Conclusion
MAS, has been suffering from an economic downfall, with the value of the RM fluctuating against the dollar and bad business decisions still costing the organization money. The management team at MAS is large and MAS has been rapidly expanding into new business ventures within the travel business, so at least they are sticking to what they know. To still be operating in the next5 years, MAS is going to need to change what is currently happening and play catch up with their rivals. Fortunately air travel in Asia is expected to increase when the downturn is over, but that still leaves the European and American markets. By creating strategic alliances with other firms such as KLM, MAS has a chance of getting an increase in travel to European and America. While all these changes take place it is important that MAS respects the culture and structure that have been built up over the history of MAS and to try and not change these aspects of the company too fast. Once re-structured the poorly performing operations can be sold off and MAS can concentrate on the operational activities that prove profitable. It is then up to MAS to market these properly and let their customers know what is available to them and at what price. The major changes include restructuring the organization and implementing a low cost no frill airline that will allow MAS to service local customers wishing to fly within Asia. Brand name is all important so through all the changes it is important that any subsidiary created or new organization that is created is left with the MAS brand. This will aid customers in recognizing the quality and service that they come to expect from MAS and customers can associate marketing and promotions with MAS when they see them. All of these aspects are helping MAS fulfill its vision "To be the largest, most successful and most respected airline in the