Thai AirAsia Tassapon Bijleveld – CEO Thai AirAsia
Tassapon Bijleveld – CEO Thai AirAsia Thai­AirAsia Shareholding Structure Thai AirAsia 50% 49% Asia Aviation Limited 51% Sittichai Veerathummanoon AirAsia Berhad 49%
ShinCorp 1% Tassapon Bijleveld Strong Deep Management – Thai AirAsia Senior Management Previous Experience Tassapon Bijleveld CEO 11 FMCG Industries Warner Lambert Pornanan Gerdprasert CFO 15 years management level Various Industries Tanapat Ngamplang Director of Flight Operation 25 years airline industries Royal Thai Air Force Preechaya Rasametanin Director of Engineer 15 years airline industries Thai Airways international M.L. Bovornovadep Devakula Business Development Director 12 years airline industries Thai Airways international Santisuk Klongchaiya Marketing Director 10 years marketing management Warner Music 3
Now Everyone Can Fly
3 Passenger and Aircraft Growth Million Guest
5.0 16acft 4.5 4.0 3.6 11acft 2.6 2.8 3.0 PAX 6acft 4acft 1.2 1.8 1.6 1.5 20
07
20
06
20
05
0.8 20
04
4.5 4.0 3.5 3.0 2.5 2.0 1.5 1.0 0.5 0.0 Thailand Aircraft & Passenger Projection AirAsia Fleet Delivery Schedule (Fiscal Year: 30 June) Bangkok Chiang Mai 9 Phuket Passengers (million) 15%
35 8 31 30 46% 31 7 29 8 27 25 6 24 41% 21 20 5 18 50% 4 15 7 14 5 3 10 10 4 2 5 1 0 2 3 4 3 4 3 6 6 4 4 2 1 1 0 2006A 2007F 2008F 2009F 2010F 2011F 2012F 2013F 2014F 2006A 2007F 2008F 2009F 2010F Strategy for Success q Market domination – aiming for #1 on the domestic routes (Had Yai, Phuket, Krabi) – aiming for #1 on the Indo­China routes (Hanoi, Yangon, Phnom Penh) q Best Route Network – most comprehensive routes and frequencies q Growing the Thai market – take advantage of Thai’s open skies arrangement – introduce new routes and leverage Thailand’s popularity to the tourist market
SWOT Analysis – Thai AirAsia Strength First Mover advantage. Internet booking system Branding Lowest Cost Lowest fare Regional Network Opportunity Go Holidays / Go Corporate. Dominating Indo­China. Create maximum value to customer as a one stop for all travel related activities.
Strategy for Success q Market domination – aiming for #1 on the domestic routes (Had Yai, Phuket, Krabi) – aiming for #1 on the Indo­China routes (Hanoi, Yangon, Phnom Penh) q Best Route Network – most comprehensive routes and frequencies q Growing the Thai market – take advantage of Thai’s open skies arrangement – introduce new routes and leverage Thailand’s popularity to the tourist market
Future Bases q Chiang Mai – geographically well positioned for China and India – strategic catchments for Indo­China routes – Chiang Mai is an established tourist destination q Phuket – connect to key tourist attraction – open new connectivity to Bali, Macau, Chiang Mai
Consistent Branding & Strategy
Consistent Branding & Strategy
Indonesia AirAsia Sendjaja Widjaja – President Indonesia AirAsia
Sendjaja Widjaja – President Indonesia AirAsia Indonesia­AirAsia Shareholding Structure AAIL 49% Pin Harris Fersindo 20%
10% I A A Sendjaja Widjaja 21% Current Organization Structure President Director President Director Director of Safety & Security Aeronautical Advisor Director of Flight Ops ­ Operation ­ Operation Center ­ Chief Pilot ­ Chief Pilot ­ Flight ­ Flight Standard ­ Flight ­ Flight Attendant Director of Maintenance & Engineering ­Quality ­ Quality Assurance ­Maintenance ­ Maintenance ­Sparepart ­ Sparepart Director of Director of Government Distribution & Relations Marketing Director of Guest Services ­ Station ­ Station Managers ­ Cargo ­ Cargo ­ Ramp ­ Ramp Internal Audit In­ Flight In ­Flight Service Manager Quality Service Legal
Legal Director Of Finance ­ HR ­ HR ­ National Manager ­ National Distribution ­ IT ­ IT Manager Manager ­ Marketing ­ Marketing ­ Finance & ­ Finance & Manager Accounting Manager Indonesia Aircraft & Passenger Projection AirAsia Fleet Delivery Schedule (Fiscal Year: 30 June) Jakarta Surabaya 7 Bali Passengers (million) 20%
30 28 28 6 40% 25 7 22 5 23 85% 20 19 5 4 17 15 14 3 70% 10 2 8 5 4 8 6 6 1 0 2 1 3 2 7 5 6 7 6 2 1 4 1 0 2006A 2007F 2008F 2009F 2010F 2011F 2012F 2013F 2014F 2006A 2007F 2008F 2009F 2010F SWOT Analysis – Indonesia AirAsia Strength First Mover advantage. Internet booking system & comprehensive distribution Strong Admired Brand Lowest Cost Lowest fare Regional Network Challenges Market remains fragmented Regulatory framework (name change, fuel surcharge, advertise fares)
Strategy for Success q Market domination – aiming for #1 on the domestic routes (Medan, Surabaya, Bali, Palembang) – aiming for #1 on the Asian routes (Kuala Lumpur, Thailand) q Best Route Network – most comprehensive routes and frequencies q Best Safety track record q Growing the Indonesian market – take advantage of the competitor’s weak position – introduce new routes and leverage Indonesia’s popularity to the tourist market
Future Bases q Surabaya – geographically well positioned for Eastern ASEAN region – strategic catchments for East Indonesian routes – Surabaya is an established commercial hub for the region q Bali – connect to key tourist attraction – open new connectivity to Australia, Phuket, Kuching, Kota Kinabalu