本文是英国留学生Essay论文代写范文：亚洲航空公司战略分析Airasia Berhad Strategy Analysis，主要内容是以亚洲航空公司作为研究对象，对其经营战略及状况进行分析研究。
亚洲航空公司（AirAsia）是东南亚领先的低成本航空公司，自2001年迅速扩大。公司总部在马来西亚吉隆坡，成功地将自己定位在顾客心目中通过简单的口号是“现在人人都能飞”。公司目前的估值约为rm2.7亿元，共有60架飞机，每日飞往超过50个国内和国际目的地超过400个国内和国际航班。对于短期和长期的操作都是由航空公司和它的姐妹公司办理。
亚航旨在建立自己作为一个领先的低成本航空市场以其客户通过成本优势的作战效能和效率创造。更多的客户是考虑低票价收费，捕获以前买不起航空公司的票价的客户。
AirAsia Berhad(AirAsia)is the leading low cost airlines in South East Asia,which has expanded rapidly since 2001.The company is based in Kuala Lumpur,Malaysia and has successfully positioned itself in customer's mind through the simple slogan“Now Everyone Can Fly”.The company is currently valued at approximately RM2.7 billion and has a total of 60 aircrafts that fly to over 50 domestic and international destinations with over 400 domestic and international flights daily(Euromonitor International,2009).The operation for the short and long haul are handled by AirAsia and its sister company,AirAsia X Sdn Bhd(AirAsia X)respectively(AirAsia,2009).
AirAsia aims to establish itself as a leading low cost carrier in market by valuing its customers through cost advantages created by operational effectiveness and efficiency.More customers are able to fly taking into consideration the low fare charges as AirAsia capture segments of customers that previously could not afford the airlines'fare.
Whether the strategy exploits the company's key resources
Each organisation is unique in terms of it resources and capabilities and the key to success merely depend on its ability to find or create a competence that is distinctive(Teece,Pisano and Shuen,1997).The Resource Based View(RBV)combines two perspectives,the internal analysis of phenomena within an organisation and an external analysis of the industry and its competitive environment(Eisenhardt and Martin,2000)and(Collis and Montgomery,1995).It goes beyond the Strengths,Weaknesses,Opportunities and Threats(SWOT)analysis by integrating internal and external perspectives.The ability of an organisations resources to present competitive advantages could not be determine without taking into considerations the broader competitive concept.Barney(1995)indicated that organisation's resources and capabilities must be evaluated in terms of value,rarity,inimitability and organisation.Furthermore,Carpenter and Sanders(2009)suggested that in order for a company to gain competitive advantage,they should possess resources and capabilities that are valuable,rare,inimitable,nonsubstitutable and exploitable(VRINE model).
The value of the resources and capabilities interacts with the market sources and will differ based on time and industry.The three fundamental market forces;scarcity,demand and appropriability determines the value of a resources and capabilities(Collis and Montgomery,1995).In order to answer the question of value,organisation could identify whether the resources and capabilities are able to meet market demand.As for AirAsia,the organisation relies on its human resources and management capabilities wherein these two components have satisfied the value requirement,as it has been able to meet the demand for the Low Cost Carrier(LCC)market.
Resources and capabilities owned by AirAsia are homogenous in the market but aspect such as work culture and innovative routes make it difference from the competitors.For example,any ideas to improve the operations are welcome from all level of employees and in terms of route,AirAsia try penetrate new routes and will go to locations that others given up.In RBV concept,AirAsia can be characterised as a competitive parity company based on its valuable but not rare resources and capabilities.
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