Case Study: Air Asia Identify the competitive advantages of Air Asia as a low cost carrier. Air Asia has a number of competitive advantages as a low cost carrier that fall into the following general categories; low cost operations‚ efficiency of operations‚ proven business model and management expertise and finally a distinctive corporate culture. Low cost operations: Air Asia has gone to great lengths to ensure all of their operational costs are kept to an absolute minimum‚ and have passed
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The Overview of Airline Industry in China & the Analysis of Air China Limited (key player in the market) Table of contents Introduction………………………………………….………………………………….3 Market Overview * Market definition…………………………………………………………………….……3 * Research highlights……………………………………………………………………….3 * Market Analysis…………………………………………………...………………………4 Theoretical Analysis…………………………………………………………………….7 The Leadership of Air China Limited * Brief Introduction about the Corporation………………………………………9
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This case study aims at evaluating the rationale of AirAsia’s strategic plan and how have these strategies been associated with its structure and system. It further aims at assessing the sustainability of the business model and its competitive advantage. AirAsia’s performance and business process management will also be discussed in details. AirAsia- A Case Study Contents Introduction This case study aims at evaluating the rationale of AirAsia’s
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About Air Arabia LLC. Air Arabia LLC was established as a fully fledged commercial airline of the United Arab Emirates on 3rd February 2003 by an Ameeri decree issued by His Highness Dr. Sheikh Sultan Bin Mohamed Al Qassimi‚ the Ruler of Sharjah and Member of the Supreme Council of the UAE. The Air Arabia fleet consists of two modern A320 aircraft‚ flying directly to the following destinations: Bahrain‚ Egypt‚ Iran‚ Kuwait‚ Lebanon‚ Oman‚ Qatar‚ Sri Lanka and Syria. This year Air Arabia plans to
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Case study 2.5 –Ryan air: Flying High in a competitive Atmosphere 1. How important is the role of operation in achieving competitive advantage at Ryanair? Ryanair competitive advantage is based on cost leadership strategy‚ maintaining the lowest prices among low-cost airlines (Haberberg and Rieple‚ 2008). In 2011‚ Ryanair became the most profitable low cost carrier in the world (www.ryanair.com). How operations support competitive advantage of Ryanair is measured by five performance objectives:
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Air Asia is a carrier which was built up in 1993 and began its operations on November eighteenth‚ 1996. On 2nd December 2001‚ the vigorously obligated carrier was obtained by Tony Fernandes‚ proprietor of Tune Air Sdn Bhd for the token whole of RM1 (Jusmpstart Malaysia‚ 2011). As a feature of the buy‚ Tony likewise took up the RM40million obligation. In any case‚ under the initiative of Tony Fernandes‚ today‚ Air Asia is a world renowned ease carrier that works broad systems both locally and globally
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strategic development of new air routes to Scotland. All partners are agreed on the importance of ensuring that support efforts are directed towards routes that will bring net economic benefits to Scotland. With this in mind‚ in late December 2011‚ Scottish Enterprise‚ working in partnership with the other parties‚ commissioned York Aviation to develop a common economic appraisal framework for new route development activities that could be agreed by all parties. The Study is specifically required
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Lion Air as one of the largest private airline in Indonesia face a problem. The main problem of a growing issue in the public is the customer feels the airline is no longer safe because of the many reports of passengers who lost his stuff and goods in the baggage. Based on these reports‚ Lion Air in cooperation with Soekarno Hatta police and PT Angkasa Pura II to investigate‚ from various reports and CCTV evidence shows that the perpetrators of theft of the stuff and goods of passengers’ baggage
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AF 447 AF447 represents a very extreme situation with catastrophic consequences (The Case of AirFrance 447). However frequently an Organisation is under pressure (deadlines‚ clients‚ crisis etc) and in these moments the Decision-making process and its core Sense-making must be clinical and efficient to avoid collapse and to maintain Organization Intelligence and Team Effectiveness. What can we learn from the case? What are the key-pillars of Sense-making which can lead team to effectiveness? Firstly
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1. The problems Air Canada hopes to resolve using the Maintenix is the present systems Air Canada is operating were not ‘interacting with one another or with finance or inventory systems’ (Laudon‚ p 50). The inefficiencies of the systems were costing Air Canada the time of employees‚ engineers‚ and money that can be used on other sources. Air Canada was overspending on excessive inventory costs. 2. Maintenix improves operational and decision-making through software programs‚ ‘providing integrated
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