Capabilities of the Team running for AAB:

The team, led by Fernandes, had experience in the music industry and had interacted with the Prime Minister of Malaysia, showcasing their networking skills.

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Fernandes had experience in the airline industry, having worked as an auditor in Virgin Atlantic and financial controller in Virgin Records.

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The team had knowledge about low$-$cost airlines like Southwest Airlines, Ryanair, and easyJet, and had studied their operations.

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Mode Barriers and Facilitators:

Barriers: AAB faced delays in starting operations due to the refusal of Malaysian Airlines $($MA$)$ to share its regional routes.

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Facilitators: AAB was able to start operations by assuring MA that their routes would not overlap. They also received leased aircraft from GE Capital Aviation Services.

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Comparison of Key Success Factors of Low$-$Cost Carriers:

Southwest Airlines: Point$-$to$-$point service, use of one type of plane $($Boeing $737),$ and minimizing airport charges.

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Ryanair: Low ticket prices, point$-$to$-$point service, and focus on secondary airports.

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easyJet: Frequent point$-$to$-$point flights, focus on building a fun culture, and offering stocks to employees.

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Challenges for Fernandes and his Team:

The team needed to decide on the offer to be made to DRB$-$HICOM and build a business plan to turn AAB around.

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AAB faced challenges in obtaining landing rights and increasing flight frequencies to counter the drop in international passenger traffic after the September $11$ attack.

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Implications for Fernandes according to the third reading:

The third reading "Are you sure you have a strategy?" suggests that Fernandes and his team need to carefully consider their strategy for taking over AAB and turning it around.

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