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INTRODUCTION
1.1
AirAsia - No frills!
Welcome aboard AirAsia! When AirAsia was launched as a low fare, no frills
carrier in January 2002, it began operations with the mission to make flying affordable so
everyone can fly. With four routes and two planes to start with, its low fares, no frills
concept was introduced to Malaysians. The low fares were certainly good news to many,
a majority of whom had never flown before.
As I reckon AirAsia (www.airasia.com) is among the biggest airways in our
country. Besides being famous, this is one airline that offers customers most reasonable
ticket pricing. AirAsia does its offers and discount for flight tickets frequently and it does
have attracted a lot of consumer and in times they are tickets discounts up to a price
that sometimes we as a purchaser cant believe our eyes. As we know AirAsia is a
ticketless airline which means it doesnt require a ticket to board a plane. All you need is
your identification card and they will check your reservations made earlier thru telephone
services, online booking and the latest is thru AirAsias GPRS its a based ticketing
system.
This new and improved service of AirAsia is the only one of its kind in the world.
Its easy and will save people a lot of time. All the customer need to do is just follow its 8
simple steps thru ones hand phone. This service requires ones phone to be installed
with the GPRS service system that can be provided by the telecommunication network
retailers or store. In other words, AirAsia is promoting and practicing E-Commerce in
their everyday operation. (Please refer to Appendix 1)
1.2
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The commercialization of the Internet and the World Wide Web during the 1990s
presented a golden opportunity for thousands of companies scattered across the globe.
Large multimedia companies realized that the Internet provided them with the means to
better coordinated their worldwide operations, to slash certain operation costs; to market
their goods and services to millions, if not billions, of new customers; and generally, to
become more efficient, more competitive, and more profitable.
managers of throngs of small and mid-sized companies recognized that the Internet
gave them, for the first time, a feasible method for expanding their operations into
international markets.
Electronic commerce or e-commerce is the part of e-business that deals with the
buying and selling of goods and services electronically with computerized business
transactions using the Internet, networks, and other digital technologies. It is also
defined as short for electronic commerce; this general term refers to the emerging
market for conducting business transaction across the web. Though still in its earliest
stages, most industry analysts project steady growth for e-commerce over the next
several decades. Instead, many futurists envision a day when the majority of all buying
and selling is consummated across the web.
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The major difference between the way in which electronic commerce has been
conducted until now and the way it is now proposed to operate relates to a paradigm
shift: moving from using a closed private network, in which two parties have previously
established some type of agreement, to utilizing an open public network such as the
Internet, without any prior knowledge of the buyer.
commerce takes place: anyone can walk into any store and buy something without
having to be previously known by the store personnel. The Internet and the ancillary ecommerce software allow transactions between parties that do not previously known
each other.
Firstly, business-to-consumer (B2C) e-commerce. The popular press has paid the
most attention to B2C e-commerce the online selling of goods and services to final
consumers. It involves retailing products and services to individual shoppers. Growing
Internet diversity continues to open new e-commerce targeting opportunities for
marketers. Internet consumers differ from traditional offline consumers in their
approaches to buying and in their responses to marketing. The exchange process via
the internet has become more customer initiated and consumer controlled. People who
use the internet place greater value on information and tend to respond negatively to
messages aimed only at selling.
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Traditional marketing targets a somewhat passive audience. In contrast, emarketing targets people who actively select which Web sites they will visit and what
marketing information they will receive about which products and under what conditions.
Thus, the new world of e-commerce requires new marketing approaches.
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companies and products travels fast. Word about bad companies and products travels
even faster.
1.3
Historical development
The meaning of the term "electronic commerce" has changed over the last 30
years. Originally, "electronic commerce" meant the facilitation of commercial transactions
electronically, usually using technology like Electronic Data Interchange (EDI) and
Electronic Funds Transfer (EFT), where both were introduced in the late 1970s, for
example, to send commercial documents like purchase orders or invoices electronically.
In the dot com era, it came to include activities more precisely termed "Web
commerce" -- the purchase of goods and services over the World Wide Web, usually
with secure connections (HTTPS, a special server protocol that encrypts confidential
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ordering data for customer protection) with e-shopping carts and with electronic payment
services, like credit card payment authorizations.
When the Web first became well-known among the general public in 1994, many
journalists and pundits forecast that e-commerce would soon become a major economic
sector. However, it took about four years for security protocols (like HTTPS) to become
sufficiently developed and widely deployed. Subsequently, between 1998 and 2000, a
substantial number of businesses in the United States and Western Europe developed
rudimentary web sites.
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grocer Webvan, two traditional supermarket chains, Albertsons and Safeway, both
started e-commerce subsidiaries through which consumers could order groceries online.
The emergence of e-commerce also significantly lowered barriers to entry in the
selling of many types of goods; accordingly many small home-based proprietors are able
to use the internet to sell goods. Often, small sellers use online auction sites such as
EBay, or sell via large corporate websites like Amazon.com, in order to take advantage
of the exposure and setup convenience of such sites.
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have business models that are able to leverage the unique qualities of the Web, avoid
legal and social entanglements that can harm the firm and produce profitable business
results. But what is a business model and how can you tell if a firms business model is
going to produce a profit?
2.0
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Value Proposition
The first step in the articulation of the business model is to clearly specify the
value proposition for the business. A value proposition defines how a companys product
or service fulfills the needs of customers. From the consumer point of view, successful ecommerce value propositions include:
Personalization and customization of product offerings,
Reduction of product search costs,
Reduction of price discovery costs, and
Facilitation of transactions by managing product delivery.
For instances, on 23 of March 2006, AirAsia successfully moved its operations to
the new Low Cost Carrier Terminal (LCCT). This is a major milestone as it is the first
dedicated terminal for low cost carrier operations in the world. The LCCT is designed to
cater for 10 million passengers per annum with 30 parking bays for aircraft. It is
upgradeable to cater for 15 million passengers if required. This terminal provides us with
numerous cost saving opportunities as well as a more efficient operation.
The phenomenal growth of AirAsia reflects its vision to become an ASEAN brand.
As one of the leading low fare airline in the region, AirAsia is the epitome of ASEAN with
its rich cultures and wealth of resources. The airline further aspires to bring low fare
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travel to the people of ASEAN, and to encourage and boost trade and tourism amongst
countries in ASEAN.
2.2
Revenue Model
A firms revenue model describes how the firm will earn revenue, generate
profits, and produce a superior return on invested capital. The function of business
organizations is both to generate profits and to produce returns on invested capital that
exceed alternative investments. Profits alone are not sufficient to make a company
successful. In order to be considered successful, a firm must produce returns greater
than alternative investments. Firms that fail this test go out of existence.
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2.2.1
2.2.2
2.2.3
2.2.4
2.2.5
2.2.6
2.2.1
also provides a forum for advertisements and receives fees from advertisers. Those Web
sites that are able to attract the greatest viewer-ship or that advertising revenue have a
highly specialized, differentiated viewer-ship and are able to retain user attention
(stickiness) are able to charge higher advertising rates.
For instance, these days, we are bombarded with advertisements everywhere we
go. Due to the advertising clutter in traditional media, we now need bigger budgets to
ensure the effectiveness of our campaigns. So in another effort to help us save, AirAsia
now offers a new and more effective way to advertise... AirSpace Advertising.
AirSpace Advertising assures less clutter and very captive audience. (Please refer to
Appendix 2)
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2.2.2
subscription fee for access to some or all of its offerings. To successfully overcome the
disinclination of users to pay for content on the Web, the content offered must be
perceived as a high-value-added, premium neither offering that is not readily available
elsewhere nor easily replicated. For instance, AirAsia offers E-Gift Vouchers to its
customers who are interested to buy ticket vouchers for their family or loved ones with
the use of e-mail based request and credit cards. (Please refer Appendix 3)
2.2.3
on the number or size of transactions they process. Some of these services lend
themselves well to operating on the Web. To the extent that companies can offer Web
visitors the information they need about the transaction, companies can offer much of
the personal service formerly provided by human agents. If customers are willing to
enter transaction information into Web site forms, these sites can provide options and
execute transaction much less expensively than traditional transaction service providers.
For example, AirAsia are charging tax, surcharges, administration, processing and
service fee to maintain their business .(Please refer Appendix 4)
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2.2.4
2.2.5
percentage of the revenue from any resulting sales. For example, on 14 August 2006,
AirAsia announces Buy 1, Get 1 Free promotion in conjunction with the Groups
success in surpassing its 20 millionth passenger mark in June 2006.
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The term market opportunity refers to the companys intended market space (i.e.,
market opportunity an area of actual or potential commercial value) and the overall
potential financial opportunities available to the firm in that market space. The market
opportunity is usually divided into smaller market niches. The realistic market opportunity
is defined by the revenue potential in each of the market niches where you hope to
compete.
For instance, lets assume you are analyzing a software training company that
creates software-learning systems for sale to corporations over the Internet. The overall
size of the software training market for all market segments is approximately RM70
billion. The overall market can be broken down, however, into two major market
segments: instructor led training products, which comprise about 70% of the market
(RM49 billion in revenue), and computer-based training, which accounts for 30% (RM21
billion).
Within each of those major market segments there are further market niches,
such as the Fortune 100 computer-based training market, and the small business
computer-based training market. Because the firm is a start-up firm, it cannot compete
effectively in the large business, computer-based training market (about RM15 million).
Large brand-name training firms dominate this niche. Its real market opportunity is to sell
to the thousands of small business firms who spend about RM6 billion on computerbased software training and who desperately need a cost-effective training solution. This
then is the size of the firms realistic market opportunity.
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AirAsia philosophy is very clear: before a business can grow, it needs to have its
costs under control. It must be cost-efficient and profitable, and it must create value.
Costs that do not add value must be contained, reduced and even eliminated. How
much lower can AirAsia cost reduce? Its already the lowest in the world! The direct
answer is if AirAsia do not strive to be more efficient and choose to be complacent
their days are numbered. This is a continuous task they have to face head on year on
year; it is the critical ingredient to operate a successful business.
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2.4
Competitive Environment
Firms typically have both direct and indirect competitors. Direct competitors are
those companies that sell products and services that are very similar and into the same
market segment. Indirect competitors are companies that may be in different industries
but still compete indirectly. Automobile manufacturers and airline companies operate in
different industries but they still compete indirectly because they offer consumers
alternative means of transportation.
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In this case, Indonesias main attraction for air carriers is that it boasts Southeast
Asias largest population, marooned on thousands of islands. Carriers that do well in
Indonesia will have the profits to expand elsewhere in the region. Of Indonesias 220
million people, it is estimated that between five and seven million only travel within the
3,000 mile-wide archipelago by airliner. In 2005, they took about 29 million trips. That is
likely to grow by 20 percent this year, as it has every year since deregulation became a
reality in 2000. At this rate, the market will equal 60 million trips by 2010 if the economy
holds up.
Competitors, particularly Lion, AdamAir, Batavia, Srivijaya and the national
carrier, Garuda Indonesia, will not surrender market share or passengers easily. They
have been battling fiercely and have the know-how to win in the Indonesian market.
AirAsia has a fighting chance. It enters the arena with plenty of experience from
Malaysia and Thailand, plus that of investors and advisers from Europe, including Conor
McCarthy, the brains behind Ryanair.
2.5
Competitive Advantage
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Firms achieve competitive advantages because they have somehow been able
to obtain differential access to the factors of production that are denied to their
competitors at least in the short term. Perhaps the firm has been able to obtain very
favorable terms from suppliers, shippers, or sources of labor. Or perhaps the firm has
more experienced knowledgeable, loyal employees than any competitors. Perhaps the
firm has a patent on a product that others cannot imitate, or access to investment capital
through a network of former business colleagues or a brand name and popular image
that other firms cannot duplicate.
2.6
Market Strategy
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2.7
Organizational Development
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commerce firms and many traditional firms who attempt an e-commerce strategy have
failed because they lacked organizational structures and supportive cultural values
required to support new forms of commerce.
Companies that hope to grow and thrive need to have a plan for organizational
development that describes how the company will organize the work that needs to be
accomplished. Typically, work is divided into functional departments, such as production,
shipping, marketing, customer support, and finance. Jobs within these functional areas
are defined, and then recruitment begins for specific job titles and responsibilities.
Typically, in the beginning, generalists who can perform multiple tasks are hired. As the
company grows, recruiting becomes more specialized.
For instance, AirAsia is Asias first low-fare, no-frills airline to introduce ticketless
travel. It operates frequent flights and plies routes not covered by mainline operators,
saving costs through the use of modern technologies to manage its operations like online booking and payment facilities, a multilingual Web site offering real-time holiday
packages, mobile phone short message booking and checking of flight schedules, and a
direct "B2B engine" with agents and virtual credit cards. The interesting element is that
the creative team did not come from the airline industry but from the music industry.
They infused techniques used in the promotion of services and advertisements in the
music industry in the new airline. Therefore creativity often involves organizational
development processes rather than recruitment and career management tasks.
2.8
Management Team
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Eventually, most companies get to the point of having several senior executives
or managers. How skilled managers are, however, can be a source of competitive
advantage or disadvantage. The challenge is to find people who have both the
experience and the ability to apply that experience to new situations.
To be able to identify good managers for a business start-up, first consider the
kinds of experiences that would be helpful to a manager joining your company. What
kind of technical background is desirable? What kind of supervisory experiences is
necessary? How many years in a particular function should be required? What job
functions should be fulfilled first: marketing, production, finance, or operations?
Especially in situations where financing will be needed to get a company off the ground,
do prospective senior managers have experience and contacts for raising financing from
outside investors?
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AirAsia staff was involved in the company in various ways. Ideas and
suggestions were encouraged, and the motto, Anything is possible, generates the
motivation for staff to excel.
Mr. Fernandes believed that there has been a general neglect of internal
branding as companies tended to focus externally. However, without the staff
understanding the branding of the company, he thought that it was unlikely that the
branding exercise would work. Hence, the staff must first understand the companys
direction before any effort is made to convince others. Midnight briefings with a large
number of staff were also conducted to involve as many as possible. All these measures
created a will to win attitude in AirAsia.
3.0
3.1
The strategic decisions, about the virtual storefront, customer service, and the
look and feel of the customer experience, and the content of site are commingled with
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the technological decisions. These decisions relate to the selection of service providers,
common business systems, approaches to Web design, and so on. In contrast to the
traditional commerce, digital business cannot extract technological choices from the
strategic decision-making process. This does not mean that technology is unimportant to
traditional commerce; rather their technological decisions are not as tightly linked to
strategy.
3.2
E-Commerce is Ubiquitous
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3.3
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3.4
For any airline, the ease of booking a flight should be peanuts in order to lessen
dropouts of unsatisfied customers. How would you recognize if AirAsia is going through
a facelift? The banner. Its different from the homepage. Not to mention the whole user
interface for booking now is very clean and clear.
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3.5
3.6
While the customer controls the interaction, the firm has unprecedented access
to observe and track individual consumer behaviour. Companies, through third-party
measurement firms can track a host of behaviours websites visited, length of stays on
a site, content of wish lists and shopping carts, purchases, dollar amounts or purchases,
repeat purchase behaviour and other metrics. This level of customer behaviour tracking
as compared with tracking consumer attitudes, knowledge, or behavioural intentions is
not possible in traditional commerce.
Market oriented organizations like AirAsia have effective and responsive
intelligence gathering systems. To be customer and competitor oriented, the organisation
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needs to gather, interpret and act upon market information in a systematic and timely
manner. Information acquisition, dissemination and utilisation are fundamental elements
of the market sensing process by which the organisation learns about its customers,
competitors, channel partners as well as other environmental forces and develops
appropriate strategies to respond. Effective strategy implementation requires all
employees to have a shared knowledge and interpretation of market information,
therefore market information has to be promptly distributed and easily accessible across
the organisation.
3.7
3.8
Global Reach
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equal to the size of the worlds online population. The total number of users of customers
an e-commerce business can obtain is a measure of its reach. In contrast, most
traditional commerce is local or regional; it involves local merchants or national
merchants with local outlets. Television and radio stations, and newspapers, for
instance, are primarily local and regional institutions with limited but powerful national
networks that can attract a national audience. In contrast to e-commerce technology,
these older commerce technologies do not easily cross national boundaries to a global
audience.
AirAsia is expanding its reach and distribution network by collaborating with
Galileo International to have its low fares and inventory available on the Galileo GDS
platform. Galileo International is a leading global distribution system (GDS), and
subsidiary of Cendant Travel Distribution Services (TDS).
The launch of Galileo Flight Integrator is expected to boost revenue and enhance
productivity for travel agents, as it provides Galileo agents with access to AirAsias full
range of fares including periodic promotional fares. In addition, the seamless web based
service also empowers agents to conveniently access over 200 daily flights on AirAsia,
allowing more choice and flexibility to book low fares thus rendering the Galileo Flight
Integrator an attractive tool for travel agents. The agreement includes AirAsia subsidiary
airlines, Thailand-based Thai AirAsia and Indonesia-based Indonesia AirAsia.
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4.0
CONCLUSION
From the early days of e-commerce, people have envisioned a streamlined endto-end supply chain where consumers and merchants can interact internationally,
anytime and anywhere. Notably, from lessons learnt in the past, e-commerce (not
discounting the growth potentials) has its own set of kinks to be ironed out.
Budget airlines have taken the region by storm especially in Malaysia with their
Air Asia flagship. Ignoring earlier skepticism over the e-commerce business model, Air
Asia challenged critics with their aggressive marketing campaign. With flights across
Malaysia for promotional prices for as low as RM$20, even IT adverse ah gong and ah
mahs would ask (their IT savvy) ah boys to purchase their air tickets through Air Asias
e-commerce portal. With usage comes adoption, and soon enough, people got hooked
to this new mode of commerce, and for Air Asia, the rest is history.
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