Introduction Tiger Airways is a company that based in Singapore‚ which founded in 2003 and started operations after the half passed of 2004. Tiger Airways is the subsidiary company of Singapore Airlines and it was the first Budget airline that went into Changi Airport (Changiairport.com‚ 2014). Within two years of operation‚ Tiger Airways has successfully flews 1.2 millions of passengers and achieve a major growth of 75% in 2006. Followed by‚ the business then expanded into Australia in 2007 and
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started out as a Malaysian government-controlled‚ full-service regional airline that offered slightly lower fares than its number-one competitor‚ Malaysia Airlines (“MAS”). In December 2001‚ private entrepreneur Tony Fernandes took over the debt-ridden airline for the symbolic sum of US$0.26. Despite the air-travel downturn following the 11 September 2001 terrorist attacks‚ Fernandes believed that the timing for entering the airline market was just right‚ as aircraft leasing costs had dropped sharply
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XinlanLi310064295; ShuyiWang311121136; WentingHe311145744 ACCT6003 Group Assignment Qantas Airways and Singapore Airlines Content I. 1. 2. Business Strategy Analysis Five forces Analysis of Airline Industry Company Strategy Analysis II. III. 1. 2. 3. 4. 5. Accounting Analysis Financial Analysis Return On Equity – ROE Return On Assets – ROA Profit Margin – PM Asset Turnover – ATO Debt-to-Equity Ratio – D/E Ratio IV. V. VI. Market Analysis Conclusion Appendix VII. Reference
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whether the aviation companies or organisation in Singapore are ready to tackle the issues caused by pandemics. a. Risks and impacts Risks of Pandemics The occurrence of a pandemic is unpredictable‚ no one knows where or when will it happen. For example‚ a pandemic such as the Ebola Virus Disease (EVD) that is currently occurring in African countries such as Sierra Leone‚ Liberia and Guinea will certainly increase the risk of the virus spreading into Singapore as many people will be exposed to it if they
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allow business organization to better anticipate and match customer needs and desire. As long as people are doing the buying‚ people will be involved in selling. Customer relationship management tools have been shown to help companies attain these objectives:[3] • Streamlined sales and marketing processes • Higher sales productivity • Added cross-selling and up-selling opportunities • Improved customer service‚ loyalty‚ and retention • Increased call center efficiency • Higher close rates • Better
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AirAsia Airline 1. Asia’s Middle Class Growth Low cost airlines are expected to have greater potential in Asia as there are many Asian cities with a population above one million people each as well as a rising middle class population. This growth of middle class in Asia provides a huge market potential for AirAsia to grow. However‚ as the market is expanding further‚ more airlines or even new comers would like to get a piece of the action. For example‚ it is estimated that Budget Airlines will
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(SIA) competitiveness in a rapidly changing industry‚’ said Loh Meng See‚ the airline senior vice-president for human resources. With the financial year for 2003 starting off on a bad note‚ the further detrimental effects of the SARS crisis has forced Singapore Airlines to do what was necessary‚ to adapt to the environment and change in order to keep up and stay afloat. http://resources.bnet.com/topic/sars+and+singapore+airlines.html http://english.people.com.cn/200306/19/eng20030619_118550.shtml
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Singapore Airlines is one of the key players globally within the airline industry. It has employed a set of core strategies which seek to combine excellent customer service with high rates of profitability. Using the SWOT analysis tool defined by Jobber (2001) it is a useful task to look at SIA’s competitive strengths that contribute to increasing shareholders value. As mentioned above the high quality of its customer service is one of the strengths of SIA and its brand image of ‘Singapore Girl’
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MAS history have it ever tried to improve its business dealings and activities. The Malaysia Airline System (MAS) reported a loss of over RM1.3 billion for the Financial Year 2005. It was unacceptable to many parties such as the stakeholders and the government especially the announcement was made at the same time as some of MAS regional competitors reported strong profits in the same year. The airlines was expected to cut up to 5‚000 jobs and spend a maximum of 850 million ringgit (US$236 million)
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rich history of Malaysia Airlines as the flight carrier of Malaysia began back in the year 1937 when it was first incorporated under the name Malayan Airways Limited (MAL). As according to USAtoday.com‚ the first commercial flight of the company as the national airline of Malayan was in April‚ 1947 serving the routes between Penang‚ Malayan‚ and Singapore. With the formation of Malaysia in the year 1963‚ Malayan Airways Limited then changed its name to Malaysia Airlines Limited in the same year.
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