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Integrated Case Study

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• 1. INTEGRATED CASE STUDY (PAS 3183)MALAYSIA AIRLINES (MAS) PRESENTED BY Luluk Nor Khotima Bt Nursam Ashvenee Devi Selvaraju Noor Armi Addila Bt Noor Ariff Nur Azlinda Bt A.Azaman Norliza Bt P P Mohamed

• 2. AGENDA• INTRODUCTION• MANAGEMENT CONSTRAINT• COMPETITION• UNPROFITABLE ROUTES• INCREASED IN FUEL PRICE• MAINTENANCE COST• RECOMMENDATION

• 3. INTRODUCTION• 1994- Privatized 32% controlling stake to Tajuddin Ramli through Naluri Berhad• 1998- Asian Financial Crisis MAS faced substantial losses• 2005- MAS reported loss RM1.3b• 1 Dec 2005- Idris Jala became CEO of MAS• 27 Feb 2006 - BTP 1 was announced

• Action taken by management(Government intervention (Constrained freely changing destination, routes and pricing (4. 1. MANAGEMENT CONSTRAINT

• 5. Constrained Freely ChangingDestination, Routes And Pricing • MAS suffered high losses due to poor management & fuel price increases. • MAS operations were identified as the causes of the RM1.3 billion loss are: – Escalating fuel prices – Increased maintenance and repair costs – Staff costs – Low yield per available seat kilometre

• 6. Government Intervention • Transformation Programme: - Widespread Asset Unbundling (WAU) RM7bil in debt were shifted to Penerbangan Malaysia Berhad (PMB) - Government Linked Corporation (GLC) BTP is also part of the GLC which aims to make all GLCs more successful.

• 7. Action Taken By The Management • Increased domestic price • Major cost reductions were made • Improve MAS network • New low cost community airline • Malaysia’s first commuter airline was launched

• 8. 2. COMPETITIONLOCAL AND INTERNATIONAL COMPETITORS LOCAL INTERNATIONAL • EUROPEAN • AUSTRALIAN • UNITED STATES

• 9. THREAT OF NEW ENTRY : COMPETITIVE RIVALRY :• Need huge investment to • Many airlines with same setup this business. routes. N• Less threat 5 – 10 years E • Most...

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