manager says it is a combination of great people, managed by flexible HR strategies, and the inspiration of the Air Asia credo: “Believe the unbelievable; dream the impossible; never take no for an answer.” From troubled beginnings AirAsia started life in 1993 – but few would have heard of it outside of its native Malaysia. It was founded by a Government-owned conglomerate as an alternative to the then-monopoly service Malaysia Airlines. DRB-Hicom spent plenty of money on the venture
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Jan 30, 2009 Categories: Brands, Business & Entrepreneurs, Others In the history of my working life, innovation has been the one priority foremost in my mind to ensure that we are always competitive. I was thrilled when Fast Company voted AirAsia as one of the top 50 innovative companies in the world. It was a thrill to be in the same ranks as Apple, Google, Nike and BMW. Fostering a culture of innovation within the organisation is a challenge and over the next few years, I will be seeking
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ASIAN JOURNAL OF MANAGEMENT CASES, 3(1), 2006 SAGE PUBLICATIONS NEW DELHI/THOUSAND OAKS/LONDON DOI: 10.1177/097282010500300104 AIRASIA: THE SKYS THE LIMIT Rizal Ahmad Mark Neal This case details the rise and expansion of AirAsia in South-east Asia. The company employed a business model for low-cost airlines that was originally developed by Southwest Airlines in the United States and subsequently employed with great success by European companies such as Ryanair and EasyJet. The case thus documents
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discriminated against when booking AirAsia tickets online, where an icon would appear on the website asking if the ticket purchaser would require “special assistance”. According to Lee, the passenger clicked 'yes', then they would not be able to proceed with the booking. Lee also said that AirAsia charged RM12 for renting out a wheelchair, which a passenger could use to go from the ticketing counter to the departure hall. When interviewed by Malaysia's Daily Express, AirAsia Chief Executive Officer Datuk
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Like his friend, Sir Richard Branson of Virgin, Mr Fernandes has turned himself into his company's most effective marketing tool. AirAsia has similarly been a soaring success. Starting with two planes bought from a Malaysian conglomerate in late 2001, the airline will have 30 by the end of 2004. It operates 19 routes across Malaysia, recently started Singapore-Thailand flights and, from next month, starts flying to Indonesia. The company has no debt and has been profitable from the start. Its
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Tony Fernandes founded Tune Air Sdn Bhd in 2001, with a vision to make air travel more affordable to Malaysians. With that in mind, Tony and his three partners bought over AirAsia from its owner DRB-Hicom. Tune Air's initial project was to remodel AirAsia into a low fare no frills carrier after successful low fare airlines such as U.S.-based Southwest Airlines and Dublin-based Ryanair and create a new aviation product in Malaysia . AUTOCRATIC only one person has the authority over the followers
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EXECUTIVE SUMMARY It has been a great pride in the history of AirAsia that despite the challenges that they have faced, AirAsia continues to defy the odds. Since December 8, 2001, when the company was taken over by the new Air Asia management, AirAsia has grown to become the largest low-cost carrier in Asia. Today the airlines are operating in Malaysia, Thailand and Indonesia. With more than 6,000 talented, hardworking and committed employees and a market capitalization in excess of RM2billion
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eight years ago when it began operations, AirAsia had just two planes and a host of obstacles - Sars and the Sept 11 terrorist attacks included - preventing it from taking off. Today, the Malaysia-based budget airline boasts a fleet of 80 aircraft that ply over 122 routes, with 480 flights to more than 65 destinations daily. Group CEO Tony Fernandes has been instrumental in building the AirAsia brand. Known for its strong marketing and branding culture, AirAsia was recognised as one of Malaysia's 30
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