Professional Documents
Culture Documents
Abstract
Malaysia Airlines (MAS) is the Malaysian
national air carrier. It was incorporated
during the early days
of air travel in 1937. From a humble
beginning, MAS has developed into a
renowned international
airline with award-winning products and
services. It managed to achieve cost
efficiency and operates
slightly below industry average. MAS has
gone through several changes in its
management over the
years and still survives. However, being a
national air carrier and government
owned, MAS has several
constraints in its operation where it has to
balance between political and social
obligations, and at the
same time consider its commercial
interest. Thus, some of the decisions on
,air service destinations
pricing structure and other business
factors cannot be made purely based on
commercial ground. This
had affected the profitability of the
airline. Furthermore, the global airline
industry was facing turmoil
since 11 September 2001 as a result of
significant decline in air travel demand as
well as the increase
in fuel cost. Without exception, MAS was
also badly hit and had recorded a
substantial RM 1.3 billion
loss in 2005. The bad market environment
at that time continues to hit MAS hard.
Hence, it was inevitable
for the airline to make drastic changes in
order to respond to the volatile business
.environment
Therefore, a real and radical business
turnaround plan was imperative for MAS.
,Introduced in 2006
the Business Turnaround Plan (BTP)
managed to bring MAS out of its financial
crisis within two years
of its implementation. This case highlights
the winning strategies and action plans
implemented by MAS
in the BTP that had successfully
turnaround this national air carrier from a
deep financial crisis. As a
result, from a substantial loss of RM 1.3
billion in 2005, MAS achieved a record-
breaking profit of RM
.million in 2007 610
Keywords
Business plan, Malaysia Airlines,
government owned, national air carrier,
business strategy
Introduction
The last decade has been very challenging
for the global air transport industry with a
major drop in air
travel demand (Ito & Lee, 2005). Although
the market was picking up and steady
growth was anticipated
in air traffic movements and world
passenger volumes, the industry players,
especially the airlines, were
facing operational challenges, such as
substantial increase in fuel cost and
,various other operating expenditures
eventually affecting their revenue (Cento,
.2009)
Inevitably, the increase in airline
operating costs had resulted in the
.increase in overall airfare structures
Whereas the overall aviation market had
become more competitive due to three
:major factors
the proliferation of low-cost carrier )a(
(LCC) market segment, (b) the Middle
Eastern market growth in
full-service carriers and (c) the resurgence
of the Asian full-service carriers. As a
national air carrier
operating in the international market,
Malaysia Airlines (MAS) had also
succumbed to this volatile market
condition and was suffering severe
operating losses. In the FY 2005, MAS had
registered financial
loss of more than RM 1.3 billion (‘The
MAS Way: Business Turnaround Plan’,
.2006)
In addressing this issue and in view of
these challenges, MAS had taken a radical
approach in its
operation and had formulated a business
plan in the year 2006 called Business
,Turnaround Plan (BTP)
which outlines their imminent recovery
plan to achieve better financial
performance as well as to redefine
their existing business practice that will
enable it to not only realize operational
profitability but also
ensure business sustainability. This plan
serves as a platform for future growth of
.MAS
Hence, the effort was imperative and the
execution of BTP was undoubtedly the key
to its recovery
that required complete focus and full
commitment from the whole organization
with their strongest
determination, in order to see these
initiatives, succeed. After less than two
years of implementing the
BTP, MAS had managed to become
profitable in its FY 2007 with RM 610
.million profits
This case study looks at the initiatives,
strategies and the winning formulas that
were adopted in piloting
MAS through its financial turmoil in 2005.
Based on secondary data, this case study
highlights the
key areas of concentration in its first BTP
that was able to bring this national air
carrier back to its operational
profitability. The focus and scope of this
case study is during the implementation
,of BTP in 2006
.and the outcome of BTP in 2007
The Historical Background of Malaysia
Airlines
The establishment of MAS can be dated
back to the golden age of air travel when
Malaysia was still
under the British colonization. This
establishment was the result of joint
initiatives between the Imperial
Airways, the Straits Steamship of
Singapore and the Ocean Steamship
Company of Liverpool that
proposed to connect two major cities,
Penang and Singapore, through the
provision of air service. On
October 1937, Malayan Airways 12
Limited (MAL) was incorporated and its
first commercial flight
started on 2 April 1947 holding a national
.carrier status
Within less than a decade, the local carrier
turned into international airlines. In 1963
the national carrier
changed its name to Malaysian Airlines
Limited and incorporated Borneo Airways.
From a single
aircraft operator, Malaysia Airlines grew
into a company with 2,400 employees and
a fleet operator using
the-then latest Comet IV jet aircraft, six
F27s, eight DCs and two pioneers (MAS
official website at
.)www.malaysiaairlines.com
With the separation of Singapore from
Malaysia in 1965, MAL became a bi-
national airline and was
renamed Malaysia-Singapore Airlines
(MSA). A new logo was introduced and
the airline grew exponentially
with new services to Perth, Taipei, Rome
and London. However, in 1973, the
partners went separate
ways. Malaysia introduced Malaysian
Airline Limited, which was subsequently
renamed Malaysian
Airline System or, in short, Malaysia
Airlines (MAS). Today, MAS flies around
37,000 passengers daily
to some 80 destinations worldwide (MAS
official website at
.www.malaysiaairlines.com)
Although it was facing challenging times in
its operation from financial perspective,
MAS still holds
its reputation as one of the best air
service providers. MAS has been a
frequent recipient of best practices
excellence awards. For the past 10 years,
MAS has received more than 100 awards.
The most notable
awards include the recognition by Skytrax
.UK and World Travel Awards (Table 1)
Awarded by Skytrax UK
World’s Best Cabin Crew (2001–2004, 2007, 2009)
Star Airline (2005–2007, 2009)-5
Economy Class Onboard Excellence (2006)
World’s Best Economy Class Award (2010)
Staff Service Excellence for Asia Award (2010)
Source: Adopted from Malaysia Airlines’
official website
(http://www.malaysiaairlines.com/hq/en/
.corporate-info/our-story
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