HKU833 STEPHEN KO AIRASIA: FLYING LOW-COST WITH HIGH HOPES AirAsia started out as a Malaysian government-controlled‚ full-service regional airline that offered slightly lower fares than its number-one competitor‚ Malaysia Airlines (“MAS”). In December 2001‚ private entrepreneur Tony Fernandes took over the debt-ridden airline for the symbolic sum of US$0.26. Despite the air-travel downturn following the 11 September 2001 terrorist attacks‚ Fernandes believed that the timing for entering
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Introduction Travelodge was the first budget hotel brand to launch in the UK in 1985‚ when it opened on the A38‚ in Barton under Needlewood. Since those early days‚ Travelodge has undergone a radical transformation‚ opening more than 500 hotels (over 37‚000 rooms)‚ and moving from being a roadside hotel chain to become one of the UK ’s largest‚ fastest growing and most highly recognised budget hotel brands. More than 16.5 million people stayed with Travelodge last year and 90% of reservations are
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An Article Review on: The Borrower of Last Resort: International Adjustment and Liquidity in Historical Perspective* Ramaa Vasudevan According to the author Ramaa Vasudevan the article was aiming to compare and contrast the actual workings of the international l monetary arrangements in the two periods‚ Britain during the period of the international gold standard and USA after post war period. The pyramiding if official liabilities on a disproportionately small reserve base and the parallel
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Goh Tong in year 1965. In the transformation into a listed company in year 1989‚ the company was changed to Resort World Berhad‚ followed by Genting Malaysia Berhad. (Genting Berhad‚ 2015) Genting Malaysia has been mainly involved in the leisure and catering industry such as games‚ theme park‚ entertainments and hotels for more than 45 years. Since the Genting Highlands was opened‚ Resort World Genting is located in Malaysia has become the first choice and the main tourist destination in the past
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Where players eat in casino - Where players stay - How often they visit - How much/long they play ii. Target Customers - Players who spend $2000 annually provide 82% revenue 2. Customized Marketing a. Compared observed value to predicted behavior to id opportunity segments i. Drive incremental frequency ii. Drive Growth iii. Drive both b. Letters to customers i. Exciting messages ii. Bold upper case font in strategic places
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The Art of Eating and Dining Case Study Assignment #2 Due Date: 18th October 2013 Table of Contents Introduction Case Study #1 – Remarkable Service: The Big Day (Summary) Case Study #1 – Questions and Answers 3 T’s of Service and the 9 Attributes of Remarkable Service – Analysis Case Study #2 – Wine Sales: Menu Review (Summary) Case Study #2 – Questions and Answers Information about Wine Conclusion Introduction This assignment
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MKTG 211 - Case #2 - Individual Assignment - Banyan Tree: Branding the Intangible* Case Overview: Banyan Tree Hotels and Resorts had become a leading player in the luxury resorts and spa market in Asia. As part of its growth strategy‚ Banyan Tree had launched new brands and brand extensions that included resorts‚ spas‚ retail outlets‚ and even museum shops. Now‚ the company had to contemplate how to manage its brand portfolio and expand its business while preserving the distinctive identity
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The purpose of this case analysis is to address the key marketing issue for the Hilton Hotels. The marketing strategies Hilton should pursue in the hotel and gaming markets will be discussed and recommendations will be made. In addition‚ the use and implementation of the SWOT analysis will be incorporated throughout the discussion. Information will be provided from the case study and the use of secondary resources for support of the marketing strategies recommended for the Hilton Hotels. Market
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stresses on “too big to fail”‚ and has indeed failed to take into account the reform of America ’s mal-performing secondary mortgage players Freddie Mac and Fannie Mae‚ and has also failed to re-establish Glass-Steagall’s separation of “utility” and “casino” banking. In totality this indicates that‚ this act will prove more destructive that constructive as it doesn’t lay emphasis on the future financial crises and rather seems to obstruct the economic growth (Brush‚ 2012) . Discuss how the changes
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S w 9B08M070 THE REGAL CARNATION HOTEL‚ GUAM Jim Kayalar wrote this case solely to provide material for class discussion. The author does not intend to illustrate either effective or ineffective handling of a managerial situation. The author may have disguised certain names and other identifying information to protect confidentiality. Ivey Management Services prohibits any form of reproduction‚ storage or transmittal without its written perm ission. Reproduction of this material is
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