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Strategic analysis -Air asia case study
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- 1. Page 1 Microeconomics & Strategy Case study: AirAsia
- 2. Page 2 Contents Microeconomics and Strategy Market structure and industry analysis
- 3. Page 3 Airasia: An overview • Vision: To be the largest low cost airline in Asia • Strategy: – Safety First – High Aircraft Utilization – Low Fare, No Frills – Streamline Operations – Lean Distribution System – Point to Point Network • Business Model: Low-cost-carrier
- 4. Page 4 PEST analysis: AirAsia http://www.free-management-ebooks.com/dldebk-pdf/fme-pestle-analysis.pdf Macro-environment
- 5. Page 5 PEST analysis: AirAsia http://www.free-management-ebooks.com/dldebk-pdf/fme-pestle-analysis.pdf • Bilateral agreement • Landing charges • Threat of terrorism • Competition • Current recession • Oil prices • Customers’ reluctance to enter cheap airline with long flights • Increasing world's population, tourists and number of educated people - Online service that combines air ticketing with hotel bookings, car hire and travel insurance/GO Holiday - Upgrade the planes
- 6. Page 6 Porter’s Five Forces: AirAsia The market – competitors The organisation Figure 2.1 Exploring Strategy, Scholes et al Potential entrants Threat of entry Buyers Bargaining power Substitutes Threat of substitutes Suppliers Bargaining power micro-environment
- 7. Page 7 Porter’s Five Forces: AirAsia The market – competitors The organisation -Rivalry with competition – high Figure 2.1 Exploring Strategy, Scholes et al Potential entrants: High Threat of entry Buyers: High Bargaining power - Offer cheaper flights with better quality compared to similar competitors Substitutes: moderate Threat of substitutes Suppliers : moderate -All airlines seem to have same two options – Airbus or Boeing -Airasia order Airbus form of airplane so benefits of airbus will be influenced by airaisa -High capital to set up new airlines -Brand awareness (to create brand loyalty by making huge investments to establish their reputation) -The government legislation to get new routes (Air Asia has always been close to the governments in South Asia) -Government policy limited the New entrants so AirAsia is settled Bargaining power -Depends on the distance to travel and the price -Once customers fly with airasia, they may choose again even with shorter distance and a little bit higher price
- 8. Page 8 Porter’s Five Forces: AirAsia and now • Potential entrants – Now less threat because more tourists/educated people are willing to pay for cheap flights with guarantee of safety/less luxury • Most busiest routs – Airasia shouldn’t compete with national routes but international routes – Example: flights from Japan to the USA
- 9. Page 9 References • https://www.ukessays.com/essays/marketing/pest-and-swot- analysis-of-airasias-international-business-operations-marketing- essay.php • http://www.slideshare.net/mariammana/task2-tc644mariam- afsharp67787 • http://centreforaviation.com/analysis/airasia-x-long-haul-low-cost- service-to-the-us-will-provide-an-important-test-for-the-asian-model- 218201
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AirAsia X: Can the Low Cost Model Go Long Haul Harvard Case Solution & Analysis
Home >> Operations Management Case Studies >> AirAsia X: Can the Low Cost Model Go Long Haul
By 2007, AirAsia has become one of the most successful low cost airlines in the world. Having conquered the South-East Asia, and China and India have entered, AirAsia was ready to strengthen its position as one of the leading budget airlines and one of the most consistently profitable in the world. But the company's founder, Tony Fernandes had big plans. From the start in 2001, Fernandez plans to offer long service distance to compete with the largest and most reputable airlines in the world. Still, his advisers urged him to focus on the regional, short and medium-distance service. With many successes under his belt, Fernandez was again ready to settle long term. Despite persistent calls from industry insiders that the low cost long-haul flights will never be profitable, Fernandez pushed forward with a. Hiring a 36-year Azran Osman-Rani, as the new CEO for the company long distance, known as X, was an important step in this process. First flight of X in Australia in November 2007. In early 2010, X received its eleventh plane and flew to 15 destinations on three continents. However, over time, significant differences between long-term and short-haul service requirements have become more apparent. Consequently, the management decided to formally separate from AirAsia X. This separation, and the inherent problems for X and the newly appointed head of commercial operations, Darren Wright included: (1) how best to use a wide network of regional AirAsia's sister company in the selection of new and profitable directions for X, (2) how to increase revenue without raising prices tickets, (3) how best to position the brand globally airlines in non-Asian markets, (4) moving the mentality of its marketing team from the start thinking, and (5) how to prepare for a global initial public offering in the next 12 months. "Hide by Thomas Lawton, Jonathan P. Doh, Andreas Schotter, Ben Forrey Source: Richard Ivey School of Business Foundation 22 pages . Publication Date: February 17, 2012. Prod. #: W12704-PDF-ENG
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