Tony Fernandes

In the local region, Qantas managed to outweigh its competitor by gaining a toll of 65% compared to its competitor. Evidently this shows Qantas is the number one preferred airlines compared to other competitor airlines like Virgin, Tiger Airways and Emirates airlines. However the situation is not the same in South East Asian region as Qantas only managed to obtain about 15% of market share compared to likes of Air Asia who leads the market share with 60% in this region. Conversely, this is not a concern for the airlines as the airlines managed to generate revenue of 5 billion dollars, with a predicted passenger growth of 4.9% which is equivalent to 2.9 billion passengers by 2034.

As the new president of the airline, Stephen’s first concern is to create a financially solid company since it is a common presumption for airline industries that maintenance costs rise with the age of aircrafts.

The first thing i learned about Tony was his family life. Tony is a 16 year old kid whos was born on December 24th 1999 in Mcgee hospital He prestenly lives in Irwin, PA in a ranch home by West Hempfield Elementary. He has a 13 year old brother Shawn. He likes to pick

The Airline industry today offers services to nearly every place of the globe. The following economic factors that include consumer behaviour, currency rate, purchasing power of consumers, oil price plus the inflation plays key role in deriving the country’s economy. According to (Macmillan & Tampoe 2000), Airline industry itself is a leading economic force in terms of both its effects on associated industries for example aircraft manufacturing, operations and tourism. In this regard, this paper discusses the economic factors that affect the decision, the board of Air Asia needs to consider before acquiring 10 units of Air Bus model A350-1000 to increase its fleet of long haul airplanes.

While it is difficult, to some extent, to evaluate the success of a merger that is only just now entering its final implementation phases, it is known that the objective of that merger was to use the larger route network to attract more business, and that the combined airline would also extract cost savings as the result of increased operational efficiency. The airline had struggled in 2009, with its sales declining, but it recovered in 2010 and 2011. Sales last year were $33.678 billion, up from $21.068 billion the year before. In the past two years, the company has turned a profit, going from $253 million in net income in FY2010 to $840 million in net income in FY2011. Some of this improvement may stem from the impact of the merger. However, the airline industry is highly cyclical, and the past two years have represented economic improvement. Likewise, the losses the company faced in FY2008 and FY2009 were as much the result of the economic downturn as they were internal business factors.

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.

Once considered the gem of the Canadian Crown Corporations, Air Canada was afflicted by a storm of financial problems in the early nineties. This onslaught of financial difficulties, which had been created largely by the Gulf War and the Canadian recession, increased Air Canada’s losses increased at worrisome rates. Then, after suffering losses upwards of $218 million in 1991, the Board of Directors recognized the need for a corporate overhaul and consequently appointed Hollis Harris as the Chief Executive Officer the following year. Harris, a 37-year veteran in the highly competitive American airline industry, was given the challenging task of returning the struggling airline to profitability. When he was appointed, many Canadians were outraged that an American would lead a privatized Canadian company and feared this decision to be a step towards the impending Americanization of the Canadian culture. Others’ speculated that Harris was appointed for the sole purpose of training and mentoring Air Canada’s future leader . However, these individuals were all proven wrong when Harris’ transformed the reeling airline into a leading competitor in the global airline industry. His American background, which was condemned by many, played a significant role in the expanding Air Canada’s international reach. His experience in the aviation sector combined with his extraordinary leadership skills, helped reduce costs and placed Air Canada on the path to financial recovery. Finally,

merger it with Northwest Airlines without leaving any negative impact on the company. As a result of his plan, the company earned $34 billions of any U.S. carrier. During his rule, the company did not have any cancelled flights in 161

The purchase of Australian Airlines in September 1992 allowed Qantas to more efficiently use their aircraft and improve management of passenger capacity and transfers between domestic and international services. Through their increasing economies of sale, they were able to gain a cushion for the economic

Born in a small town in China called Huangshi, Tony was relocated to Maryland when he was 5. It was small (2.5 million inhabitants) humid town and the unique childhood introduced him to a certain variety in life.

Air Asia was founded in 1993 and has since grown to be one of the biggest airlines in the world. It initially operated in Malaysia and currently operates in over 25 countries (Ricart and Wang 2005). It began operations in October 1996, operating out of Kuala Lumpur as its central location (Ricart and Wang 2005). The airline was bought by Tune Air in 2001 for one ringgit, the equivalent of 0.26 US cents, at a time when the company had $10.5 million debt (Ahmad 2010). Tune Air comprised of three initial Malaysian investors, Tony Fernandes and Connor McCarthy (Ricart and Wang 2005). With Fernandes, a former Time Warner executive, at the helm, and McCarthy, RyanAir’s former director of

Air Asia’s success has been widely recognized. For instance, in 2003, it was named the “Developing Airline of the Year” (by Air finance Journal) and the “Asia Pacific Airline of the Year” (by Centre for Asia Pacific Aviation, CAPA). In

However, based on the article, Malaysia Air 's main union leaned on the country 's politicians to squash the share swap because of concerns about cost cuts. Those fears were well-founded. Malaysia Air has been bleeding losses because of rising competition and soaring fuel prices. The tie-up was meant to reduce overlap between the two Malaysia-based carriers on some routes, cut expenses and help shore up Malaysia Air 's balance sheet. AirAsia 's shares have lost about a quarter of their value since the swap was announced last year. There is room to rise. According to the ‘Winning Customers in the Marketplace model’ there are nine criteria that a firm should follow to enhance their market share, depending on the level of competition and customers needs, these criterion are all important for customers in selecting a service provider, if AirAsia is able to meet these measures they can increase their market share and dominate the airline market in its region.

They need to cut the cost, see where all the money was being spent. Their flight schedule needed to be scrutinised, and discontinue the routes that were running at a loss. Keep the employees that were actually required.

Singapore Airlines (SIA), founded in 1972, have come a long way, budding from a regional airline to one of the most trusted travel brands internationally. They fly one of the youngest aircraft fleets in the world to destinations covering a network spread over 6 continents, with the Singapore Girl as their globally-recognisable icon providing the high standards of care and service that customers have come to expect of them.