Ivey Business School (Canada)
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AirAsia Faces a Major Crisis: The Loss of QZ8501
Jonathan Doh; Thomas Lawton; Andreas SchotterCase IVEY-9B15M018-EStrategyOn December 28, 2014, contact with Indonesia AirAsia flight QZ8501, carrying 162 people, was lost after it left Surabaya, Indonesia bound for Singapore. All passengers were believed dead. Until this horrific incident, AirAsia and its various affiliated airlines, which included AirAsia X and Indonesia AirAsia, along with several other airlines organized in joint ventures throughout Southeast Asia, had recorded rising profits, rapid expansion and, ...Starting at €8.20
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The Ascendance of AirAsia: Building a Successful Budget Airline in Asia
Thomas Lawton; Jonathan DohCase IVEY-9B08M054-EEntrepreneurship, StrategyIn September 2001, Tony Fernandes left his job as vice president and head of Warner Music's Southeast Asian operations. He reportedly cashed in his stock options, took out a mortgage on his house, and lined up investors to take control of AirAsia, a struggling Malaysian airline. Three days later, terrorists destroyed the World Trade Center. Despite the negative aftermath of the 9-11 attacks, by 2003, AirAsia had demonstrated that the low-fare mod...Starting at €8.20
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AirAsia X: Can the Low Cost Model Go Long Haul
Ben Forrey; Andreas Schotter; Jonathan Doh; Thomas LawtonCase IVEY-9B12M013-EEntrepreneurship, StrategyBy 2007, AirAsia had become one of the most successful budget airlines in the world. Having dominated Southeast Asia and entered China and India, AirAsia was poised to solidify its place as a top budget airline and one of the most consistently profitable globally. But company founder Tony Fernandes had bigger plans. From the outset in 2001, Fernandes had intended to offer long-haul service, competing against the largest and most established airli...Starting at €8.20
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Headstart Industries Ltd.: Corporate Culture and Strategy
Abhinav Gupta; Thinley TharchenCase IVEY-9B16M181-EEntrepreneurship, StrategyIn August 2011, the newly hired chief executive officer of the Indian firm Headstart Industries Ltd. (HIL) faced a dilemma over whether or not to allot funds for a new project of a business unit that had poor performance over several years and had affected the company's overall profitability. The chief executive officer was faced with a tough choice between acting against the dominant culture of HIL by refusing to fund the new project or displeas...Starting at €8.20
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Dr. Amita Joshi at Samuel Drugs Limited
Anup K. Singh; Abhinav GuptaCase IVEY-9B11C006-ELeadership and People Management, StrategyAWARD-WINNING CASE: Adjudged second-best case at the ISB Case Competition 2010 held in partnership with the Richard Ivey School of Business and the Association of Indian Management Schools and sponsored by the Chartered Institute of Management Accountants.This case describes the successful journey of Dr. Amita Joshi in a medium-sized Indian pharmaceuticals organization, Samuel Drugs, which was facing serious performance problems. As CEO, Joshi re...Starting at €8.20