Airasia Business Plan

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Group Member’s: Siti Sarah Bt. Johan (KPMC 126227) : Muhammad Ikram Muhaimi B. Rosli (KPMC 126238) : Nur Ain Bt. Ali Khanapiah (KPMC 126242) Subject : Aviation History & Law (DAM 023) Lecturer : En. Muhd Muzaffar B. Mustaffa Johari Organization : Air Asia Date Submitted : 7 September 2012 * Acknowladgement1 * Introduction2 * AirAsia History3 * AirAsia Mission&Vision4 * AirAsia contribution on aviation5 * AirAsia plan 6 * AirAsia Plan(Short Term&Long Term)………….……………………………………….........................................7 * Conclusion…………………………………………………………………...................................................................8…show more content…
The airport can cater 25 million passengers annually. The annual cargo-handling capacity is presently 650,000 tonnes.KLIA has two runways and 106 aircraft parking stands compared to the single runway Sultan Abdul Aziz Shah Airport (former Subang Airport) that has 44 aircraft parking stands. Air Traffic Services were fully provided with the migration of Malaysia.The Transport Minister Dato' Seri Dr Ling Liong Sik, officially launched the second runway on 8th October 1998. With the second runway in full operation, KLIA now offers simultaneous landings and take-offs. Before the operation of the second runway, KLIA could only accommodate 30 to 35 aircraft movement per hour. Now it can handle 50 aircraft movement on a segregated mode, in which one runway is used solely for arrivals and the other for departures. A representation of Malaysia air transport was controlled by Malaysia Airline System(MAS),AirAsia,Berjaya Air,FireFly and others. AirAsia…show more content…
We had a working model from day one. We just had to change the strategy a bit,” said Fernandes."Disclosed in this report is the fact that Pahamin, the former civil servant, was instrumental in arranging a meeting with Mahathir to enable Fernandes to sell his idea. One recalls that Pahamin was , until he joined Air Asia, a civil servant. This suggests that in the case of Air Asia, Mahathir appears to have gifted Air Asia to a civil servant and his partners.This conclusion is further supported by a fact undisclosed in all stories concerning Air Asia’s success as a LLC.This is the fact that Fernandes and his partners were allowed to take over an airline, that was no doubt in debt, but nevertheless which earned revenues of about USD 25 million a year generated from chartered flights ,ferrying pilgrims to and from
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