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  <title>AirAsia faces a major crisis</title>
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 <genre authority="marcgt">bibliography</genre>
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  <place>
   <placeTerm type="text">Ontario</placeTerm>
   <publisher>IVEY Publishing</publisher>
   <dateIssued>2015</dateIssued>
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  <extent>5 p.</extent>
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 <note>On December 28, 2014, contact with Indonesia AirAsia flight QZ8501, &#13;
carrying 162 people, was lost after it left Surabaya, Indonesia bound &#13;
for Singapore. All passengers were believed dead. Until this horrific &#13;
incident, AirAsia and its various affiliated airlines, which included &#13;
AirAsia X and Indonesia AirAsia, along with several other airlines &#13;
organized in joint ventures throughout Southeast Asia, had recorded &#13;
rising profits, rapid expansion and, until this incident, a solid safety&#13;
 record. The company was buoyed by a savvy marketing strategy and the &#13;
leadership of its flamboyant founder. He was concerned now about how &#13;
this tragedy would affect AirAsia's business in the short and long term.&#13;
 Should he delay or even stop some of his aggressive growth initiatives?&lt;br&gt;</note>
 <note type="statement of responsibility"></note>
 <classification></classification>
 <identifier type="isbn">W15037</identifier>
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  <physicalLocation>Perpustakaan - Sekolah Tinggi Manajemen PPM Pusat Informasi Manajemen</physicalLocation>
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