The backward integration, forward integration and horizontal integration strategy of the Air Asia Berhad may also result in achieving increased economies of scale for its business operations. Diversification This is the most distinct and unusual strategy amongst all the three strategies discussed above.
The setting up of a new Airline thus involves huge bureaucratic process which hampers the quick entry of the new entrants in the Industry. Therefore, this keeps airfares at very competitive prices, allowing the target demographic middle to lower-middle class to travel domestically and internationally on a budget.
Rail and Road Transport are attractive substitutes available for domestic Air travel in the Asian countries. The solution was to make the AirAsia Foundation a 'personality' on Workplace with its own profile. The Asian continent is gaining high popularity in the world for its world class medical institutions and educational institutions.
The Brand in its slogan has rightly pointed out that anyone can fly. Companies branch out because labor costs are cheaper and productivity is…. Within 10 years of operations, it has carried over million guests and AirAsia had been advertising on social media networks such as grown its fleet from just two aircraft Facebook and Twitter as well as other job portals to fill non-executive or to The brand operates in an extremely volatile and competitive market conditions.
Korea and Japan. It has managed to hold a leadership position in the low cost Airlines industry in Asia. Results The impact of Workplace at AirAsia is best summed up by a recent note from founder, Tony Fernandes: How Workplace helped Helping people overcome language barriers Using auto-translation in Workplace Groups enables everyone to be part of the conversation.
Air Asia also engages in several public relation management programs for brand building and customer engagement purposes.