STRATEGY PROCESS MODELS 1.0 STRATEGIC ANALYSIS Business Process And Operation Air Asia has fostered a dependency on Internet technology for its operational and strategic management, and provides an online ticket booking services to traveler online. The following shows the home page of Air Asia.com as the company key channel of marketing and sales. Exhibit 1 – Air Asia.com Home Page To book a flight with Air Asia, customers can either choose the following channels or simply visit the
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Module Guide 2015-16 Module Title – Strategic leadership in a changing world Module Code – 6BUS1059 Academic Year – 2015/16 Semester - AB Module Leader – Keith Seed Contents: 1 Contact details for the module leaders (and teaching team) NameK.SeedS CullifordV. AminP.Mason | RoomM248 | Phone 01707-28400 ext 5589 | EmailK.Seed@herts.ac.uks.culliford@herts.ac.ukV.1.Amin@herts.ac.ukP.Mason3@herts.ac.uk | Office & Feedback hours. The module leader has two office hours per week
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Analyzing Your Competition Overview Almost everyone in business understands the principle of trying to offer something better than what their competitors are offering. Gaining an advantage is the key to success and even survival. But many of the so-called advantages that businesses rely on are not sustainable. They can be easily copied, stolen or negated. Real competitive advantages — things like brand name recognition, patented manufacturing processes or exclusive rights to a scarce resource —
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11164-11171 AirAsia Berhad: Strategic analysis of a leading low cost carrier in the Asian region Yasmin Yashodha Taylor’s University Lakeside Campus, No. 1 Jalan Taylor's, 47500 Subang Jaya, Selangor Darul Ehsan, Malaysia. A R TI C L E I N F O Art i c l e h i st ory : Received: 9 July 2012; Received in revised form: 13 October 2012; Accepted: 30 October 2012; K ey w or d s Strategic analysis, Region, Low cost, Extensive. ABSTRACT This study examines the extensive strategic analysis of AirAsia Berhad
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SWOT MODEL 5 5.1 Strengths 5 5.2 Weaknesses 6 5.3 Opportunities 7 5.4 Threats 7 6. CHALLENGES 7 7. MARKETING INFORMATION 7 8. CRITICAL ANALYSIS OF THE CURRENT PLAN 8 9. POTENTIAL STRATEGIC OPTIONS FOR VISIT BRITAIN 8 10. RECOMMENDATIONS WITH JUSTIFICATION OF THE CHOSEN STRATEGIC OPTIONS 9 11. MARKETING MIX 9 References 18 1. INTRODUCTION: As a marketing consultancy team, we have been asked to review the current marketing plan of Visit Britain that was put together
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Table of Content 1.0 INTRODUCTION 2 2.0 IN- DEPTH EVALUATION OF AIRASIA 3 2.1 Strategic Objectives of AirAsia. 3 Table 1: Objective evaluations of AirAsia 3 2.2 Strategic fit of Air Asia. 4 3.0 COMPETITIVE SITUATION 5 Table 2 AirAsia and its competitors’ profile 5 4.0 MARKET POTENTIAL & MARKET ATTRACTIVENESS 8 Table 3: Market attractiveness from a macro perspective 8 Table 4: Market attractiveness from a micro perspective 9 Table 5: Porter’s Five Forces for AirAsia
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Sector Report No. 8 / 2006 ICT and e-Business in the Tourism Industry ICT adoption and e-business activity in 2006 European Commission Tourism About e-Business W@tch and this report The European Commission, Enterprise & Industry Directorate General, launched the e-Business W@tch to monitor the growing maturity of electronic business across different sectors of the economy in the enlarged European Union, EEA and Accession countries. Since January 2002, the e-Business W@tch has analysed
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INTEGRATED ANALYSIS HOW INVESTORS ARE ADDRESSING ENVIRONMENTAL, SOCIAL AND GOVERNANCE FACTORS IN FUNDAMENTAL EQUITY VALUATION FEBRUARY 2013 Co-funded by the PREPARATION OF THIS DOCUMENT In September 2011 the PRI Initiative convened a working group of signatories to investigate how equity investors and analysts are integrating environmental, social and governance (ESG) analysis into their fair value calculations. The members of the ESG Integration Working Group are: Neil Brown
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STRATEGIC ALLIANCES IN THE GLOBAL AIRLINE INDUSTRY Abhishek Goel1 Abstract Strategic alliances are common to any industry. Their presence is felt quite significantly in the airline industry. Starting in the US in 1978 deregulation of airline industry has since brought about sea changes in functioning of the industry. This paper attempts to understand the developments and strategic alliances that have occurred in the airline industry since deregulation. These strategic alliances exist in various
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EXECUTIVE SUMMARY Tony Fernandes, as the Chief Executive Officer of AirAsia, decided to pursue his dream to start an airline with the following vision: “To be an airline that flies long-hauls with low fares with a corporate culture that is flexible and functional”. AirAsia has achieved its title as “The World Lowest Cost Airline,” and was also one of the world’s most profitable airlines. This report provides an analysis and evaluation of internal and external of the company. Methods of analysis
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