Introduction……………………………………………………………………02 2.0 Background……………………………………………………………………03 3.0 SINGAPORE AIRLINES Mission, Vision and Values……………………………………………04 3.1 Mission…………………………………………………………………………04 3.2 Vision…………………………………………………………………………...04 3.3 Values…………………………………………………………………………..04 Table 1: Values………………………………………………………………………..04 4.0 Core Competencies………………………………………………………….05 5.0 SWOT Analysis……………………………………………………………….06 Table 2: SINGAPORE AIRLINES SWOT Analysis ………………………………………………………06 5.1 Weakness…………………………………………………………………….
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FACULTY OF ECONOMICS AND BUSINESS EBA 4043 INTERGRATED CASE STUDY MALAYSIA AIRLINES CASE STUDY NO NAME STUDENT ID 1 ANGELINE JONG HO CHIN 35474 2 FONG SHU YIING 36085 3 SURESH A/L MINAIAH 38941 4 LEE YOKE LAN 39541 5 WAI POH YAN 39641 Malaysia Airlines INCOME STATEMENT ANALYSIS Income Statement Analysis (Cont’) Year/ Aspect 2008 2009 2010 2011 2012 Revenue Increase 2.38% Decrease 24.78% Increase 14%
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Ross and Michael Kami) Nowadays, the competition among airplane industries is very tough. According to Daniel Chan (2000), with just about two years to go to the turn millennium, air wars over Asia are hotting up, with some of the world’s biggest airlines engaged in intense over Asian skies[1]. Each Of Airplanes Company in the world trying to conduct some strategies to compete with another competitor in their industry. A lot of airplane companies come out with different strategies to make their company
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SGA 848A – 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
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brand in the low cost Airline Industry. Airasia brand came into existence in 1993, it was a joint public-private sector enterprise, however in 2001 current CEO Mr. Tony Fernandes purchased it and It was under him the Airasia brand got global recognition and unimaginable growth which started right from 2002 and continues till date, AirAsia started moving up the ladder under Tony's leadership from 2002 onwards by launching new routes from its main hub the capital of Malaysia till then the national
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If you are running an airline, surely you will concerned about the five forces which are continuously changing and affecting your organisation. Let is review these forces from a lay-man perspective and not from the academic views: 1. Competitive rivalry – This is the rivalry with other airlines in your existing markets or future markets. Take for example of Malaysia Airlines, it will have to identify and segment its markets first. Probably it will come out with a cross matrix segments of:
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Q1.Analyze the current situation facing MAS and Air Asia using the internal and external strategic environmental analysis model. Discuss what aspects and why did their collaboration take place. The goal of an organization is to reach and achieve optimal purpose. They want to make the most out of their atmospheres and existing environments in order to their accomplishment. External factors are the one that affect an organization indirectly, such as: •Political •Social-cultural •Technological
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MALAYSIA AIRLINES SYSTEM AND AIRASIA AIRLINES COLLABORATION TAKES PLACE. TABLE OF CONTENTS QUESTIONS 1:- Analyze the current situation facing MAS and AIRASIA using the internal and external strategic environmental analysis model. Discuss what aspects and why did their collaboration take place? INTRODUCTION Various industries, specifically in airline business are attempting to improve their
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Assessing Strategic potential of Singapore Airlines (1100 words) The velocity of competition in recent times has put an extreme demand on corporations to articulate their strategic management in terms of positioning, choices and execution. Strategic positioning is the foundation that establishes organisations strategic potential, what it can do and strategic ambitions, what it actually seeks to do (Johnson et. al 2011). This requires good understanding of the externalinternal environment, organisational
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Management [pic] China Xiamen Airline Student: Que jia lei Student number:07007923 Lecture: Mr. David Goh Submission date:04-01-2008 Contents Executive summary………………………………………………………..3 1. Introduction……………………………………………………………….4 1.1Xiamen airline company background……………………………………….4 1.2The objective of this project…………………………………………………..4 2. Xiamen airline Vision, Mission and Goals…………………………5 ▪ Vision……………………………………………………………………………5
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