AirAsia was initially launched in 1996 as a full-service regional airline offering slightly cheaper fares than its main competitors. Unable to stimulate the market or attract enough passengers‚ the company was beset with major financial troubles. In 2001‚ Tony Fernandes reinvented the airline to model Southwestern’s no-frills/low cost design and with only three B737 aircrafts was able to quickly create one of the most profitable airlines in the world. Economies of Scale – Economies of scale exist
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Apple’s market entry into India As one of the so-called BRIC nations‚ India belongs to one of the fastest growing economies in the world. With almost one billion inhabitants and an increasingly wealthy middle class‚ the country has been showing growing importance in the cell phone market. The increasing demand for both‚ low-cost and high-end cell phones underlines the fact that India has become the fastest growing mobile and telecommunication market in the world. Logically‚ the country represented
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Group Members: |Issuer | |ANBALAGAN A/L SUBRAMANIAM |Local Fund Investors | |TEH GUAN HONG |GOPALAN NAGAPA | |TANG KIN HENG |FALIQ RIZAL BIN MADZRI | |MOHD NIZAM BIN MOHD ARSHAD
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light on other globalization issues such as market entry strategy‚ localization vs. standardization‚ the effect of regulation changes on the competitive landscape‚ and firm performance. Learning Objective: (Taken From Harvard’s site) To address competitive advantage and its sources (differentiation and cost leadership); debate standardization and localization in international expansion and strategy formation--the fit between firm strategies and external environments; provide students with a basic
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Value Chain Analysis of AirAsia The value chain analysis is used to evaluate the value of each particular functional activity that is added to the organisation’s products or services as seen in Diagram 1 [pic] a) Logistics This involves all areas of receiving‚ storing of inputs when producing outputs. So far‚ AirAsia only operates on a single type of aircraft‚ the Boeing 737-300. Based on a report published by Aero Connections in 2004‚ that particular model was the best selling commercial
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Case 1: Citibank Indonesia 1. Citibank’s budgeting process is based on a bottom-up method. It is not compromised of specific goals to be attained by individual operating units‚ but is composed for the corporation as a whole. Citibank was aiming for long-term goals‚ which call for profit growth of 12-15% per year‚ 1.25% return on assets‚ and 20% return on equity. These standards are set for the entire company‚ and individual sectors‚ such as international branches‚ usually set their own higher goals
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GARUDA INDONESIA I. AREAS FOR CONSIDERATION (SWOT ANALYSIS) A. STRENGTHS: 1. Low cost manufacturing capabilities 2. Technological know-how 3. Proprietary technology / superior technological skills 4. Superior intellectual capital 5. Better product quality 6. Market share leadership 7. Strong financial condition 8. An attractive customer base 9. Product Innovation skills 10. An attractive customer base
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Decolonization in Indonesia Reynaldi Gunawan Grade 12 Indonesia started their decolonization process at 1820. It took them about 130 years to successfully decolonized themselves from the Dutch‚ which happened in 1950. They Dutch already colonized Indonesia even way before 1820‚ but Indonesia started the struggle in the year 1820. Even though Indonesia gained independence in 1945‚ they haven’t get rid of the Dutch until 1950‚ so the process of decolonization ended at 1950 instead of 1945. It
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Indonesia is the largest economy of the South East Asian region. Previously considered a developing economy‚ Indonesia is now categorised an emerging economy due to its strong growth performance‚ prospects and shift from an agricultural based economy to a newly industrialised one. Despite it’s increasing economic growth rate of 6.2% in 2012‚ Indonesia still suffers from a relatively low level of economic development‚ as indicated by the HDI of 0.629 which is below 120 other economies. Mostly‚ this
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PT. POS INDONESIA (A) Mr Alinafiah‚ MBA‚ dan hanya diangkat ke posisi tertinggi PT. Pos Indonesia‚ duduk diam dan berpikir secara mendalam di kantor besar di lantai tiga PT. Pos Indonesia Head Office‚ J1.Banda No 30‚ Bandung‚ Indonesia. Dia terkejut dengan angka di depannya yang menjadi penyebab banyak perhatian akan kondisi perusahaan saat ini. Dia telah memulai karirnya di PT. Pos Indonesia dari bawah dan sebelumnya ia hanya dapat menganalisis kondisi perusahaan tapi tidak bisa berbuat banyak
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