Escolar Documentos
Profissional Documentos
Cultura Documentos
Prepared By
Anum Ali
HF0861BA
KR002478
Lecturer
Kiran Akberali
Due Date
nd
22 September 2008
Word Limit
No more than 2000 words
Acknowledgements
In due recognition of Miss Kiran Akberali; my lecturer for Marketing in Practice, I
express gratitude for her dedicated efforts in conducting the lecture sessions. Challenging case
studies and trivial exercises and a complete audio/visual demonstration of television
commercials have kept me motivated throughout the module. The informative sessions enabled
me to research tricky areas of marketing planning, as they were covered. Last minute time
concessions for fine-tuning the conclusive areas of the plan have been greatly helpful.
Finally, I am thankful to Almighty God for granting me the intellect to
understand, comprehend and apply the concepts taught to me and deliver a detailed marketing
report.
ii
Executive Summary
A marketing plan for Tune Hotels, Kuala Lumpur, being launched under the strategic
vision of Tony Fernandes, Chief Executive Officer Air Asia, has been developed. Planned
utilization of a budget allocation of $100,000 has been made to develop product, pricing,
distribution and promotions strategies. Detailed research has been conducted of the overall
Malaysian and the specific Kuala Lumpur environments to mark the feasibility and opportunistic
areas. Internal calibre of Air Asia has been assessed to evaluate how it can form a promising base
for its sister concern, Tune Hotels. Market offerings have been designed, keeping in mind the
target markets and positioning ideologies developed through extensive research and planning.
Together with a product concept, a crux of the service concept has also been applied. Price
structures have been designed and profitability and returns have been calculated to suit the
qualitative objectives set. Critical considerations in measuring performance and tapping clientele
behaviour have been made to ensure guaranteed customer value.
iii
Table of Contents
Situation Analysis
..........................................................................................................................................................1
a-Air Asia (AIRA) Berhad Company Profile – “Now everyone can fly”....................................1
b. The internal and external environmental influences..............................................................1
......................................................................................................................................................3
c. The Competitive Environment.................................................................................................4
d. SWOT analysis.....................................................................................................................6
Marketing Objectives.....................................................................................................................11
I – Quantitative objectives
....................................................................................................................................................11
II – Qualitative objectives..........................................................................................................11
Marketing Strategy.........................................................................................................................12
(a)The Segmentation Process.....................................................................................................12
b. The appropriate targeting strategy........................................................................................16
c. The Positioning strategy and a perceptual map ..................................................................18
Marketing Tools.............................................................................................................................19
(a) Product Decisions.................................................................................................................19
Tune Hotels’ market offering.................................................................................................19
Physical Evidence and Presentation.......................................................................................19
(b) Price Decisions.....................................................................................................................21
Pricing Objective:..................................................................................................................21
Determining Demand.............................................................................................................21
Pricing Method
................................................................................................................................................22
iv
Appendix A – Porter’s 5 Forces Model......................................................................................vi
Appendix B – VALS Framework...............................................................................................vii
v
Situation Analysis
Situation Analysis
a- Air Asia (AIRA) Berhad Company Profile – “Now everyone can fly”
As its tagline boasts, the company is committed to provide “low fare low frills”, safe,
comfortable, convenient and enjoyable flight experience to its customers since 1993. Established
in Sepang, Malaysia, AIRA has a fleet of 70 aircrafts (as at December 31, 2007) and 3,474
employees. 100+ routes are served in Malaysia, Thailand, Indonesia, Cambodia, Veitnam,
Phillipines, Laos, Myanmar, Brunei and Singapore. It is a conglomerate offering tour operating,
publishing, aircraft leasing and inflight meals provision services through its subsidiaries.(Air
Asia Bhd: Stock Quote and Company Profile, 2000-2008) Generous revenue growths have been
achieved from 1.1 – 2.2 billion. (Air Asia Bhd: Financial Statements, 2000-2008) In 2003, AIRA
pioneered the world’s first mobile booking system in airlines which enables seat reservations and
flight inquiry through the convenience of cell phones.
PEST Analysis (Tables 1.0 – 1.3) conclude that in conjunction with the Malaysian
government, Malaysian Tourism Industry has initiated several hotel and destination development
schemes under the slogan: “Malaysia, Truly Asia”. Malaysia’s economic stability, scenic beauty,
the metropolitan extravaganza offered at cities like Kuala Lumpur (KL) and the government’s
generous incentives and tax cuts for hoteling operations, together make up an ideal environment
for Tune Hotels. Heavy tourist influx secure promising demand and technological advancements
in the country cater to the needs of communications and distribution mixes for the hotel.
1
Situation Analysis
Table 1.0
POLITICAL ENVIRONMENT
• Investment tax allowance has been granted by the Ministry of Finance, Malaysia.
• Cooperative operating relations with Thailand and Indonesia.(A New Year Brings New
Fortunes and Opportunity, 2005)
• Government incentives are given to low and moderately cost hotel businesses (Malaysian
Industrial Development Authority, 2004)
• Politically stable country for investment and peaceful for tourism (Report: Opportunities
in Malaysian Tourism Industry (2007-2009), 2008)
Table 1.1
ECONOMIC ENVIRONMENT
• Malaysia has a heavy tourist influx which is continuously incrementing every year.
(Flights to Malaysia, Malaysia Flights, Malaysia Bound Flights, Malaysia, 2008)
• Economic slowdown in the airplane industry is seen due to surging fuel prices and
inability to keep fares low. High fares are diverting tourists.
• A double deduction is granted to companies that wish to operate and promote tourism
overseas. Deduction is granted on advertising, marketing, market research and
maintenance of sales offices. (Malaysian Industrial Development Authority, 2004)
• Industrial Building Allowance (IBA) grants initial 10% allowance and annual 3%
allowance on constructing hotels.
• Generous exemptions on import and sales tariffs is granted on machinery and equipment.
2
Situation Analysis
Table 1.2
SOCIAL ENVIRONMENT
• Budget hotels in Malaysia become over-booked and there is a need for more
• Kuala Lumpur is an ideal tourist detination with eateries, cafes, branded and budget
stores (Tune Hotels Budget Hotel (RM 9.99), Air Asia Hotels, in Kuala Lumpur,
Malaysia, 2007)
• Tourist events like Malaysia’s Mega Sale Carnival (5th July-1st September), International
Fireworks Competition and International Climbathon attract tourists. (Welcome to
Tourism Malaysia’s Official Site, 2008)
• Education tourism is on the rise – international students are coming to Malaysia (Report:
Opportunities in Malaysian Tourism Industry (2007-2009), 2008)
• Tourism Malaysia recorded 10.9 million tourist arrivals from January to June compared
with 10.7 million last year. (Flights to Malaysia, Malaysia Flights, Malaysia Bound
Flights, Malaysia, 2008)
Table 1.3
TECHNOLOGICAL ENVIRONMENT
• Malaysia has well developed telephone systems; both, landline and cellular domestic and
international
• Radio broadcast stations AM/FM
• TV broadcast stations
• ISPs
(PEST Analysis, Exercise, 2000-2008)
• 5 International and 15 domestic airports
3
Situation Analysis
Competitive analysis through Porter’s 5 Forces Model (Appendix A) suggests that despite
the bargaining power of customers and suppliers being low, Tune Hotels is setting foot in a
highly competitive environment of a prospering low-frills hotel industry. Indirect competition
comes from hotel giants and attractive substitutes exist which offer competitive benefits.
4
Situation Analysis
Commercial partners of Tune Hotels, namely Pensonic, Senses, King Koil, CIMB Bank,
Orlando and Nippon Paint have limited bargaining power due to the lowest cost operations
philosophy of Tune Hotels. Suppliers with the lowest market bids but adequate quality standards
have been selected and in case of bargaining, and any cost overheads, they would be dropped.
(Malaysia Hotel News: Pensonic in strategic pact with Tune Hotels, n.d.)(Cuti-Cuti MALAYSIA
Tour and Hotel Reservation Center: Langkawi, Pengkor, Redana, Kuala Lumpur, 2000-2008)
(Welcome to Tune Hotels, Asia’s 1st no frills hotel, 2007)
Kuala Lumpur (KL); the innaugration city for Tune Hotels, is a cosmopolitan thriving on
tourism. It has an array of hotels ranging from luxurious resorts to medium cost and budget
hotels which make the hotel industry cut-throat competitive. Hotel Seasons View, Hotel Agora
and Hotel Fortuna enjoy ideal locations at prime KL attractions; the Petronas Towers and food
street, and cheapest rates. RM82 – 120 is the price range/day starting from single and upto
deluxe rooms. Their strategic location at the hub of shopping, food and sightseeing attractions in
KL give them a competitive edge. (Budget Hotels, 2001-2009) 5 star hotels; Ritz-Carlton,
Shangri-La, The Ascott, Concorde, and Hliday Villa, occupy ideal locations and offer attractive
packages in collaboration with Tourism Malaysia for which customers are willing to pay more.
(Best Malaysia Hotels, Reviews of Popular Malaysia Hotels Accomodations, 1995-2007)
5
Situation Analysis
d. SWOT analysis
SWOT analysis (Tables 1.5-1.8) shows AIRA is found to be a resourcefully rich company
with innovative sales channels and a dedicated and skilled management team under a highly
motivated, inspirational CEO. Customer loyalty is strong and service offered to clients is
excellent.
6
Situation Analysis
Table 1.5
Strengths
• Tony Fernandes, the CEO, has accounting qualifications and excellent selling skills. His
job experience has been with Virgin Records in London and 12 years with Turner in
Malaysia. He is highly committed and devoted. (Spotlight: Asian tycoon reaches for the
sky, 2008)
• Democratic, casual and hardworking CEO, management and staff relations. Enjoyable
work environment where everyone from pilots to the marketing personnel, crew,
engineers, etc., share the same office. (Welcome to AirAsia.com … now everyone can fly,
2007-2010)
• Presented with the Best Airline for 2007 Award by the Center for Asia Pacific Aviation
(CAPA).
• Successful joint ventures: In Thailand through Thai AirAsia and in Indonesia through
Indonesia Air Asia (Welcome to AirAsia.com … now everyone can fly, 2007-2010)
• Fares are 80% lower than that of other flight operators. ZOOM promotion lowered rates
to as low as RM 9 to selected destinations.
• Natiowide Call Center (180 phone lines), ticketless service, Internet bookings, convenient
sales offices for walk-in customers, mobile booking via cell phones
• Direct B2B through authorized travel agents and 30 Boeing 737-300 aircrafts – fine
quality planes
• Customized Low Cost Carrier Terminal (LCCT) – the first of its kind in the world
(upgradeable, caters 10 million passengers, 30 parking bays. (Welcome to AirAsia.com …
7
Situation Analysis
• Comfortable aircrafts with leather seats and 5 star service (Welcome to AirAsia.com …
now everyone can fly, 2007-2010)
Table 1.6
Weaknesses
• Tony Fernandes is heard to be financially conservative to the extents of telling his pilots
to land lower and slower to save tire maintenance costs. (Spotlight: Asian tycoon reaches
for the sky, 2008)
• No frills are a disappointment for passengers who look for flyer miles, exchange lounges
and in-flight meal service (Welcome to AirAsia.com … now everyone can fly, 2007-2010
• Air Asia is known to fluctuate prices by being very low and sometimes high which
frustrates customers specially students who find tickets very expensive as holiday season
starts. (Online Consumer Community Portal, 2004-2008)
• LCCT gets very crowded due to heavy customer loads and inefficiency arises. (Air Asia
<< Jaime’s life, n.d.)
• Customer complaints during high tourist seasons. (Air Aisa Rude and Aggressive Check
In Staff – Thailand Forum, 2008)
Table 1.7
Opportunities
• Tourism Ministry of Malaysia is promoting domestic tourism and facilitating the
exposure of must-see attractions for tourists across the country. (Welcome to AirAsia.com
… now everyone can fly, 2007-2010)
• Investment tax allowance has been granted by the Ministry of Finance, Malaysia.
• Economic slowdown in the airplane industry due to surging oil prices is making
competitors leave gaps which are potential areas for expansion. (Channelnewsasia.com,
2008)
8
Situation Analysis
• Young, educated and productive workforce is available at affordable costs for investors.
(Malaysian Industrial Development Authority, 2004)
• 22.5 million tourists are estimated to hit Malaysia in the year ahead. (Rolling out the red
carpet | Malaysian Business, 2008)
Table 1.8
Threats
• Adam Air and Tiger Airways are moderately priced airliners offering light frill benefits
(Adam Air: A threat to Air Asia?, n.d)
• Big players like Malaysian Airlines cutting in into the low cost business
• British Airways, Qantas Airways, Cathay Pacific, Singapore Airlines, and the Emirates
etc. provide tough competition on international routes. (Flights to Malaysia, Malaysia
Flights, Malaysia Bound Flights, Malaysia, 2008)Deputy Minister of Transport confirms
that Air Asia is under RM110 million of debt (AirAsia owes MAHB RM 110 million, n.d.)
9
Situation Analysis
10
Marketing Objectives
Marketing Objectives
I – Quantitative objectives
II – Qualitative objectives
11
Marketing Strategy
Marketing Strategy
Figure 1.0
Malaysia is a simple market with easily identifiable variables available for segmentation.
(Table 1.9 – 2.3) It has high potency cities to lodge a budget hotel, potential customer groups
available demographically, psychographically and behaviourally to divide the market.
12
Marketing Strategy
Table 1.9
GEOGRAPHIC
Cities:
Kuala Lumpur (capital)
Penang
Ipoh
Malacca
JohorBaru
Shah Alam
Klang
Petaling Jaya
Table 2.0
DEMOGRAPHIC
Life stage:
Children
Young singles
Young couples (honeymooners, etc.)
Married without children
Married with children
Retirees and senior citizens
Occupation:
Businessmen
Traders
Students
Trainees
Income:
> RM3000
RM3000-RM5000
>RM5000
(New Malaysia: Don’t forget the middle class, n.d)
Nationality:
ASEAN (Thailand, Indonesia, Singapore, etc.)
13
Marketing Strategy
Table 2.1
PYCHOGRAPHIC
Lifestyle type:
Simple, desiring minimalistic and comfortable service
Elaborate, requiring large space, decor, and additional services and
facilities.
Social class:
Lower-lower class
Lower class
Middle class
Upper class
14
Marketing Strategy
Table 2.2
BEHAVIOURAL
Product usage:
Extended stay
One-night stay
Short stay
Loyalty status:
Hardcore Air Asia loyals
Split loyals
Shifting loyals
Switchers of budget hotels
User type:
Commercial traveller
Convention attendee
Casual tourist
Backpacker
(Is segmentation in the hotel industry new?, n.d.)
Occassions
Summers
Festive events
Exhibitions
Christmas
New Year
Winters
Buyer Readiness
Aware
Interested
Ready-to-buy
Benefits
High frills
Low frills
No frills
15
Marketing Strategy
Figure 1.1
Tune Hotels is product specialization strategy which is designed
to cater different market segments. (Figure 1.1)
Target segments
Catering to the lower and middle class, Kuala Lumpur’s market is selected for Tune
Hotels. (Table 2.3 – 2.4)
Table 2.3
GEOGRAPHIC DEMOGRAPHIC
Cities: Life stage:
Kuala Lumpur (capital) Young singles
Young couples (honeymooners, etc.)
Married without children
Married with little kids
Retirees and senior citizens
Occupation:
Students
Trainees
Income:
> RM3000
RM3000-RM5000
Nationality:
ASEAN (Thailand, Indonesia,
Singapore, etc.)
16
Marketing Strategy
Table 2.4
PSYCHOGRAPHIC BEHAVIOURAL
Lifestyle type: Product usage:
Simple, desiring minimalistic and One-night stay
comfortable service Short stay
Social class: User type:
Lower class Convention attendee
Middle class Casual tourist
THE VALS FRAMEWORK Backpacker
Believers (low resource group, modest Occassions
incomes, clear brand preferences) Summers
Strivers (low resource group, trendy and Festive events
stylish) Exhibitions
Makers (low resource group, practical) Buyer Readiness
Interested
Ready-to-buy
Benefits
Low frills
No frills
Loyalty status:
Hardcore Air Asia loyals
Switchers of budget hotels
17
Marketing Strategy
Value proposition
Figure 1.3
Positioning statement
“Tune Hotels is the first of its kind one star hotel with a five star lodging experience at
low frills, and lowest costs among an array of budget hotels. Ideal option for those who seek a
five star sleeping experience at a one star price”
Associations
The basic room, without room service but daily housekeeping continue to be the Points of
Parity (POP). The Points of Difference (POD), however, is the lowest price alternative provided
to the client with high quality reservations handling and a five star bed, and plasma tv
unavailable at any other low frills hotels.
18
Marketing Tools
Marketing Tools
(a) Product Decisions
Table 2.5
19
Marketing Tools
Table 2.6
20
Marketing Tools
Pricing Objective:
‘Survival’ would be the initial objective for Tune Hotels in Malaysia’s hotel industry
comprising of giant 5 stars and several direct budget hoteling competitors. However, once about
6 months of stability are secured, it would move towards being the “Lowest Cost Market
Leader”. 250 ROOMS LCC pricing. (Now everyone can stay at Tune Hotels,2008)
Determining Demand
Nature of demand
On one hand, for 5 star hotels, the demand is more than supply as rooms are proving
inadequate. (For the good times, n.d.) However, for middle rangers and budget hotels the
demand is elastic and price sensitivity is high. A major segment of middle and low income
tourists seek lowest price lodging to be able to spend on shopping and sightseeing. So, they opt
for low cost alternatives wherever available. A price war to cut to the lowest rates exists in the
budget hotel industry. (No Frills/Thrills Hotel, 2000-2008)
Figure 1.3
21
Marketing Tools
RM29 is the lowest cost figure recorded among guesthouses and lodges which are second
options for budget-hotel seekers promises a strikingly large demand.
Demand Forecasting
A simple, yet crucial, calculation estimates that Kuala Lumpur expects a tourist influx of
16.9 million tourists in the year ahead. The low and mid-income tourists have been estimated for
catering. A demand of 9.3 million tourists has been established for a basic idea of a promising
plan.
Table 2.7
Tourists coming to Malaysia for the year ahead = 22.5 million
*KL tourist estimate = 75% of tourist influx
*KL tourist influx =
= 22.5 million (75%)
= 16.9 million
*Low and mid-income tourists = 55%
= 16.9 million (55%)
= 9.3 million
* Assumed values
Pricing Method
22
Marketing Tools
Hotel Seasons View, Hotel Agora and Hotel Fortuna enjoy ideal locations at prime KL
attractions; the Petronas Towers and food street, and cheapest rates. RM82 – 120 is the price
range/day starting from single and upto deluxe rooms. Their strategic location at the hub of
shopping, food and sightseeing attractions in KL give them a competitive edge. (Definition of
average room rate, 2008)
Pricing Method
• Markup Pricing
To obtain the desired 48% return on sales, a markup price of $1.39 was added to the basic
unit price per room which was $1.50.
Table 2.9
Markup Pricing
Cost per room = $1.50
Desired return on sales = 48%
Markup Price = Unit cost / (1 – desired return on sales)
$1.50 / (1 – 0.48)
= $2.89
(Kotler, 2002)
• Breakeven Analysis
Table 3.0
23
Marketing Tools
Breakeven Analysis
Total Cost = $100,000
Room cost = $2.89
Variable cost per unit = $0.50
Fixed Cost = $5,000
Breakeven Point = Fixed costs / (Per unit cost – variable cost per unit)
= $5,000/ ($2.89 - $0.50)
= 2092 rooms
(Kotler, 2002)
• Return on Investment
From the final price set up, the return on investment generated is 6% which satisfies the
quantitative objective of at least 5% ROI.
Table 3.1
ROI calculation
Final cost per room = $2.89
Cost per room = $1.50
Total invested capital = $100,000
For customers making advance bookings through the Tune Hotels website, cash discount is
given to reduce the room price to $2.86 (RM9.90). Seasonal discounts would be given in off
tourist seasons like winters.
24
Marketing Tools
Channel Objectives
• Maintain the low cost proposition
Channel Alternatives
25
Marketing Tools
Advance bookings can be made, 3 months prior and cancellation charges apply if booking is
changed 24 hours before the booked date. (Tune Hotel, n.d.)
• Tune Hotels Call Center
It entertains bookings via telephone from Monday to Friday 9AM-9PM. (Asia Best Value
Hotels, 2008)
Being Air Asia’s hotel partner, Tune Hotels reservations can be made through Air Asia offices
while booking flights to KL. (AirAsia’s Hotel Partners, n.d.)
• Front-desk Reservations
Clients aware of Tune Hotels can walk in to reserve a room through easy processing.
• Reservation Counters at the LCC Terminal
Bookings can be made on landing at the LCC Terminal at the Tune Hotels desk. (Phuket
Gazette, online English newspaper, 2008)
Channel Management
Distribution channels would be managed by company’s own sales force, headed by Air Asia’s
former Director of Sales & Distribution, Kaneswaran Avili, now the Head of Commercial at
Tune Hotels. Under his supervision, the team works towards low cost distributions. Selecting,
training and motivating channel members that is the representatives at LCC reservation counters
and the front-desks, and later on the commissioned travel agents would be performed by Avili in
conjunction with Ambikah Sabratnam, Head of Finance & Human Resources. They would work
with ‘expert’, ‘reward’ and ‘coercive’ power. (Phuket Gazette, online English newspaper, 2008)
26
Marketing Tools
27
Marketing Tools
Communications Design
A combination of message strategies, incorporating catchy taglines has been designed for
Tune Hotels, using glimpses from the target markets. Some adverts are kept minimal with a
rational theme, using the informational appeal of notifying potential clients of the amazingly low
rates and start of booking seasons and also providing website address. Whereas, other adverts
follow the sensory message strategy, and the transformational appeal, stirring up emotions of the
targets. E.g. Father-Son pillow fight showing how life would be like at Tune Hotels.
Taglines have been designed to hit the market with the brand name. They comply with
the sparky, leisure and fun-oriented theme of the hotel.
28
Marketing Tools
Communication Channels
• Advertising
29
Marketing Tools
Mobile vans for transporting Tune Hotels staff would have painted advertisement.
(Leonalim.com >> Air Asia’s Tune Hotel, n.d.)
• Sales Promotion
Discounted price on advance bookings or through the online reservation or call center would
be announced.
In vibe with Malaysia’s Mooncake Festival; celebrated each year in Autumn, Tune Hotels
would offer mooncakes, the festive Chinese confectionary treat at the mini-café in its lobby –
John’s Kopitiam. The event shall take place from August – October. The lobby shall be decorated
with festive lanterns. (Mooncake Festival/Mid-Autumn Festival 2001-2008)
• Public Relations
30
Marketing Tools
Tune Hotels management would deliver speeches and send representatives to seminars under
Tourism Malaysia’s “Malaysia Truly Asia” tourism promotion program. It would seek to make
its signature in the tourism industry as the best low cost accommodation alternative.
• Personal Selling
The customer databases maintained by Air Asia would be used to email potential corporate
clients who have travelled for business purposes.
31
Budget Allocation
Budget Allocation
Budget allotted for Tune Hotels
= $100,000
32
Implementation and Controls
Implementation
The due timings when each activity to develop a marketing plan are planned by using a
Gantt Chart. (Gantt Chart on next page)
33
Implementation and Controls
Controls
Sales Analysis
Sales would be checked quarterly (every 3 months) to investigate factors which might be
causing a lower revenue generation than estimated. E.g. it can be calculated what percentage of
sales decline was due to cutting down prices. Changes in marketing action can be made
accordingly.
Annual overall, served and relative market shares would be calculated to check
performance. Corrective actions in promotion and pricing would be taken if shares show critical
estimates. Pie charts show how results would appear. Performance would be checked comparing
stance in the hotel industry, the low-frills market and with its lead competitors.
34
Implementation and Controls
Contrary to the 15% market share target set by Tune Hotels, the share in hotel
industry is 10%. Planning should be done to further increase it.
A check on served market share shows Tune Hotels is perfoming at peak and is a
market leader in the low-frills hotel industry. The marketing plan is working to its best. No
changes are needed.
35
Implementation and Controls
The check shows that Seasons View Hotel is coming close in capturing relative
market share of Tune Hotels with 33% current capture. Marketing strategies have to be revised to
differentate Tune Hotels from Seasons View to level off its close tie.
36
References
References
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http://investing.businessweek.com/research/stocks/snapshot/snapshot.asp?symbol=AIRA.
KL [21.09.08]
• Air Asia Bhd: Financial Statements,[online], 2000-2008, Available:
http://investing.businessweek.com/research/stocks/financials/financials.asp?symbol=AIR
A.KL [21.09.08]
• A New Year Brings New Fortunes and Opportunity,[online], 2005, Available:
http://www.airasia.com/storage/bo/aaportal.model.ContentFileUpload/9333220e-
ac1e2082-29962900-f5bc836b/name/AirAsia_1Q2006_Press%20Release_28112005.pdf
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37
References
38
References
• Air Aisa Rude and Aggressive Check In Staff – Thailand Forum, [online], 208, Available:
http://www.thaivisa.com/forum/Air-Asia-Rude-Aggressive-Check-St-t184852.html
[21.09.08]
• Channelnewsasia.com, [online], 2008, Available:
http://www.channelnewsasia.com/stories/singaporebusinessnews/view/360990/1/.html
[21.09.08]
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http://weechookeong.wordpress.com/2008/07/10/airasia-owes-mahb-rm110-million-not-
rm60-million-as-claimed-by-tony-fernandes/ [21.09.08]
• New Malaysia: Don’t forget the middle class,[online], n.d., Available:
http://chunwai08.blogspot.com/2008/06/dont-forget-middle-class.html [21.09.08]
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http://www.hotel-online.com/Trends/Payne/Articles/SegmentationInHotelIndustrys.html
[21.09.08]
• New Service Development, [online], n.d, Available:
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http://www.travelweeklyweb.com/article-19696-noweveryonecanstayintunehotels-
Asia.html [21.09.08]
• For the good times,[online], n.d., Available:
http://www.ibef.org/download/for_goodtimes.pdf [21.09.08]
• Tune Hotel,[online], n.d., Available: http://www.scribd.com/doc/4089502/TUNE-HOTEL
[21.09.08]
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References
40
References
41
Appendix
Appendix
Appendix A – Porter’s 5 Forces Model
vi
Appendix
vii