亚航案例.doc

亚航案例.doc

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StrategicManagement:

AirasiaStrategicManagement

Content

Step1Identifythefirm’sexistingvision,mission,objectives,andstrategies.-------------------Page1

Step2Developvisionandmissionstatementsfortheorganization.-----------------------------Page5

Step3Identifytheorganization’sexternalopportunitiesandthreats.------------------------Page5

Step4ConstructaConstructaCompetitiveProfileMatrix（CPM）.---------------------------Page6

Step5ConstructanExternalFactorEvaluation（EFE）Matrix.-----------------------------------Page8

Step6Identifytheorganization’sinternalstrengthsweaknesses.----------------------------Page9

Step7ConstructanInternalFactorEvaluation（IFE）Matrix.------------------------------------Page11

Step8PrepareaStrengths-Weaknesses-Opportunities-Threats（SWOT）Matrix,StrategicPositionandActionEvaluation（SPACE）Matrix,QuantitativeStrategicPlanningMatrix（QSPM）------------------------------------------------------------------------------------------------------------------Page12

Step9Company'scompetitiveadvantage-------------------------------------------------------------Page20

Step10Howtomaintaintheadvantage---------------------------------------------------------------Page21

Step11Recommendspecificstrategies-----------------------------------------------------------------Page25

Step12Conclusion----------------------------------------------------------------------------------------Page26

Airasia

Step1

CompanyBackground

AirAsiawasestablishedin1993andbeganoperationson18November1996.AirAsiaBerhadisaMalaysian-basedlow-costairline.AirAsiaisAsia'slargestlow-fare,no-frillsairlineandapioneeroflow-costtravelinAsia.AirAsiagroupoperatesscheduleddomesticandinternationalflightstoover400destinationsspanning25countries.ItsmainhubistheLow-CostCarrierTerminal（LCCT）atKualaLumpurInternationalAirport（KLIA）.ItsaffiliateairlinesThaiAirAsia,IndonesiaAirAsia,AirAsiaPhilippinesandAirAsiaJapanhavehubsinSuvarnabhumiAirport,Soekarno–HattaInternationalAirport,ClarkInternationalAirportandNaritaInternationalAirportrespectively.

AirasiaasthesecondMalaysianNationalAirline,providesatotallydifferenttypeofserviceinlinewiththenation’saspirationstobenefitallcitizensandworldwidetravelers.Suchservicetakestheformofanofrills–lowairfaresflightoffering,40%-60%lowerthanwhatiscurrentlyofferedinthispartofAsia.Theirvisionis“NowEveryoneCanFly”andtheirmissionistoprovide‘AffordableAirfares’withoutanycompromisetoFlightSafetyStandards.

ThestoryofemergenceofAirAsiaissimilartoRyanair,sincebothcarriersunderwentaremarkabletransformationfromamoney-losingregionaloperatortoaprofitable,lowcostairline.

AirAsiawasinitiallylaunchedin1996asafull-serviceregionalairlineofferingslightlycheaperfaresthanitsmaincompetitor,MalaysiaAirlines.Before2001,AirasiafailtoeithersufficientlystimulatethemarketorattractenoughpassengersfromMalaysiaAirlinestoestablishitsownnichemarket.TheturnaroundpointofAirAsiaisin2001,whileitwasuptosaleandboughtbyTonyFernandes.TonyFernandesthenenrolledsomeofthelendinglow-costairlineexpertstorestructureAirAsia’sbusinessmodel.HeinvitedConnorMcCarthy,theformerdirectorofgroupoperationofRyanair,tojointheexecutiveteam.

Whatismeanbylowcostairlines?

Alowcostairlinegenerallyhasmanyfeaturesthatdifferentiateitfromthetraditionalcarriers.Thesefeaturesincludeticketlesstravel,onlineticketsales,nointernationaloffices,nofrequentflyerpoints,nofreefoodandbeverages,noinflightmagazines,noclublounges,useofsecondarycityairports.Notalllowcostairlineshavethesefeatures,andnotallairlinesthathavesomethesefeaturesarelowcostairlines.Forexample,VirginExpressislowcostairline,butstillofferscomplimentarycoffeeandinflightmagazine,andtheyarebasedaBrusselsprimaryairport.Inlate2001,AirAsiawasre-launchedinMalaysiaasatrendy,no-frillsoperationwiththreeB737aircraftasalow-fare,low-costdomesticairline.

Asia’sleadingairlinewasestablishedwiththedreamofmakingflyingpossibleforeveryone.Since2001,AirAsiahasswiftlybrokentravelnormsaroundtheglobeandhasrisentobecometheworld’sbest.Witharoutenetworkthatspansthroughmorethan20countries,AirAsiacontinuestopavethewayforlow-costaviationthroughourinnovativesolutions,efficientprocessesandapassionateapproachtobusiness.Togetherwithourassociatecompanies,AirAsiaX,ThaiAirAsiaandIndonesiaAirAsia,AirAsiaissettotakelow-costflyingtoanallnewdestinations.

AirAsia’sVision:

Tobeestablishedastheleadinglow-costcarrierintheAsianregion.

AirAsia’sMission:

1.Tobethebestcompanytoworkforwherebyemployeesaretreatedaspartofabigfamily

1.CreateagloballyrecognizedASEANbrand

2.ToattainthelowestcostsothateveryonecanflywithAirAsia

4.Maintainthehighestqualityproduct,embracingtechnologytoreducecostandenhanceservicelevel

AirAsia’sobjective:

•Aimstocarry70millionpassengersayear,withinsixyearsstartingfrom2014.

•Turnthelow-costcarrierterminalattheKLInternationalAirportintotheregionalhubforbudgettravel.

•Planstointroducemoreroutes,addfrequenciesanddeveloptheexistingones.

ExistingStrategies

lSafetyFirst:

Partneringwiththeworld’smostrenownedmaintenanceproviderandcomplyingwiththeworldairlinesoperation

lHighAircraftUtilization:

Implementingtheregionfastestturnaroundtimeatonly25minutes,assuringlowercostandhigherproductivity

lLowfare,nofrills:

Providingguestwiththechoiceofcustomizingserviceswithoutcompromisingonqualityandservices

lStreamlineOperation:

Makingsuretheprocessareassimpleaspossible

lLeanDistributionSystem:

Offeringawideandinnovationrangeofdistributionchannelstomakebookingandtravellingeasier

lPointtopointNetwork:

Applyingthepointtopointnetworktokeepoperationsimpleandlowercost

Step2Developmissionstatementfortheorganization

lCustomer-Providelowcostcarrierforcustomers

lProducts/Service -Highqualityandsafetyproductsandservices

lMarkets -TobethefirstchoiceinASEANairlines

lTechnology -Posseshightechnologyinitsoperation

lConcernforsurvival-Lowcostinitsoperationandmaintainfinancialstability

lPhilosophy-Allcompany’sactivitiescarryoutinethically

lSelf-Concept -TobeleaderinASEANairlineindustry

lConcernforpublic-ConcernforpublicbenefitandaffordabletoflywithAirAsia

lConcernforemployees-Giverewardstoemployeeswhodidthebestwork

Step3OpportunitiesandThreats

OpportunitiesfacedbyAirAsia

1.Asia’smiddleincomegrowth（soc）.

2.Thehomegovernmentsupport（pol）.

3.Applyingtechnologyadvancesinairlinesindustry（techno）Forexamplee-ticketing,itiseasyforpeoplewhoarebusywiththeirworkandnotimetowalkintothecounterforbookingticket.

4.Economicingoodcondition.

5.Thechangeoflifestyleofthecustomer.

6.Politicalconnectionbetweenhomecountrieswithothercountry.

7.Limitedsubstitutesforairplanes（substitutes）.Althoughthereareseveralsubstitutes（i.e.trainsandships）thegeographicalstructureofAsiahasmadeairtravelanefficient,viable,andconvenientmodeoftransportation.

8.“ASEANOpenSkies”agreement.ItwillallowunlimitedflightamongASEAN’sregionalaircarriersbeginningDecember2008.

9.ThepopulationofAsianmiddleclasswillbereachingalmost700millionby2010（soc）.Thiscreatealargemarketandahugopportunityforalllowcostairlinesinthisregional.

Threat

1.Priceofoilincreasing.

2.Thecultureofpassengersisdifferent.

3.Othergovernmentcountriesrejection.

4.Manybudgetairlinesgrowth.

5.Certainratelikeairportdeparture,securitychargesandlandingchargesarebeyondthecontrolofairlinesoperator（pol）.Thisisathreattoallairlinesespeciallylowcostairlinesthattriestokeeptheircostasloweraspossible.

6.Usersperceptionthatbudgetairlinesmaycompromisesafetytokeepcostlow（consumer）.Consumerfeelsnotsafetousebudgetairlinessincetheirpriceisverylow.

7.Supplierofairlinesislimited（supplier）.Powerofsupplierishighastherearelimited（availabilityof）supplier（onlyBoeingandAirbus）,theswitchingcostishigh（i.e.airplanesandtheirmaintenancearecostly）andtherearefewsubstitutesairplanes.

8.Technologyproblem（techno）.Forexample,overloadofinformationofhackers,hackedtheairlineswebsiteanditwillgivebadimpacttoairlines.

9.Naturaldisaster.Forexampleisflood,tsunami,andearthquakeatcertainplacewillinfluencethebusinessofairlines.

Step4CompetitiveProfileMatrix（CPM）

Airasia

SouthAsia

Malaysia

CriticalSuccessFactors

Weight

Rating

Score

Rating

Score

Rating

Score

1

Advertising

0.03

2

0.07

3

0.10

3

0.10

2

Financialposition

0.15

1

0.35

4

0.24

2

0.20

3

GlobalExpansion

0.05

2

0.09

1

0.10

3

0.10

4

Productquality

0.04

2

0.15

2

0.10

3

0.15

5

CustomerService

0.13

2

0.02

1

0.08

2

0.13

6

Organizationstructure

0.04

2

0.09

2

0.14

2

0.11

7

Employeededication

0.03

1

0.10

1

0.12

3

0.10

8

ManagementExperience

0.06

3

0.20

2

0.25

4

0.23

9

CustomerLoyalty

0.08

3

0.14

1

0.28

2

0.10

10

MarketShare

0.20

3

0.35

4

0.40

3

0.31

11

E-commerce

0.02

1

0.17

1

0.07

3

0.19

12

PriceCompetitiveness

0.27

3

0.31

3