Air Asia-Marketing Plan

770 Words Feb 28th, 2013 4 Pages
Executive Summary
Strategic management has played a key role in the success of many business organizations in the world including airlines and Air Asia is no exception. Commencing in 1996, within fifteen years, Air Asia managed to expand its operations into another ten countries. In addition, through its associate company AsiaX, it launched long-haul low-cost air services from Malaysia to Australia and the United Kingdom. This paper will look at the award winning Malaysian low cost carrier- Air Asia’s by analyzing its strengths and weaknesses using strategic tools such as PEST analysis, Michael Porters Generic strategies, SWOT matrix analysis, Porter’s Force Model Competitive Forces Model, BCG Matrix , Internal and External
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Air Asia later started a Thai subsidiary, added Singapore itself to the destination list, and commenced flights to Indonesia. Flights to Macau started in June 2004, while flights to Mainland China (Xiamen) and the Philippines (Manila) started in April 2005. Flights to Vietnam and Cambodia followed later in 2005 and to Brunei and Myanmar in 2006, the latter by Thai Air Asia. On August 2006, Air Asia took over Malaysia Airlines 's Rural Air Service routes in Sabah and Sarawak , operating under the Fly Asian X press brand, the routes were subsequently returned back to MAS wings a year later citing commercial reasons. Air Asia has further enhanced its presence in Asia by strengthening and enhancing its route network by connecting all the existing cities in the region and expanding further into Indochina, Indonesia, China and India. With the increased frequency and addition of new routes, Air Asia expects passenger volume to grow further.
2.2 Vision, mission , values ,goals, objectives and strategies
Air Asia’s vision is to be the largest low cost airline in Asia serving the 3 billion people who are currently underserved due to poor connectivity and high fares and it aspires to be a the leading low-cost carrier in the Asian region that offers five-star service with 95% of on-time performance.
At the same time, it objectives is to promote Malaysian hospitality and the local food. In addition to charging lowest fares and focusing on customers, it also

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