1. How did AirAsia’s short-haul business build its competitive advantage? AirAsia introduced themself as the first LCC in SE Asia region‚ by providing no-frills‚ casual short-haul service without serving meal‚ mileage point‚ or lounge etc. Which attracts newcomer customers who sensitive in price. AirAsia’s competitive advantages are comprised of both Cost Leadership and Differentiation with clear market positioning and brand image. Start from Acquisition from Malaysian government‚ Tony Fernandes
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Air Asia’s local presence in few countries such as Indonesia (Indonesia AirAsia) and Thailand (Thai AirAsia) has successfully “elevated” the brand to become a regional brand beyond just Malaysia. The links with Manchester United (one of the world’s most famous football teams) and AT&T Williams Formula One team have further boosted their image to a greater extend beyond just the this region 1. Operation effectiveness and outstanding efficiency One of the Air Asia strategies to solve the current
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1.0 Introduction AirAsia (AA) is a renowned low cost carrier that offers short and long haul flights based in Malaysia. AA has expanded rapidly since 2001 and has been awarded as the World’s Best Low-Cost Airline in 2008‚ 2009‚ and 2010. One of the reasons for their success is by their strategy formulation‚ implementation‚ and control over the macroenvironment‚ discussed in this report‚ in terms of political‚ economic‚ social‚ technological‚ and natural forces‚ by turning risks into opportunities
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COMPANY FACT SHEET Company: AirAsia Berhad Company No: 284669-W Full address: LCC Terminal‚ Jalan KLIA S3‚ Southern Support Zone Kuala Lumpur International Airport 64000 Sepang‚ Selangor Darul Ehsan Phone number: +603 2171 9333 (Booking) +603 2171 9222 (Inquiry) Website: http://www.airasia.com Company activity: Airline Company TABLE OF CONTENTS INTRODUCTION 01 PRESENTATION OF THE FIRM 02 NAME AND LEGAL STATUS 02 HISTORY
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Background AirAsia is one of the award winning and largest low fare airlines in the Asia expanding rapidly since 2001. With a fleet of 72 aircrafts‚ AirAsia flies to over 61 domestic and international destinations with 108 routes‚ and operates over 400 flights daily from hubs located in Malaysia‚ Thailand‚ and Indonesia. Today‚ AirAsia has flown over 55 million guests across the region and continues to create more extensive route network through its associate companies. AirAsia believes in the
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------------------------------------------------- Image via Wikipedia . I read an article about Tony Fernandes‚ the CEO of AirAsia‚ in The Economist today that got me thinking. Thinking about the last few articles I’ve written about United Airlines‚ RyanAir and Southwest Airlines – on how they make money off their customers – what what works and what doesn’t. There’re a lot of airlines in the US and Europe can learn from Tony Fernandes and AirAsia (+ Azran and AirAsiaX). Here’s how the article in The Economist ended. “Mr Fernandes
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AirAsia needs no introduction in ASEAN‚ where it is the leading low-cost carrier‚ connecting people and places across 132 routes‚ 40 of which are offered by no other airline. In 2010‚ the Group‚ which includes affiliates AirAsia Thailand and AirAsia Indonesia‚ reinforced its leadership position with two remarkable milestones: flying its 100 millionth guest and breaking the RM1 billion profit barrier. From an airline with two aircraft plying six routes in Malaysia in January 2002‚ AirAsia has soared
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Keywords: Brand image; brand satisfaction; brand trust; decision making; AirAsia. 1. INTRODUCTION AirAsia Berhad is the low-cost airline service provider in Malaysia. Airasia is operating scheduled international flights and domestic. Besides‚ Airasia is the largest low-fare‚ no-frills airline in Asia region. Airasia was the first airline in Asia region to implement fully ticketless travel. The main base of Airasia is Low
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Our top picks in order of preference are MAHB‚ MAS and AirAsia. Mohshin Aziz mohshin.aziz@maybank-ib.com (603) 2297 8692 2012 was tough‚ but relatively well managed. In 2012‚ passenger traffic growth in Malaysia was 5.0%‚ lower than its 10-year CAGR of 7.0% and the regional peers’ growth of 5%-14%. This slower growth was due to MAS cutting capacity by 12% on its underperforming routes. This action has benefited AirAsia and AirAsia X immensely as seen by their record load factors. Airlines
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airlines in Asia to hire female pilots. He says that his staff are his best asset and that he constantly uses their suggestions to improve and innovate within the company. For a low-cost airline‚ turnaround time is a crucial element. The more time AirAsia planes are in the air‚ the more revenue can be garnered. Innovative procedures and systems contributed towards the company having one of the fastest turnaround times (25 minutes) in the world . The credit for those successes lays squarely with their
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