Market and Social Research Proposal for Improving Customer Service in AirAsia - Iloka Benneth Chiemelie, Kueh Yi Kia, Teng King Wee
https://ilokabenneth.blogspot.com/2013/11/market-and-social-research-proposal-for.html
0.1 EXECUTIVE SUMMARY
In compliance with the research requirements, this study is basically divided into two sections. While the first section focuses more on the company internal and external analysis, the section focuses on designing research methods for improving customer service in the chosen company – AirAsia.
Section one – the first section presents a clear view of AirAsia as company by conducting background investigation into their business performance, history, strategies and SWOT analysis. This section also analyses their competitors both on domestic and international market and the performance of these competitors too. This section concludes by stating objectives of the research design proposal.
Section two – this is the main research development stage, where all elements need to conduct a market and marketing research are incorporated into the research proposal developed for AirAsia. Such elements include data gathering procedures and tools, adopted data analysis measures, reporting style, project limitation and sample testing. This section also contains test research based on the overall research design to test the hypotheses developed and illustrate how all the texniques discussed can be applied.
1.0 BACKGROUND INVESTIGATION
AirAsia Berhard otherwise known as AirAsia is an airline company that provides air transportation services. AirAsia was established in 1993 and embarked into operations on 18 November 1996. The company has a long ownership history. At the beginning, AirAsia was founded by a government-owned conglomerate, DBR-Hicom. It was later purchased by Tony Fernandez, former executive of Time Warner on December 2001. The company is headquartered in Sepang, Selangor, Malaysia. Their main base is the Low Cost Carrier Terminal (LCCT) at Kuala Lumpur International Airport (KLIA). AirAsia currently employee 3,474 staffs to carry out their operations in Malaysia and they are the pioneer of low cost flying in Asia (O’Connell et al., 2005).
Since 2001, the company have been experiencing tremendous expansion as the largest low cost airline in Asia. It covers over 61 domestic and international destinations with 108 routes, with over 400 flights on daily bases within their subsidiary companies located in Thailand and Indonesia. AirAsia has hub in Suvarnabhumi Airport and at Soekarno-Hatta International Airport in Indonesia. They operate on a schedule of both domestic and international flight and are currently the largest low fare and no frill airline (Thomas, 2007).
AirAsia’s philosophy “Now Everyone Can Fly” is related to their vision of becoming the largest low fare airliner in Asia and serving 3 billion customers who are underserved with poor connectivity and high fares. Their mission is to become the best company to work for; thus employees are being treated as part of a big family, to create a globally recognized ASEAN brand, to offer the lowest fare so that everyone can fly with AirAsia, to maintain the highest quality product, and innovative technology as a measure to reduce cost and enhance service (Kho et al., 2005).
AirAsia focuses on different measures as their competitive advantage. First, it is partnering with the world’s most renowned maintenance providers as a means of complying with the world airline operations to ensure passengers’ safety. Second, the company is implementing the regions fastest turnaround interval at only 25 minutes, in other to ensure lower cost and higher productivity. Third, they offer low fare without compromising on the quality of services. Fourth, AirAsia apply streamlined operations and lean distribution system as a means of pin-pointing their network towards keeping operations simple and low cost.
With these strategies adapted into its business model, AirAsia have won various awards and recognitions. Some of the awards include the recent Airline of the Year by Centre Asia Pacific Aviation (CAPA), Best Asia Low-Cost Carrier by TTG Travel Awards 2009, and World’s Best Low-Cost Airline by Skytrax.
In the competitive airline industry, AirAsia continues to improve their corporate social responsibility and constructive management by being supportive and responsive towards its employee for any ideas that will reduce cost. Their philosophy “Everyone Can Fly” (with AirAsia) is its weapon of trying to corner its competitors and this has boosted AirAsia to become of the top competitive low cost air carrier in the world. AirAsia is leading the way for many of the world’s low cost airliners towards its promise of reshaping the world’s market place, and many of the world low cost airliners are currently adopting AirAsia’s strategies.
The main objective of this research paper is to develop a marketing proposal that will be used to conduct a marketing research on ways to improve customer service in AirAsia. Since the findings will be based on facts, an empirical research is proposed. The research paper is basically divided into in compliance with the set standards of completion from the academic institution. The first part of this research paper is the background investigation designed to find more information and primary data collection on AirAsia as a company and as an entity. The second stage is the body of the research paper. This stage presents a clear but yet distinctive formulae for conducting market research in order to find ways to improve customer service in AirAsia. The final part is a summary of the contents of this research paper and recommendations on some research area for further research in relation with the topic discussed in this study.
2.0 AIRASIA’S VISION AND MISSION STATEMENT
Table 1: AirAsia’s core values
AirAsia’s Values
| |
Vision
|
To be the biggest low cost airline in Asia and to serve the underserved 3 billion people, who are currently underserved due to poor connectivity and extravagant flight fares.
|
Mission
|
|
AirAsia achieves their low fare model and creates values for their services by implementing the following key strategies:
Table 2: AirAsia’s key business strategies
AirAsia’s Key Strategies
| |
Safety first
|
Partnership with world most renowned maintenance providers and complying with world airline operations.
|
High Aircraft Utilization
|
Implementing fastest turnaround time (25 minutes) in the region, assuring lower costs and higher productivity.
|
Low Fare, No Frills
|
Providing guests with the choice of customizing services without compromising on service quality
|
Streamline operations
|
Making sure that processes are as simple as possible.
|
Lean distribution system
|
Offering a wide and innovative range of distribution channels for easier booking and traveling
|
Point to Point Network
|
Utilization of point-to-point network keeps operation simple and reduces operating costs.
|
Source as adapted from: Wong (2009)
2.1 AIRASIA’S SWOT ANALYSIS
Table 3: SWOT analysis of AirAsia
AirAsia’s SWOT Analysis
| |
Strength
|
Weaknesses
|
|
|
Opportunities
|
Threats
|
|
|
Source as adapted from: Wong (2009)
2.2 CURRENT BUSINESS PERFORMANCE
In 2009, AirAsia recorded huge profit among turbulent skies. As their news release in 2010 revealed; below is a breakdown of their year-end report (AirAsia, 2010).
- Net Profit: RM549 million
- Core Operating Profit: 447 million
- Passenger Growth: 21%
- Expanding Network: Launched 12 new routes
AirAsia reached this milestone despite a turbulent period defined in the Aviation industry as the worst year in the history of the industry. The International Air Transport Association (IATA) stated that passenger demand for the full year was negative by 3.5%. The industry is estimated to have lost US$11 billion and permanently lost 2 and half growth years in passenger markets (AirAsia, 2010).
In contrast to the general industry gloom, AirAsia Group CEO Tony Fernandes announced the company’s revenue for the year as being higher by 11.5% to RM 318 million. Passenger growth also recorded a 21% healthy growth increase to 14.2 million in the Malaysian market. The combined operation of Malaysian, Thailand and Indonesian transported 24% more passengers, totaling 22.7 million. This led to addition of a total of 12 new routes to AirAsia’s already unmatched networks; with new services to Bangladesh and Sri Lanka (AirAsia, 2010).
3. 0 AIRASIA’S COMPETITORS
3.1 MAIN COMPETITOR
3.1.1. MALAYSIA AIRLINES SYSTEM (MAS)
Malaysia Airlines is Malaysia’s national carrier serving over 100 destinations in 6 continents from their Kuala Lumpur International Airport (KLIA) base. The company maintains strong presence in East and Southeast Asia, and also on the kangaroo route between Australia and UK. Its narrow body fleets is made of solely Boeing jets, and its wide body fleets comprises of both Boeing and Airbus fleets. The company has announced its intention to join the one world alliance by late 2012.
3.1.1.1 MAS VISION STATEMENT
“Going Beyond Expectation” – this is a strategic vision statement that is meant to persuade air traveller to choose Malaysian Airline as they will be offered more than they expected. Thus, combating the “Now Everybody Can Fly” strategy of AirAsia, by trying to convince air traveller that air transportation if not just about flying, but also about the services experience and satisfaction offered by the airliners.
3.1.1.2 MAS MISSION STATEMENT
“ To be a profitable airline” – here again, the Malaysian Airline System adopts a competitive and strategic approach meant to ensure current investors (Shareholders) and potential investors (Stakeholders), that MAS is the best investment option as they will gain profitable returns if they invest in the Malaysian Airline System.
3.1.1.3 MAS BUSINESS STRATEGY
Figure 1: The MAS way: business turnaround strategy
Flying to win customers – MAS aims to reconfigure their network and products portfolio to ensure that they possess the tools and capabilities to be a top-tier player in the markets they maintain existence in or have existed in before.
Master operational excellence – MAS intends to build a unique operating capability that is unmatched by peers. This capability will reflect in improved operational reliability, enhanced productivity and greater precision in their business activities.
Financing and aligning the business on P & L – the company intends to relentlessly increase profits with the support of a world-class finance function that will ensure reliable financial accountability, transparency and performances orientation in their business.
Unleashing talents and capabilities – MAS strongly believe that their employees and managers have both the passion and talent to achieve their set goals, thus, they intend to work with their staffs to ensure that they are offered a working environment in which their talents can thrive in.
Winning coalition – MAS acknowledges the fact that, they cannot achieve their set goals by themselves, highlights the importance of resolute support of the government, its employees, managers, customers, suppliers, agents and investors in other to ensure successful business operations.
This business turnaround plan, which has been carefully, sequenced into MAS business operations since 2005 is meant to deliver cash, profitability and growth – in order of intensity and focus (MAS, 2006). This statement knocks down any assumption that competition between MAS and AirAsia is now void following the swap of shares between major shareholders of both companies in 2011.
This argument is also supported by Tony Fernandez’s (CEO of AirAsia) statement that the idea (called Comprehensive Collaboration Framework) which saw the major shareholder of MAS Malaysia's state investment arm Khazanah Nasional Bhd, which owned 69 percent of shares in Malaysian Airline to hold 10 percent shares in AirAsia; and Tune Air, which owned majority 26 percent stake in AirAsia, will hold 20.5 percent of shares in MAS is not a merger but different airlines plotting a course that is meant to benefit their consumers, their markets and create more jobs (Chinadaily, 2011). Thus, it can easily be concluded that MAS still remains one of AirAsia’s competitor on both international and domestic markets.
3.2 OTHER COMPETITORS OF AIRASIA
Table 4: Direct from Malaysia: Both Domestic and International Market Competitors
Table 5: Airlines flying to Kuala Lumpur: International Competitors
Source as adapted from: Skyscanner (2011)
4.0 RESEARCH OBJECTIVES
The objectives of this research paper are to develop effective ways AirAsia can improve their customer services. These objectives will be achieved by answering the following research questions:
- What are AirAsia’s current business models, strengths and weaknesses?
- Where is the improvement expected to take place?
- When will these improvements be achieved?
- How will these improvements be made viable?
- Why is it necessary to improve customer service in AirAsia?
5.0 THEORETICAL FRAMEWORK
Customer service has strategic importance (Dean and Terziovski, 2000) and needs companies to continually improve customer experience and satisfaction in other to deliver quality in a competitive marketplace (Schneider and Bowen, 1999). Customer service refers to the steps and actions that make business easier between customers and companies (Kotler, 2000). In particular, they have been growth in customer contact services (personal communication channels) such as face-to-face, email, telephones and web based services that impact on the way a customer may interact with a company (Dawes and Rowley, 1998; Galbreath and Rogers, 1999; Rowley, 1998a, b).
Customer service is important for business success (Gates, 1999) and this research looks at how to improve customer services in AirAsia. In addition, it must be understood that quality customer services will ensure customer loyalty and repeat purchase which will be pivotal for AirAsia to increase their business profit. However, delivering value to customers requires an integration of both internal co-ordination of AirAsia’s rap and real time dissemination of such value to customers.
Traditional organisational structures and systems does not normally allow for this co-ordination and value dissemination. This lack of organisational co-ordination usually results in customers experiencing a series of discontinuous interaction during their service encounters with AirAsia. In a service organisation that is not integrated or designed to track individual customer’s action, customers are an external entities interacting with various forms at discontinuous points.
In contrast, this research will study how service quality can be improved in AirAsia, and why this service improvement should be connected to customers in real time especially online customers. This will ensure that AirAsia keeps track of their customers and design a service orientation based on customers’ demand and want. Such a strategy is vital for developing a competitive advantage in the increasingly competitive air travel services and pioneering them towards their mission of conquering the global marketplace.
Further research on customer needs and satisfaction in airline industries revealed increasing expectations of customized customer service from various marketplaces and lifestyle (Gilmore, 2001; Johnson, 2001; Yang and Jun, 2002). However directions of how to coordinate such services are lacking in the literature (Weiss, 1999).
6.0 ANALYTICAL MODEL
Figure 3: Proposed analytical model for AirAsia
Assumption 3: from the figure (3) above, it is assumed that an improvement in AirAsia’s customers services will enhance customers patronage (which can be measured by the number of repeat purchase and/or intention to repurchase) by improving customer’s experience with their services and enhancing their preference for AirAsia’s services compared to that of AirAsia’s competitors.
Assumption 2: it is improvement of AirAsia’s customer services will result in improved customers satisfaction and preference for their services, but does not guarantee future repurchase intention, thus reducing the chances of customer retention and loyalty.
Assumption 1: it is assumed that AirAsia’s customers can still be satisfied and chose AirAsia’s services even if the company does not improve their customer service, as the level and factors of satisfaction differ amongst different customers.
Mathematical, these three assumptions can be stated as: A3 = A2 + A1
Where A3 = Customer loyalty through improved services in AirAsia is dependent on;
A2 = Customer (repurchase) behavior and;
A1 = Customer satisfaction level based on previous experience.
7.0 RESEARCH HYPOTHESES
This research paper focuses on finding ways to improve customer services in AirAsia, because as pointed out in the theoretical framework, quality customer services is essential from improving customer loyalty and repeat purchase. Consistent with the impression formation literature, it is expected that consumer’s attitude towards a firm will be based on their past experience directly or indirectly with the firm and service failure will have negative impact on consumer’s post-failure attitudes. Yet, this negativity can be moderated by improving customer services to ensure that consumers are satisfied and creating value for the company and services offered by the company.
Service consumers with low affective commitment are believed to be more “forgiving” than consumers with emotional attachment to the brand. In accordance with the “forgiveness hypothesis”, lowly committed consumers are believed to be relatively uninfluenced by a single negative encounter (Tax et al., 1998). However, this is an opposite state in consumers with high commitment since they will tend to feel betrayed, and hence exhibit lower post-failure attitudes. Poor customer service, on the other hand, is expected to result in negative post-failure attitudes regardless of affective commitment of the company. Have taken together all these arguments, it is hypothesized that:
H1 Continuous improvement of customers services at AirAsia will result in higher customer satisfaction and value creation for the service offered.
H2 Quality customer services are expected to improve AirAsia’s image, ensure customer loyalty and increase their competitive edge.
H3 Poor customer service is expected to result in negative post-purchase attitude from customers but this will differ from one customer to the other depending on the level of commitment and service recovery measures implemented.
H4 The level of emotional connection that a customer has for a AirAsia depends on their past experiences with the company.
H5 Services designed to offer customer conveniences such as 24/7 customer care line, will have a high rate of attracting new customers and retaining existing customer’s loyalty.
8.0 RESEARCH DESIGN: METHOD
Many researchers are concerned with the choice between a quantitative and qualitative methodology. Quantitative researchers use figures and large samples to test theories, while qualitative researchers use words and meaning in samples to build theories (Easterby-Smith et al., 1991). Some researcher adopt only one type of research method, while others suggest adopting both is sometimes appropriate (Borch and Arthur, 1995; Hyde, 2000). It is likely that adopting both qualitative and quantitative research methods will answer questions that do not easily come together to provide a distinctive, well-integrated picture of the problems and solutions to the identified problem (Patton, 1990, pp. 464-5).
Based on the above arguments, a cross-sectional descriptive research method, exploratory research method and casual research method which combines both qualitative (theoretical framework) and quantitative (primary data analysis) is adopting for this research proposal. This is meant to ensure that previous cases such as those highlighted in the research objectives which pose potential solution to the research problems are adopted, and also primary data based on realism paradigm principle – consumers, suppliers, agents, and distributor’s thoughts are also analyzed and incorporated into the solution framework.
Figure 4: Proposed research design methodology
From the figure (4) above, the adopted research design method is illustrated to show how a combination of both qualitative and quantitative research will be developed by incorporating casual, exploratory and descriptive research methods in order to meet the research objectives.
9.0 DATA GATHERING METHODS
9.1 PRIMARY DATA
Under descriptive research data gathering, the method adapted is survey and observation. This is because, survey involves a structured method of data gathering through questionnaire and interview which are meant to gather precise information from the responders by asking them questions and providing them with specific options to choose for answering the questions
Figure 5: Proposed survey methods
9.1.1 Telephone interview: as highlighted in the figure (5) above, this method will be a traditional telephone interview method that involves conversation between the interviewer and the responder. It is an unstructured form of interview where the responder is given a specific question and how he or she answer it is dependent upon him or her. This interview method will be used for only AirAsia’s ticket agents and distributors.
9.1.2 Personal interview: this is a structured form of interview that involves questionnaire method where responders are to choose from options provided in the questionnaire (known as fixed-alternative question). The questionnaire method will be answered based onLikert’s scale as illustrated in the example 1 below
Example 1: Sample likert’s scale question for personal interview
Agree
|
Disagree
| |
Do you think AirAsia’s inflight meals are affordable?
|
1 2 3 4 5
| |
9.1.3 Electronic interview: this section of involves both E-mail and website interview. Under the E-mail interview section, all customer emails in AirAsia’s database will review an electronic interview that is both structured and unstructured questions. This will also be applicable on AirAsia’s official website that involves a pop-out page once any visitor clicks on the website, prompting the visitors to choose whether to undertake an interview for improving customer services or not. Visitors that choose to undertake in the interview will be redirected to an external web-page to answer the interview questions, and redirected back to AirAsia once they click the submit button (which comes under the last question).
While structured questions in the electronic interview instructs responders to choose from specific options such as highlighted in the likert’s scale above, the unstructured sections asks for their personal opinions where they will write down what they think as illustrated in the example (2) below.
Example 2: sample of unstructured electronic interview
Are AirAsia’s inflight services satisfactory enough?
|
Yes
|
No
|
If no please suggest areas of improvement
|
Input your suggestions here
| |
Click To Submit Survey
| ||
9.2 OBSERVATIONAL METHOD
The chosen observation methods are natural and structured methods. By natural methods, responders will be observed as they take path in the survey through an electronic aided system that adopts structured measures to help responders when they have problems. This is only applicable to electronic survey. For instance when the responder clicks cancel survey without finishing the survey (pressing the submit button at the last survey question page), a pop-out window will ask then – Having difficulties? Please let me help you, click here (a link) to speak with our customer service representative. Once the responder clicks on this link, they will be re-directed to speak with the customer service representative and get their problems resolved in order to complete the remaining questions.
9.3 SECONDARY DATA GATHERING
Under the exploratory research method, secondary data will be gathered to find new ways AirAsia can improve their customer services effectively, by exploring literature reviews and data from other companies within the same industry or related industry. This approach will be undertaken as illustrated in the figure (6) below.
9.2.1 INTERNAL SECONDARY DATA GATHERING
This implies secondary data within AirAsia, and as illustrated in the figure (6) above, internal secondary data can be divided into two sub-sections of ready-to-use data (all ready processed) and data that require further processing. Under the already processed data (ready to use), information like customer’s demographics based on previous experience with AirAsia (e.g. ticket booking) will be gather to segment the customers and determine which segments should be considered during data sampling. Data that need further processing include those obtained from database marketing that needs to be processed into usable information. Examples such data include for previous promotional packages. This is essential for designing new promotional packages in AirAsia.
9.2.2 EXTERNAL SECONDARY DATA GATHERING
Just as the name imply, they include other data gathered for the research which are to be obtained from within Air Asia’s external environment. Such sources will be gathering from survey and research companies such as AsiaTravellers (www.asiatravellers.com), MySurvey (www.mysurvey.com.my) etc. this section is divided into two subordinates as discussed below:
Published materials: sources from this section include information and data from previous researches by marketing expects scholars and practitioners in the related field (improving customer service in airline industries). Such materials include general business materials – newspapers, journals, articles etc., which will be used to develop the theoretical framework as the base for hypothesizing expectations from the research proposal and government source – census data, number of airline traveller etc., which will be used to determine the sampling size and segment for data sampling.
Computerized database: sources from this section are based on secondary research and data from web directories that monitor consumer behavior electronically. Similar to the published materials, the computerized database is divided into two sections: online database – which gathers number of customers that undertake online surveys and possible problems these customers face during such surveys, andinternet database (forums) – which goes into detail in analyzing possible solutions for combating such problems face by online responders based on their previous experience while undertaking online survey.
All the secondary data gathered were analyzed and utilized into developing the research proposal as can be seen in the theoretical framework and hypotheses. These information where tested based on reliability, validity and correlation with the problem statement and research objectives.
10.0 EXPERIMENTATION DESIGN FOR TESTING HYPOTHESES
Under the casual research method which is part of the proposed marketing research, the hypotheses where tested using true-experimentation approach that adopts concomitant variation as the condition for casualty. By concomitant variation, it is assumed that the extent to which a cause (X) of low customer service and the effect (Y) negative post-purchase attitude from customers which will yield reduced intention to repurchase AirAsia’s services occur together can be predicted by the hypotheses under consideration. Let’s illustrate this further with hypothesis (3) above in example (3) below.
H3 Poor customer service is expected to result in negative post-purchase attitude from customers but this will differ from one customer to the other depending on the level of commitment and service recovery measures implemented.
Commitment level
| ||||
High
|
Low
| |||
High
|
Highly Satisfied
|
Satisfied
| ||
Low
|
High repurchase intention
|
Repurchased based on evaluation and comparison with other airlines
| ||
From the example (3) above, it is illustrated as hypothesized that customer with high commitment (emotional attachment) to AirAsia will be highly satisfied if they are offered improved services, while customers with low satisfaction will be just satisfied if they are offered improved services. Nevertheless, the overall assumption is that improving customer services in AirAsia will result in improved satisfaction level from both customers with low and high commitment. This hypothesis will be tested by posttest-only control group.
10.1 POSTTEST-ONLY CONTROL GROUP EXPERIMENTATION DESIGN
The responders will be grouped into two sections and one section will be shown the proposed ways for improving customers’ services in AirAsia. Then, both groups will be asked to write down their opinion on the customer services in AirAsia and the attitudes of both groups will be taken into consideration during the research proposal.
11.0 DATA SAMPLING: DESIGN AND PROCEDURES
Figure 7: Proposed sampling design process
11.1 TARGET POPULATION DEFINITION
Population identification is the main element of sampling plan in research (Bazeley, 2004), because it gives a clear meaning to how the result can be applied. The target population will be both male and female between the ages of 15 to 64. This is to ensure that the research establishes effective ways to improve customer services in future markets (teenagers), current customers (working class individuals) and developing new ways to attract new customers (grey market) with quality service offering.
Table 6: Statistical analysis of Malaysian people and society
 Nationality: |
noun: Malaysian(s)
adjective: Malaysian
|
Ethnic groups:
|
Malay 50.4%, Chinese 23.7%, indigenous 11%, Indian 7.1%, others 7.8% (2004 est.)
|
Religions:
|
Muslim (or Islam - official) 60.4%, Buddhist 19.2%, Christian 9.1%, Hindu 6.3%, Confucianism, Taoism, other traditional Chinese religions 2.6%, other or unknown 1.5%, none 0.8% (2000 census)
|
Languages:
|
Bahasa Malaysia (official), English, Chinese (Cantonese, Mandarin, Hokkien, Hakka, Hainan, Foochow), Tamil, Telugu, Malayalam, Panjabi, Thai
Note: in East Malaysia there are several indigenous languages; most widely spoken are Iban and Kadazan
|
Population:
|
28,728,607 (July 2011 est.)
The 43rd most populated country in the world
|
Age structure:
|
0-14 years: 29.6% (male 4,374,495/female 4,132,009)
15-64 years: 65.4% (male 9,539,972/female 9,253,574)
65 years and over: 5% (male 672,581/female 755,976) (2011 est.)
|
Net migration rate:
|
-0.39 migrant(s)/1,000 population
Note: does not reflect net flow of an unknown number of illegal immigrants from other countries in the region (2011 est.)
|
Urbanization:
|
urban population: 72% of total population (2010)
Rate of urbanization: 2.4% annual rate of change (2010-15 est.)
|
Major cities - population:
|
KUALA LUMPUR (capital) 1.493 million; Klang 1.071 million; Johor Bahru 958,000 (2009)
|
Literacy:
|
definition: age 15 and over can read and write
total population: 88.7%
male: 92%
female: 85.4% (2000 census)
|
GDP - per capita (PPP):
|
$14,700 (2010 est.)
country comparison to the world: 76
$13,900 (2009 est.)
$14,400 (2008 est.)
note: data are in 2010 US dollars
|
Population below poverty line:
|
3.6% (2007 est.)
|
Airports:
|
118 (2010)
country comparison to the world: 50
|
Source adapted from: CIA the WORLD FACTBOOK (2011)
From the table (6) above, the target group can be defined as stated in the statistics (1) below:
Statistics 1: Target population determination
Total Malaysian:
|
28,728,607.00
|
Target population: 15-64 years: 65.4%
Male 9,539,972
Female 9,253,574)
|
9,539,972.00
+
9,253,574.00
|
Total of Target population:
|
18,793,546.00
|
11.2 SAMPLE FRAME
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