Fiji Airlines Case Study

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OVERVIEW OF FIJI AIRWAYS Air Pacific Limited trading as Fiji Airways (the “Company”) is a Company domiciled in Fiji. The address of the Company’s registered office is Air Pacific Maintenance & Administration Centre, Naisoso Road, Nadi, Fiji Islands. The principal business of the Company is to provide air transport services. The principal activity of controlled entity, Fiji Airlines Limited (trading as Fiji Link), is the provision of domestic air transport services. The operations of the jointly controlled entities, Richmond limited and Pacific Call Comm Limited, is in the hotel industry and call Centre and travel agent. The principal assets of the Group are located in Nadi, Fiji. History This airline was founded by Australian aviator Harold…show more content…
The company also constructed an elaborate aircraft maintenance center there. In 2007, Air Pacific acquired Sun Air, a domestic airline, renamed it Pacific Sun and began operations as Air Pacific's domestic and regional subsidiary. In May 2012, Managing Director & CEO Dave Pflieger announced that the airline, which was completing a successful turnaround that included restructuring and re-fleeting, would be re-branded as “Fiji Airways” to help enhance sales and marketing of the airline and the south pacific island nation. In June 2014, Pacific Sun was rebranded to Fiji…show more content…
Good corporate governance, includes meaningful corporate transparency, improves a functioning of a real economy, corporate resource allocation, and security market efficiency. Indeed, a conceptual essence of "bad" corporate governance is connected to a misallocation of economic resources. It increases shareowner returns significantly. Empirical evidence that firms having a strongest shareholder rights have higher corporate equity returns, higher firm market values, higher corporate profits, high sales growth, lower capital expenditures, and a lower number of corporate acquisitions. A well design of an internal corporate governance mechanism and a financial control system that works, that is, allocates corporate resources efficiently. This would help avoid corporate failures, financial underperformance, and a need for corporate restructurings. Need for greater understanding of how to design effective internal corporate control systems consistent with good corporate governance so that boards can detect and react before are is corporate performance

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