Business Case Studies & Business Publications

AirAsia vs Malaysia Airlines

Dixit, M. R., Jena...

Case

AirAsia vs Malaysia Airlines

Dixit, M. R.; Jena, Sanjay Kumar

IIMA-STR0453 | Published July 5, 2021 | 13 pages Case

Collection: Indian Institute of Management, Ahmedabad

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The case provides an opportunity to formulate the response of a late entrant to competitive dynamics created by its own entry into the market. It presents the dilemma before Tony Fernandes, CEO, AirAsia Sdn. Bhd. (AAB), in responding to competitive retaliation from Malaysia Airlines (MA), the incumbent national carrier of Malaysia. Fernandes had recently entered the Malaysian airline industry by acquiring the loss-making airline, AAB. He had made AAB debt-free within eight months by reducing costs of operations and maximising capacity utilisation of the plane. The following year, MA announced its super saver offer of a full-service flight experience at 50% of the original fare. This resulted in a 40% drop in AAB's bookings, threatening its survival. Fernandes has to respond to the new development.

Articulate the issues in the sustainability of the late entrant in the context of competitive rivalry created by its own entry; Generate strategic options for the late entrant to respond; Help formulate a response strategy for sustaining entry; Deliberate on the action-reaction framework in comprehending competitive dynamics in an industry.