cents. AirAsia was known to have a first low fare in Asia. With in seven months of operation they all repaid all its debts. AirAsia earn $8 million of profits on sales of $66 million. AirAsia now can accommodate 20 cities with as low as $16 from kuala lumpur to senang. They are keeping prices low of maintain. Their regular fee from different cities. One of the competitor is valuair stated by a former SIA pioneer‚ 71 year old chin beng lim. II – Statement of the Problem Finding a way to develop
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The company is currently implementing the hub-and-spoke network which considers Kuala Lumpur as the hub in the network. The increase in Low-cost carriers (LCC) has led to MAS changing some of its strategies‚ and in Business Turnaround Plan (BTP) 2 it was clear that the company is targeting to become a Five Star Value Carrier (FSVC). Current Business Model and recent Strategies The main hub of MAS is in Kuala Lumpur while it has recently announced its selection of Kota Kinabalu as its eastern
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Outcome of the decision Developing Airline of the Year 2003 by Airfinance Journal 2012 ATW Value Airline of the Year Strategic decision 2 – AirAsia X (Long Haul) Global strategy-International expansion Formed in 2007 An associate company that offers long-haul services from Kuala Lumpur to Australia‚ China‚ France‚ India‚ Iran‚ Japan‚ New Zealand‚ South Korea‚ Taiwan‚ and the United Kingdom. Strategic decision 2 – AirAsia X (Long Haul) Quality of the decision Overall
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Background of Tony Fernandes Tony Fernandes was born on 30 April 1964 in Kuala Lumpur to an Indian father who was originally from Chennai‚ India and a Christian Eurasian mother of mixed Portuguese and Malaccan descent. He was educated at Epsom College from 1977 to 1983 and graduated from London School of Economics in 1987. He had worked briefly with Virgin Atlantic as a Financial Controller. He was also the youngest CEO to lead the Warner Music Records (Malaysia) before deciding to set up Tune Air
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AKNOWLEDGEMENT First and foremost‚ I would like to express in depth gratitude to AirAsia Berhad for giving me an opportunity to become one of their team member. I am very glad and proud to be one of the team members in Ground Support Equipment Department. I would like to dedicate my most sincere gratitude to host supervisor Mr. Faisal Riza B. Adnan for opportunities given‚ unceasing patience‚ guidance‚ priceless knowledge and supports given to me during the internship. I would also like to express
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Airports MALAYSIA October 1‚ 2012 Malaysia Airports Holdings MAHB MK / MAHB.KL Current RM5.56 RM6.75 RM5.90 21.4% Conviction COMPANY NOTE SHORT TERM (3 MTH) LONG TERM Market Cap Avg Daily Turnover Free Float Target Previous Target Up/downside US$2‚199m RM6‚728m US$0.75m RM2.34m 29.0% 1‚210 m shares Notes from the Field Flying with the winged Lion Malindo Airways’ unexpected entry into Malaysian skies is a positive surprise and will benefit MAHB by boosting
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CASE 10 TURNING AROUND MALAYSIA AIRLINES MARIATI NORHASHIMa* ALI SHAH HASHIMb MOHD HANIF MOHD HELMIc ABSTRACT Malaysian Airlines (MAS)‚ a government owned airline monopoly in Malaysia‚ was privatised in 1994 through the sale of Bank Negara Malaysia’s 32% controlling stake to Tajudin Ramli through Naluri Berhad. MAS posted profits in the first three years after privatisation‚ but in 1998‚ amidst the Asian financial crisis‚ the airline faced substantial losses. MAS incurred a debt of RM9
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PP16832/01/2013 (031128) Malaysia Sector Update 5 April 2013 Aviation Overweight (from Neutral) Cautiously Optimistic BUY with caution. The aviation sector has underperformed the KLCI in 2012 due to depressed earnings‚ escalating fuel prices and regulatory uncertainty. The sector has de-rated with an average decline of 27.6% in 2012. 2013-YTD however saw our top pick‚ MAHB gaining 15% while the airlines are both up modestly with 6% rise in share prices. We are now Overweight
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FINANCIAL crisis In the year 2005‚ Malaysia Airlines reported a loss of RM1.3 billion. Revenue for the financial period was up by 10.3% or RM826.9 million‚ compared to the same period for 2004‚ driven by a 10.2% growth in passenger traffic. International passenger revenue increased by RM457.6 million or 8.4%‚ to RM5.9 billion‚ while cargo revenue decreased by RM64.1 million or 4.2%‚ to RM1.5 billion. Costs increased by 28.8% or RM2.3 billion‚ amounting to a total of RM 10.3 billion‚ primarily due
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Attractive ticket price With the average fare being 40-60% lower than its full-service competitor‚ AirAsia has been able to achieve strong market stimulation in the domestic Malaysia air market (Thomas 2003). For instance‚ the fare for the trip from Kuala Lumpur to Penang on AirAsia starts from 39 ringgit. Comparing to trip by bus charge 40 ringgit and 80 ringgit by car. The effect of attractive low fare is more travelers switching from bus to air‚ similar case as Ryanair in Europe. Good Management Team
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