Mas Ass

MULTINATIONAL COMPANY____________________________________________________FMA3083
1.0 INTRODUCTION
1.1 Background of Malaysia Airlines System (MAS)
Malaysia Airlines System (MAS) was opened in 1947 doors with just one
twin engine Air Consul that sat only five. However, it has become an award-
winning airline with a fleet of more than 100 aircraft, spreading its wings
across six continents and servicing more than 100 different destinations.
Malaysia Airlines System Berhad is a corporation that provides a transport
service that ranks among the best in terms of safety, comfort and
punctuality, distinguished and loved for its personal touch and
warmth. Furthermore, MAS also aim to set new world standards continually
with our enhanced in-flight services, reliable ground support and excellent
infrastructure and to respond to consumer demand for worldwide coverage.
Beside that, Malaysia Airlines System’s fully computerized cargo center

with a storage area spanning 166,000 square feet and an annual cargo
capacity of 300,000 tones is one of the most efficient operating in the
region. As a testament to our commitment towards crew excellence, staff
members from 22 other airlines form the student body of Malaysia Airlines
Academy. The quality of this institution continues to serve as a benchmark
for the industry, a level of quality that all other airlines aspire to.
1.2 Objectives
The objectives of our assignment are to find out the problems that Malaysia
Airlines System (MAS) is facing now such as the debt of MAS and the main
competitor of MAS. MAS is facing financial problems currently and many
solutions had been taken to solve this problem. Is it this problems can be
solved? Or their financial problem will become more terrible? Moreover,
MAS is also facing their main competitor in the industry of airlines. What is
MAS going to do to ensure that it will be the winner in this “competition”?
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Is it through the price, promotion or distribution? At the end of this

assignment, all the questions will be answered.
1.3 Marketing Strategies (4Ps)
Malaysia Airlines System (MAS) fly to over one hundred destinations

across six continents which discover our excellent award-winning services
and warm hospitality. They fly over not only in Malaysia but also foreign
that includes North America, South America, Europe, Africa, Middle
East/Asia, Austria/ New Zealand and so on. Furthermore, MAS provides
various services to their customers which are including helicopter service,
limousine service, chauffeured parking service or even special needs and so
on. MAS will ensure that their customers will get the best when they are
using their services. However, some of the services are only available in
certain country. For example, The Complementary Helicopter Service is
only available in United Kingdom and France.
Additionally, MAS are using packages and promotion to attract public using
their services. MAS unique packages are designed to suit their traveling
style. Whether it’s a trip that gives the freedom to plan their own fun or one
with a well-planned itinerary, just browse through packages that had
provided by MAS and they will find the one that is just perfect for them.
Besides, to price flexibility, each fare segment has its own set of rules and
regulations covering aspects like ticketing deadlines, refunds, cancellations,
no-shows, advance purchase eligibilities and fare restrictions.
Service
Malaysia Airlines’ world-class service is found in the air and also on the
ground. From the state-of-the-art training facility of Malaysia Airlines
Academy to Ground Operations and Engineering Services, MAS
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commitment to excellence is clearly evident in every aspect of their

services. The services that provided by MAS are including:
1. Engineering
Malaysia Airlines' Engineering and Maintenance Division officially

started operations in 1972. The Engineering and Maintenance Division
was able to carry out work for all European countries associated with
EASA and with American registered aircrafts with the worldwide
recognition of competency and quality standard. MAS’ engineering
expertise and experience has enabled it to perform specific maintenance
checks/services and provide a complete range of maintenance services
tailored to meet the requirements of various aircraft types. Furthermore,
Malaysia Airlines' commitment to the pursuit of excellence extends
beyond the meticulous aspects of passenger and cargo service. Our well
equipped Engineering Complex, which is manned by fully trained and
highly skilled personnel, manifests Malaysia Airlines' desire to excel in
its operations.
2. Ground Handling
Ground handling is one of the key competencies in Malaysia

Airlines’Ground Operations. For many years, through excellent
teamwork, we have been providing safe, reliable, efficient and cost-
effective ground handling services (passenger and baggage, engineering,
ramp, flight operations, aircraft interior cleaning, security and cargo
handling) at Kuala Lumpur International Airport (KLIA) and other
domestic stations in Peninsula and Sabah & Sarawak.
3. MASkargo
Additionally, MAS also provides MASkargo service for their customers

which were established since 1972 to handle the delivery of cargo around
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the world via Malaysia Airlines' global network of routes. Now,

MASkargo has the capacity to serve cargo needs up to a million tones at
their new facility at KLIA. The services that provided by MASkargo are
including express handling, charter service, animal hotel, groung handling
services and so on.
4. Malaysia Airlines Academy
Malaysia Airlines Academy (MAA) is MAS’s state-of-the-art training

facility where all their award-winning services begin. Besides, MAA
provides training for many other organizations and individuals in the field
of airline operations and other related service sectors. Moreover, MAA
also have modern facilities that are ideal for conducting courses, meetings,
seminars and conferences. Conveniently located in Kelana Jaya, opposite
Kelab Golf Negara Subang,it is easily accessible from the Federal and
PLUS Highways and Taman Bahagia LRT station.In addition, MAS also
provides other services for their customers that includes helicopter service,
limousine service, chauffeured parking service or even special needs and
so on.
Promotion
Malaysia Airlines System Bhd. (MAS) clearly has its strength as a “5 star”
airline with a highly reputable brand backed by a highly service oriented
staff. More importantly, MAS specialize in making long distance travel not
just comfortable, but luxurious. This expertise has been rewarded with
international awards for best signature dish, best airline lounge, best
business class, and overall best airline. The heart of their service, their cabin
staff, was even named "World’s Best" for three consecutive years.
Most recently, travelers awarded Malaysia Airlines the "5-Star World

Airline Ranking" in the 2006 Skytrax Passenger Survey. Only four carriers
in the world received this coveted designation, awarded by some of the most
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demanding travelers in the sky. In February 2006, Malaysia Airlines,

became the official airline for the MATTA-MITM Fair 2006, was offering
promotional holiday packages and international travel airfares at the Putra
World Trade Centre (PWTC), Kuala Lumpur. Discount ranging from 10%
to 50% for international travel was offered.
Malaysia Airlines’ involvement at the MATTA-MITM Fair 2006 is a

showcase of their long-term relationship with MATTA towards promoting
domestic travel industry as well as improving airline loads during lean
periods. Their participation at this annual event is also in line with their
Business Turnaround Plan to increase revenue on their existing routes and to
deliver the national airline’s brand experience to their customers and
business partners. At the same time, Malaysia Airlines has increased its
bandwidth to cater for the increasing number of web-surfers, customers
using Mastercard and Visa credit cards could now pay their tickets by
calling and booking through the call centre, for journeys commencing from
Malaysia. Customers choosing this payment option could also enjoy the
added convenience of getting their tickets anytime before the departure date
from any Malaysia Airlines' ticket office in Malaysia. MAS also came out
with 25 reasons why customers are to buy its services, which providing
varies of packages and promotions to attract potential customer.
Pricing
Malaysia Airlines today implemented a new “micro-segmentised” fare
system for its rationalised domestic network covering 23 routes, in line with
the ‘Flying to Win Customers’ thrust of MAS Business Turnaround Plan,
will see the introduction of 2 business class and 5 economy class segments
one-way fares offered through both Malaysia Airlines offices (Call Centre
and ticketing) and travel agents. These fares and other two-tier economy
class segment one-way fares are also offered online. In addition to price
flexibility, each fare segment has its own set of rules and regulations
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covering aspects like ticketing deadlines, refunds, cancellations, no-shows,

advance purchase eligibilities and fare restrictions. The revised fares thus
allow travellers the freedom to combine different one-way fares to plan their
air travel for both outbound and inbound flights, whilst enjoying a truly
Malaysian hospitality at every point of engagement with the national carrier.
With this new fare structure, customers can actually get to enjoy airfares
lesser than rates charged previously.
According to Mr. Idris Jala, Managing Director/CEO of Malaysia Airlines,

although the full fares for the economy and business class travel have been
raised to a weighted average of 15% and 30% respectively from the
previous levels, MAS customers will continue to enjoy one of the lowest
domestic airfares in the world. Research shows that Malaysia comes second
to Thailand in terms of average domestic fares. It costs RM 0.63 per mile in
Thailand and RM 0.71 in Malaysia while it is the highest in Japan at RM
43.41 per mile. Stressing that the new fuel surcharge only covers half of the
fuel cost, it was important for the national carriers to raise its fares now
since the last domestic fare hike was done 14 years ago. In addition,
inflation and cost of living had gone up over the years. When Malaysia
Airline reviewed domestic fares, it took into consideration that the traveling
public want more affordable choices. They went through cost-cutting
measures that positively affect both their Business Turnaround Plan and
their fares.
In particular, MAS remain committed to the government’s national

integration initiatives and are now offering trans-Malaysian fares that start
from levels lower than the rates prevailing before 21 August 2006 Malaysia
Airlines will continue to offer existing discounts on the normal economy
class fares for senior citizens, members of parliament, blind and disabled,
students, media, security forces, corporate travel and family travel. Apart
from these discounts, Malaysia Airlines has ceased offering its previous
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fares and all other discounts. However, during the implementation of the
‘micro-segmentised’ fare system effective today, Malaysia Airlines will
continue to honour all transactions paid at the previous fares. To ensure
transparency of transactions, all fares offered effective immediately will be
reflected on the tickets or transaction slips for customers, in line with the
airline’s recent cut over to nett fares display on tickets.
Place
For the destinations, MAS fly to over one hundred destinations across six
continents and look forward to flying with their customers. They fly over
not only in Malaysia but also foreign countries that includes North America,
South America, Europe, Africa, Middle East/Asia, Austria/ New Zealand
and so on. Malaysia Airlines also known as one of Asia's Premier Airlines
that offers company an intensive network to more than 100 destinations
across 6 continents around the globe. Additionally, the Malaysia Airlines
Corporate Nett Fares Programme which is very competitive and attractive
designed for all corporations that travel extensively on Malaysia Airlines
international sectors.
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2.0 COUSE OF FINANCIAL PROBLEMS
In October 2005 until December 2005, Malaysia Airlines was reported a final
quarter loss of RM616.4 million and a net loss of RM1.3 billion financial period
in April 2005 until December 2005. Actually, the MAS lose occurs since 1998
and looses are straight away until now. This loses was happened because of the
poor planning and wrong decisions by the management. The loss was occurring
because the cost increases by 28.8 or RM2.3 billion. The factors that the financial
problems was happened are:
2.1 Fuel cost

The most substantial factor for Malaysia Airlines debt was from fuel costs.
The fuel is the important factors for the any transportation industry to
operate the business. The fuel cost by MAS was increase by 40.4% in this
years compare the same period in 2004. The total cost increase by RM977.8
million due the higher fuel and the other RM157.6 million due additional
consumption. In the third quarter, fuel costs amounted to RM1.26 billion
compared to the RM1.01 billion in the corresponding period in 2004;
resulting in 24.6% increase or RM249.3 million. The fuel prices are increase
from US$37.72 per barrel in May 2004 to US$71.50 as at 22 April 2005.
For several months Malaysia Airlines has been absorbing the rising fuel
costs while successfully initiating several measures to increase cost
efficiency.
2.2 Operate on unprofitable route

The better management planning for the any company are very important to
make the company always efficiency. By the poor planning Malaysia
Airlines was operated around 60% or 68 of international routes are
unprofitable and only 48 of international routes are listed being profitable.
Beside that, on domestic front MAS also loss 114 out of 118 routes. One of
the factors is MAS must compete with Air Asia because Air Asia offer a
lower cost compare to MAS. MAS lack the core profit engine that can help
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to fuel experimentation and expansion into new frontiers. The 19 routes are
critical because they generate an average of 15,000 passengers annually
connecting to its international network. The unprofitable routes also include
certain destination in China. The routes are direct flight between Kota
Kinabalu and Shanghai and Kuala Lumpur between Chengdu. Beside that,
MAS also have unprofite problem for routes London – Pulau Pinang –
Kuala Lumpur, London – Langkawi – Kuala Lumpur, Sydney – Kuching –
Kuala Lumpur, Kuala Lumpur – Kuching – Pert and Frankfurt – Kuala
Lumpur –Kuching. The low loads of two destinations because of the proper
marketing activities by MAS.
2.3 Staff cost

Malaysia Airlines have employs around 23 000. Staff costs for the financial
year was RM1.2 billion, an increase of 20.6% compared to RM1 billion in
2004. Final quarters staff costs increased by 12.3%, compared to the same
period last year. The increase for the financial year under review was
attributable to the implementation of upward staff salary and allowance
revisions.
2.4 Aircraft maintenance and overhaul

The maintenance and overhaul cost include the cost of labor and
replacement parts. For aircraft and engine maintenance and overhaul
expense incurred to meet contractual return conditions, expenses are accrued
on the basis of hours flown in accordance with the contractual terms. The
third largest cost item was aircraft maintenance & overhaul amounting to
RM635 million which translates to a 23.1% increase compared to the year
earlier. Third quarter maintenance & overhaul totaled to RM202.9 million,
up 9.2% compared to the corresponding quarter. This increase, for the year,
was due to some credits received from suppliers for year 2004, which
lowered 2004 costs, and required redelivery maintenance checks in 2005.
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2.5 Widespread Assets Unbundling (WAU) charges & leases

For 2005, WAU and lease charges were RM372.2 million, reflecting a
78.4% increase against similar charges in 2004. The final quarter increase
for these charges was 113.7% higher than the same quarter of 2004, totaling
RM154.9 million due to revised lease rental rates and higher London Inter
Bank Offer Rate (LIBOR) in 2005 compared to 2004.This factors also give
many impact to the MAS financial problem.
2.6 Handling and landing fees

Handling and landing fees rose 19.9% or RM202.4 million from 2004 to
RM1.2 billion. Total handling & landing fees for the final quarter amounted
to RM444.9 million, an increase of 25.8% or RM91.2 million. This increase
was due to increase in number of stations and flights as well as under
provisions from the financial year 2004.
2.7 Renovation of aircraft cabins

The renovation of aircraft cabin are RM700 million. MAS spending cover
upgraded cabin facilities, especially for first and Business Class. Layered
over the upgrade programme is a significant expansion of flight destinations
and frequencies, with early priority being given to the China and India
markets. The renovation are include new cabin design with fully flats beds
in First Class and a flat bed at a slight angle for business Class in both the
747 and 777. Beside that, the renovation also include in entertainment such
a more channel and programmes in all classes and bigger wide TV.
2.8 Order for six Airbus A380 planes

MAS was order six Airbus A380 to improve their capability services. The
problem is, MAS buy the airbus The costs for each A380 are RM1.2 billion.
The capacities for each airbus are 150,000 kg and can flying about 10,410
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kilometers. For the each design the airbus can carry 555-840 passengers.
The motif to buy this airbus is to increase the performance in the future.
MAS target that would snatch the title of biggest passenger plane from rival
Boeing's 747. With Malaysia Airlines' selection, Airbus has now 103 orders
and commitments from 10 customers for the A380 programme. Built to the
latest and most stringent certification requirements, the 555-seater A380
embodies the most advanced technologies, providing 15 to 20 per cent lower
operating costs than the largest aircraft flying today and 10 to 15 per cent
more range. Beside that, passengers also can get others benefits as a
spacious cabin and wider seats, including those in economy class while
airlines will reap the benefits stemming from Airbus' unique operational
commonality inherent in its fly-by-wire family of aircraft, as well as from
lower operating costs.
2.9 Sponsorship programme

MAS spent a huge amount on the sponsorship programme. The sponsorship
programme is including local singer and an entourage of musicians and
dancers to perform at the Royal Albert Hall in London. The concert was
ongoing on 1 April 2005. This concert is not unprofitable. The fully capacity
is 5222 seats but the tickets were sole about 2500 audience. Those who
came were mostly Malays and about 10% were Europeans.
2.10 Buy a drawing

Malaysia Airlines was buy a three drawing and the cost are RM1.55
billion for decoration in President of MAS offices. The reason for buying
this drawing is to keep their corporate image. The other reason is,
President of MAS said that the drawing for investment because the
drawing have a high quality.
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3.0 SOLUTION
As a solution to overcome the loss and debt facing by Malaysia Airline System,
the company had came out with a business turn around plan. The business
turnaround plan has been carefully sequenced over the next three years to deliver
cash, profitability and growth-in that order of intensity and focus. The Business
turnaround roadmap comprises the following elements:
1) Cash-Flow Survival Actions include a rigorous and disciplined cash
management programme to stop and reduce the cash-burn rate of the
company, both in terms of operating cost and also capital expenditure. It also
seeks avenues to secure immediate short-term cash injection and financing,
including sale of assets. Malaysia Airlines is currently in discussion with the
Government on the modality of such financial support.
2) Profit Turnaround Actions comprise revenue management and cost reduction
initiatives. All routes have been fully analysed into individual Profit and Loss
Statements, better pricing and revenue management techniques and improved
sales channels will be introduced to increase yield and revenue, commensurate
with its 5 star service quality and taking account of competition for each route.
This has to be done very carefully. This is used as the pathfinder for other
routes elsewhere. Various cost reduction programmes are being pursued in the
area of fuels efficiency, procurement savings and so forth.
3) The Human Resource and People Actions are aimed at unleashing the talents
of everyone in Malaysia Airlines to achieve the business turnaround Plan
through leadership, accountability and teamwork.
3.1 Malaysia Airlines System plans five central thrusts:

3.1.1 Flying to win customers
Malaysia Airlines System will reconfigure its network and product
portfolio to ensure that it has the tools and capabilities to be a top-
tier player.
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3.1.2 Mastering operational excellence

Malaysia Airlines System will build a unique operating capability.
This capability will be reflected not only improved operational
reliability, but also in higher productivity.
3.1.3 Financing and aligning the business on P&L
Malaysia Airlines System will relentlessly increase profits with the
support of a world-class finance function that ensures true financial
accountability, transparency and performance orientation.
3.1.4 Unleashing talents and capabilities
Malaysia Airlines System is committed to its people it has the
passion and talent to achieve the goals.
3.1.5 Winning coalitions
Malaysia Airlines System needs the resolute support of the
Government, its employees, managers, customers, suppliers,
agents and investors. It is only with the support of these
stakeholders that MAS can have the mandate it needs to make the
changes that will ensure long-term success.
3.2 Malaysia Airlines System take what steps had been taken via business
turnaround Plan:
3.2.1) Withdraw from routes

Malaysia Airline System will withdraw from the vast majority of
its extensive domestic routes and hand over operations to low-cost
player AirAsia as part of its ongoing effort to become profitable.
Malaysia Airlines System has improving their customer value
proposition from a scheduling point of view. The light scheduling
is a critical criteria in the decision making process on customers’
choice of airline.
3.2.2) Internal cost cutting: Manpower downsizing
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Malaysia Airlines System turnaround plan included a change from

its present "over-staffed and low productivity" situation to a
company with "leaner workforce and high productivity." In the
future, Malaysia Airlines System will definitely be running with
fewer employees per unit of capacity. The company has two
reasons about the manpower right sizing exercise:
First reason, Malaysia Airlines System has their target of reducing
their workforce by 3,000 to 5,000 employees. In addition, they also
have 1,171 employees who will retire this year and the next 2
years, and 2,761 staff whose short-term contracts will expire as
early as 3 months and between 1 to 5 years. Taking all the above
into consideration, Malaysia Airlines System are confident of
achieving their manpower right-sizing targets through the MSS,
natural attrition and contract expiry.
Secondly reason, Malaysia Airlines System have objective is to
achieve about RM300 million per annum. If there are more high
salaried employees who they will release via the MSS, with 3,000
employees, Malaysia Airlines System will achieve their manpower
savings objective. However, if there are more low salaried
employees who Malaysia Airlines System will release via the
MSS, the cost savings objective will be achieved by releasing
5,000 staff. Based on the profile of the applicants, Malaysia
Airlines System are looking at achieving their objective in August
this year by releasing around 3,000 employees in the higher salary
bracket. Going forward, with a high number of employees retiring
and those whose contracts will expire this year and in the next 2
years, Malaysia Airlines System should be able to reduce their
manpower by 30 per cent as part of their Business Turnaround
Plan.
3.3.3) Fares increased
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Malaysia Airlines System had raised its domestic fares by 15 per

cent for its economy class and 25 per cent for its business class
effective from Aug 15. Its international fares remain unchanged.
Malaysia Airlines System would also increase the domestic fuel
surcharge to RM20 from RM15 within Peninsular Malaysia and
Sabah and Sarawak. However, between Peninsular Malaysia and
Sabah and Sarawak, the fuel surcharge would be raised to RM51
from RM36. The new fuel surcharge only covers half of the fuel
cost, it was important for the national carriers to raise its fares now
since the last domestic fare hike was done 14 years ago. In
addition, inflation and cost of living had gone up over the years.
3.3.4) Sale of assets

Malaysia Airlines System has finalized its plan to sell its Kuala
Lumpur property, Bangunan MAS, to Permodalan Nasional
Berhad (PNB) for RM130 million. The Purchase Price of RM130
million was arrived on an “as is where is basis” following
negotiations between the two parties on a willing-buyer willing-
seller basis. The property, a 35-storey office building with 5 levels
of car park, fronting Jalan Sultan Ismail and Jalan Tengah with a
net let table area of approximately 270,071 square metre (75,036
square feet). The approximate age of the Property is 21 years and
was the former headquarters of MAS for its airline and ticketing
business. The aggregate cost of investment by Malaysia Airlines
System in the property is approximately RM91 million, an
investment made from year 1983 onwards. The audited net book
value of the Property as at 31 December 2005 was RM 81,157,859.
Upon completion of the Proposed Sale, Malaysia Airlines System
will realize a gain of approximately RM46 million (after tax and
other incidental expenses), and this is expected to increase earnings
Per Share by approximately 4sen for the financial year ending 31
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December 2006.Currently, the parent of national carrier Malaysia

Airlines system has made no decision on the sale of aircraft
proposed under a restructuring plan after reports said the carrier's
management was pressuring for the disposal of 30 aircraft. It was
reported that Malaysia Airlines System had already asked
Penerbangan to sell about 30 aircraft as part of efforts to raise
desperately-needed funds. The loss-making airline was looking to
dispose of up to 13 Boeing 747-400 planes, several Boeing 737-
400s, Fokker and Twin-Otters.
3.3 Malaysia Airlines System Business in the future, how the solves their
company crisis.
` Malaysia Airlines System in the future, they will continue to have

problem. So those, Malaysia Airlines system try to sell assets to raise cash
for capital and they are even selling the headquarters along Jalan Sultan
Ismail. However, the company have spend RM740 million to refurbish its
first and business class. Malaysia Airlines System argument is that it
needs to upgrade to get the premium-class passengers as it has been losing
to Singapore Airlines (SIA). Besides that, the company depends entirely
on Malaysia and has not had a captive Malaysia premium market all these
years even during their time. The company depended on low yields and
leisure travellers, not first or business class. Malaysia Airlines System
should look at its real market, the leisure travellers, which are in the price-
sensitive segment because the company wants raise yields in the face of
competition and high oil prices. Therefore, Malaysia Airlines System has
done reducing some services on the international sector but it has raise
yields very carefully and they want look their competitors before raising
fares.
4.0 SWOT ANALYSIS
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4.1 STRENGTH
Brand recognition
Malaysia Airlines’ brand equity continues to gain recognition. This is a
major strength to MAS for compete in airlines system compare with other
airlines. In 2005, SkyTrax, the preeminent airline quality monitor, awarded
national airline a “five star” status, one of only four airlines in the world to
be given this accolade. This is a testament to the strong brand equity they
have built over the years, a result of their dedication towards providing the
highest quality service possible. This recognition follows four consecutive
years of Malaysia Airlines winning the “best cabin crew” award also from
SkyTrax. Besides this, Malaysia Airlines was designated the “Best Airline
to Asia” by TTG (2005) and the UK based travel periodical, Travel Weekly
(2006). The recognition of Malaysia Airlines as the pre-eminent airline to
Asia coupled with their strong base of loyal customers should combine to
form the cornerstone on which the new management team can quickly return
the company to profitability.
MAS has a loyal and captive customer base

MAS has a loyal and captive customer base, it’s become another strength to
MAS for compete with other airlines such as Air Asia. As they interview
with their customers, particularly Malaysians, they are encouraged by the
extent to which they are passionately loyal to MAS. This is not a luxury that
all national carriers enjoy. In many cases the market power held by a local
carrier results in animosity and frustration.
MAS have very strong technical skills and highly trained cabin crew
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MAS' maintenance staff, flight operations staff and ground crew are world-
class in their technical skills. They strong safety record has much to do with
their staff and crews' attention and capabilities. These skills are not just a
source of strength for MAS, but also a potential source of revenue as MAS
looks to broaden its business activities. Their cabin crew are highly trained
and committed to excellent service and our five-star rating owes much to
their grace and professionalism.
Government support
The government’s decision to remove the floor price for Malaysian Airlines
is a positive step for the market and the local aviation industry. For MAS to
compete with Air Asia, fares have to be competitive in this dog-eat-dog
industry. A low cost carrier must be prepared for competition. Allowing Air
Asia to determine is fares and MAS to adhere to market fares would only
result in the national carrier being on the receiving end. Air Asia is a low-
cost carrier targeting a specific segment of the market while MAS, as a full-
service airline, is targeting a different segment. The government has made
the correct decision. Putting a floor price on MAS would be seen to be
favouring another airline. The government decision that MAS had been
given permission to continue offering discounted fares on domestic routes,
and Government had also decide that the national carrier should also fly the
Johor Baru-Kuching, Kuala Lumpur-Tawau, and Kuala Lumpur-Sandakan
routes which were deemed to have a high volume of business travelers. It
became strength to MAS for increase their market in their future because
customer can prefer use their service more than Air Asia.
4.2 WEEKNESSES
Inefficient Cost Management

The company financial condition is nit good because the cost management
liquidity asset is very low. It is hard to manage the business operation
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when the liquidity level is low. Beside that the company is lack of efficient
and effectiveness to control the cost operation due to its profitability of the
business. It can looked that Malaysia airlines System was reported that
have loss in cost management where cargo revenue decrease by RM
64.1m to RM 1.5billion and cost increased by 28.8%,primarily due to
escalating fuel price. Other significant cost increase included staff cost,
handling landing fees, and aircraft maintenance and overhaul charge. The
most substantial factor for the losses of cost management was from fuel
cost.
Despite a low starting point, MAS' costs have risen by over 20% in the last
year and show no signs of flattening. Furthermore, their productivity is at
the low end of their peer group. They need to have much higher
productivity than their peers to be able to survive and prosper in their
smaller revenue environment. As their factor costs rise, will see a
disproportionate increase in costs unless they can become much more
efficient with their resources. Of particular concern is their fixed cost base.
MAS have millions of ringgit invested in some real estate and equipment
through its offices around the world that do not directly contribute to
revenue production. Without strong and decisive action, MAS' losses will
continue to grow. Natural factor cost growth and new obligations such as
new aircraft, facilities and product enhancement, combined with the effect
of new regional capacity on revenue, will cause costs to continue to
increase sharply while unit revenue continues to fall.
Failure to manage the domestic route

Failure of Malaysia airlines system to manage the domestic route until
they domestic operation are losing money. Where MAS has reported
losing in their operation in domestic flight about RM 281millionn. This is
the weakness to this company until to force back down of most domestic
route operation by MAS to Air Asia as their competitor, While before that
the domestic route counterled by them. Although, when Air Asia come
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into the scene the national carried had monopolized the domestic sector.
When Malaysia Airlines System failure to manage the domestic route the
government will end the subsidies given to MAS and offer to Air Asia to
share the route with MAS. Today Air Asia becomes affordable and
reliable Airline, that is making a hit among Malaysians and now it has
expanded its operation to cover Indonesia, Thailand and Singapore. The
flight to certain locations can be as cheap as RM9.99 when customer book
very much in advance Even if customer get these dirt cheap tickets ,
generally the price is much lesser than the national carrier MAS. It flies to
major city and towns in Malaysia.
Higher fixed asset

The higher fixed asset means that MAS have a lot of building are not used.
Beside that the cost operation of buildings must be paid. Example the
headquarter building at Jalan Sultan Ismail that not used. So, why MAS
buy the buildings if not to be used. It can increase the cost of operation.
Beside that the company is lack of efficiency and effectiveness to control
the operation fixed assets due it profitability of the business.
Low efficient staff

This problem becomes the weakness to MAS because they have a low
efficient staff. It’s mean not many MAS staff was like low efficient in
their task .The low efficient staff about the some staff MAS have a low
performance in customer relationship management. Often have the
customers complained that some MAS staff moral was low. This case
occurs when some of staff treats the white man and first class passenger
better than ordinary passenger. So MAS must consider about their staff
attitude because people in close and direst contact with customer can
damage the image of an airline. Its means one bad incident is enough for
passenger to switch to another airline after that he is not likely to come
back. Building good relationship must be practice for staff. It is important
20
for airline like MAS that have a strong brand name to improve the service
management.
Domestic route rationalization

Malaysia Airlines, as the national flag carrier, has a social responsibility to
the Malaysian people which it has discharged over many decades. They
provide service to all the major airports and secondary airstrips in
Malaysia. Some of these locations with the secondary airstrips would not
have been accessible by any other means of travel if not serviced by the
national airline. As such, their domestic operations have not been operated
with an exclusive commercial profit-making mentality. There was an
important emphasis on their social responsibility to the people of
Malaysia. Unfortunately, the running of the domestic business is a “zero
sum game”. In order for the people of Malaysia to benefit to the extent
they were served, Malaysia Airlines had to lose because of uneconomic
routes and as a result of the subsidy to those who travel with it. To keep
the fares affordable, the government has maintained the ticket price on
some of these routes for the last 13 years without the airline having
recourse to adjust prices in line with inflation and rising costs. These are
the main reasons why, of the 118 domestic routes flown in 2005, only 4
were profitable.
MAS lacks a disciplined performance culture

This problem also became weaknesses to MAS because discipline
performance culture very important in service system to attract more
customer especially foreign customer. Discussions with their managers
and employees have made it clear that today MAS does not have the
leadership, accountability or teamwork needed to survive and prosper in
this more challenging environment. One external analysis suggests that
MAS needs approximately 300 more leaders. Potential leadership talent
definitely exists lower in the organization but it has not been unleashed
21
through the right opportunities. They are also a company with relatively
little experience with accountability. Based on their internal employee
survey last year, their employees report little confidence in the
management team and their managers report that they do not feel that
there are any repercussions for staff who miss targets and deadlines or
who do not meet key performance indicators (which have recently been
adopted). Further, people tend to be jealous of success, rather than being
inspired by it. Simply put, MAS will require a significant organizational
overhaul to be able to survive in the new world.
4.3 OPPORTUNITY
Only Airlines offer international flight

Malaysia Airline is the national airline of Malaysia that serving
international destination. It is the largest airline in South Asia by fleet size.
Malaysia Airline is actually very renowned around the world, this is due to
the reason where Malaysia Airline has been voted and awarded for the
best cabin staff for four consecutive years from 2001 until year
2004.When it come to international flight, Malaysia Airline is always the
first choice for most of the people simple because Malaysia Airline is one
of the world best and most comfortable airline services. It is one of only
four airlines to have been awarded a five star rating by Skytrax. Malaysia
Airline is the only Asian Airline to offer services to Ministro Pistarni
international Airport in Buenos Aires, Argentina. MAS also as it’s own in
flight magazine going place their own catering services.
Code sharing agreement
22
Code sharing is a business term which first originated in the airline

industry. It refers to a practice where a flight operate by an airlines is
jointly marketed as a flight for one or more other airlines. Most major
airlines nowadays have code sharing partnership with other airlines and
it’s a key feature of the major airline alliances. Malaysia airlines system
get opportunity to open up routes and services with enter a code sharing
agreement with Gulf Air. The agreement inked at a signing in Subang,
allow Malaysia airlines to market seat under its code on Gulf Air flight
between Kuala Lumpur and the Middle East countries of Bahrain and
Oman as part of its “hub and spoke strategy.
Code sharing enable traveler of Malaysia airlines to enjoy seamless

product, as a single airlines supervises the passenger entire journey. Such
an arrangement offers significant economic and consumers benefits giving
passenger price and services options. They are very excited with this Gulf
Air because it’s a opportunity to their strategy of shifting from point to
point network to hub and spoken connecting network. This agreement is
yet another manifestation of the ‘Winning Coalitions’ thrust of MAS
business turnaround plan. MAS will get opportunity leverage on such
arrangement to build out they hub and spoke approach to reduce cost and
con currently improve both load factor and yield. Under a code sharing
agreement participating MAS can get opportunity to present a common
flight number include connecting flight, flight from both airlines that fly
the some route and perceive service to unserved market
Visit Malaysia Year 2007

Malaysia a tourism industry has great potential with the a lot of tourism
site, beautiful islands, unique areas and long beautiful beaches, that will
attract more tourist in another country in the world to come Malaysia. So it
is the one of opportunity to MAS fir increase their customer from outside
to use services and to stability their financial. MAS must take this benefit
23
to improve their operation and management especially in Visit Malaysia

year 2007. The Visit Malaysia Year 2007 is the opportunity for Malaysia
airlines system to increase their customers and get the profit .Where they
expect a significant jump in the number from all regions during Visit
Malaysia Year 2007. In addition Malaysia is popular destination for
visitors especially from Middle East. With steady increase and improving
of tourism site in Malaysia it’s benefits to MAS.
Purchasing A380 Airbus

Model A380 of Airbus for Malaysia Airline will used to further enhance
its performance. Where the Airbus A380 has 555 seater twin decker super
jumps seat to enter service in 2007. It would snatch the little of biggest
passenger plane from rival Boeing’s 747. It also as MAS assets including
its entire fleet and with using the Airbus can give opportunity to MAS to
improve and help revive the trouble carriers
Changes in the boardroom

Changes in the boardroom are one of the opportunities to Malaysia
Airlines when En. Idris Jala , who joined Malaysia Airlines on 1
December 2005, to replace Dato’ Ahmad Fuad bin Mohd Dahalan, as
Managing Director. En. Idris joins Malaysia Airlines at a critical point in
the company’s fortune and possesses a proven track record for turning
around companies. Because of this change in the boardroom, En Idris Jalal
tried to increase MAS income and solve problem in MAS.
MAS expects revenue growth from charter flight services

Malaysia Airlines (MAS) expect 10% annual growth in revenue from its
charter flight services, refer what Capt Nik Huzlan Nik Hussin said as an
assistance general manager (haj and charter service). MAS recorded about
RM120million in revenue from its charter flights last year. MAS
recognized a huge business potential in the passenger air charter business
24
and has develop a comprehensive product catering to both schedule and

ad-hoc charter needs of customer around the Pacific Region.
4.4 THREAT
Right-sizing the staff force

As a direct result of the domestic route rationalization, MAS will be right-
sizing the staff force. It became threat to MAS because they will lose high
skill workers. While this is not an immediate desire of the management,
the reduction in domestic routes serviced from 118 to 19 has naturally
resulted in the need to close certain stations and cut back on operations. A
Mutual Separation Scheme (MSS) has been announced and, depending on
take-up and acceptance, it has been estimated by the management as many
as 5,000 members of staff may leave the company. The cost of the MSS
will be funded by the compensation from Penerbangan Malaysia Berhad
(PMB) for early termination of the Agreement for Domestic Business
Unbundling. Even if the terms of the MSS are attractive and the approach
to termination of service humane, such separation is never easy, how to
start a new life after, what will be in many instances, many years of being
in the Malaysia Airlines family. They will help those who decide to leave
as far as they can and, on behalf of the board, they would like to express
the company’s gratitude and best wishes to them.
There are significant social and political obligations

The pundits are of the view that political and social obligations present the
most overwhelming and significant constraints to MAS ability to
transform the business. As a largely state-controlled airline in a regulated
industry, it is argued that MAS does not always have the freedom to act
according to pure market principles. MAS is constrained from freely
changing destinations, routes and pricing within its domestic sector. And
even though there are no explicit constraints on the international routes,
25
MAS might not have full flexibility to make changes to destinations,

schedules or pricing. For example, flying to Vienna costs MAS
approximately RM30 million per annum1 in losses and it is unclear if
MAS can simply exit this route. They are committed to serving the nation
and enhancing the country's economic prosperity, and serving the market
as they do today certainly meets the national interest, but it does not
necessarily fulfill their commercial interests. In moving forward, both the
Government and MAS need to establish a workable mechanism to ensure
that both the social objectives of the Government and the commercial
objectives of MAS are catered for. To this end, the interests of MAS and
the Government will be guided by the principles laid out in the GLC
Transformation Manual issued by the Putrajaya Committee for GLC High
Performance.
Main competitor
Air Asia is a low-cost airline based in Kuala Lumpur, Malaysia. It
operates scheduled domestic and international flights and is Asia's leading
low fare no frills airline and first to introduce "ticketless" travelling (no
specific seats allocated before boarding). Air Asia has been expanding its
operations extremely rapidly and is very popular, but also infamous for
frequent significant delays. Its main base is Kuala Lumpur International
Airport (KUL). It currently operates from the 1st ever low cost carrier
terminal in Asia at KLIA. In 2003, Air Asia opened a second hub at Senai
Airport in Johor Bahru near Singapore and launched its first international
flights to Thailand. Air Asia has since started a Thai Air Asia subsidiary,
added Singapore itself to the destination list, and started flights to
Indonesia. Flights to Macau started in June 2004, while flights to mainland
China (Xiamen) and the Philippines (Manila) were started in April 2005.
Flights to Vietnam and Cambodia followed later in 2005.
26
Competition with Air Asia also became threat to MAS because many
passengers prefer use Air Asia service compare than MAS. Air Asia is a
one airline system provides low-cost airlines. The flight to certain
locations can be as cheap as RM9.99 if the customer book very much in
advance. Recently Air Asia has started to fly to several South East Asian
countries; all this was built on their success story of providing incredibly
affordable flight tickets. The emergence of Air Asia has filled a gap in the
customer demand and has even force other major Airlines in the region to
come up with such a service. From Kuala Lumpur Thailand to Bangkok
and customer from Bangkok that using Air Asia can go Chiang Mai,
Chiang Rai, Nakhon Ratchasima, Udin Thani, Kon Kaen and Hadyai. Air
Asia has been able to grow earnings, achieve strong passenger growth, and
reduce unit costs to remain the leading low-cost pioneer in the region. Air
Asia's very success has bred fears among MAS staffers that its seeming
failures vis-a-vis its upstart competitor could lead to policies that could
have a bad effect on the national carrier. Air Asia has one of the lowest
costs in the industry and they can offer the low fares to consumers
irrespective of the oil price. Although, they revenue management system is
very sophisticated and they address to movements in their cost. Air Asia
has encountered and overcome many adversities, including high fuel
prices, in the early stages of its growth. They also will have more expe-
rience than the new LCCs to cope with the new adversities. Air Asia
became main competitor to MAS because they monopoly domestic route.
MAS can’t compete with Air Asia in term of price in domestic route.
Because of this many domestic customer prefer to use Air Asia compare
than MAS. Although Air Asia just monopoly domestic route but it also
became strength to MAS. It is because through domestic route Air Asia
get more profit and successful in industry.
27
5.0 CONCLUTION
It is conclude that, in our assignment, we found Malaysia Airlines System (MAS)

is facing with many management problem especially in financial and threat from
their competitors. The main competitor for MAS is Air Asia. The competitions
are in term of their service, price, management, promotion and others. MAS do
many things to compete with Air Asia and their want to win in this competition
because of this Malaysia Airlines System plans five central thrusts to compete
with Air Asia. Have many cause or factor MAS facing in their financial problem
such as in term of fuel cost, operate on unprofitable route, staff cost, aircraft
maintenance, Widespread Asset Unbundling (WAU) charge & leases, handling
and landing fees, renovation of aircraft cabins, order fir six Airbus A380 planes
and sponsorship programme. To solve this problem MAS take many action plan
to become more competitive. To improve their management, MAS also used
turnaround strategies such withdraw from routes, internal cost cutting: manpower
downsizing, fares increased and sale of assets. Malaysia Airlines System also take
five central trust plans to make effective solution for their problem. The plan
includes flying to win customers, mastering operational excellence, financing and
aligning the business on P&L, unleashing talents and capabilities and winning
coalitions.
28
6.0 RECOMMENDATION
MAS had taken lot of alternative to solve their problem. MAS used turnaround
strategy to improve their management problem and get profit in their future. Our
group provides some recommendation that MAS can use to make their
management more efficient.
1. Listening the customer problem.

Malaysia Airline should listen, understand and try giving the best feedback
with the customer problem to increase the management efficiency. For the
customer problem, MAS can get the information by collect the random
sample in flight, do the benchmarking survey and also can get the
information trough the internet. Beside that, MAS can get the information
from customer’s trough their staff because staffs are very important people
to contact intimately with customers. The information is including the
management, services, staff, performance and others. The company should
tracks and analyses all the feedback it receives and take action to solve the
problem.
2. Team concept
MAS should create esprit among its cabin crew by divide the staff members
in small units. By flying together with their own team can make more
comfortable and the crew feel like they are part of a team. Flying together,
as a units, allows them to build a strong team work and the team leader will
get to know their strengths and weaknesses well. By this concept, MAS will
have good control to build the excellent management system.
3. Job rotation in executive rank

The job rotations in executive rank between departments for a few years are
important to understand the overall of the management. This policy has
resulted in several benefits. Managers acquire an understanding of the
29
working of more of the organization than they would otherwise. It also

promotes a corporate outlook among managers and minimizes inter-
department disputes. This practice also creates an appetite for change and
innovation as people constantly bring fresh perspective and new ideas to
their new position.
4. Prepaid System
In order for MAS to eliminate last minute cancellation, the prepaid system is
the best mechanism as customers, such as individual and especially groups
(from travel agents) do not “play around” with the loose MAS system.
Payment must be made 24hours upon departure. Cancellation of tickets 24
hours before departure should be given a penalty. In order to educate
customers to be prudent of their travel arrangement MAS need to be stern.
Flight missed by a customer should not be penalized by imposing fines but
instead automatically be null and forfeited.
5. Maintenance and inventory management.

Maintenance and inventory management is one of the part MAS should
focus because this part also influence the financial management in overall
the company. To avoid the problem in overstocking in this part, MAS
should apply the principles just-in-time (JIT) system. By the implement the
JIT system, the company can ensure spare parts are always availability.
6. Mobile check-in service

MAS can apply the mobile check-in service to manage status of their
customer. The check-in procedure is a routine task, which is predictable
(typically shortly prior to departure). The service is different for status and
basic customers. Prior to departure status customers receive a check-in
request via SMS. They only need to reply with “y” for yes followed by the
flight number which was given in the check-in request message. They will
then get a confirmation-SMS with flight information. In contrast to status
30
customers basic customers and non-members must initiate the check-in

service by themselves via WAP (Wireless Application Protocol). In five
steps they must enter the URL, M&M number, as well as last name. Then
they must select the flight. All customers having used the SMS Check-in
have to pick up their boarding pass at Quick Check-in machines supporting
reduced pick-up times. This service can improve their operation
management and give customer satisfaction.
31
REFERENCES
. ( May 2006). Malaysia Airlines slashes domestic route network. Airlines

Business. Vol. 22 (5).
. ( Feb 2006). MAS may sell assets to raise cash. Airline Business. Vol. 22
(2).
. ( 23 May 2006). Up to 5,000 seen leaving: separation scheme to cost MAS

RM850 mil. New Straits Times.
Abdullah Mat Zaid. Journal of Malaysia Airlines’ Corporate Vision and Service Quality
Strateg. Volume 4 Number 6 1994 pp. 11-15
B. K. Sidhu. (30 March 2006). System revamp to cost MAS RM400mil. New Straits
Times.
Cullen, J. B. and Parboteeah, K. P. (2005). Multinational Management: A Strategic

Approach. 3rd edition. United States: Thomson South-Western.
Daniel Chan. The story of Singapore Airlines and the Singapore. Girl Journal of
Management Development Volume 19 Number 6 2000 pp. 456-472.
Ionides, N. (April 2006). Malaysia turnaround bullet. Business Source Premier. Vol. 22
(4).
Ionides, N. ( Jul 2006). MAS takes radical steps to downsizes. Airlines Business. Vol.22
(7).
32
Mohamed Ali Mirghani. (1996). Aircraft maintenance budgetary and costing systems at
the Saudi Arabian Airlines: Integration business approach. Journal of quality in
maintenance. Vol. 2. (4).
Ragnar Schierholz, et al. (2006). Journal of Mobile Systems for Customer Service
Differentiation the Case of Lufthansa.
Wheelen, T.L. and Hunger, J. D. (2004). Strategic Management and Business Policy. 9th
edition. Singapore: Prentice Hall.
33

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MULTINATIONAL COMPANY____________________________________________________FMA3083

1.1 Background of Malaysia Airlines System (MAS)

Beside that, Malaysia Airlines System’s fully computerized cargo center

Is it through the price, promotion or distribution? At the end of this

1.3 Marketing Strategies (4Ps)

Malaysia Airlines System (MAS) fly to over one hundred destinations

commitment to excellence is clearly evident in every aspect of their

Malaysia Airlines' Engineering and Maintenance Division officially

Ground handling is one of the key competencies in Malaysia

Additionally, MAS also provides MASkargo service for their customers

the world via Malaysia Airlines' global network of routes. Now,

4. Malaysia Airlines Academy

Malaysia Airlines Academy (MAA) is MAS’s state-of-the-art training

Most recently, travelers awarded Malaysia Airlines the "5-Star World

demanding travelers in the sky. In February 2006, Malaysia Airlines,

Malaysia Airlines’ involvement at the MATTA-MITM Fair 2006 is a

covering aspects like ticketing deadlines, refunds, cancellations, no-shows,

According to Mr. Idris Jala, Managing Director/CEO of Malaysia Airlines,

In particular, MAS remain committed to the government’s national

2.0 COUSE OF FINANCIAL PROBLEMS

2.1 Fuel cost

2.2 Operate on unprofitable route

2.3 Staff cost

2.4 Aircraft maintenance and overhaul

2.5 Widespread Assets Unbundling (WAU) charges & leases

2.6 Handling and landing fees

2.7 Renovation of aircraft cabins

2.8 Order for six Airbus A380 planes

2.9 Sponsorship programme

2.10 Buy a drawing

3.1 Malaysia Airlines System plans five central thrusts:

3.1.2 Mastering operational excellence

3.2.1) Withdraw from routes

3.2.2) Internal cost cutting: Manpower downsizing

Malaysia Airlines System turnaround plan included a change from

3.3.3) Fares increased

Malaysia Airlines System had raised its domestic fares by 15 per

3.3.4) Sale of assets

December 2006.Currently, the parent of national carrier Malaysia

` Malaysia Airlines System in the future, they will continue to have

MAS has a loyal and captive customer base

Inefficient Cost Management

Failure to manage the domestic route

Higher fixed asset

Low efficient staff

Domestic route rationalization

MAS lacks a disciplined performance culture

Only Airlines offer international flight

Code sharing agreement

Code sharing is a business term which first originated in the airline

Code sharing enable traveler of Malaysia airlines to enjoy seamless

Visit Malaysia Year 2007

to improve their operation and management especially in Visit Malaysia

Purchasing A380 Airbus

Changes in the boardroom

MAS expects revenue growth from charter flight services

and has develop a comprehensive product catering to both schedule and

Right-sizing the staff force

There are significant social and political obligations

MAS might not have full flexibility to make changes to destinations,

It is conclude that, in our assignment, we found Malaysia Airlines System (MAS)

1. Listening the customer problem.

3. Job rotation in executive rank