able of Content…………………………………………………………………2 1. Abstract……………………………………………………………………...3 1.1 Conclusions……………………………………………………………...3 1.2 Recommendations……………………………………………………….4 2. Introduction……………………………………………………………….…5 3. Background to AirAsia……………………………………………………..6 3.1. Organization Definition………………………………………………..6 3.2. Looking at the Organization…………………………………………… 4. Industry Framework Analysis……………………………………………….. 4.1. Porter’s 5-Forces Model………………………………………………… 4.2. External factors using a PEST
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AirAsia Low Cost Leadership Analysis: It was by 2009, that AirAsia was established as the most-successful low cost airline in Asia, but what makes AirAsia successful? We refer to why the unit costs are different between enterprises in the same sector, as in this case would be the airline industry, when their basic cost factors (such as technology, product design, productive process, capabilities) are very similar, if not the same. This can be explained by using drivers of cost advantage:
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1. Abstract This report consists of an internal and external analysis of AirAsia using various methods including a PEST, Organization analysis, SWOT analysis and Porter’s 5 forces model. The main outcomes of the report are: 1.1 Conclusions reached: 1.2 Recommendations reached: 2. Introduction The company chosen for this report was AirAsia. The assignment required that: • A management report of 3,500 to 4,000 words is written on an organization. The report should describe, analyze and assess
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AirAsia Berhad (284669-W) 25-5, Block H, Jalan PJU 1/37, Dataran Prima, 47301 Petaling Jaya, Selangor Darul Ehsan, Malaysia Tel : (603) 78809318 Fax : (603) 78806318 E-mail : investorrelations@airasia.com Website : www.airasia.com CONTENTS AirAsia Berhad | annual report 2007 Our Dreams and Aspirations To be the largest low cost airline in Asia serving the 3 billion people who currently are underserved with poor connectivity and high fares. G G 2 4 7 8 12 20 22 24 26 30 32 34 36
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core ideas that make their company both unique and profitable. Safety first – AirAsia partners with renowned maintenance crews and complies with world airline regulations. The company does not own a maintenance shop. Everything with maintenance and repair is outsourced to keep costs down. High aircraft utilization – having the fastest turnaround time in the region, they assure lower costs and higher productivity. AirAsia has the newest and most efficient fleet flying in the Asia region. The planes
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MALAYSIA AIRLINES SYSTEM AND AIRASIA AIRLINES COLLABORATION TAKES PLACE. TABLE OF CONTENTS QUESTIONS 1:- Analyze the current situation facing MAS and AIRASIA using the internal and external strategic environmental analysis model. Discuss what aspects and why did their collaboration take place? INTRODUCTION Various industries, specifically in airline business are attempting to improve their
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Customer Relationship Management is a concept used by the organization to manage the relationship with customers, including collecting, storing and analyzing customer information. CRM supports a company to provide service to customers in real time with a relationship with customers. Based on what is known of the customer, companies can create variations of supply, services, programs, messages, and media through the system that implement CRM, the company formed a closer relationship with customers
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Swinburne University of Technology Faculty of Business and Law International Business Strategy Analysis Group Assignment (35%) INB70012 Global Business Strategy Semester 1, 2015 Strategy Analysis of AirAsia Convenor : Dr Aron Perenyi & Lecturer Students : Natalia Knets Emma Dalton Gautham Raju Markus Arian Shakoor (1704583) * Executive Summary * Content page Executive Summary II Content III Figures IV 1 Introduction 1
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Strategic Analysis of AirAsia Berhad Strategic management process refer to a way by which managers build and choose a set of strategies for the organization in order to respond quickly to new challenges and achieve better performance. Hence, the organization will be able to achieve its mission, vision and objectives. In additional, the strategic management of an organization entails three ongoing processes: strategic analysis, strategy formulation and strategy implementation. Strategic analysis
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operating costs, they have turned to the promise of CRM. Although operational and security issues became top of mind immediately after September 11th, CRM has gradually come back into focus as airlines recognize the importance of effective customer management in establishing long term competitive advantage. CRM’s promise is indeed compelling strengthened loyalty driving increased revenue, with lower acquisition costs and improved operational efficiency. For full-service airlines, CRM is an essential
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