for everyone. Since 2001 AirAsia has risen to become the world’s best LCC‚ with a very large route network. AirAsia continues to pave the way for low cost flights through its innovative business selections. Vision: To be the largest low cost airline in Asia. Mission: 1- To be the best company to work for where employees are treated as a part of a big family. 2- Create a globally recognized brand. 3- Achieve the lowest cost so that everyone can fly with AirAsia. Values: 1- Safety
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Gim Chuan Marcus (J0704245) Name of Tutor (T01) XXX BUS 488 Strategy - T01 Question 1 AirAsia‚ which is one of the earliest low cost carriers (LCC) in Asia‚ has become a LCC since 2001. So far‚ it has expanded its network from Malaysia to Thailand to Singapore‚ Macau and even the Mainland China in 2006. In short‚ AirAsia “jumped out” from an intra-Malaysia and Thailand market to a “real AirAsia” in the continent. Thus‚ what are the possible core competencies to ensure that there is quantum
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objectives before setting a price‚ the company must decide on its strategy for the product. If the company has selected its target market and positioning carefully‚ then its marketing mix strategy‚ including price‚ will be fairly straightforward. AirAsia is introduced as Asia’s first low-fare‚ no-frills airline in 2002‚ according to its tagline “ now everyone can fly”‚ this positioning required charging a low price. Besides‚ marketing mix strategy which is price is only one of the marketing mix
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capabilities (i.e. cost and efficiency optimization/utilization) as a low-cost carrier (LCC) airline. Analysis The airline industry as a whole is quite competitive with multiple players and various elements effecting the industry environment. AirAsia has developed a specific set of resources and core competencies that it has exploited in order to become the leading short-haul LCC in South East Asia. AirAsia’s strategy employs cost and efficiency optimization by utilizing its key resources; thus
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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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has captured a lot of benefit from globalization‚ and AIRASIA is one of the most successful companies in the air industry. AIRASIA was founded by a government owned organization DRB-Hicom in 1993 and started operation on 18 November. However‚ it was not successful and fallen in heavily-indebted until the end of 2001 when AIRASIA was purchased by Tune Air Sdn Bhd for the token sum of one ringgit. With promotional fares low as RM1 (US $0.27)‚ AIRASIA has turned profit in 2002‚ and since that time it became
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International Business & Economics Research Journal – December 2005 Volume 4‚ Number 12 AirAsia In The Malaysian Domestic Airline Market: Empirical Analysis Of Strategy Mok Kim Man‚ (Email: mkimman@ums.edu.my)‚Universiti Malaysia - Sabah‚ Malaysia Jainurin Bin Justine‚ (Email: Jainurin@ums.edu.my)‚ Universiti Malaysia - Sabah‚ Malaysia ABSTRACT This paper will examine the results of the strategic actions of AirAsia in the Malaysian domestic airline market. Firstly‚ the paper will provide a general
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Background AirAsia is one of the award winning and largest low fare airlines in the Asia expanding rapidly since 2001. With a fleet of 72 aircrafts‚ AirAsia flies to over 61 domestic and international destinations with 108 routes‚ and operates over 400 flights daily from hubs located in Malaysia‚ Thailand‚ and Indonesia. Today‚ AirAsia has flown over 55 million guests across the region and continues to create more extensive route network through its associate companies. AirAsia believes in the
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Marketing Strategy Air Asia’s quirky means of promotion has certainly helped make the airline a household name. Yet‚ barely eight years ago when it began operations‚ Air Asia had just two planes and a host of obstacles - Sars and the Sept 11 terrorist attacks included that preventing it from taking off. Today‚ the Malaysia-based budget airline boasts a fleet of 80 aircraft that ply over 122 routes‚ with 480 flights to more than 65 destinations daily. Group CEO Tony Fernandes has been
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Introduction An analysis of the External Environment would be done so as to facilitate a direct comparison between the generic elements where AirAsia has been founded in. The report then would delve into an internal analysis whereby the Porter’s 5 Forces would reiterate the direct forces that would affect the Airline Industry and subsequently‚ AirAsia itself. The capabilities and core competencies of the firm would be explained in greater detail towards the latter part of the report before a series
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