Tangible resources
Tangible resources
A tangible resource is a resource is a quantifiable asset of the business such as manufacturing plants and equipment (Hanson, Hitt et al. 2011). In tangible resources, we’ll be looking at the company’s financial resources, the organizational resources and technological resources.
Financial Resources
In this part, we’ll be analyzing the company’s financial resources which are involved are the analysis of solvency, profitability, investor’s ratio, liquidity ratios and analysis of revenue growth. This analysis focuses on the 3 year period of the company. First is the trend analysis which looks and provides signs to show if the company is improving or going down. In the annual report, at the quarter end of March 2014, the total issued and paid-up share capital of the Company increased from RM278,106,258 to RM278,138,008 from the issuance of 317,500 ordinary shares of RM0.10 each pursuant to the exercise of ESOS at the option price of RM1.08. This tell us that the trend analysis is improving.
Organisational Resources
Air Asia adopts 3 main behaviours. They are the quick turnaround time, low cost short haul management, and the high rate aircraft utilization.
Quick turnaround time
The amount and duration of time for an aircraft to be on the ground means that that the less productive it will be therefore, AirAsia decided to do a quick turnaround time. With this method, AirAsia is able to gain more profits which means that the planes are usually up in the sky. How this come about was by removing frills service, chair booking and extensive crew drilling on performing quick turnaround. (Shari, 2003)
Low-cost short haul management
Another resource is the low cost short haul management where AirAsia conferred with mechanics on how to coddle spare parts so they can last longer. An example is that to increase the usage time for the landing gear, pilots are advised to take a shallow approach on landing (Shari, 2003). By following the advised from
A tangible resource is a resource is a quantifiable asset of the business such as manufacturing plants and equipment (Hanson, Hitt et al. 2011). In tangible resources, we’ll be looking at the company’s financial resources, the organizational resources and technological resources.
Financial Resources
In this part, we’ll be analyzing the company’s financial resources which are involved are the analysis of solvency, profitability, investor’s ratio, liquidity ratios and analysis of revenue growth. This analysis focuses on the 3 year period of the company. First is the trend analysis which looks and provides signs to show if the company is improving or going down. In the annual report, at the quarter end of March 2014, the total issued and paid-up share capital of the Company increased from RM278,106,258 to RM278,138,008 from the issuance of 317,500 ordinary shares of RM0.10 each pursuant to the exercise of ESOS at the option price of RM1.08. This tell us that the trend analysis is improving.
Organisational Resources
Air Asia adopts 3 main behaviours. They are the quick turnaround time, low cost short haul management, and the high rate aircraft utilization.
Quick turnaround time
The amount and duration of time for an aircraft to be on the ground means that that the less productive it will be therefore, AirAsia decided to do a quick turnaround time. With this method, AirAsia is able to gain more profits which means that the planes are usually up in the sky. How this come about was by removing frills service, chair booking and extensive crew drilling on performing quick turnaround. (Shari, 2003)
Low-cost short haul management
Another resource is the low cost short haul management where AirAsia conferred with mechanics on how to coddle spare parts so they can last longer. An example is that to increase the usage time for the landing gear, pilots are advised to take a shallow approach on landing (Shari, 2003). By following the advised from