Francis Fernandes (born 1964; also known as Tony Fernandes) is a Malaysian entrepreneur and the founder of Tune Air Sdn. Bhd., who introduced the first budget no-frills airline, AirAsia, to Malaysians with the tagline "Now everyone can fly". He rose to prominence by turning AirAsia, a fledging government-linked commercial airline, into a highly successful public-listed company. Fernandes was also instrumental in lobbying the then-Malaysian Prime Minister, Tun Dr. Mahathir Mohamad in mid-2003, to
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Assignment : 2013 Strategy Formulation : “Kingfisher Airline” “Strategies adopted by Kingfisher airlines & causes of its Failure” Submitted by : Japkirat Singh Oberai Submitted to : Dr. Supriti Mishra Contents 1) [ ABSTRACT ] 2) [ INTRODUCTION ] 3) [ HISTORY ] 4) [ STARTING OF THE CRISES ] 5) [ DEBT RESTRUCTURING ] 6) [ CRISIS TILL CONTINUE ] 7) [ FUEL DUES ] a. HPCL: In Jul 2011, Hindustan Petroleum 8) [ AIRCRAFT LEASE RENTAL DUES ]
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27 References 31 Marketing Audit External analysis * Macroenvironment Political Environment Government regulates Airline industry heavily as in other country. In Government regulations of the Malaysian domestic and international aviation industry significantly affect financial performance of Air Asia. All aspect of Air Asia’s domestic airline operations in Malaysia, including slots allocation granting of rights under Malaysia’s air service agreements (“ASAs”) and insurance of AOCs, are
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Asia is one of the Malaysian Airline, as the second Malaysian National Airline, Air Asia was born in 1993 and started operations on 18 November 1996. It was originally founded by a government-owned conglomerate DRB-Hicom. On 2 December 2001, the heavily-indebted airline was purchased by former Time Warner executive Tony Fernandes's company Tune Air Sdn Bhd for the token sum of one ringgit. Normally low-costs Airline has a lot of differences with traditional Airline. These differences such as
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Malaysian Domestic Airline Market: Empirical Analysis Of Strategy Mok Kim Man, (Email: mkimman@ums.edu.my),Universiti Malaysia - Sabah, Malaysia Jainurin Bin Justine, (Email: Jainurin@ums.edu.my), Universiti Malaysia - Sabah, Malaysia ABSTRACT This paper will examine the results of the strategic actions of AirAsia in the Malaysian domestic airline market. Firstly, the paper will provide a general background of the airline industry, in particular the Malaysian domestic airline market and a summary
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Management 110: Assessment 2 1. Case study I choose Malaysia Airline System (MAS) because the whole world is focusing on Malaysia recently and especially Malaysia Airline due to the miserable crash of MH370. According to international newspapers and articles, I have found that MAS has plenty of debts and it occurred because of wrong management. Some presses refer to MAS is able to be bankrupted by the tremendous compensation of MH370. Therefore, I choose MAS in order to revive and overcome from
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Conclusion Success is not guaranteed for Malaysia Airlines even after the restructuring, this is a very difficult process and will take a lot of time to complete. Khazanah Nasional have planned all the steps that they will take for the restructuring process but executing all of the steps will be another problem. The new company must decide what it wants to be, a luxury airline like Singapore Airlines or a low cost airline like Air Asia, they must make the right choice, if not, then they will be
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destination. Increase in tourism has given rise to many airline companies to provide the best service and safety to an individual to make his journey a memorable one. Airline companies are constantly upgrading with technology and other services for competing in this ever-growing airline industry. Malaysian airlines is one of the prestigious passenger airline carrier owned and run by the government of Malaysia also known as MAS in short. Malaysian airlines operates in more than 60 destinations around the
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• 1. INTEGRATED CASE STUDY (PAS 3183)MALAYSIA AIRLINES (MAS) PRESENTED BY Luluk Nor Khotima Bt Nursam Ashvenee Devi Selvaraju Noor Armi Addila Bt Noor Ariff Nur Azlinda Bt A.Azaman Norliza Bt P P Mohamed • 2. AGENDA• INTRODUCTION• MANAGEMENT CONSTRAINT• COMPETITION• UNPROFITABLE ROUTES• INCREASED IN FUEL PRICE• MAINTENANCE COST• RECOMMENDATION • 3. INTRODUCTION• 1994- Privatized 32% controlling stake to Tajuddin Ramli through Naluri Berhad• 1998- Asian Financial Crisis MAS faced substantial
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If you are running an airline, surely you will concerned about the five forces which are continuously changing and affecting your organisation. Let is review these forces from a lay-man perspective and not from the academic views: 1. Competitive rivalry – This is the rivalry with other airlines in your existing markets or future markets. Take for example of Malaysia Airlines, it will have to identify and segment its markets first. Probably it will come out with a cross matrix segments of:
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