Malaysia Airlines Swot Analysis

Topics: Malaysia Airlines, Airline, Singapore Airlines Pages: 5 (1145 words) Published: September 25, 2011

Company Profile
Malaysia Airlines started when a joint initiative of the Ocean Steamship Company of Liverpool, the Straits Steamship of Singapore and Imperial Airways led to a proposal to the Colonial Staraits Settlement government to run air service between Penang and Singapore. The result was incorporation of Malayan Airways Limited (MAL) on 12 October 1937. On 2 April 1947, MAL took to the skies with its first commercial flight as the national airline. However, it was renamed as Malaysian Airlines. Soon after Borneo Airways was incorporated into MAL. In 1965, with the separation of Singapore from Malaysia, 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. While MAS has grown to become Southeast Asia’s largest airlines, it also becomes one of the world’s premier international carriers. Malaysia Airlines is listed on the stock exchange of Bursa Malaysia under the name Malaysian Airline System Berhad. The Malaysia Airlines headquarters is located at Sultan Abdul Aziz Shah Airport Subang, Selangor, Malaysia. It is leading by the Chairman, Tan Sri Md Nor Yusof and Tengku Datuk Seri Azmil Zaharuddin as a Managing Director & CEO. There are three subsidiaries under Malaysia Airlines; those are Firefly, MASkargo and MASwings.

Corporate Vision (existing)
An airline uniquely renowned for its personal touch, warmth and efficiency.

Corporate Mission (existing)
To provide air travel and transport service that rank among the best in terms of safety, comfort and punctuality.

Corporate Objective
To produce a strategic, timely creative campaign targeting TIME’s readership of international travelers for Malaysian Airlines.

1.Operating against a challenging global economic climate, increasing competition and rising operational costs, Malaysia Airlines was forced to broadly restructure its operations. On 27 February 2006, newly appointed Managing Director/CEO Dato' Sri Idris Jala, along with a new management team announced a Business Turnaround Plan (BTP). The BTP was developed using the Malaysian Government Linked Company (GLC) Transformation Manual as a guide. Regardless of a financial restructuring exercised in 2006, Malaysia Airlines maintain strong presence in Southeast Asia, East Asia, South Asia, Middle East and also between Europe and Australasia. It’s also operates transatlantic flight from Kuala Lumpur to Los Angeles via Taipei.

2.On 30 January 2008, then Managing Director/CEO Dato' Sri Idris Jala and the management team announced the Business Transformation Plan (BTP 2), a continuation of the Business Turnaround Plan (BTP 1). The philosophy behind the BTP 2 is “aiming and planning for the best, assuming the worst”. The BTP 2 is a five-year plan focusing on profitable growth. Big challenges loom ahead in the airline industry, including overcapacity, intense competition with yields and profit margins eroding, liberalisation of ASEAN skies and rising fuel costs. The vision is to become the World's Five-Star Value Carrier (FSVC); the mission, to be consistently profitable, with the strategy of business transformation.

3.There are two other airlines subsidiaries, Firefly and MASwings. Firefly is operates from its two home bases Penang International Airport and Subang International Airport. While MASwings is focuses on inter-Borneo flights.

4.Malaysia Airlines non-aeronautical revenue sources also included maintenance, repair and overhaul (MRO) and aircraft handling.

5.Introduced frequent-flyer programs, Grads for Students by Malaysia Airlines (Grads) and Enrich by Malaysia Airlines (Enrich) which are benefits designed for...
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