cant reach them and wasted so many money & time

does air asia and air asia x have the same baggage policy?

i'm a frequent air asia traveller and all the time i carry a slightly oversized backpack (those backpacking type) as my carryon. while it does not fit the regulation dimensions, there is no problem slotting in the bag straight in at the overhead compartment.

never had a problem with air asia or mas. now i ll be flying first time with air asia x, will they be strict?

AirAsia X more strict..they wont allow u bring water bottle,even if u hide it well..unless empty bottle..for the weight,if u lucky u might pass,if not they will ask u weight on the spot..
another thing is u might pass LCCT officer eyes but other country they really weight person by person eh..at least in Korea they do like that lah..
try backpack and hand carry? might work..

Oh noz...

Dear Guest,

Please be informed that effective from 1st June 2012, AirAsia X will be suspending our flights to/from Christchurch.

We will be sending individual notifications to all guests affected by this suspension, in stages, based on your respective flight dates, via email and SMS.

The email notices will also outline the various service recovery options offered which are:

i. cancel your reservation and opt for Full Refund/Credit Shell; or

ii. move to any of our other operating flights from/to Christchurch, before the 1st June 2012*; or

iii. reroute your flights from/to Christchurch to/from an AirAsia X port in Australia (Sydney, Gold Coast or Melbourne) to Kuala Lumpur# or any other AirAsia X destinations.

Please take note alternative arrangements has to be made on your own for the trans-Tasman travel.

*at no cost, subject to availability

# at no cost

In order to avoid undue congestion and delays in replying to your queries, we request that you contact us in relation to any queries you may have, only after you have received your individual notice.

For further explanation on the reasons for our flight suspensions, please refer to our Press Release on 12th March 2012.

***Important Notice:***



For Option iii)

Guest who choose to transfer their Christchurch-Kuala Lumpur flights to an AirAsia X service Australia-Kuala Lumpur (Sydney, Melbourne or Gold Coast)or vice versa will need to make their own arrangements and payments for trans-Tasman travel.

For guests who have purchased domestic flights within New Zealand to connect with AirAsia X’s suspended Christchurch services, Air New Zealand and Jetstar will allow AirAsia X guests to transfer the payment made for the domestic flight to a trans-Tasman fare. There will be a call centre fee per person per segment for this service and fare difference if applicable.

(Example: A guest who paid for a return domestic flight from Auckland to Christchurch to fly with AirAsia X, who transfers their AirAsia X ticket to the Sydney-Kuala Lumpur service, can transfer the domestic payment towards a flight from Auckland to Sydney to connect to the AirAsia X service.)

To arrange this transfer, guest will need to contact the Air New Zealand or Jetstar call centre, verify connecting travel on AirAsia X, and arrange for their domestic flight to be transferred to a trans-Tasman flight (and pay any fare difference and the contact service fee).

Guests opting for Jetstar will need to contact Jetstar before 26 March, 2012 with the above details.

Call centre details:

- Air New Zealand: 0800 737 000

- Jetstar: 0800 800 995


Before booking trans-Tasman travel please consult airline timetables to ensure your flight to Australia provides time to complete customs and immigration, pick up any bags and check-in at AirAsia X for your flight to Kuala Lumpur (and vice-versa for the return flight from Kuala Lumpur to Australia and returning to New Zealand). A transfer time of at least 4 hours is recommended but please note that neither AirAsia X nor the trans-Tasman carrier can be held accountable for any missed connections.



Sincerely,

AirAsia X Sdn Bhd

So Europe, India and now NZ cancelled.

News has it that Gold Coast will be cancelled as well come 2013.

If they can't afford it, they shouldn't have introduce so many routes. Now causing trouble and disappointment to the passengers.

oh, they better dont cancel before july..already got my tix!

huh ... i wonder wat's up with AA ... are they in deep shit trouble?

This post has been edited by d8kd: Mar 12 2012, 08:01 PM

i dunno if it is racist, but i think the gov shud help airasia to be the best rather than linking mas to airasia.

It's no secret that these routes are making losses tater than profits.

how to help, tony already decided to move hq to jakarta.

its not HQ lah,juz their operating office kinda thingy moving to Jakarta..
fuel price keep rising+ low demand route = kena cancel lo the route..

===

From: Tony Fernandes
Sent: Wednesday, 7 March, 2012 3:23 PM
Subject: AirAsia ASEAN

Dear AllStars,

As we continue into 2012, I would like to say a huge “Thank You” to all staff for helping AirAsia to soar in its first decade of operations. I look forward to working with all of you for an even more exciting second decade!

Going forward however require us relooking at some of the critical roles and organizational set-up we have, and think about what new things we need to introduce. The things that helped made us successful in our first decade may not be the best things as we enter into our second decade. We must always innovate and change to suit the new times and conditions and realities.

Starting from 2012, there will be two major changes to the way we do business. I would like to talk about them in more details, and tell you about what are our plans in implementing them.

1. JAKARTA OFFICE

In 2012 we will start operating the new AirAsia Jakarta office in Jakarta. We will have a small core of Group functional heads there, who will manage the various AirAsia companies as a group. They will make sure we have a consistent look and feel in our branding and operations and culture wherever we operate. This is a critical need as we become bigger and start having more operations in more countries.

Given that the ASEAN secretariat is also in Jakarta, this will help us to push for a more level playing field, both on commercial, operational and regulatory areas, across all of ASEAN. This will help AirAsia especially, already the most ASEAN of all companies in the region, grow and expand and become a true ASEAN powerhouse.

The Group heads based in Jakarta will be located there permanently. I expect all movement and transition from their current office (mostly from MAA in Kuala Lumpur, though over time I want to see a truly diverse Group management team from all across the region) from April 2012.

The Group heads and teams will be travelling a lot across the Group operations to make sure they are consistent and we leverage on any opportunities to learn from each other as well as cut costs and increase revenues. Group heads won’t be “double-hatting” anymore – they won’t be handling Group AND country responsibilities at the same time. I want the Group heads to appoint country heads to replace them in their country roles immediately, or where succession is not ready, before the end of the first half of 2012.

I shall be appointing a CEO to the Malaysian operations soon, and have proposed the name for the Board’s consideration. I shall fully move into my role as the Group CEO working with the country CEOs of Malaysia, Thailand, Indonesia, Philippines, Japan (and other countries as they come on board), as well as the Group functional heads. I and Kamarudin shall be working out of Jakarta whilst we work on our group growth strategies, but we will be travelling across our networks regularly, and you can expect to see us as much as before, if not more.


2. GROUP MANAGEMENT STRUCTURE

The way we run the group now is based on strong relationships and constant communication and high level of trust. Whilst we have pushed through a few core beliefs and principles on how the AirAsia companies should be run (high efficiency and asset utilization, great and consistent branding, great culture etc) it gets more and more difficult to continue managing it this way as we grow.

The downside of our current management structure is that countries sometimes becomes misaligned from the core management and business principles, and we end up spending a lot of energy trying to bring everything back in line. Our energy is best used to grow the business and fight the competition and serve our guests better rather than fix internal misalignment.

With that in mind, and in conjunction with the set-up of our Jakarta office, we will manage the Group differently from 2012 onwards. Here are the core roles, and how they will interact:

Deputy Group CEO, President Group Finance, Corporate Finance, Treasury and Legal : Kamarudin will take on this role to ensure the group has a strong and focused management and supervision in the critical areas of finance and legal and compliance. Reporting to him are Andrew Littledale, who has just been promoted to Group CFO, Aireen Omar who handles Corporate Finance, Amir Faezal who handles Legal & Compliance, whilst Kamarudin handles Treasury direct

Group Management Team (GMT): This will be a small core of our senior management team that will meet regularly and review the group’s progress and decide on policies as well as push for innovation and collaboration. The members shall be myself, Kamarudin, Tassapon (TAA CEO), Bo Lingam (Group Chief of Operations & Planning), Kathleen Tan (Group Head Commercial, also representing the AirAsiaGo/Expedia JV), Andrew Littledale (Group CFO), Zaman Ahmad (Group Head of Customer Experience & Technology, also representing the CAE/Academy JV), Johan Aris Ibrahim (Group Head Financial Services & Loyalty, also representing the Tune Group) and Adzhar Ibrahim (Group Head People). Azran Osman-Rani, representing AirAsiaX, is also a part of the GMT. Other members of the management team outside of the GMT may also be invited to attend permanently or as needed.

Country CEOs: They will work towards growing the business in their country, manage safety, manage corporate governance (and investor relations when they go public) and government relations, be local ambassadors of our brand and look for and develop new business opportunities. They will also monitor the performance of the Group heads and their teams in their own respective countries.

Group Heads: The Group heads of operations, commercial, customer experience, people, financial services and loyalty will run their respective functions by having direct control of the various country heads under their function. They will hire the country heads, manage their performance and determine their rewards such as increments, promotions, bonuses and growth and development. They will work very closely with the country CEOs to make sure good decisions are made and communication channels are open.

In functions where the country CEOs have primary responsibilities, such as finance, safety etc, the country heads of such functions will work closely with the Group heads of those functions to make sure we have consistent policies and processes and decisions are made after having taken into account all relevant factors at country as well as group level

Country Heads: in the functions that report direct to the group heads, the country heads will report directly to the Group heads, and indirectly to the country CEOs. They will take their primary instructions from their group heads, who will work closely with the country CEOs to make sure we manage all issues properly and we share all successes together.

In areas where the countries have direct responsibilities, such as finance and safety etc, the country heads of these functions will report directly to the country CEOs, but with strong ties to the Group heads of these functions

This business model has its own complexities, but it has been proven to be very successful by large international companies such as GE which wanted to create a strong and consistent operation, branding and culture. I have full faith and trust in our managers’ ability to work together and trust each other and learn from each other, and I have no doubt we can be successful.

To recap:

• I and Kamarudin shall manage the AirAsia Group through our Jakarta office.

• We have set up a Group Management Team (GMT) made up of a small team of functional heads and CEOs to help manage the group.

• Country CEOs will focus on growing the brand and the business and managing regulatory functions in their own country, whilst Group heads will have primary responsibility in managing the operations and branding and culture in all the countries directly. But the country CEOs will have a key role in monitoring the overall performance of the country. Some country heads will report directly to Group heads, and indirectly to country CEOs, whilst some others will report directly to country CEOs and indirectly to Group heads.

• Country heads of the functions that are run directly by Group heads will be hired, managed, rewarded and developed by Group heads, who will work closely with the country CEOs on these.

• The country organizational set-up must be identical from one country to another country. This will allow us to manage each country consistently through this new management structure. Where there are current inconsistencies, we will make changes that will become effective as soon as possible

There are a lot of details that need to be worked out – keep a lookout for more details being announced over the next few weeks. I expect the structure to be fully set up and changes to reporting lines made and job descriptions re-written before the end of Quarter 2, 2012.

Lots of love

Tony

Tuesday March 13, 2012
AirAsia X realigns routes, focuses on core markets
http://biz.thestar.com.my/news/story.asp?f...44&sec=business
By CHOONG EN HAN
han@thestar.com.my

PETALING JAYA: AirAsia X, the long-haul, low fare affiliate of AirAsia Bhd has realigned its routes by focusing on its core markets.

As part of the plans will be the suspension of its KL-Christchurch-KL route, with the last flight on May 30.

“The decision to withdraw from Christchurch was a difficult one, but was made taking into account our strategic focus in consolidating our network on markets where we have built up stable, profitable routes. We have, since the suspension of our flights to Europe and India, increased flight frequencies to Tokyo, and opened up a new route to Sydney,” said chief executive officer Azran Osman-Rani in a statement released by the long-haul carrier. When contacted by StarBiz, the company said AirAsia X entered into a commercial agreement with Christchurch Airport in April last year.

“We are unable to reveal the content of the agreement but will honour the commitments that are due from our withdrawal,” said Azran.

The suspension of four times weekly Christchurch, New Zealand route follows the airline's move to axe four of its key destinations namely London, Paris, New Delhi and Mumbai in January.

In operation barely a year, the route has been operating amid rising jet fuel prices which escalated in excess of 30% and is still hovering at high levels.

The airline said the high fuel cost has compromised its ability to offer low fares to customers.

Customers who hold bookings after May 30 will be given an option of a full refund, a re-route to another AirAsia X destination, or a re-book of a return flight prior to May 31 at no additional cost.

Christchurch International Airport also expressed its dismay over AirAsia X route suspension with chief executive officer Jim Boult expressing his unhappiness that the airport will lose its direct link to Kuala Lumpur.

“We are bitterly disappointed at the airline's decision to end the Kuala Lumpur to Christchurch direct flights, but understand the situation AirAsia X finds itself in,” he said in a statement.

“We are very sorry to see AirAsia X depart, but sincerely hope we can welcome it back in the future. The airport had invested years of work into attracting the carrier to Christchurch and we hope that work can be banked as an investment in a future service,” he said.

Meanwhile, analysts believe that AirAsia X will incur some form of financial penalty after the airline reneged on its promise to operate its Christchurch-Kuala Lumpur route for a minimum two years.

“It is unclear how much the penalty would be. But we believe that it will be for the marketing expenses already committed to Christchurch International Airport under a joint marketing plan,” said an analyst.

He said the one-hit penalty would be better compared to running a largely loss-making route amid high fuel cost.

AA screwed up big time, they expanded too fast, and now they will pay the price. It was really stupid of them to not consider the risk of rising fuel prices and the debt crisis on their expansion plans. I wonder what will they do with all the aircraft orders they have made?

Also, the fact that TF and Kamaruddin will be in Jakarta proves that, despite claims to the contrary, the HQ for the AA group will be for all intents and purposes, based in Jakarta.

They used aggressive tactics to expand. Of cos there will be risks for having a loss. High risk = high return. They might lose some reputation. But most of the time, people will still prefer buying from them. Its already in our mindset.

Not me. Not until I am in desperate situation where there's no other airline plying the route I want to fly.

really? Good la got self-control. Once i see their promotions, i will just buy their tix. == even though they screwed me up a few times d.

Hahaha, benci tapi rindu! I have 5 upcoming trips this year with them (Sydney, Manila/Davao, Perth, Da Nang, Osaka) ... so far!

One incident from AA to me makes me serik wants to fly with them