E-Commerce in AIR ASIA 11 3.2 Benefits of E-commerce to Air Asia 12 4 Data Management 13 5 Organizational ISs 15 6 Enterprise Systems 17 7 Management Decision Support 19 8 IT/IS for Competitive Advantage 20 8.1 Porter’s 5 Forces 20 8.2 Value Chain Analysis 20 8.3 Competitive Advantages using IT/IS 21 9 Recommendation and Conclusion 22 REFERENCES 23 APPENDIX A: AirAsia’s Marketing Strategy 24 APPENDIX B: Potential Suggestion for AirAsia 27 Organization – AirAsia 1 Overview Air Asia
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SWOT : AIR ASIA Strengths 1. low cost operation 2. target mass customers 3. efficiency workforce 4. Staffs have multi skill to do their job. 5. single type fleet to service the customer‚ it easies to maintenance. 6. lowest fare more than others. 7. Sell the ticket direct to the customer. Weakness 1. Limited service to the customer. 2. charge every things except the ticket 3. A lot of competitor. 4. Brand positioning lower than other brand. 5
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Air Asia A. Introduction 1. Objective and scope This paper will analyze the internal and external environment of Air Asia and will look into how it uses Management Information System ( MIS )‚ specifically its online reservation system to gain competitive advantage. And also discuss why and how important is MIS to Air Asia in running its business. 2. The Important of MIS Low Cost Carriers (LCC) business model is based on no frills service. This means that cost savings is a critical success factor
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Ryanair emphasize those strategies in order to differentiate themselves from a large number of low-cost providers in their highly competitive and relatively saturated American and European markets‚ respectively. On the other hand‚ AirAsia is an imitator in a market with limited competition and growing demand from a previously nonexistent market segment. AirAsia chose to be centered on cost leadership. According to Porter’s generic strategies (1985)‚ one of the generic strategies is the cost leadership
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to build the strategic and operation management of airlines‚ and help to build the future airlines successfully. The emergence of the Internet in the mid1990s as well as the development of Intranets and Extranets forced airlines to refocus their strategy on technological innovations in order to enhance their competitiveness. (Buhalis 2004). AirAsia believes in the low fare business concept and feels that keeping cost low requires high efficiency. The major threat and challenges which AirAsia is facing
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Thesis statement: Air Asia flew 33.8 people in 2012. Body: I. More than 1 million of passengers have used the service by Air Asia. A. The passengers increased to 13 per cent for Air Asia Airplanes in year 2011. B. The percentages for load factor remain the same since last year. II. 22 new aircraft was added with Air Asia affiliates. A. Air Asia’s affiliates include Malaysia AirAsia‚ Thai AirAsia and Indonesia AirAsia. B. The increasing of passenger is to add
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to passenger traffic. Further strengthening its ASEAN network‚ the Group in December 2010 signed an agreement to establish a Philippine-based low-cost affiliate‚ which is expected to be operational by end 2011. The quest to democratise air travel began when Tune Air Sdn. Bhd. – founded in 2001 by Dato’ Sri Dr. Tony Fernandes‚ Dato’ Pahamin Ab. Rajab‚ Dato’ Kamarudin Meranun and Dato’ Aziz Bakar - bought over the loss-making‚ debt-riddled AirAsia from HI COM Holdings Berhad (now DRB-HICOM Berhad) for
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Links: below). Air Asia is currently the largest and the most successful budget airline in the whole of Southeast Asia‚ pioneered by Malaysian entrepreneur Tony Fernandes. He privately bought Air Asia‚ then an ailing government-linked airline and turned it around as a no-frills budget airline until it was profitable and publicly listed. Possibly the only
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Tony Fernandes’s company Tune Air Sdn Bhd for the token sum of one ringgit. Fernandes proceeded to engineer a remarkable turnaround‚ turning a profit in 2002 and launching new routes from its hub in Kuala Lumpur International Airport at breakneck speed‚ undercutting former monopoly operator Malaysia Airlines with promotional fares as low as RM1 (US $0.27). AirAsia has been expanding rapidly since 2001‚ to become an award winning and the largest low cost carrier in Asia. Organization A new budget
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AIR ASIA Executive Summary Strategic management has played a key role in the success of many business organizations in the world including airlines and Air Asia is no exception. Commencing in 1996‚ within fifteen years‚ Air Asia managed to expand its operations into another ten countries. In addition‚ through its associate company AsiaX‚ it launched long-haul low-cost air services from Malaysia to Australia and the United Kingdom. This paper will look at the award winning Malaysian low cost carrier-
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