Strategic Management Assignment Essay Sample
1. Malaysian Airlines System Berhad is the keeping company for Malaysia’s national air hose bearer. one of Asia’s fastest turning air hoses. Through several other subordinates. the company manufactures aircraft parts. offers trucking and lading transit services. caters nutrient. provides laundry and dry-cleaning services for air hoses and other industrial establishments. and oversees a travel bureau. Company Chairman Tajudin Ramli owns a important portion in Malaysian Airlines System ( MAS ) . and the Malayan authorities retains a strong voice in MAS personal businesss.
2. Malaysia Airline System ( MAS ) is one of the Government Linked Companies in Malaysia. For the past three old ages. MAS has been undergone dramatic alterations that turnaround the place of the company inside the competitory and of all time ambitious air hose industry. From its lowest and black experience in 2005 to accomplishing success within 2 old ages every bit good as poising the impact of planetary economic crisis in past two old ages. The intent of this study is to analyse MAS cardinal competitory place and its strategic determination effectivity and give recommendation in order for MAS to prolong its competitory place. Internal factors that affect Malaysia Airline System is economic. societal. political. technological and so on. Firstly. MAS was hit by the high fuel monetary value in the first 8 to 9 months of the twelvemonth which had increases up to USD $ 182 per barrel and affected the overall operating cost.
As a underdeveloped state. Malaysia has increase the figure of professionals who earn more and go much more often overseas. Therefore. they want the services that can offer them clip efficiency and good services. However the universe late has been shocked with the moving ridge of Influenza A ( H1N1 virus ) planetary pandemic and the increasing rate of terrorist onslaught. These situational factors have slightly changed the perceptual experience of air hose travelers to some grade by claiming that it is no longer safe to go by air. The engineering besides occupies a really of import topographic point which is technological. The lifting of Information Technology and Information System can profit MAS to run their concern whereby MAS could work this engineering in making more efficient web direction which will take to decrease in operational cost. Technology is assisting MAS to cut down cost. but more significantly. it besides adds value to the clients. MAS was replacing KOMMAS Reservation System with the new SITA RES system. Using the new system. clients are assured that their engagement and e-ticket information will ever be available at check-in. In add-on. MAS is besides able to offer clients more and better self-service options through its web site.
Malayan Airline System Berhad – SWOT. Strategy and Corporate Finance Report. is a beginning of comprehensive company informations and information. The study covers the company’s construction. operation. SWOT analysis. merchandise and service offerings. elaborate financials. and corporate actions. supplying a 360° position of the company. Features: – Detailed information on Malayan Airline System Berhad required for concern and rival intelligence needs – A survey of the major internal and external factors impacting Malayan Airline System Berhad in the signifier of a SWOT analysis – An in-depth position of the concern theoretical account of Malayan Airline System Berhad including a dislocation and scrutiny of cardinal concern sections – Five-year fiscal information and charts. including balance sheet. income statement. hard currency flows. market capitalisation and multiples. and cardinal ratios for Malayan Airline System Berhad – Intelligence on Malaysian Airline System Berhadnv’s amalgamations and acquisitions ( M & A ; A ) . strategic partnerships and confederations. capital raising. private equity minutess. and fiscal and legal advisers.
In 2011. Malaysia Airlines recorded a arresting net loss of RM2. 52 billion due to lifting fuel costs and misdirection which was the largest in its company history. The company ceased operations to Surabaya. Karachi. Dubai. Dammam and Johannesburg in January. and ceased flights to Cape Town. Buenos Aires every bit good as Rome in February. Malaysia Airlines experienced its worst loss in FY2005. with RM1. 25 billion losingss. Since so. the Business Turnaround Plan was introduced to resuscitate the air hose. in the twelvemonth 2006. At the terminal of the airline’s turnaround plan. in fiscal twelvemonth 2007. Malaysia Airlines gained RM851 million net net income: a swing of RM987 million compared to RM134 million in losingss in FY2006. taging the national carrier’s highest-ever net income in its 60-year history. The accomplishment was recognised as the world’s best airline-turnaround narrative in 2007. with Malaysia Airlines being awarded the Phoenix award by Penton Media’s Air Transport World: the taking monthly
magazine covering the planetary air hose industry.
From the late 1990s up to 2007. Malaysia Airlines used the Going Beyond Expectations slogan to trade name itself internationally. With the rollout of the Business Transformation Plan in 2008. the Chief executive officer of Malaysia Airlines rejected the thought of utilizing MH’s web or certain other characteristics as its new stigmatization scheme. Alternatively. the new stigmatization scheme motto is MH is Malayan Hospitality. to underscore the cordial reception of its cabin crew alternatively of the airline’s web and cabin categories.
AirAsia Berhad is one of the competitory of our company. AirAsia Berhad ( MYX: 5099 ) is a Malaysian-based low-priced air hose. AirAsia is Asia’s largest low-fare. no-frills air hose and a innovator of low-priced travel in Asia. [ 4 ] AirAsia group operates scheduled domestic and international flights to over 400 finishs crossing 25 states. Its chief hub is the Low-Cost Carrier Terminal ( LCCT ) at Kuala Lumpur International Airport ( KLIA ) . Its affiliate air hoses Thai AirAsia. AirAsia Philippines and AirAsia Japan have hubs in Suvarnabhumi Airport. Clark International Airport and Narita International Airport severally. AirAsia’s registered office is in Petaling Jaya. Selangor while its caput office is at Kuala Lumpur International Airport. [ 5 ] [ 6 ]
The bottom-line Group losingss for 2011 underscore the imperative demand for Malaysia Airlines to instantly follow strong steps to halt the hemorrhage. These include staff redisposition. increasing productiveness and efficiency. relentless cost control and doing farther path reappraisals. We are besides implementing an aggressive gross revenues & A ; selling strategy” . said Ahmad Jauhari Yahya. Malaysia Airlines Group Chief Executive Officer.
