three systems in their marketing‚sales activity and as well as in their operating chain. (1) Yield Management System (YMS) • YMS has aided AirAsia to increase the revenue by offering higher discounts‚ more frequently during off-peak times while raising prices only marginally for peak times. • taking into account the operating cost and aids AirAsia to optimize prices and allocate capacity to maximize the expected revenues by 2 levels. a) Seat : Seats are available at various prices in different
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TRANSPORT RM1.15 RM1.35 RM1.33 Malaysia’s airline workers have given their bosses two months to cancel the share swap deal or face protests in December. All eight workers’ unionized groups want MAS to buy back the shares that have been sold to AirAsia while returning those bought from the budget carrier. Besides Maseu (MAS Employees Union)‚ the other affected groups are the MAS Pilots’ Association; MAS Executive Staff Association; the Sabah Executive Union of MAS; the MAS Managers’ Association;
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1. STRATEGY IS KEY: a) What is the macro and industry environment in the South East Asian region for the entrance of new budget airlines? What opportunities and challenges are associated with that environment? The South East Asian region offers huge opportunities for the entrance of new low-fare airlines. Analyst revealed that low fares are often the deciding factors for budget-conscious travelers in Southeast Asia. This region represents a huge population‚ which offers low-fare airlines a
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brought forward the launch date to mid-March 2013 with domestic destinations. The airline only operates Economy and Business class. Background The entry of AirAsia from Malaysia in the home turf of Lion Air has encouraged the Indonesian airline to enter Malaysian market with a subsidiary airline. AirAsia’s subsidiary Indonesia AirAsia‚ in partnership with its parent firm‚ attempted to buy Indonesian carrier Batavia Air to gain foothold in the Indonesian market‚ but the deal didn’t go through
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1. (a)What are the derivative instruments that the company uses? Overall utilization of derivative instruments by AirAsia is for both purposes of hedging and held for trading. For instance using certain derivative instrument to hedge a particular or contingent risk associated with a recognized asset and liability and highly probable forecast transaction. Derivative instrument are recognized at fair value when parties are entered into contract and subsequently are measured at their fair value
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The budget airline industry in Singapore presents an interesting situation for analysis. It has 3 main local players plus a foreign player‚ namely Valueair‚ Tiger Airways‚ Jetstar Asia Airway and Airasia but Jetstar Asia Airways has effectively merged with Valueair. There are also possibilities of more foreign budget airlines operating in Singapore‚ and big airlines may also slash their prices to compete with the budget airlines. The higher fuel price‚ terrorist threat and restrictive govt policies
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more destinations and thus extend the airline’s reach. Besides that‚ it helps the airlines to be more cost effective in terms of commercial cooperation‚ joint promotion‚ ground handling‚ engineering‚ etc. Collaboration Agreement were signed with AirAsia on the 9 August 2011‚ where a step-change improvement in operations through best practice sharing in select areas and lower procurement costs (such as in fleet‚ ground handling and engineering & maintenance services). Collaboration will also allow
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and profitability will attract many full service airlines to launch its LCC version adding the degree of rivalry in this industry. As the implication‚ AirAsia‚ current market leader of LCC in Malaysia‚ Thailand‚ and Indonesia‚ will face competition from both existing and new players. In order to sustain its competitive advantage‚ AirAsia needs to leverage its competency in creating cost advantages across multiple value
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Reported Airline Ancillary Revenue Surged to $27.1 Billion in 2012—Up 19.6% in One Year Analysis from IdeaWorksCompany‚ sponsored by CarTrawler‚ adds Air France/KLM‚ Korean Air‚ and Virgin Atlantic to the list of top ancillary revenue carriers for 2012. Dublin‚ Ireland & Shorewood‚ Wisconsin‚ USA‚ 05 June 2013: IdeaWorksCompany‚ the foremost consultancy in the area of airline ancillary revenues‚ and CarTrawler‚ the leading provider of online car rental distribution systems‚ today announce the
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Singapore airline SWOT analyse Introduction Singapore international airline has started its journey as Malayan airline in 1947. It was joint venture airline between the two governments of Malaysia and Singapore. It served primarily in the south East Asian region. Singapore Airline was born in 1972 after the independent. Singapore airline faced many difficulties to get the competitive advantages. There were no domestic routes to serve‚ it was forced to straight away start competing with international
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