...term objectives of Vietnam Airlines 1. Introduction to Vietnam Airlines: Vietnam Airlines is the national airline of Vietnam, accounting for the largest share (51.8%) in the number of airline operators in Vietnam. In 2013, Vietnam Airlines has transported 15 million passengers and 184 606 tons of cargo over 39 domestic routes and 52 international routes. Vietnam Airlines is the airline also has a large scale in Southeast Asia with dual brands: (1) Traditional airlines (Full-service carrier) with the goal of building the image into a 4-star airline years 2015-2016 , (2) Subsidiaries are Jetstar Pacific meeting the increasing demand in in the cheap aviation segment (Low-cost carrier). Vietnam Airlines is a member of Organization International Civil Aviation (ICAO), the Air Transport Association International Aviation (IATA) and the Alliance Aviation Skyteam (one of the 3 largest airline alliance in the world great). Vietnam Airlines’ History: Vietnam Airlines’ history is deeply rooted in the the earliest days of the Vietnam civil aviation industry, since January 1956 when Civil Aviation Administration was established by the Government of Vietnam. 1956 . . . . . . . . . . . . . The Civil Aviation Administration was established by the Government of Vietnam, commencing the beginning of the country’s civil aviation industry. 1993 . . . . . . . . . . . . . Establishment of Vietnam Airlines. 1995 . . . . . . . . . . . . . Establishment of Vietnam Airlines Corporation on...
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...POSITIONING STRATEGY WITH A NEW IDENTITY: A case study of VIETNAM AIRLINES by Le Hong Dac A research study submitted in partial fulfillment of the requirements for the degree of Master in Business Administration Examination Committee: Dr. Truong Quang (Chairman) Dr. Clemens Bechter Dr. Lalit.M.Johri Nationality: Vietnamese Previous Degree: Bachelor of Economics University of Agriculture and Forestry HoChiMinh City, Vietnam Scholarship Donor: The Government of Switzerland Asian Institute of Technology School of Management Bangkok, Thailand August 1999 Acknowledgement I wish to express my profound gratitude and great appreciation to my advisor Dr. Truong Quang for his valuable guidance, advice and encouragement throughout the research study. Special thanks are extended to the other members of the Examination Committee, Dr. Clemens Bechter and Dr.Lalit.M.Johri for taking interests and giving valuable suggestions to improve the content of this study. Deep appreciation and thanks are also extended to Mr. Luong Hoai Nam, Mr. Trinh Ngoc Thanh, Mr. Duong Tri Thanh, Mr. Mai Quoc Tuan, Mr. Nguyen Thuong Hai, Mrs. Nguyen Thi Minh Yen and Mr. Le Dinh Tuan of Vietnam Airlines Corporation for providing me the desired information and data for this research study. I fall short of words...
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...INTRODUCTION About Vietnam Airlines: Vietnam Airlines is the largest aviation company in Vietnam. Established by the Vietnam government in 1956 with five airplanes, Vietnam Airlines has overcome many challenges and constantly transformed over the years to become a world class aviation company. Beginning with non-regular services between two domestic destinations, today Vietnam Airlines expands its network to 20 cities throughout the country and 26 international destinations in the USA, Europe, Australia and Asia. In June 2010, Vietnam Airlines officially joined SkyTeam, the world’s second largest global airline alliance, affirming the carrier’s new position on the global aviation map and the strategic partner of the alliance in Southeast Asia region as well as its international standard services. About the new direct flight route Hanoi – Chengdu: The national flag carrier Vietnam Airlines (VNA) on June 27 officially launched a new direct flight between Hanoi (Vietnam) and Chengdu (China). Vietnam Airlines using Fokker 70 aircraft to fly with a frequency of three flights per week on Wednesday, Friday and Sunday. The new route will help in promoting tourism, culture, education and business travel between Vietnam and China. Chengdu is one of the most important economic, transportation, and communication centre in western China. It is home to many industries and is a famous pharmaceutical manufacturing and research centre. Chengdu’s...
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...E-commerce of Vietnam Airlines Marketing online has a wider range than the common belief because it doesn’t only refer to email, websites, and other wireless media, but it also includes electronic customer relationship management system and management of digital customer data. One of the tools to promote the services and the product is online marketing that adopt electronic ticketing or e-ticketing. E-ticketing can document the sale process from the customer’s travel activities without using paper tickets or physical documents, especially in the commercial airlines industry. In the industry of passenger transportation in Vietnam, e-commerce has been used gradually in many different forms. The first e-commerce service applied in Vietnam air transportation was online booking and flight searching. Customers can search for information of seat classes, ticket prices, flight schedules and other details on the airline websites and booking seats online. Benefits of e-commerce service include the initiative in searching for time, cost saving and information and no complex contact problems when booking busy flights. Another e-commerce tool that was implemented for the most part by Vietnam airline was e-tickets in 2008. According to the regulations of International Air Transport Association (IATA), "airlines of IATA had to use e-tickets service to all of their flights by the end of 2008." Therefore, airlines in Vietnam substituted paper tickets by e-tickets. In order to correspond...
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...of bird flu, Asian tsunami, etc. (International Air Transport Association, 2007). Vietnam Airlines (or VNA) which was originally established in 1956 under the name Vietnam Civil Aviation is the largest full-cost airline in Vietnam (CAPA – centre for Aviation). With a 40.6% market share, Vietnam Airlines has a tremendous opportunity in expanding their business for both domestic and international network in tourism industry. According to CAPA, with the investment in new aircraft and flight network, Vietnam Airlines desires to become the second largest full-cost airline in Southeast Asia by the year 2020. To implement this expectation, Vietnam Airlines should have overall information of the company to set up the suitable marketing strategy in the next period. Internal Analysis As the first corporation in civil aviation industry in Vietnam with the government assistance, Vietnam Airlines has its own strengths. However, weaknesses are inevitable in any organization including Vietnam Airlines. Strengths Obviously, many state-own companies have advantages in operations due to the support from the government, so as Vietnam Airlines. With a long time in this industry, Vietnam Airlines is considered as a traditional airline and a strong brand in domestic market. In people’s mind, it is an experienced and reliable local airline in service quality, safety and technology. Besides, Vietnam Airlines offers a diversified service system for different segments from high class to economy...
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...mer Budget carrier's rise shakes up Vietnam's airline market- Nikkei Asian Review Page 1 of 3 Log in | Subscribe | About Nikkei Asian Review Sort by Region | Home | Politics & Economy | Business | Markets | Tech & Science | Viewpoints | Photos | Magazine | Magazine > 20140417 Economic reboot > Business Editor's picks Print | China's media control spreads to Taiwan, Hong Kong Newer Asean members' revenues pinched by free trade zone Students spared the cramming life at elite South Korean schools Nuclear reactors on the rise in Asia April 17, 2014 12:00 am JST Budget carrier's rise shakes up Vietnam's airline market MANABU ITO, Nikkei staff writer Aggressive investors scoop up robotics ventures Most read North Korean drones send shock waves across South Vietnamese budget carrier VietJet is seeking to expand its international services. A VietJet aircraft is seen at Tan Son Nhat International Airport in Ho Chi Minh City. Missing flight makes Malaysia Airlines bailout more likely Philippines building up military as counter to China Japan fighters scrambled 415 times against Chinese aircraft in FY2013 Malaysia's AirAsia refuses to move airport HANOI -- Vietnam's rapidly growing air travel market has a young budget airline that is seriously giving the country's flag carrier, Vietnam Airlines, a run for its money. The low-cost carrier VietJet Air began flying in December 2011 and is aggressively expanding its operations and steadily increasing...
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...VIETNAM TOURISM MARKETING STRATEGY TO 2020 & ACTION PLAN: 2013-2015 (PROPOSED) Executive Summary Developed by: European Union funded Environmentally & Socially Responsible Tourism (ESRT) Capacity Development Programme Vietnam Tourism Marketing Strategy To 2020 & Action Plan: 2013-2015 (Proposed) Executive Summary Page 1 © 2013 Environmentally and Socially Responsible Tourism Capacity Development Programme This publication has been produced with the assistance of the European Union funded Environmentally and Socially Responsible Tourism Capacity Development Programme (ESRT). The content of this publication is the sole responsibility of the ESRT programme and can in no way be taken to reflect the views of the European Union. The European Union and ESRT do not guarantee the accuracy of the data included in this publication and accept no responsibility for any consequence of their use. By making any designation of our reference to a particular territory or geographic area, or by using the term “country” in this document, ESRT and the EU do not intend to make any judgements as to the legal or other status of any territory or area. ESRT and the EU encourage printing or copying exclusively for personal and non-commercial use with proper acknowledgement of ESRT and the EU. Users are restricted from reselling, redistributing, or creating derivative works for commercial purposes without the express, written consent of ESRT and the EU. Environmentally...
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...CASE TIGER AIRWAYS Type of project Date Pages Thesis 19/05/2011 94+ 7 Appendices Supervisor of study Executive organization Virpi Oksanen Tiger Airways Group Abstract The main objective of the thesis was to assess the level of customer satisfaction of the airline company Tiger Airways, which is a low-cost airline with a considerable number of dissatisfied customers. In the study the theories of customer satisfaction were reviewed for providing solutions for the airline to reduce the number of discontented customers. To analyze the current situation of the airline company’s customer satisfaction the quantitative research method was used. The research material was collected by online questionnaires and an open interview on the Internet. The survey was directed both to the customers and the employees of Tiger Airways. In addition, secondary data was used in the study. The theoretical framework consists of a literature review on customer satisfaction, the research method and a review on the airline management. The results of the research revealed that Tiger Airways respondents complained mostly about uncomfortable delays and inadequate customer service. However, according to the representatives of the airline company a low-cost airline can be expected to provide services at a certain level only. In conclusion, based on the customer satisfaction theories, the importance of customers for profitable business...
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...AT MBS LOGISTICS VIETNAM. Internee: DƯƠNG UYÊN PHƯƠNG Student ID: 1201017269 Class: K51CLC2 Supervisor: Ms. Nguyễn Thị Quỳnh Nga Ho Chi Minh City, May 2015. SUPERVISOR’S REMARKS ……………………………………………………………………………………… ……………………………………………………………………………………… ……………………………………………………………………………………… ……………………………………………………………………………………… ……………………………………………………………………………………… ……………………………………………………………………………………… ……………………………………………………………………………………… …………………………………………………………………………………….. Ho Chi Minh City,………………………… Supervisor TABLE OF CONTENTS PREFACE: 1 CHAPTER ONE: INTRODUCTION OF MBS LOGISTICS. 3 1.1. The formation and development process: 3 Brief history: 3 General information: 4 1.2. Functions, organizational structure and human resource management 5 Functions: 5 Organizational structure and human resource management: 5 1.3. Business outcomes in recent 4 quarters: 9 1.4.Roles of the forwarding service for air export in MBS Logistics: 9 1.5. Internship assignments in MBS Logistics: 10 CHAPTER TWO: THE PROCESS OF FORWARDING SERVICE FOR AIR EXPORT AT MBS LOGISTICS 11 2.1. Practical process: 11 2.1.1. Receive packing list from customers and send booking request: 12 2.1.2. Receive the consignments at warehouse: 12 2.1.2.1. Receive FCL at CY: 12 2.1.2.2. Receive LCL at CFS and consolidate into FCL 13 2.1.3. Inspects the consignments at warehouse: 13 2.1.4. Custom clearance and issue House AWB: 14 2.1.5. Send consignment to airline and receive Master...
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...study examines the extensive strategic analysis of AirAsia Berhad that has enabled it to sustain its competitive advantage as Asia’s leading low cost carrier (LCC). The study demonstrates the diverse business-level, corporate level and competitive strategies of AirAsia Berhad, played crucial roles in the LCC to successfully penetrate the under-served market segment of the airline industry within the ASEAN region. An in-depth analysis using a wide array of academic resources, relevant financial, legal and management resources and authorized websites, including face-to-face interviews were used to provide a more consequential comprehension on the varied business and international strategies that were implemented by AirAsia Berhad. This research exhibits critical analysis pertaining to the current macro environment of the aviation industry which includes the PESTEL framework and Porter’s Industry Analysis. The competitive environment analysis for AirAsia Berhad is thoroughly scrutinised to examine the driving determinants that attributed to the organisation’s competitive advantage in the industry. Further analysis using the Ansoff Matrix, lends evidence to the successful growth of the organization. Additionally, the international strategies...
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...STRATEGIC MANAGEMENT Assessment 1: MALAYSIA AIRLINES 4/4/2011 Facilitator: Raymond Wiranatakusuma Student: Thanh Le – MCP 170 I. Introduction Originally Malaysia Airline is a joint initiative of the Ocean Steamship Company of Liverpool, the Straits Steamship of Singapore and Imperial Airways and goes for separation in 1965. Malaysia Airline today is well known as a 5 star airlines with holding a lengthy record of service and best practices excellence, flies around 50,000 passengers daily to 100 destinations worldwide and having more than 100 awards in the last 10 years (Malaysia Airline, 2011). Vision: To be the World’s Five Star Value Carrier (FSVC). Mission: To be a consistently profitable airline. Customer Value Proposition: To deliver Malaysian Hospitality, hassle free all the way, and in doing so reflect our nation’s highest ambitions. Purpose of the report: As a strategic management consultant, this report is aimed at conducting a thorough strategic analysis in order to recommend the future strategic direction for the Malaysia Airlines and compete in the airline industry on the Southeast Asian market effectively. Table of Contents I. Introduction 2 II. SWOT ANALYSIS 4 Internal Analysis 4 External Analysis 6 III. Competitors Analysis 8 Thai Airways 8 Garuda Indonesia: 9 Financial Data Comparison 10 IV. Conclusion 11 V. Recommendation 12 Strategic Objectives in the next 3-5 years: 12 Key strategies in the next 3 – 5 years: 12 VI. Reference...
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...fares network of airlines operating in the leisure and value based markets. The Group consists of: • Jetstar Airways in Australia and New Zealand (wholly owned by the Qantas Group) • Jetstar Asia based in Singapore. The company is managed by Newstar Holdings, majority owned by Singapore company Westbrook Investments (51 per cent), with the Qantas Group holding the remaining 49 per cent of shares • Jetstar Pacific based in Vietnam (27 per cent held by Qantas with other shareholders including its largest shareholder, State Capital Investment Corporation) The Jetstar Group is the largest low cost carrier in the Asia Pacific by revenue and has flown over 75 million passengers since it launched in 2004. In the past financial year ended June 2011, the Jetstar Group carried almost 20 million customers. The Jetstar Group has grown from 400 employees in 2004 to more than 7,000 staff across the Asia Pacific today. Collectively the Jetstar Group offers up to 3,000 flights a week to 56 destinations in 17 countries and territories across the Asia Pacific region with a fleet of 79 aircraft. Jetstar Group CEO is Bruce Buchanan who is a founding executive of Jetstar. CEOs of the Jetstar network of airlines include David Hall (Jetstar Australia and New Zealand), Chong Phit Lian (Jetstar Asia) and Le Song Lai (Jetstar Pacific). About Jetstar in Australia Jetstar’s headquarters are in Melbourne, Australia. Jetstar forms an integral part of the Qantas Group’s two-brand strategy, operating in...
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...• A strategic analysis report relating to Jetstar Airlines o A competitive analysis of the market/s including: A brief description of the history of the company and a history of the main competitors. Include joint venture alliances where applicable. History of the company Jetstar’s mission is to offer all day, every day low fares to enable more people to fly to more places, more often. The Jetstar Group is a value based, low fares network of airlines operating in the leisure and value based markets. The Group consists of: Jetstar Airways in Australia and New Zealand (wholly owned by the Qantas Group). Jetstar Asia based in Singapore. The company is managed by Newstar Holdings, majority owned by Singapore company Westbrook Investments (51 per cent), with the Qantas Group holding the remaining 49 per cent. Jetstar Pacific based in Vietnam (majority owned by Vietnam Airlines with the Qantas Group holding 30 per cent). Jetstar Japan, a partnership between the Qantas Group Japan Airlines, Mitsubishi Corporation and Century Tokyo Leasing Corporation. Jetstar Hong Kong, a partnership between China Eastern Airlines and the Qantas Group (subject to regulatory approval). The Jetstar Group is the largest low cost carrier in the Asia Pacific by revenue and has flown over 100 million passengers since it launched in 2004. In the past financial year ended June 2012, the Jetstar Group carried more than 20 million customers. The Jetstar Group has grown from providing...
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...specific threats and opportunities confronted by AirAsia besides that, this analysis also helps to identify AirAsia's competitive strategy and analyse how the strategy is implemented to gain competitive advantage. Background on AirAsia AirAsia was set up by Dato' Tony Fernandes in 2001. In December 2001, Fernandes and his partners set up Tune Air Sdn Bhd (Tune Air), an airline holding company then bought over AirAsia. Now, AirAsia has become one of the most successful airlines in the Southeast Asian region and the pioneer of low cost and no frills travel in Malaysia. The airline now flies to over 40 destinations in Malaysia, Thailand, Indonesia, Macau, China, Philippines, Cambodia, Vietnam and Myanmar. AirAsia has formed 2 successful joint ventures in Thailand through Thai AirAsia, and Indonesia through AWAIR. Starting from 2 aircraft till now AirAsia owns 28 and has carried more than 223 millions guest through its low fares travel. 2.0 External Environment Analysis 2.1 Political Flying outside Malaysia is difficult. Bilateral agreement is one of the obstacles in the way of truly pan-Asia budget carriers. Landing charges at so-called "gateway airports" and navigation charges are often prohibitively expensive, and in key destinations like Bangkok, Beijing, Hong Kong and Singapore there are no cheaper, secondary airports. The budget airline industry in south-east Asia has been underdeveloped because the aviation market is tightly regulated by bilateral air rights agreements...
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...besides that, this analysis also helps to identify AirAsia's competitive strategy and analyse how the strategy is implemented to gain competitive advantage. Background on AirAsia AirAsia was set up by Dato' Tony Fernandes in 2001. In December 2001, Fernandes and his partners set up Tune Air Sdn Bhd (Tune Air), an airline holding company then bought over AirAsia. Now, AirAsia has become one of the most successful airlines in the Southeast Asian region and the pioneer of low cost and no frills travel in Malaysia. The airline now flies to over 40 destinations in Malaysia, Thailand, Indonesia, Macau, China, Philippines, Cambodia, Vietnam and Myanmar. AirAsia has formed 2 successful joint ventures in Thailand through Thai Is this Essay helpful? Join OPPapers to read more and access more than 350,000 just like it! GET BETTER GRADES AirAsia, and Indonesia through AWAIR. Starting from 2 aircraft till now AirAsia owns 28 and has carried more than 223 millions guest through its low fares travel. 2.0 External Environment Analysis 2.1 Political Flying outside Malaysia is difficult. Bilateral agreement is one of the obstacles in the way of truly pan-Asia budget carriers. Landing charges at so-called "gateway airports" and navigation charges are often prohibitively expensive, and in key destinations like Bangkok, Beijing, Hong Kong and Singapore there are no cheaper, secondary airports. The budget airline industry in south-east Asia has been underdeveloped because the aviation...
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