1. Introduction In this report‚ i’m selected AirAsia Berhad. The objectives and scope of this report was included conduct an analysis of industry environment and organisation capability. Besides that‚ there were also included sources of competitive advantage and the ways were used to sustain these competitive advantages. 2. Brief description of the Company Core business of AirAsia Berhad is broken travel norms around the globe and has risen to become the world best. Route
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The Marketing Plan for Hong Kong Express Course: Higher Diploma in Marketing Management Code: BA124026 Class: 1B Student names: Lau Cheuk Yee (130746216) Fan Wan Sheung (130046771) Ng Yu Heung (130037055) Shum Lai Ping (130752340) Mok Ka Ki (130227164) Content Executive Summary .p.3 Situation Analysis Company and product / brand background p.4 Customers’ needs‚ target markets p.5 SWOT analysis p.6 Marketing Objectives p.10 Marketing
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courteous‚ hassle-free travel experience. IndiGo’s On Time Performance is one of the best in India. IndiGo’s Technical Dispatch Reliability is 99.91% making it the airline with the least number of cancellations in India. With its fleet of 66 new Airbus A320 aircraft‚ the airline offers 422 daily flights connecting 33 destinations - Agartala‚ Ahmedabad‚ Bangkok‚ Bengaluru‚ Bhubaneswar‚Coimbatore‚ Chennai‚ Delhi‚ Dibrugarh‚ Dubai‚ Goa‚ Guwahati‚ Hyderabad‚ Imphal‚Indore‚ Jaipur‚ Jammu‚ Kathmandu‚ Kochi
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customers. Valuair‚ being the sister company of Jetstar Asia‚ provides value-for-money passenger and cargo flight services out of Singapore. Valuair begun operations in May 2004 and currently flies to Bangkok‚ Jakarta and Surabaya on its brand new A320’s. Tiger Airways took to the air on September 15‚
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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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international services to Dubai‚ Abu Dhabi‚ Sharjah‚ Muscat‚ Istanbul and Manchester. Its main base is Jinnah International Airport‚ Karachi. History The airline was established in 2003 and started operations on 18 June 2004 with three leased Airbus A320-200 aircraft servingKarachi–Lahore and Karachi–Islamabad with three daily flights in each direction.[4] The airline was inaugurated by the then Prime Minister of Pakistan.[citation needed] During the first year the airline became very popular‚[5] which
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INTRODUCTION Company Background . AirAsia Berhad was established in 1993 and started operations on 18 November 1996. On December 2‚ 2001‚ the heavily-indebted airline was purchased by former Time Warner executive 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
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AF2110 Management Accounting 1 Kingfisher Airline Revival Plan Group 8 CONTENTS 1) Introduction 3-4 2) Decision Analysis Buy or lease decision Aircraft configuration decision Pricing decision 4-7 3) Cost Analysis Variable cost Commission expense Fuel cost Employee cost Fixed cost Aircraft leasing cost and depreciation Landing and navigation cost Interest expense 7-9 4) Other Recommendation Transform into low fixed cost structure Lowering the currency
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first service into China on December 16‚ 2009 (BusinessWeek‚ 2009). After that‚ it will offer new destination in India. Moreover‚ with 3 additional A320 aircrafts‚ it will expand its current capacity by 46 per cent by launching twice daily services on the Singapore-Phuket route. - One type of aircraft: Thanks to exploiting one type of aircraft - Airbus A320- Jetstar Asia Airways can save cost of fuel consumption‚ cost of maintaining other aircrafts and reduce cost of staff training‚ leading to lower
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000 domestic passengers‚ up 12.8 per cent on January 2007‚ and 149‚000 international passengers‚ up 65.7 per cent in the previous corresponding month. Jetstar’s domestic and international network is supported by an existing narrow-body fleet of 26 A320s and the future introduction of an initial three Airbus A321s. The airline currently operates six Airbus A330-200s serving eight international long-haul markets to Asia and the Asia Pacific. Jetstar has made no secret of its intentions to
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