Leadership Analysis of Antony Fernandes, CEO of AirAsia

Qantas Airways is the major airline carrier in Australia and is the leading airline not just in Australia but the whole world. Qantas is a major airline known all around the world that delivers to their customers and wants to constantly improve their performance. Qantas has been a major developer in the airline business since they were founded in 1920. They have had some major success within the business for over ninety years, however, over the past ten years they have experienced some major challenges which have put the business and leadership of CEO Allan Joyce into question. This report outlines the challenges they have faced in they have faced in the post maturity stage in the business life cycle which include the 2011 Qantas Industrial Disputes and the 2013/14 Qantas loss of profit, how they have been able to overcome those challenges and influences, both internal and external.

AirAsia had played the game very well and had ambitious growth plans to keep ahead of the pack. Time would tell if Fernandes and his team could maintain the company 's position as Asia 's -or perhaps the globe 's -most successful budget airline.

The purpose of my assignment has been done in terms of strategic analysis, its formulation and implementation of Ryanair organization. The assignment is developed by three parts which includes variety of questions in the each part.

The following essay critiques the performance of management at Qantas during the industrial action of 2012, and the power and conflict issues that arose during the dispute. In particular, the essay focuses on the management style of CEO Alan Joyce, and whether or not Qantas can recover from the crisis with Joyce at the helm.

The airline industry has some current undergone radical changes in which how he operates. This fact makes it impervious that each airline challenges to find those personalities on which

The British Airways case study was a very interesting case to read. It proves that not all people can be leaders, especially the chairman, board and chief executives of British European Airways (BEA) and British Overseas Airways Corporation (BOAC.) According to the case study of British Airways, the life at the “old” British Airways was “bloody awful” (Changing the Culture of British Airways, 1990, p. 1).

You will investigate the British Airways and provide a personal, but informed, view of the company. The assignment will give you the opportunity to apply your understanding of the Business Environment to the analysis of an international business from a range of different perspectives: considering how businesses set their objectives, influence their stakeholders, control their costs and fix their prices within the context of a particular national environment (the UK). The submission should be suitable for publishing in a specialist ‘business’ magazine.

In recent years Qantas is going through a significant transformation plan. It is known that in present scenario the global market is changing significantly and thus it has been critical for various business units to understand the need of change in present organisational structure (Centreforaviation.com, 2014). There are various strategies that need to be implemented by a business unit in order to be competent in the industry. It was evident that the global forces had imposed various challenges for Qantas and as the prices of oil increased significantly, it also affected the Australian dollars. A profound impact of globalisation was seen on Qantas’ competitive situation and thus they had to implement various strategies in order to restore the competitive position of the organisation (Freed, 2014).

Paanu is a contract research organization which provides development services to medical device pharmaceuticals and biotech industries. Thus, Paanu aspires to provide safety and efficacy of vendor’s products. This vision plays an important role in the day-to-day operation of Paanu. Quality Assurance (QA) department plays a dominant role in day-to-day operations of the organization to drive the organization on its missionary path of ensuring safe an effective products.

The research question in the title of this extended essay focuses on “Should Cambodia Angkor Air change their marketing strategies to increase their market share of flights between Siem Reap and Guangzhou?” Due to the recent development in the Chinese tourism market there has also been a growth in Cambodia’s aviation market . Cambodia Angkor Air is the nation’s flag carrier and has also started expanding into the market segment of flights between Cambodia and China. Currently they are not the market leader of this flight route, this could be because the marketing strategies of the airlines might not be appropriate for the clientele.

In the year 2001, Dato’Sri Tony Fernandes and Dota Kamarudin Meranun had bought over Air asia for RM 1.00 with a RM 40 million debt. Airasia has been expanding rapidly ever since and become the leader of low cost airline in Asia and the pioneer of low cost. Airasia continues to expand worldwide through the innovation, efficient, passionate and right strategy.

These examples allowed Fernandes to become closer with his staffs as he could directly know about their satisfactions, concerns, and many more. The second and third factors are suppliers and marketing intermediaries. For example, the company joined with authorized travel agents (marketing services agencies), to serve the customers who were having difficulty booking their flights over the Internet. Also, customers who wanted to pay their tickets in cash were able to do so at any Alliance Bank branch in Malaysia (financial intermediaries). The fourth factor is competitor. AirAsia gained strategic advantage by positioning its offerings against competitors' offerings. It was the first to

The typical organizational structure of this airline is separated by sales and flight operation, and there is also participation of and communication between the heads of both

Daft (1997) states that failure to do so may result in unsatisfied stakeholders withdrawing their support, leading to serious implications for the organization.

Air Asia is a Malaysian economic airline acquired by Tune Group in 2001. Before acquisition it was underperforming, but Shuk-Ching Poon and Waring (2010) state that in 2006 the airline company had a fleet of 35 Boeing and Airbus aircraft. The major success of the company is due to the low-cost carrier (LCC) business model. Major features of this business model include low service, point to point mode of travel, heavy utilisation of aircraft, ticketless reservation and flexibility in staff services. The airline company has carried 45.6 million passengers across 199 routes to 98 destinations across 17 countries (AirAsia Berhad, 2014). Furthermore, the various other services offered include flight bookings, low fair finder, customised travel, travel insurance and premium membership options (AirAsia.com, 2016a). The main market of Air Asia is in Malaysia, the market share in Malaysia is 46%, 19% in Thailand, 11% in Indonesia and 1% India (AirAsia Berhad, 2014). According to CAPA (2016a) the major competitors of Air Asia include Malindo Air, Cebu Pacific, Thai Lion Air and Thai VietJet. Furthermore, AirAsia Berhad (2014) show that the company has operations in countries such as Mauritius, Malaysia, Phillipines and India. This essay will briefly describe the profit and revenue situation of AirAsia, and then it will analyse the effect of the external environment factors. Finally a recommendation is provided to reduce the effect of such