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, but failed to win much market share. By 2001, the heavily indebted business was all but bankrupt. Fernandes bought the airline – including all its debt – for the princely sum of one ringgit (6700 Dong). The former Time-Warner executive then presided over one of the fastest and most effective
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personal savings to acquire the company, comprising two ageing Boeing 737-300 jets (9M-AAA and 9M-AAB) and US$11 million (RM40 million) worth of debts, for one ringgit (about 26 US cents), and transformed it into an industry player. One year after his takeover, AirAsia had broken even and cleared all its debts DRB-HICOM assembles cars in Malaysia for Honda, Isuzu, Suzuki, Mercedes-Benz[1] and Volkswagen,[2][3] with plans for expansion. REFERENCE http://www.airasia.com/ask/template.do?id=429
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Table of Contents 1.0 Executive Summary……………………………………………………………………1 2.0 Introduction/Overview 3.1 Introduction………………………………………………………………........2 3.2 Industry definition……………………………………………………………..3 3.0 Analysing Marketing Opportunities 4.3 Competitors Overview………………………………………………………….5 4.4 Macroenvironment Analysis……………………………………………………5 4.5 Consumer Behavour (DMP)……………………………………………………6 4.0 Selecting Target Market(s) 5.6 Market Segmentation…………………………………………………………
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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: a. geographical markets b. demography Easy AdSense by Unreal c. Travel purposes. Let view one of the segment, geographical .. for Malaysia. Then we can see straight away the prominent competitor which is Air Asia. The competitor will be one of the considerations for us to develop or strategy.
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As we all know that reputation would be one of the most important leverage that company could rely on but a part of that is the relation between the company’s stakeholders could also have deep impact on the company performance overall which is one of the strength to manufacture credit and value for the customer directly influences revenues. One of the most crucial point in order to managing and maintaining organization’s reputation is also
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Aeon Co. (M) Bhd ÆON CO. (M) BHD. (formerly known as Jaya Jusco Stores Bhd.) is a leading retailer in Malaysia with a total revenue of RM3.73 billion in the financial year ended 31st December 2009. The Company was incorporated on 15 September 1984. ÆON CO. (M) BHD was set up in response to the Malaysian Government’s invitation to ÆON Japan to help modernize the retailing industry in Malaysia. The ‘JUSCO’ name today is well established among Malaysians as well as foreigners, especially due to its
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and cold drinks, and alcoholic beverages served by a lone hostess. Known as “female pursers”, these hostesses are the forerunners of today’s Singapore Girl. On 16 September 1963, the Federation of Malaysia was born and the Airline became known as Malaysian Airways Limited. In May 1972, it became Malaysia-Singapore Airlines (MSA). Products and services Inflight refreshments improved from the original thermos flask of iced water to sandwiches, biscuits and cold cuts plus a choice of hot and cold drinks
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11 Bibliography/Reference 13 QUESTION: Select any two listed companies of Bursa Malaysia from the Trading/Services sector and evaluate the companies’ asset management and leverage ratios using their financial statements for the year 2011 ANSWER 1. INTRODUCTION Malaysian Airlines System (MAS) and Air Asia are currently the two main airlines operating in Malaysia. These two companies are competing in the airline industry which is fiercely competitive. This is a very
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current marketing mix in order to overcome certain service shortcomings. ORGANIZATIONAL ANALYSIS Company Background AirAsia Malaysia is second national airline. It was the first successful low cost, ticket-less airline in the Southeast Asian region. On 8 December 2001, Tune Air Sdn Bhd officially acquired 99.25 per cent equity (51.68 million shares) in AirAsia from DRB-Hicom, one of Malaysia’s giant conglomerates. Tune Air Sdn Bhd is the holding company, while AirAsia remains as the operating company
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ICT IN MALAYSIA: POLICY, REGULATION & INDUSTRY PROGRESS (1996-2000) AND PROSPECTS (2001-2005) Presented by Gazali Abas at ITU-Waseda University Workshop for Regulators and Policy-Makers “New Trends in ICT” 13th-24th November, 2001 Waseda University Tokyo, JAPAN CONTENTS 1. 2. 3. 4. 5. INTRODUCTION PROGRESS (1996-2000) PROSPECTS (2001-2005) ALLOCATION CONCLUSION 14 Nov.2001.Gazali A. 2 1. INTRODUCTION THE BIG PICTURE - Human Capital 23 m - Vision 2020 - Long-term Outline Perspective
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