Group Assignment of MGT657

COMPANY REVIEW AND STRATEGIC PLANING OF

MALAYSIA AIRLINES BERHAD

Intan Suraya Binti Abdullah1

Universiti Teknologi MARA Kedah, 08400 Merbok, Kedah, Malaysia.

Muhammad Nasrul Hakimalmukmin Bin Mohd Nasir2

Universiti Teknologi MARA Kedah, 08400 Merbok, Kedah, Malaysia.

Nor Syamimi Binti Haris Fazillah3

Universiti Teknologi MARA Kedah, 08400 Merbok, Kedah, Malaysia.

ABSTRACT

This study provides detailed information on corporate culture and service quality strategy in Malaysia
Airlines Berhad (MAS) in order to achieve their effectiveness in service management. To ensure the study
was conducted successfully, the information stated was based on internet sources such as articles and
official website as a sample for this study. The aims of this study is to give MAS the value of strengthening
their customer service and reviewing their operations to avoid from giving unsatisfaction of service to their
customer which will affect their reputation badly. This paper utilized information from articles and official
websites and was analysed by using Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix. SWOT
Matrix is used in this research in order to achieve maximum effectiveness in strategic planning.

Keywords: service quality, strategic planning, corporate culture

1. INTRODUCTION

1.1. Company History

Malaysian Airlines System Berhad is a holding company for Malaysia's domestic airline, one of
Asia's fastest growing airlines. A limited air service that started with an 8-seater twin-engine
Airspeed Consul in 1937. Malaysia Airlines has grown into an award-winning airline with a fleet
of more than 100 aircraft, serving more than 114 destinations across six continents. The airline
flies 40,000 guests a day on unforgettable journeys inspired by Malaysia's richness. Malaysia
Airlines reflects Malaysia's remarkable diversity, capturing its rich traditions, culture, cuisine and
warm hospitality on board, while opening up more of Malaysia's destinations than any other
airline. The airline's network will expand broadly in response to customer demand for global
coverage. Reliable ground support and excellent facilities would set new world standards for
improved in-flight services by the airline.


Authors’ Email Address: 1mailto:intansuraya5898@gmail.com, 2mailto:nasrulnasir96@gmail.com, 3mailto:norsyamimiharisfazillah@gmail.com
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The joint idea of Liverpool's Ocean Steamship Company, Singapore's Straits Steamship and
Imperial Airways led to a proposal to the Colonial Straits Settlement Government to operate an
air service between Penang and Singapore (UKEssays, 2018). The outcome was the
incorporation on 12 October 1937 of Malayan Airways Limited (MAL). Scheduled air passenger
and mail services in Malaya began in 1937 when Wearne's Air Service (WAS) was introduced.
Operational services between Singapore, Kuala Lumpur and Penang. The Wearne Air Service
began with two Australian brothers, Theodore and Charles Wearne. Service departs as a 3-time
weekly flight from Singapore to Penang. The first flight using the 8-seater de Havilland DH.89A
Dragon Rapide took place on 28 June 1937. This flight departed Singapore from the then brand-
new Kallang Airport, which had just opened on 12 June in the same month. Later, the second
D.H.89A allowed the expansion of daily services as well as the inclusion of Ipoh as a destination.
The WAS services ceased with the start of the Second World War (UKEssays, 2018).

Japanese occupation in Malaysia and Singapore. On 2 April 1947, MAL took the first
commercial flight to the skies as a national airline. Packed by a young and energetic team of
innovative minds, the domestic carrier has become an international airline in less than a decade.
When Malaysia was founded in 1963, the airline changed its name to Malaysian Airlines
Limited. Shortly thereafter, Borneo Airways was merged into MAL.

Within 20 years, MAL expanded from a single aircraft operator to a corporation of 2,400
employees and a fleet operator utilizing the new Comet IV jet aircraft, six F27s, eight DCs and
two Pioneers. In 1965, when Singapore was split from Malaysia, MAL became a binational
airline and was renamed Malaysia-Singapore Airlines (MSA). A new logo has been launched and
the airline has expanded rapidly with new services to Perth, Taipei, Rome and London. In 1973,
however, the partners went in separate directions. Malaysia has introduced Malaysian Airline
Limited, subsequently renamed Malaysian Airline System or, in short, Malaysia Airlines.

1.2 Ethical Issues in Malaysian Airlines

Ethics are very important in the airline industry because they are the structure that directs
individuals in the decision-making process. They typically cover three areas, such as the
implementation of one's technical qualifications, the integration of one's personal principles and,
ultimately, good judgment. The Code of Ethics is a formal statement of moral principles that
governs businesses. Ethics is a field of corporate responsibility where companies are legally and
socially obliged to do business in an ethical manner. Business ethics comprises five main
elements, such as fairness, dignity, trust, confidentiality and transparency. Every day, ethical
decisions are taken in the corporate world that have an impact on all organizations. That is why,
in the area of ethics, the Malaysian airline industry, through its realistic implementation and also
through its formal declarations.

Malaysia Airlines has a formal statement of its codes of ethics. Typically, this can be categorized
in a variety of ways, such as conflict of interest, asset security and working together. Conflict of
interest applies to such situations in which workers or company representatives have to decide
between their interests and their employer or their personal, investment and partnership
obligations. Passengers want 'young and pretty' stewardesses, Malaysian Airlines says. The
company said it had no intention of discriminating against women. Customers prefer to serve
young and pretty stewardesses, particularly Asian ladies.
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In order to maintain code of ethic among the employees, Malaysia Airlines has adopted a policy
on whistle-blowers that encourages staff to report corruption, misuse of authority, security risk
and other bad practices to an independent committee. This policy is being implemented to
provide a safe and appropriate way for workers to raise their complaints about MAS-affected
malpractice without fear of impact. It helps them to raise issues individually and equally.
Employees would not be challenged to prove their charges and advised that any effort to
victimize or intimidate a whistle-blower to make good-faith reporting would be a serious breach
and would be subject to disciplinary action. Based on news from Al-Jazeera, Khazanah says that
Malaysia Airlines has a whistle-blowing policy in place, and anyone with evidence of financial
mismanagement should report it to the company or its directors. Any claims that financial
mismanagement had occurred in the past are serious allegations that should be addressed
appropriately. Khazanah will deal with any such evidence of mismanagement accordingly if
raised to our attention (Ho, 2019). Apart from that, service quality is crucial to maintain customer
satisfaction which Malaysia Airline has to improve in term of communicating externally with
customer, new uniform for front line employees and reinforcing the corporate culture to foster
change. However, no study yet has been conducted to test the effectiveness of the strategic
planning in Malaysia Airlines Company. Hence, this research is proposed to test the effectiveness
on the developed strategies and objectives in strategic planning of Malaysia Airlines Company.

2. LITERATURE REVIEW

The vision of Malaysia Airlines is to become an "Airline of Excellence," offering its passengers
the very best in terms of safety, comfort, service and punctuality while three main thrusts have
implied in the mission which are to make Malaysia Airlines as one of the airline industry's
leading in terms of safety, performance and quality of service, developing Kuala Lumpur as the
selected gateway to Malaysia and the area of South East Asia and to make Kuala Lumpur a big
transhipment of cargo zone for the edge of Asia-Pacific. In addition, when the company-wide
Destination Service Excellence (DSE) program was launched, senior management refocused its
objective on developing a customer-driven and quality-oriented culture. In order to reinforce
continuous improvement in organization, there are four areas in total quality model that must be
addressed which are the individual in organization, effectiveness of managerial, productivity of
organization and the operation of the organization. The DSE program is a service quality
improvement method which is not just for the organization's program, but the approach and value
of everyone in the company (Abdullah Mat Zaid, 1994).

In order to make Malaysia Airlines as in line with their vision and mission, they create a new
uniform for their front-line employees. Malaysia Airlines has introduced a new quality look for
all the front lines by launching a series of new uniforms for cabin crew and counter workers.
Eternal kebaya sarong with batik motif that inspired by local flowers like frangipani, jasmine and
hibiscus leaves has been retained for female workers while uniforms for male workers are
noticeable transition to a trendier design for the first time in 17 years. However, in 2018, The
Dewan Rakyat erupted after Minister of Transportation, Anthony Loke Siew Fook answered a
question posed by Rantau Panjang (PAS) Member of Parliament, Siti Zailah Yusoff regarding the
issue of the Malaysian stewardess uniform which was allegedly eye-catching. In addition,

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opposition members who described MAS stewardess clothes as not in line with Malaysia's image
as an Islamic country (Mimin, 2018).

Apart from that, they reinforce the corporate culture in workplace whereas training programs for
workers at all levels have been undertaken to inform them about what quality customer service in
Malaysia Airlines and at the same time to help employees better understand what is required of
them in terms of serving customers. This is because they want to avoid problems that may arise
just like in May 2015 where their two frontline staff were caught in social media shouting to the
group of passengers to stop talking in the harsh manner (Brown, 2019). Last but not least, in
2017, Malaysia Airlines has been delayed their flight MH89 from Tokyo to Kuala Lumpur
that causing passengers went frustrated. Additionally, the luggage of some passengers was also
missing during the incident. Malaysia Airlines apologised for the incident that left passengers
disappointed because of the flight delay and the missing of luggage (Johan, Annuar, Joseph, &
Kumar, 2020). In order to avoid that problem to happen again, Malaysia Airlines have to involve
and strengthen their external communication to ensure that their customers understand what the
company provides in terms of service, to meet their expectations and to convince them to
purchase their service. Reliability is an important part that needs to be taken by the airlines to
ensure customer satisfaction.

3. METHODOLOGY

3.1 Data collection

Data collection is based on extensive research from internet sources such as articles and official
website of the sample of study of Malaysia Airlines.
3.2 Method of Analysis
Research Framework

STAGE 2: Matching Stage

Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix

Strengths Weaknesses
Opportunities SO WO
Threats ST WT

SWOT Matrix
An analytical approach of Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix is
derived from the strategy formulation framework in Stage 2 known as a Matching Stage. SWOT
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Matrix is used in this research in order to achieve maximum effectiveness in strategic planning.
The SWOT Matrix is an important matching instrument that enables executives to develop four
types of strategies: strategies for SO (strengths-opportunities), strategies for WO (weaknesses-
opportunities), strategies for ST (strengths-threats) and strategies for WT (weaknesses-threats). In
order to take advantage of external opportunities, SO strategies use the internal strengths of a
company. All managers want their company to be in a position where it is possible to use internal
strengths to take advantage of external developments. Next, by taking advantage of external
opportunities, WO tactics aim at strengthening internal vulnerabilities. There are often main
external possibilities, but an organization has internal vulnerabilities that prevent it from
exploiting those possibilities. To prevent or minimize the effect of external threats, ST strategies
use the strengths of an organization. This does not mean that in the external world, a good
organization can always meet threats head-on. Last but not least, defensive techniques aimed at
reducing internal vulnerability and preventing external threats are WT strategies. There can
indeed be a precarious situation for a company facing various external challenges and internal
vulnerabilities.

4. RESULTS AND DISCUSSION

4.1 Strengths

1. Strong brand reputation

In the domestic as well as the international market, Malaysia Airline (MAS) has a powerful brand
image. Across its business segments, Malaysia Airline has consistently developed high service
standards. The group has joined the world's most exclusive group of airlines, being ranked by the
aviation rating company, Skytrax, with only four other airlines in the world as a 5-Star airline.
The company has also developed its presence in cargo operations, in addition to airline
operations. Over the past couple of years, the company has reported a rise in the number of
passengers carried and cargo carried.

2. Hospitality of MAS Cabin Crews

To support the airline, Malaysia Airlines has its own branding campaign involving its flight
attendants. This approach seeks to portray Malaysia Airlines cabin crews as representatives of
hospitality and friendliness in Malaysia. Malaysia Airlines has come up with the latest branding
campaign slogan "MH is Malaysia Hospitality" in a way to change their business plan. Instead of
the vast network of the airline and its luxury cabin and economy class cabin items, it should
highlight the hospitality of its cabin crew. A comprehensive training program was initiated by
Malaysia Airlines for its cabin and flight crew.

3. Qualified management team

The organizational structure of Malaysia Airlines is efficient and well built. In preparing and
managing every single step in their service system to deliver the best brand experience, their
talented management team always plays the most important role. While the management of
Malaysia Airlines has faced challenges and losses many times, the management team still has its
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own plans to ensure that they are able to take up this challenge as an opportunity to strengthen
their credibility and service quality.

4. Financial Stability

Its ability to turn losses into gains was another source of strength at Malaysia Airlines. Malaysia
Airlines had a good financial position, coming back from their massive losses in 2005. Some of
the current routes that were believed to be unprofitable were cancelled by activities that
converted losses back into profitability. Malaysia Airlines decreased its domestic routes and
nearly all unprofitable international routes were also cancelled. Malaysia Airlines also
rescheduled all its flight schedules and changed its model of operations to hub and spoken
services from point-to-point services.

5. Excellent fleet services

Their long-haul flights using the Boeing 747 and 777 are all prepared for their passengers with
advanced Audio and Video on Demand (AVOD) even in Economy Classes, a benefit over their
competitors, such as Air Asia. The two configurations of the Malaysia Airlines Boeing 777 fleet
are Golden Club Class and Economy Class. Its Boeing 747 fleet, including First Class, has a
three-cabin configuration. The luxury cabins of Malaysia Airlines and Economy Class have been
awarded several prizes for product and service delivery excellence.

4.2 Weaknesses

1. Unstable financial

In the short term, the introduction of low-cost fares by some airlines definitely hurts Malaysia
Airlines because they could not compete with these fares as a result of losing customers,
especially disorganized employees on the domestic market, the major contributor to Malaysia
Airlines' enormous losses. Although Malaysia Airlines managed to turn their losses around in
2007, their financial output was still mired by losses and this was reflected in their loss in the
first quarter of 2011. Compared to rivals such as Singapore Airlines, which reported nearly stable
and higher profitability runs than Malaysian Airlines. The key local competitor of Malaysia
Airlines, Air Asia, succeeded in overtaking their success in profitability.

2. Incompetent employees

The previous management team has clearly set its goals and has the best strategies to achieve its
goals from the evaluation on Malaysia Airlines, but at the same time, a portion of its employees
did not know exactly how to efficiently execute the strategies. That is why Malaysia Airlines has
experienced many difficulties and losses in its company and needs to turn around the company in
order to recover the issues and often workers need a high turnover rate. For example, the
incompetency of employees in planning and making decision with regard to hedge rising fuel
prices.

3. Poor international branding

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Since Malaysia Airlines provides domestic and international charter flights, most of Malaysia
Airline's passengers are international flight customers. However, Malaysia Airline has lack of
brand presence and alliances with other airlines in foreign markets.

4. High cost
Malaysia Airlines was unable to compete with Air Asia's low-cost fares because its domestic
services were more costly. The favourite choice of the consumer was customers ready to go
without luxury for cheap air fares and Air Asia. Since a few routes have been cancelled by
Malaysia Airlines, clients have shifted to other airlines that still retain those destinations.

4.3 Opportunities

1. Firefly's Launch

Malaysia Airlines is taking advantage of this situation by launching its own low-cost subsidiary
called Firefly to reduce the effect on its domestic and South East Asian markets, with low-cost
airlines such as Air Asia dramatically adopting low-cost fares. Firefly was able to break into the
market to compete with Air Asia, allowing Malaysia Airlines to slowly recover its domestic fleet.
Firefly will also act as a testbed for Malaysia Airlines in operating a low-cost service, in addition
to the potential to expand from a new business segment.

2. Expanding the traffic of passengers in Asia Pacific

Malaysia Airlines has a powerful presence in Asia. In China, Japan, India and the Middle East,
where travel demand is high, the company covers several regional routes and different
destinations. Demand for air travel to Asia Pacific is continuing to rise, driven by rapid economic
growth in emerging Asian countries such as China and India.

3. Enhance fleets

To compete further with its rival, Malaysia Airlines has acquired new and fuel-efficient aircraft
such as the Airbus A380 and other Boeing aircraft. By implementing innovative and high - tech
aircraft known for its excellent flight services, customers may be willing to use Malaysia Airlines
as their preferred flights.

4. Promotes medical tourism

Malaysia's government has made an attempt to promote Malaysia as a medical tourism

destination and to draw more medical tourists to Malaysia (Elliott, 2016). This is also an
opportunity for Malaysia Airlines to launch medical packages by collaborating with local
hospitals for potential health customers around the world. The majority of medical tourists are
from neighbouring countries such as Vietnam, Indonesia, Cambodia and Bangladesh.

4.4 Threats

1. Competitors

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Malaysia Airlines is clearly not the only airline in the SEA region that exists. Competitions from
all corners were coming in, with strong rivalry from Thai Airways, Singapore Airlines and small
emerging carriers including Air Asia, for example. These rivals have been shown to be a major
threat to Malaysia Airlines and have to strategize in order not to lose their market share,
especially in the Asian market.

2. Advanced technology

Consumer satisfaction is the most important thing in any airline industry, and if the airline
controls better technology in its aircraft and ground operations, it will be successful. In order to
prevent its customers from switching sides by using other airlines as a replacement, Malaysia
Airlines needs to remain ahead of the market with better technology. Thai Airways, for example,
announced that it is buying new and cost-efficient aircraft that are more cost-effective in terms of
fuel consumption and greater cabin space (Morrell, 2011).

3. Increasing rates of jet fuel

In recent years, jet fuel rates have risen sharply, damaging most airlines' bottom lines (Burbaite,
2018). Jet fuel accounts for a large portion of airlines' operational expenditure. If the costs of jet
fuel hit higher levels, then these companies' margins will come under pressure.

Strengths-Opportunities

1. Replace aging fleets and improve in-flight entertainment (S5, O3). To further strive for power
in the Asian region, Malaysia Airlines should replace its aging fleet with the new Airbus and
offers more Malaysia and Western dishes on its menu and better in airline service.

2. Provide low-cost packages for destinations in emerging Asian countries (S1, O2). Firefly
should launch its own marketing brand and low-cost packages to break into markets and compete
with both domestic and international airlines. Malaysia Airlines itself promotes lower air fares to
different destinations on a given date as we have seen the current passenger expectations for low-
cost fares and improved in-flight facilities.

3. Sponsor medical fam tickets to Malaysia and provides discounted rates for medical tourists
(S3, O4). The management team of Malaysia Airline should serve the medical fam with free
tickets to Malaysia and provides discounted rates for medical tourists visiting Malaysia by
introducing medical packages for potential health clients around the world by partnering with
local hospitals.

Weaknesses-Opportunities

1. Fully utilize low-cost community airline to compete with low carriers to increase profitability
(W1, O4). As the Malaysia Airlines’ domestic services were more costly than the other local
airlines, the MAS should put an extra effort to promote its community airline which is Firefly
since it is known as a low-cost fare airline. In addition, the Firefly should cover more routes of
destinations at a lower price to encourage passengers’ loyalty and satisfaction.

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2. Strengthen international relations between Asian countries (W3, O2). In order to create a joint-
venture with other airlines in foreign markets, the Malaysia Airline should build an international-
relations especially between Asian countries such as Singapore, Indonesia and Thailand. This is
because the cooperation between countries can attract both local and foreign customers.

Strengths-Threats

1. Invest in latest technology to reach customers’ satisfaction (S5, T2). In order to retain and
boost customer loyalty, Malaysia Airlines must always look for new ways to improve its services
and by offering the latest technology, so Malaysia Airlines needs continually invest in
technology. For example, launching smartphones in-flight entertainment that is user friendly to
increase customer’s experience.

2. Enhance hospitality of cabin crews to attract customers to choose Malaysia Airlines. (S2, T1).
The crews could provide passengers with Malaysian signatures dish to ensure that they enjoyed a
variety of meals during their flying hours. Apart from that, the traditional 'Sarong Kebaya' of
Malaysia wore by the stewardess of the cabin crews can further emphasize the Malaysian
Hospitality in its services. With its outstanding flight-attendants services, MAS may have the
overwhelming advantage against competitors locally and globally.

Weaknesses-Threats

1. Provide extensive training to improve the productivity of Malaysia Airlines employees (W2,
T3). Malaysia Airlines should provide employees with adequate training to ensure that they can
make the best possible decision to hedge against rising fuel prices.

2. Offer rewards to customers such as rebates to remain competitive with both full fare and low-
cost airlines (W4, T1). One way to maintain competitiveness is by offering discounts to the
existing customers to maintain the relationships with the customers. For example, Malaysia
Airlines may offer a discount or free meals to their regular passengers during their domestic or
international travels.

5. CONCLUSION

In conclusion, by applying SWOT Matrix, it can build on what the company do well, to address
what the company lacking off, to minimize risks, and to take the greatest possible advantage of
chances for success. SWOT Matrix play a vital role to make sure all the strategies that have been
plan according the opportunity that have become well in marketing, production and services that
offer by the company. With strength that Malaysia Airline Company have which are strong brand
reputation, hospitality of MAS cabin crews, qualified management team, financial stability and
excellent fleet services, we believe that Malaysia Airline Company can survive quite long even
though during this pandemic Covid-19. For example, with strong brand reputation which has
joined the world most exclusive group, Malaysia Airline Company can easily grab the
opportunity which can expanding the traffic of passenger in Asia Pacific since their brand are
well known and have high demand to use their services. Malaysia Airline Company also have
excellent fleet services like Golden Club Class and Economy Class even though the price quite
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expensive. But the all the services that offered, it consider worth it to choose. A lot of
opportunities like firefly’s launch, expanding the traffic of passengers in Asia Pacific, enhance
fleets and promotes medical tourism make Malaysia Airline Company more successful since their
using their strength to capture or grab the opportunities that have. All company in the world must
have their own weakness. It same goes to the Malaysia Airline Company which are they have
problem in unstable financial since introduction of low-cost fares for some airline, incompetent
employee like planning and making decision, poor international branding and high cost. Even
though Malaysia Airline Company have a threats like competitor which quite strong rivalry, they
still manage to get their share in Asian market. Nowadays, advancement of technology also one
of the criteria that so important for a company since it can give customer satisfaction. This makes
Malaysia Airline Company one of biggest threat for their company since most Malaysia Airline
quite slow in developing their advancement in technology from other country like Thailand.
However, this threat and weakness does not make Malaysia Airline Company going to slow
down since their can use this threat and weakness to make their be the best Airline in Asian.

DISCUSSION

In formulating strategies, performing an internal audit is required in order to resolve the ethical
problem in the MAS organization. Internal audit requires the collection, assimilation and
prioritization of information on the management, marketing, finance, accounting,
production/operation, research and development (R&D) and management of information systems
operations. This is because it provides more opportunities for participants to understand how
their jobs, departments and divisions fit into the entire company. With the sufficient collection of
data, the MAS may able to develop a solution or policy regarding the issue such as whistle-
blowers policy.
As for the ethical issues that occurred within the MAS organization, it is important to have a
better functions of management. Management functions such as planning, organizing,
motivating, staffing and controlling are essential for evaluating strategic planning, as a company
can continue to build on its management strengths and strengthen its management weaknesses.
When strategies can capitalize on cultural strengths, such as a strong work ethic or highly ethical
beliefs, changes can often be implemented quickly and easily by management. For example,
problem about Malaysian Airline stewardess uniform which was allegedly eye-catching, it can be
solve by using staffing and motivating strategy. Management can consider by giving for woman
Muslims employee opportunity to wearing a proper clothes in order to increase employees
morale since their not shy when giving their services to the customer since it’s better to avoid
sexual harassment toward stewardess. Next problem is about customer service in Malaysia
Airlines where their two frontline staff were caught in social media shouting to the group of
passengers to stop talking in the harsh manner. This can be settle by using staffing strategy.
Human Resource at Malaysia Airline Company must provide the best training for their employee
on how to treat a passenger or customer. Dealing with manner is so important since it show how
good management in order to provide a good training or producing the best employee or not. Last
problem is about Malaysia Airlines has been delayed their flight plus the luggage of some
passengers was also missing during the incident. This problem can be settle by using controlling
strategy which is quality control and staffing strategy. Peoples or customers are very care about
quality that provide by Malaysia Airline Company. If the price quite expensive but quality that
they get according from what they have paid, the will satisfy on that service. Manager must
control such as taking a necessary action in order to minimize the problem like early inform
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about delayed flight and stricter on the security about luggage in order to prevent the luggage
missing again.

ACKNOWLEDGEMENT

The authors would like to thank Universiti Teknologi MARA for providing the research facilities
at the time of conducting this study. This research received no specific grant from any funding
agency in the public, commercial, or not-for-profit sectors.

REFERENCES

Abdullah, M. Z. (1994, December 1). Malaysia Airlines’ Corporate Vision and Service Quality
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Brown, V. (2019, July 29). Rude frontline MAS staff under probe.
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manner-with-customers.

Burbaite, R. (2018, March 19). IATA reports jet fuel price up by 22%, trend to continue.
Retrieved December 30, 2020, from https://www.aerotime.aero/21015-iata-reports-jet-
fuel-price-up-by-22-trend-to-continue

Elliott, M. (2016, March 01). Malaysia Airlines to drive inbound medical tourism. Retrieved
December 30, 2020, from https://www.traveldailymedia.com/malaysia-airlines-to-drive-
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Johan, M. R. M., Annuar, N., Joseph, J. S., & Kumar, S. K. (2020). Satisfaction Determinants of
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Morrell, P.S. (2011). Moving boxes by air: The economics of international air cargo. Moving
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Mimin. (2018, August 2). 'Kalau anda rasa pakaian pramugari kita mencolok mata, tolong
jangan pandang' - Menteri Pengangkutan. https://www.thereporter.my/2018/08/kalau-
anda-rasa-pakaian-pramugari-kita.html.

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