AIRASIA X BERHAD
KLSE (MYR): AAX (5238)
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Last Price
2.03
Today's Change
0.00 (0.00%)
Day's Change
2.01 - 2.05
Trading Volume
1,786,900
Financial
T4Q
31-Mar-2021
2020
31-Mar-2021
2019
31-Mar-2021
2018
31-Mar-2021
2017
31-Mar-2021
Total assets
238
-1.64%
1000
+11.55%
110
+81.66%
900
-13.16%
600
+235.36%
Total current assets
238
1000
110
900
600
Cash & equivalents
238
1000
110
900
600
Short term investments
238
1000
110
900
600
Total receivables, net
238
1000
110
900
600
Accounts receivable - trade, net
238
1000
110
900
600
Other receivables
238
1000
110
900
600
Total inventory
238
1000
110
900
600
Inventories - work in progress
238
1000
110
900
600
Inventories - progress payments & other
238
1000
110
900
600
Inventories - finished goods
238
1000
110
900
600
Inventories - raw materials
238
1000
110
900
600
Total non-current assets
238
1000
110
900
600
Long term investments
238
1000
110
900
600
Note receivable - long term
238
1000
110
900
600
Investments in unconsolidated subsidiaries
238
1000
110
900
600
Other investments
238
1000
110
900
600
Net property/plant/equipment
238
1000
110
900
600
Gross property/plant/equipment
238
1000
110
900
600
Accumulated depreciation, total
238
1000
110
900
600
Deferred tax assets
238
1000
110
900
600
Net intangible assets
238
1000
110
900
600
Other current assets, total
238
1000
110
900
600
Total liabilities
238
-1.64%
1000
+11.55%
110
+81.66%
900
-13.16%
600
+235.36%
Total current liabilities
-238
-1000
-110
-900
-600
Total non-current liabilities
-238
-1000
-110
-900
-600
Long term debt
238
1000
110
900
600
Long term debt excl. lease liabilities
238
1000
110
900
600
Capital and operating lease obligations
238
1000
110
900
600
Provision for risks & charge
-238
-1000
-110
-900
-600
Deferred tax liabilities
-238
-1000
-110
-900
-600
Other liabilities, total
-238
-1000
-110
-900
-600
Total equity
-238
-1.64%
-1000
+11.55%
-110
+81.66%
-900
-13.16%
-600
+235.36%
Total liabilities & shareholders' equities
238B
1000B
110B
900B
600B
Total debt
238
1000
110
900
600
Book value per share
-238
-1000
-110
-900
-600
Discussions
53 people like this. Showing 50 of 45,292 comments
Tony lured the investor to acquire IPO AAX the share price dropped from IPO RM 1.25 to penny and consolidated 10:1, and scrapped the AAX IPO shareholder benefit, Tony where is my free ticket, the company and MACC should investigate the kickback related to the Airbus ?
1 month ago
Main Event!
Airasia vs MAS
A 320 vs 737
Toney vs Anthonie Locked.
Place your bet ladies n gentlemen.
1 month ago
For innocent traders. Learn from Sifu first. Don't buta buta place your unless of course you have bottomless pockets.
1 month ago
**Tune Protect** is likely to remain an integral part of **AirAsia** due to several key reasons:
1. **Synergy with Core Business**: As AirAsia focuses on travel, Tune Protect complements this by offering insurance tailored to travelers, creating a seamless customer experience and additional revenue through cross-selling.
2. **Digital Ecosystem**: Tune Protect fits within AirAsia’s broader digital transformation, enhancing its financial services portfolio and supporting its digital superapp strategy.
3. **Revenue Diversification**: Insurance provides a stable, recurring revenue stream, helping AirAsia reduce reliance on the volatile airline business.
4. **Customer Loyalty**: Offering trusted, convenient insurance products strengthens AirAsia’s brand and customer loyalty.
5. **Regulatory and Market Demand**: Insurance meets market expectations and regulatory requirements in many regions, especially for travel-related coverage.
Given these factors, Tune Protect is aligned with AirAsia’s long-term strategy of expanding beyond airlines into digital services, making it a valuable asset for the future.
1 month ago
Tune Protect Group (TunePro) has potential for a rebound similar to AirAsia and Capital A for several reasons. Both AirAsia and TunePro are associated with Capital A, sharing synergies and benefitting from the airline’s expansive network. Here’s an analysis of why TunePro could experience a similar rebound:
1. Increased Travel Demand Post-Pandemic
Market Recovery in Travel Insurance: With the resurgence of global travel post-pandemic, there is an increased demand for travel insurance products. TunePro, which has a strong focus on travel insurance, stands to benefit significantly. As travel volumes grow, especially with the revival of AirAsia’s flights, TunePro’s revenue from travel-related insurance products is likely to surge.
Cross-Promotion with AirAsia: TunePro’s close ties with AirAsia and integration into its booking platforms provide a strategic advantage. The rebound in AirAsia’s operations could directly translate into more TunePro travel insurance sales, reinforcing TunePro’s revenue streams.
2. Digital Transformation and Product Expansion
Shift to Digital Insurance: TunePro has invested in digital insurance platforms and is gradually diversifying its offerings. Its focus on becoming a digitally-driven insurance provider aligns with the broader market shift toward online and app-based services, attracting younger, tech-savvy customers.
New Product Lines: Beyond travel insurance, TunePro is expanding into other sectors, including health, lifestyle, and SME insurance. This product diversification can reduce its dependence on travel insurance, making it more resilient and positioned for growth across multiple sectors.
3. Cost-Efficiency and Lean Business Model
Efficient Operating Structure: Similar to how AirAsia has managed to streamline costs and focus on a low-cost model, TunePro has maintained a lean operating structure. This allows it to stay competitive on pricing, especially in the budget-conscious travel insurance market.
Strategic Partnerships: TunePro’s collaborations with various digital and insurance ecosystems give it greater access to customers without needing to heavily invest in distribution, helping reduce customer acquisition costs and improve profitability.
4. Potential for Market Expansion in Emerging Markets
Regional Growth Opportunities: Southeast Asia’s emerging markets are seeing rapid insurance adoption, and TunePro is well-positioned to capitalize on this trend. As disposable income rises in these markets, demand for both basic and customized insurance products grows. TunePro’s digital-first approach also aligns with the mobile-first nature of these markets.
Synergy with AirAsia’s Expanding Routes: As AirAsia explores new routes and markets, TunePro can potentially follow, creating new insurance offerings tailored to emerging market travelers and securing a foothold in previously untapped regions.
5. Capital A’s Integrated Ecosystem and Cross-Selling Potential
Integration with Capital A Ecosystem: Being part of the Capital A ecosystem offers TunePro cross-selling opportunities within a broad customer base, including AirAsia’s frequent flyers and BigPay’s financial service users. These integrations provide TunePro with data-driven insights to offer personalized insurance products, enhancing customer retention and average spend.
E-commerce and Lifestyle Partnerships: TunePro’s shift towards lifestyle-oriented insurance products, such as gadget or sports insurance, aligns well with the broader digital and e-commerce initiatives within the Capital A ecosystem, appealing to diverse customer segments.
6. Positive Sentiment from Rebound Stocks
Renewed Investor Interest in Recovery Stocks: As investors look for recovery opportunities, sectors and companies tied to travel, insurance, and digital transformation are gaining appeal. With a recovery theme, TunePro is positioned to attract investor attention, similar to the recent interest in AirAsia and Capital A.
Comparative Valuation Upside: If the market perceives TunePro as an undervalued recovery stock, investor interest could drive its share price up, mirroring how AirAsia has rebounded post-pandemic.
In conclusion, TunePro’s potential for a rebound is supported by travel recovery, a diversified digital approach, and synergies with Capital A’s ecosystem. These factors position it well to capture growth, appeal to digital-savvy consumers, and attract investor confidence, akin to the resurgence seen in AirAsia and Capital A
1 month ago
Are you kidding?
The AAX IPO shareholders saw Stony magic of turning their share from 10 (ten) become 1 (one).
Should they be happy or mad at Stony?
1 month ago
And if AAX can't earned enough cash flow to pay the current payables due (default) or if external auditors will to impair the goodwill, intagible assets and deferred tax assets that send total net assets/equity into negative then AAX will be a PN17 company again.
1 month ago
You can read the AAX EGM minutes from below link
https://www.airasiax.com/agm_egm.html
1 month ago
I traveled quite frequently on businesses and leisure using AA/CapA services; therefore my observations of recent changes happening in their operation.
First, from home to the airport, I tried two ride hailing services to see which would pick up my request. Last year, AA ride/Move hardly responded to my requests. This year, ALL my rides to and fro the airport are using AA ride/Move. Out of my curiosity, my conversation with the drivers found out most of them switched from one popular ride hailing service to AA ride/Move due to the benefits of picking up travelers from the airport. The code for the ride discount is displayed at the back of the AA airplane seat. The drivers told me the request for the ride hailing swapping approved within 2 days with no question asked.
Next is the onboard food; I can get a good discount if I book online. On a recent trip, I requested a second pack of their chicken rice with the response of ALL being sold out. ALL their staff (except the pilot, ha ha) are good salesmen/women.
I heard about flight delays mainly due to staffing problems. So far I don't have this problem; the most is sitting in a plane waiting for take-off permission; up to two hours.
On the cramped seat; I have no such problem as I fit nicely in those seats. Of course I enjoyed my trip to the EU with transit via Dubai/Doha with extra leg room!! Only I have paid a few $k extra for comfort, give some and take some…
I hope AA/CapA will ride thro’ this storm and I can continues my cheap travel..Tq
1 month ago
500,000 AAX , 1,000,000 CAP A , paper gain RM525,000
Count down to superb Q3 results in 10 days
1 month ago
Wow. Third straight days shorties couldn't do anything. The real winner is Capital A. Bought at 1.3 now at 2.09. 2 bil paper gain
1 month ago
Tony Fernandes, the founder of AirAsia and the former owner of the budget airline Tune Pro, had strong personal and professional motivations for wanting to turn Tune Pro around and make it profitable again. These motivations primarily stemmed from his reputation, his investment in the company, and his belief in its potential. Here's why he didn't want to "lose face":
1. Personal Reputation:
Tony Fernandes is a well-known figure in the aviation and business world. He gained significant recognition for transforming AirAsia into a successful and profitable airline. His business success with AirAsia earned him a reputation as a capable and visionary entrepreneur. Failing to turn around Tune Pro would have negatively impacted his personal brand and credibility. Business leaders, especially those in the public eye like Fernandes, are often judged by the success or failure of their ventures. Failure to make Tune Pro profitable could have been seen as a sign of weakness or poor judgment, which he would have wanted to avoid.
2. Investment at Stake:
Fernandes had a financial stake in Tune Pro, and like any businessman, he would want to protect his investment. If Tune Pro had failed to turn a profit or had to close down, Fernandes would have lost the capital he invested and could have faced further financial losses. As an entrepreneur, it’s critical to show that you can make businesses successful, especially when you've made public commitments to the viability of a venture.
3. Brand Integrity and the Tune Ecosystem:
Tune Pro was part of a larger ecosystem of businesses under the "Tune" brand, which also included Tune Hotels, Tune Talk, and other ventures. As the owner of these ventures, Fernandes needed to maintain the integrity of the Tune brand. If one part of the ecosystem (like Tune Pro) failed, it could have had a ripple effect on the others, damaging the entire brand. Given his focus on building a strong, interconnected brand portfolio, turning Tune Pro around was crucial for maintaining the reputation of the whole group.
4. Leadership and Responsibility:
As a leader, Fernandes was known for his hands-on approach to his businesses. His leadership was often seen as a key reason for AirAsia’s success. Letting Tune Pro fail would have conflicted with his public persona as someone who takes responsibility for the performance of his companies. Business leaders like Fernandes often see their role as ensuring that their companies succeed, even in the face of setbacks. Failing to make Tune Pro profitable would have gone against his values of perseverance and commitment to his ventures.
5. External Perceptions and Investor Confidence:
Losing face also relates to the perceptions of other investors, stakeholders, and the market. Fernandes' ability to turn around struggling companies was likely scrutinized by investors, especially if Tune Pro was facing financial difficulties. A failure would have affected investor confidence in his management capabilities and could have impacted funding or partnerships for his other ventures. By ensuring Tune Pro's success, Fernandes protected not only his reputation but also his ability to attract future investments and business opportunities.
In conclusion, Tony Fernandes didn’t want to lose face because his personal reputation, financial investment, brand integrity, leadership responsibility, and external market perceptions were all tied to the success of Tune Pro. By turning the company around, he would have demonstrated his ability to overcome challenges and maintain his standing as a successful businessman.
1 month ago
After the rain comes the fair weather..
https://www.businesstoday.com.my/2024/11/20/mahbs-october-passenger-traffic-hit-11-million-up-10-4/
1 month ago
Governments of Norway, Sweden, Finland and Germany had just advised their citizens and large companies to prepare for War with Russia. Stockpiling raw mats. Bomb shelters guides etc👍🤜😁
1 month ago
2025/2026 "Golden Year"
https://www.businesstimes.com.sg/international/asean/airasia-founder-plots-low-cost-dubai-hub-bangkok-kuala-lumpur
1 month ago
More Flights..More Connectings,,More Revenue..
https://www.bernama.com/en/news.php?id=2366394#:~:text=KUALA%20LUMPUR%2C%20Nov%2022%20(Bernama,Minister%20Anthony%20Loke%20Siew%20Fook.
1 month ago
why buy aax where you have better choice in other mkts eg HK Cathay Pacific, PE less than 10, Div yield 7%. The share price is also uptrend currently...
4 weeks ago
Something very very fishy going on and I don't feel good. Normally AAX would disclose the financial result before Capital A. Is it going to an awful magic trick again
3 weeks ago
Is that Good? or fly,baby, fly...
https://newsroom.airasia.com/news/aax-3q2024-financial-results
3 weeks ago
2024-12-02
Price Target
AirAsia X Berhad - Stronger Quarter Ahead
Source : PUBLIC BANK, Price Call : BUY, Price Target : 2.47
Last Price : 1.90, Upside/Downside : +0.57(30.00%)
3 weeks ago
great QR but it was sell on news/facts hence giving me the opportunity to buy in at 1.93
3 weeks ago
https://www.orientaldaily.com.my/news/business/2024/12/13/699365
Walao er !
1 week ago
I didn't download Air Asia Move. Usually buying tickets via online. Nice and easy
6 days ago
Dow poised for first 10-day losing streak since 1974 after Fed signals fewer rate cuts: Live updates
5 days ago
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Bilakah AAX akan mengambil alih perniagaan penerbangan daripada Capital A?
1 month ago