Air asia case study Essay

Awarding large organization contracts to Bumiputra companies. 2. Requiring new listings on the Malaysia stock exchange to keep up an initial 30 per cent Bumiputra truth ownership. 3. The allocation of at least 30 per cent of government contracts for semipublic and private works to Bumiputra contractors. 4. Requiring all private companies to offer employment opportunities to Bumiputras. 5. Ensuring that a minimum of 60 per cent of government procurements, contract work and separatewise related projects be awarded to Bumiputra entrepreneurs. 6.Making government finance available for the grievous bodily harm use of Bumiputra business people. The Malaysian government claimed that the NEP fulfilled its goals since the nation was declare as one of the ten fastest-growing economies in the world from 1970 to 1990, a full point that coincided with the NEPs implementation. This conclusion was in agreement with the research on Malaysian frugal development3 conducted by the Harvard Ins titute for planetary Development (HIID) and Institute of strategical and International Studies in Kuala Lumpur (ISIS Malaysia) (Snodgrass, 1996, p.1). Despite this and the new policies that superseded the NEP since 1990, the affirmative action program remains controversial. Indeed, many people believe that the NEP continues to define current government development policies in Malaysia. Critics of the NEP believe that the policy was only partially roaring in, for example, reducing socio-economic disparity and encouraging the arrogance of Bumiputras (Anshar, 2008). Research by the Australian Governments Department of orthogonal Affair4 (2005, p.xiii) was also critical round the alleged business restrictions that the NEP encouraged it criticised that these were counterproductive and may even have thwarted the development of a vibrant and resilient business community. 3 The research looks into the Malaysian economic development from 1970 to 1990. Malaysia An Economy Transformed ( 2005). This accounting on the Malaysian business environment prepared by The economical Analytical Unit (formerly the East Asia Analytical Unit) is part of the Department of Foreign Affairs and Trade andis responsible for publication reports analysing major trade and economic issues of relevance to Australia. The Entrepreneurial Tony Fernandes If the NEP was restrictive of non-Malay entrepreneurship, how was it possible that Fernandes, a non Bumiputra could emerge as the most celebrated entrepreneur in Malaysia? My research suggests that the NEP did not stifle entrepreneurship and that Fernandes is not the only successful non Bumiputra business person in Malaysia. This is a complex debate, and my doctoral thesis seeks to address it in greater detail. further in this paper I will outline some of the considerations that read to be taken into account in explaining how and why Fernandes rose to nonplus one of Malaysias millionaires. Fernandes was born on 30th April 1964 into a fami ly that had no prior knowledge or experience of business his father was a physician from Goa (India) and his m different was a music teacher of Malaccan-Portuguese descent. In other words, Fernandes came from an Indian-Malaysian family of professionals the new middle class that emerged in Malaysia from the 1960s.Like many other middle class families, the Fernandes had sufficient wealth to send Fernandes to study in England. Fernandes, at the age of 12, went to London in 1976 to study at Epsom College and tended to(p) the London School of economic science in which he graduated in 1987 with a degree in accounting (BusinessWeek, 2009). In total, he worn-out(a) some 11 years in London, a painful dissolution from his parents who could not afford to pay for his flights back to Malaysia. It was this experience, according to Brown5 (2010) that gave him an insight into the benefits of peradventure develop cheap international carriers.However, at this stage his career highway did not t ake him into the airline business. Upon graduation from the London School of Economics Fernandes took the normal route of functional in accounting jobs. Fernandes worked briefly at Virgin Communications, a television division of the Virgin Group of companies. What did Fernandes date from Virgin? 5 Kevin Brown is a journalist for the Financial Times. He was prescribed Asia regional correspondent for the Financial Times in kinfolk 2009, based in Singapore. Prior to this role, he was Asia news editor. Previously, he was the in-person finance editor of the Financial Times.The main benefit was the experience of working in a global company, acquiring insights into the running of an international business, and developing an impressive resume which worked in his favour in being appointed to the position of cured Financial Analyst at Warner Music International6 in London. At Warner, Fernandes showed strong business acumen. He started in 1989 as Senior Financial Analyst, and by 2001, whe n he resigned from Warner, he was the Vice President, ASEAN region. Within 12 years at Warner he was promoted four times that is on bonnie he was promoted every three years.Fernandes time at Warner Music was epochal because it was during this period that Fernandes matured and transformed himself from being a mere restrainer into a strategist with an analytical mind. Commentators such as Ionides7 (2004) believed that Fernandes ability to speak up strategically, and understand his environment from a macro perspective, was the reason why Fernandes mat compelled not to be part of Warners ill-fated merger with the States Online Inc in 2001. This incident was said to be the catalyst for Fernandes decision to replace careers after 12 years with Warner.A word of caution is needful the early history of Fernandes emergence as an entrepreneur is based on the business press and journals. As part of my doctoral work I will be examining these issues in greater detail, and therefore reserve the effective to correct the narrative as it currently stands. 6 Warner Music International is part of the Warner Music Group which is the third-largest business group and family of record labels in the recording industry. Warner Music Group also has a music publishing arm called Warner/Chappell Music, which is currently one of the worlds largest music-publishing companies.