full ratio ass

8/11/2019 Full Ratio Ass

1/46

AN OVERVIEW TO SELECTED COMPANY

Recently all of us in Malaysia countries was startled with the most mysterious news of

missing MH370 plane which couldnt be found until today. Everybody from internal andeternal agencies have shown their effort to find this most sophisticated airplane. !n fact "this

#ind of misfortune condition happened once in a many years. $e believe that" this is one of

the tests from %llah. &espite" we are eposed to the some of the speculation news" but we

have to slowly search for the right evidence so that no doubtful eist among people.

%s we #now that the most epensive cost for the transportation is when we travel by

aeroplane such as M%'" %irasia" (irefly" M%)!*&+,new- and a few more. he wise

passenger always free to find out which is the best value fares to go on vacation. he

/uestion is when is the most good time to fly he answer is we must #eep on loo#ing at the

tic#ets offered by these number of flies via online or other promotion advertised anywhere

and anytime. $e found that normally" the price for fares are always fluctuate and we must

study the flow of when is the best buy

)oo#ing at the number of airways company in Malaysia" we propose to select the Malaysian

%irlines 'ystem as our target companies to be discussed on overall aspects but especially weli#e to be more highlight on financial performance. (inancial performance is the vital parts

for every companies that could deliver message" perception or decision ma#ing as we

analy1ed the figures given. (or that ob2ective" we shall elaborate on every topics which will

be discussed further.

Malaysian %irlines 'ystem ,M%'- ,Malay Sistem Penerbangan Malaysia- is the flag carrier

of Malaysiaand a 45star airline. Malaysia %irlines ,M%'- operates flights from its home

base" 6uala )umpur !nternational %irportand with a secondary hub in 6ota 6inabalu and

6uching. he airline has its head/uarters on the grounds of 'ultan %bdul %1i1 'hah %irport

in 'ubang" 'elangor" in reater 6uala )umpur. !t is a member of the +neworld airline

alliance.Malaysia %irlines operates flights in 'outheast %sia" East %sia"'outh %sia" Middle

Eastand on the 6angaroo Routebetween Europeand %ustralasia. !t operates transpacific
http://en.wikipedia.org/wiki/Malay_languagehttp://en.wikipedia.org/wiki/Flag_carrierhttp://en.wikipedia.org/wiki/Malaysiahttp://en.wikipedia.org/wiki/Skytrax#Airline_Rankingshttp://en.wikipedia.org/wiki/Kuala_Lumpur_International_Airporthttp://en.wikipedia.org/wiki/Kota_Kinabalu_International_Airporthttp://en.wikipedia.org/wiki/Kota_Kinabalu_International_Airporthttp://en.wikipedia.org/wiki/Kuching_International_Airporthttp://en.wikipedia.org/wiki/Sultan_Abdul_Aziz_Shah_Airporthttp://en.wikipedia.org/wiki/Subang,_Selangorhttp://en.wikipedia.org/wiki/Subang,_Selangorhttp://en.wikipedia.org/wiki/Greater_Kuala_Lumpurhttp://en.wikipedia.org/wiki/Greater_Kuala_Lumpurhttp://en.wikipedia.org/wiki/Oneworldhttp://en.wikipedia.org/wiki/Airline_alliancehttp://en.wikipedia.org/wiki/Airline_alliancehttp://en.wikipedia.org/wiki/Airline_alliancehttp://en.wikipedia.org/wiki/Southeast_Asiahttp://en.wikipedia.org/wiki/East_Asiahttp://en.wikipedia.org/wiki/South_Asiahttp://en.wikipedia.org/wiki/South_Asiahttp://en.wikipedia.org/wiki/Middle_Easthttp://en.wikipedia.org/wiki/Middle_Easthttp://en.wikipedia.org/wiki/Kangaroo_Routehttp://en.wikipedia.org/wiki/Europehttp://en.wikipedia.org/wiki/Europehttp://en.wikipedia.org/wiki/Australasiahttp://en.wikipedia.org/wiki/Flag_carrierhttp://en.wikipedia.org/wiki/Malaysiahttp://en.wikipedia.org/wiki/Skytrax#Airline_Rankingshttp://en.wikipedia.org/wiki/Kuala_Lumpur_International_Airporthttp://en.wikipedia.org/wiki/Kota_Kinabalu_International_Airporthttp://en.wikipedia.org/wiki/Kuching_International_Airporthttp://en.wikipedia.org/wiki/Sultan_Abdul_Aziz_Shah_Airporthttp://en.wikipedia.org/wiki/Subang,_Selangorhttp://en.wikipedia.org/wiki/Greater_Kuala_Lumpurhttp://en.wikipedia.org/wiki/Oneworldhttp://en.wikipedia.org/wiki/Airline_alliancehttp://en.wikipedia.org/wiki/Airline_alliancehttp://en.wikipedia.org/wiki/Southeast_Asiahttp://en.wikipedia.org/wiki/East_Asiahttp://en.wikipedia.org/wiki/South_Asiahttp://en.wikipedia.org/wiki/Middle_Easthttp://en.wikipedia.org/wiki/Middle_Easthttp://en.wikipedia.org/wiki/Kangaroo_Routehttp://en.wikipedia.org/wiki/Europehttp://en.wikipedia.org/wiki/Australasiahttp://en.wikipedia.org/wiki/Malay_language


2/46

flights from 6uala )umpur to )os %ngeles" via o#yo,to be discontinued from 30 %pril 809:

%part from the airline the group also includes aircraft maintenance" repair and overhaul

,MR+-" and aircraft handling. Malaysia %irlines has two airline subsidiaries (irefly and

M%'wings. (irefly operates scheduled flights from its two home bases ;enang !nternational

%irport and 'ubang !nternational %irport. he airline focuses on tertiary cities. M%'wings

focuses on inter5harter is another subsidiary of Malaysia %irlines" operating

charter flights using Malaysia %irlines= aircraft. %fter recovering from past losses" Malaysia

%irlines is #een on merger and ac/uisition ,M?%- activities particularly airlines in the %sia

;acific region. Malaysia %irlines was ran#ed second with score @@ in %viation $ee#=s op

;erforming >ompanies which measures financial viability of an airline. Malaysian %irlines

'ystem slogan is a ABourney are made by the people you travel withC.
http://en.wikipedia.org/wiki/Los_Angeleshttp://en.wikipedia.org/wiki/Narita_International_Airporthttp://en.wikipedia.org/wiki/Firefly_(airline)http://en.wikipedia.org/wiki/MASwingshttp://en.wikipedia.org/wiki/Penang_International_Airporthttp://en.wikipedia.org/wiki/Penang_International_Airporthttp://en.wikipedia.org/wiki/Subang_International_Airporthttp://en.wikipedia.org/wiki/Subang_International_Airporthttp://en.wikipedia.org/wiki/Borneohttp://en.wikipedia.org/wiki/Borneohttp://en.wikipedia.org/wiki/MASKargohttp://en.wikipedia.org/wiki/Asia_Pacifichttp://en.wikipedia.org/wiki/Asia_Pacifichttp://en.wikipedia.org/wiki/Asia_Pacifichttp://en.wikipedia.org/wiki/Los_Angeleshttp://en.wikipedia.org/wiki/Narita_International_Airporthttp://en.wikipedia.org/wiki/Firefly_(airline)http://en.wikipedia.org/wiki/MASwingshttp://en.wikipedia.org/wiki/Penang_International_Airporthttp://en.wikipedia.org/wiki/Penang_International_Airporthttp://en.wikipedia.org/wiki/Subang_International_Airporthttp://en.wikipedia.org/wiki/Borneohttp://en.wikipedia.org/wiki/MASKargohttp://en.wikipedia.org/wiki/Asia_Pacifichttp://en.wikipedia.org/wiki/Asia_Pacific


3/46

HISTORY

Malayan aviation history

'cheduled air passenger and mail services in Malaya commenced in 9D37 when $earne=s %ir

'ervice ,$%'- commenced operating services between 'ingapore" 6uala )umpur and

;enang. $earne=s %ir 'ervice was started by two %ustralian brothers" heodore and >harles

$earnes. he service commenced as a thrice wee#ly flight between 'ingapore and ;enang

he first flight" using an @5seater de Havilland &H.@D% &ragon Rapidetoo# place on 8@ Bune

9D37 his inaugural flight departed 'ingapore from the then brand5new 6allang %irport

which had 2ust opened earlier in the same month on 98 Bune )ater a second &.H.@D%

enabled the epansion to daily services as well as the addition of !poh as a destination. he

$%' services ceased with the onset of the 'econd $orld $arBapanese occupation of Malaya

and 'ingapore.

Beinnins

An MSABoein !"! at #$ri%h&'loten Air(ort) *+,!-.

%n initiative by the %lfred Holt=s )iverpool5based +cean 'teamship >ompany" in partnership

with the 'traits 'teamship >ompany and !mperial %irways" resulted in the incorporation in

'ingapore on 98 +ctober 9D37" Malayan Airways Limited (MAL).


4/46

Malayan %irways= fleet had grown to include a large number of &ouglas &>53s" and went

publicin 9D47. +ther aircraft operated in the first two decades included the &ouglas &>5:

'#ymaster" the ic#ers iscount" the )oc#heed )590:D 'uper >onstellation" the 5

3s" 'uper >onstellationsand iscounts on new routes from 'ingapore to Hong 6ong"and

from 6uala )umpurto


5/46

$ith the 'ingapore government determined to develop 'ingapore %irlines= international

routes" it too# the entire fleet of seven ity

between 9DD: and 9DD@ with fifth5freedom rights to carry passengers between Meico >ity

and )os %ngeles" en route to 6uala )umpur.

/irst (erio0 o1 2n(ro1ita3ility

;rior to the%sian (inancial >risis in 9DD7" the airline suffered losses of as much as RM 8I0

million after earning a record5brea#ing RM39D million profit in the financial year 9DDIK9DD7.
http://en.wikipedia.org/wiki/Boeing_707http://en.wikipedia.org/wiki/Boeing_737http://en.wikipedia.org/wiki/Fokker_F27http://en.wikipedia.org/wiki/DC-10-30http://en.wikipedia.org/wiki/Amsterdamhttp://en.wikipedia.org/wiki/Parishttp://en.wikipedia.org/wiki/Frankfurthttp://en.wikipedia.org/wiki/Los_Angeleshttp://en.wikipedia.org/wiki/Honoluluhttp://en.wikipedia.org/wiki/South_Americahttp://en.wikipedia.org/wiki/Boeing_747http://en.wikipedia.org/wiki/Southeast_Asiahttp://en.wikipedia.org/wiki/Buenos_Aireshttp://en.wikipedia.org/wiki/Argentinahttp://en.wikipedia.org/wiki/Mexico_Cityhttp://en.wikipedia.org/wiki/Los_Angeleshttp://en.wikipedia.org/wiki/Asian_Financial_Crisishttp://en.wikipedia.org/wiki/Boeing_707http://en.wikipedia.org/wiki/Boeing_737http://en.wikipedia.org/wiki/Fokker_F27http://en.wikipedia.org/wiki/DC-10-30http://en.wikipedia.org/wiki/Amsterdamhttp://en.wikipedia.org/wiki/Parishttp://en.wikipedia.org/wiki/Frankfurthttp://en.wikipedia.org/wiki/Los_Angeleshttp://en.wikipedia.org/wiki/Honoluluhttp://en.wikipedia.org/wiki/South_Americahttp://en.wikipedia.org/wiki/Boeing_747http://en.wikipedia.org/wiki/Southeast_Asiahttp://en.wikipedia.org/wiki/Buenos_Aireshttp://en.wikipedia.org/wiki/Argentinahttp://en.wikipedia.org/wiki/Mexico_Cityhttp://en.wikipedia.org/wiki/Los_Angeleshttp://en.wikipedia.org/wiki/Asian_Financial_Crisis


6/46

he airline then introduced measures to bring its ;?) bac# into the blac#. (or the financial

year 9DDDK8000" the airline cut its losses from RM700 million in the year 9DD@K9DDD to

RM84D million. However" the airline plunged into further losses in the following year"

amounting to RM:97 million in (L8000K8009 and RM@3I million in (L8009K8008. $ith

these losses" the airline cut many unprofitable routes" such as


7/46

F'&0.4D and F'&0.I0 respectively. However" despite low labour costs" the ratio of %'6

revenue to this cost was" at 8.@" much lower than 'ingapore %irlines" where the ratio is 4.0"

and slightly higher than hai !nternational %irways.here are other factors listed in the


8/46

8099 and 809I" they are intended to operate on medium5haul routes to eastern %sia" %ustralia"

and the Middle East. he airline=s plans are to run %irbus %3@0 planes" which will be

introduced into service in 8098" on long5haul routes" %330s on medium5haul routes" and


9/46

Malaysian %irways after Malaysia gained independence. %fter that" it changed its name once

more to Malaysia5'ingapore %irlinesand thereafter ceased its operation. !t was then divided

into Malaysia %irlines and 'ingapore %irlines. %n%irspeed >onsul" the first aircraft type

operated by Malayan %irways.

he overnment of Malaysia appointed !dris Balaas the new >E+ on 9 &ecember 8004" to

eecute changes in operations and corporate culture. 'everal wea#nesses in airline operations

were identified as the causes of the RM9.3 billion loss. hese included escalating fuel prices"

increased maintenance and repair costs" staff costs" low yield per available seat #ilometer

,%'6- via pooryield managementand an inefficient route networ#. Fnder the leadership

of !dris Bala" Malaysia %irlines launched its


10/46

new corporate head/uarters is now at the M%' >omple on the grounds of 'ultan %bdul %1i1

'hah %irportin 'ubang" 'elangor.

omple

at 'ubang %irport" in 'ubang. ;rior to the construction of the 6uala )umpur M%'

head/uarters" the airline rented space in the FM head/uarters. he airline had a

permanent corporate head/uarters in the


11/46

made an oral promise to un %bdul Ra1a#of the overnment of Malaysiathat the airline

would not sell its head/uarters. he airline had I00 employees in the building.

!n 800I" the airline moved its head office from the 6uala )umpur building to the former

head/uarters in 'ubang" in order to reduce inefficiencies and generate cash. Channel News

Asiastated that the airline had been forced to sell the former head/uarters. !dris Bala" the

managing director" said that the sale could net RM3bil. !n the event it did not" the airline

would try to rent out the floors it occupied. he first phase was scheduled to occur from

Banuary to March of that year" with the chairperson" eecutive director" managing director"

company secretary" corporate communication officer" and finance communication officer

moving to the 'ubang facility. !n Bune 800I" ;hase !! was planned as a move for the

distribution" mar#eting" and sales divisions of the company" to %dministration


12/46

S23si0iaries

Malaysia %irlines has diversified into related industries and sectors" including aircraft ground

handling" aircraft leasing" aviation engineering" air catering" and tour operator operations. !t

has also restructured itself by spinning5off operational units as fully owned subsidiaries" to

maintain its core business as a passenger airline. Malaysia %irlines has over 80 subsidiaries"

with 93 of them fully owned by Malaysia %irlines.

'ome of the subsidiaries include

Co4(any Ty(e Prin%i(al

a%tivities

In%or(orate0

in

8ro2(=s E>2ity

Sharehol0in

Malaysia %irlines >argo

'dn.


13/46

'ystems ,Malaysia- 'dn

atering

)imited%ssociate >atering !ndia 80

M%' >atering ,'arawa#-

'dn


14/46

Institut Teknologi Mara- and later #nown as Mara Fniversity of echnology ,Malay

Uniersiti Teknologi Mara-. he bati# material depicts the kelaraimotif" which is a bamboo

weave pattern. !t appears in the bac#ground in subdued hues of the basic uniform colour.

'uperimposed on the kelaraimotif is a miture of Malaysian flora" such as the cempa#a"

2asmine and the leaves of the hibiscus. he geometric 'arawa#ian motif is used for the lapels

of the ba!u" edges of sleeves and thesarong. +n 9 Banuary 9DD3" the colours of the bati# were

enhanced to complement the colour of the new uniform. he male flight attendants wear grey

colour 2ac#ets. he stewardess= rew

award by '#ytrain 8099.

>olour >ode of female flight attendants

Red Sarong "ebayawith yellow flowers with red bac#ground are for the !nflight

'upervisors

Sarong "ebayawith pin# flowers are for >hief 'tewardesses" )eading 'tewardesses

and (light 'tewardesses ,see difference from the name tag-

Sarong "ebayawith magenta flowers are for the ground frontliners

>olour >ode of male flight attendants

rey >oloured Bac#ets with light grey vest and light blue shirts

Corporate logo[edit]

he history of the airline started in 9D37" when Malayan %irways )imited was registered as a

company. (lying operations started in 9D:7" with the aircraft bearing the symbol of a winged

tiger. !n 9DI3" the airline was renamed Malaysian %irways )imited" when the (ederation of

Malaysia was formed. 'ubse/uently"


15/46

%irways )imited. !n 9DI4" with the political separation of 'ingapore from Malaysia" there

was continued participation by the governments of Malaysia and 'ingapore in the airline. !n

9DI7" the company changed its name to Malaysia5'ingapore %irline )imited ,M'%-" which

was the 2oint national air carrier for both countries" and a new logo was introduced.

!n 9D79" Malaysia5'ingapore %irline )imited was separated into two airlines" each with its

own policies and ob2ectives" leading to the birth of Malaysia=s flag carrier" Malaysian %irline

'ystem ,M%'-" on 3 %pril 9D79. he name was chosen because" in abbreviated form"MAS

,as in EMAS- in Malay means gold" to symboli1e /uality service.

% new corporate logo designed by &ato= Bohan %riff was introduced on 94 +ctober 9D@7"

retaining the essence of the moon #ite" with a sheared swept5bac# loo#. %long with the newcorporate logo" a new type style 5 MALAYSIA" was created. !t is italicised to slant parallel

with the logo to accentuate speed as well as direction. $ithin this corporate typestyle" the

letters MASbear red clippings to denote the initials of the statutory name of the airline"

Malaysian %irline 'ystem ,M%'-" and were added after the original design was re2ected by

former ;rime Minister un &r. Mahathir. he introduction of blue to the original red logo has

national significance. he red and blue divides e/ually in the middle to denote e/uilibrium.

+n @ March 8098" Malaysia %irlines unveiled another rebrand" with a new logo and livery.

he red from the previous logo has been replaced entirely by blue colour tones. he #ite now

faces from left to right" as it did in the original 9D79 logo" its tails have been etended and is

now entirely in gradient tones from grey to blue. he wordmar# has also been modernised"

with a new typeface and the word airlines is now presented in lowercase.

B7SINESS PARTNERS

Allian%e

+n 9 (ebruary 8093" the airline 2oined the +neworldairline alliance" whose members include

%merican %irlines"athay ;acific" and Bapan %irlines.

!n 8099 Malaysia %irlines introduced a social seating plan that allows passengers to pic#

seatmates before their flight. he plan lets passengers share their social networ# profiles and

photos with other passengers on the same flight.
http://en.wikipedia.org/wiki/Oneworldhttp://en.wikipedia.org/wiki/American_Airlineshttp://en.wikipedia.org/wiki/British_Airwayshttp://en.wikipedia.org/wiki/Qantashttp://en.wikipedia.org/wiki/Cathay_Pacifichttp://en.wikipedia.org/wiki/Japan_Airlineshttp://en.wikipedia.org/wiki/Oneworldhttp://en.wikipedia.org/wiki/American_Airlineshttp://en.wikipedia.org/wiki/British_Airwayshttp://en.wikipedia.org/wiki/Qantashttp://en.wikipedia.org/wiki/Cathay_Pacifichttp://en.wikipedia.org/wiki/Japan_Airlines


16/46

Destinations

% Malaysia %irlines


17/46

Malaysia %irlines also owns its own charter flight division. Malaysia %irlines= charter flights

have flown to destinations around the world" such as uilin" which was previously one of

Malaysia %irlines= scheduled destinations" and >hristmas !sland. Malaysia %irlines has also

been the official airline for the Manchester Fnited %sian our. !t also has a substantial Ha22

operation.

Malaysia %irlines applied for approval to launch 3 wee#ly 6ota 6inabalu o#yo Haneda

service with ape own" &ubai ,serviced resumed in %ugust 8093-"

Bohannesburg" ontract with %irbus to purchase si %irbus %3@05@00 aircraft.
http://en.wikipedia.org/wiki/Guilinhttp://en.wikipedia.org/wiki/Christmas_Islandhttp://en.wikipedia.org/wiki/Haneda_Airporthttp://en.wikipedia.org/wiki/Narita_International_Airporthttp://en.wikipedia.org/wiki/Farnborough_Airshowhttp://en.wikipedia.org/wiki/Airbus_A380-800http://en.wikipedia.org/wiki/Guilinhttp://en.wikipedia.org/wiki/Christmas_Islandhttp://en.wikipedia.org/wiki/Haneda_Airporthttp://en.wikipedia.org/wiki/Narita_International_Airporthttp://en.wikipedia.org/wiki/Farnborough_Airshowhttp://en.wikipedia.org/wiki/Airbus_A380-800


18/46

+n 7 Bune 8099" the first %3@0 for Malaysia %irlines entered into final assembly phase at the

%irbus (inal %ssembly )ine in oulouse" (rance. +n 80 +ctober" the %3@0 ma#es its maiden

test flight from oulouse to Hamburg upon completion of the final assembly ? system tests.

Malaysia %irlines first %3@0 to arrive in 6uala )umpur on 9D Bune 8098. Malaysia %irlines

%3@0 inaugural flight from 6uala )umpur to )ondon on 9 Buly 8098.

Malaysia %irlines introduced double daily %irbus %3@0 flights on the )ondon route on 8:

*ovember 8098" ;aris route is effective daily from 9 March 8093 and Hong 6ong route on 9

May 8093.

Co0eshare aree4ents

Malaysia %irlines has codeshare agreementswith the following airlines

%ir Mauritius

%merican %irlines

athay ;acific

>hina 'outhern %irlines

&ragonair

Egyptair

Ethiopian %irlines

Etihad %irways

(innair

(irefly

aruda !ndonesia

ulf %ir

Bapan %irlines
http://en.wikipedia.org/wiki/Codeshare_agreementhttp://en.wikipedia.org/wiki/Air_Mauritiushttp://en.wikipedia.org/wiki/Bangkok_Airwayshttp://en.wikipedia.org/wiki/Cathay_Pacifichttp://en.wikipedia.org/wiki/China_Southern_Airlineshttp://en.wikipedia.org/wiki/Dragonairhttp://en.wikipedia.org/wiki/Egyptairhttp://en.wikipedia.org/wiki/Ethiopian_Airlineshttp://en.wikipedia.org/wiki/Etihad_Airwayshttp://en.wikipedia.org/wiki/Finnairhttp://en.wikipedia.org/wiki/Firefly_(airline)http://en.wikipedia.org/wiki/Garuda_Indonesiahttp://en.wikipedia.org/wiki/Gulf_Airhttp://en.wikipedia.org/wiki/Japan_Airlineshttp://en.wikipedia.org/wiki/Codeshare_agreementhttp://en.wikipedia.org/wiki/Air_Mauritiushttp://en.wikipedia.org/wiki/Bangkok_Airwayshttp://en.wikipedia.org/wiki/Cathay_Pacifichttp://en.wikipedia.org/wiki/China_Southern_Airlineshttp://en.wikipedia.org/wiki/Dragonairhttp://en.wikipedia.org/wiki/Egyptairhttp://en.wikipedia.org/wiki/Ethiopian_Airlineshttp://en.wikipedia.org/wiki/Etihad_Airwayshttp://en.wikipedia.org/wiki/Finnairhttp://en.wikipedia.org/wiki/Firefly_(airline)http://en.wikipedia.org/wiki/Garuda_Indonesiahttp://en.wikipedia.org/wiki/Gulf_Airhttp://en.wikipedia.org/wiki/Japan_Airlines


19/46

Bet %irways

6)M

6orean %ir

Myanmar %irways !nternational

+man %ir

;hilippine %irlines

Gatar %irways

Royal


20/46

Malaysia Airlines /leet

Air%ra1tIn

Servi%e

Or0ers

Options

Passeners

Notes

/ C Y Total

%irbus %3305

30094 0K#$ 0 3I 8:7 8@3

%ll with *ew ;roduct (eatures

consistent with

%irbus %3@0 and


21/46

lass. he

%irbus %3305300"


22/46

Melbourne

;enang

;erth

'ingapore

'ydney

!n %pril 800@" the airline launched its new Regional olden )ounge at the 6) !nternational

%irport ,6)!%- for regional5bound first and business class passengers. $ith this new lounge"

Malaysia %irlines at 6uala )umpur !nternational %irport now has three lounges the 'atellite

)ounge" &omestic )ounge and the Regional )ounge.

Ca3in

%ll of Malaysia %irlines= aircraft have an Economy and a lass section. (irst >lassis only present on %irbus %3@0 aircraft. lassis offered only on the %irbus %3@0on routes to Hong 6ong !nternational %irport"

)ondon Heathrow and ;aris >harles de aulle. Malaysia %irlines offers the widest (irst

>lass seats in the s#y on its %3@0 aircraftJ the %3@0 features eight semi5enclosed suites with a

835inch flat screen television.

Business Class

usiness Class (*reiously known as &olden Club Class) is aailable on all o+ Malaysia

Airlines, +leet- The newer business lass. introdued in /$$0. an only be +ound on

Boeing 777-2. whih has 10 seats-

!n 8099" Malaysia %irlines introduced the new business class seats on their brand new %irbus

%3305300. $hile newer regional business class seats were also introduced on the


23/46

7375@00 to be used on short5medium haul routes such as 6ota 6inabalu" aipei and Manila.

TI9U'eats made by Recarowithin the lass cabin of new %3305300 are configured in

pairs ,85858- layout" fitted with in5seat power and F'< port" as well as new 'elect 3000i on a

94.: inches touch screen panel" while the lass was voted the 2orld,s est 'onomy Classat the /$#$ 2orld Airline Awards

by '#ytra.

!Ba"y "an! and !C#ild-$ree %one

Malaysia %irlines has attracted both criticism and praise for its controversial decision to

prohibit children from travelling in certain classes or cabins of its aircraft.

!nfants are not permitted in first class on M%' %irbus %3@0 due to M%'= decision not to

install bassinets in the cabin. Malaysia %irlines Managing &irector and >E+ eng#u %1mil

eplained the policy in a witterpost" saying the airline received complaints from first class

passengers that they spend money on 9st class and can=t sleep due to crying infants.

M%' subse/uently claimed that an upgrade of the first class cabin to fit new seats and an

ottoman ,which doubles as a visitor seat- meant there was no facility for positioning

bassinets in the (irst >lass of the 7:7s. However" %1mil later said it was possible for M%'

to fit bassinets to the first class sections of its 7:75:00s but many people complain about it.
http://en.wikipedia.org/wiki/Malaysia_Airlines#cite_note-A330New-61http://en.wikipedia.org/wiki/Recarohttp://en.wikipedia.org/wiki/Brisbanehttp://en.wikipedia.org/wiki/Malaysia_Airlines#cite_note-A330New2-62http://en.wikipedia.org/wiki/Economy_Classhttp://en.wikipedia.org/wiki/Twitterhttp://en.wikipedia.org/wiki/Malaysia_Airlines#cite_note-A330New-61http://en.wikipedia.org/wiki/Recarohttp://en.wikipedia.org/wiki/Brisbanehttp://en.wikipedia.org/wiki/Malaysia_Airlines#cite_note-A330New2-62http://en.wikipedia.org/wiki/Economy_Classhttp://en.wikipedia.org/wiki/Twitter


24/46

Malaysia %irlines has also stated that children under the age of 98 may not travel in the 705

seat upper dec# economy section of the %3@0. he economy seats on upper level will be

allocated for business travellers. ;assengers accompanying children under 98 years old age

will be ecluded from boo#ing these seats.

M%' says the decision is to showcase the economy class 1one in the main dec#" enhanced

and designated as a family and children friendly in flight 1one. (rom the perspective of

customers travelling with their families" the economy class family5friendly convenience

would be a warm welcome. he main dec# has more facilities such as toilets ,@ for economy

configuration of 340 seats- and the dual aerobridgeairport facility supporting this dec# will

also mean a speedierKfaster embar#ation and disembar#ation for this group of passengers.

In&1liht entertain4ent

Selet is the in5flight entertainment system of Malaysia %irlines. here are three types of

Selet Selet 1$$$i" Selet 1$$$i Portable Media Player and Selet Mainsreen. However"

the


25/46

he Selet 1$$$i;ortable Media ;layer is provided to Malaysia %irlines= lass passengers on selected regional and semi5long5haul athay ;acific" hai %irways

!nternational and 'ingapore %irlines launched their 2oint %sian fre/uent5flyer program
http://en.wikipedia.org/wiki/IPadhttp://en.wikipedia.org/wiki/Frequent-flyer_programhttp://en.wikipedia.org/wiki/Cathay_Pacifichttp://en.wikipedia.org/wiki/Thai_Airways_Internationalhttp://en.wikipedia.org/wiki/Thai_Airways_Internationalhttp://en.wikipedia.org/wiki/Singapore_Airlineshttp://en.wikipedia.org/wiki/File:MalaysiaAirlinesLogo_Enrich.pnghttp://en.wikipedia.org/wiki/IPadhttp://en.wikipedia.org/wiki/Frequent-flyer_programhttp://en.wikipedia.org/wiki/Cathay_Pacifichttp://en.wikipedia.org/wiki/Thai_Airways_Internationalhttp://en.wikipedia.org/wiki/Thai_Airways_Internationalhttp://en.wikipedia.org/wiki/Singapore_Airlines


26/46

;assages. he 2oint program was officially dissolved in 9DDD" and the Enrich fre/uent5flyer

program made its debut after the split from ;assages.

Enhanced Enrich

+n 98 Buly 800I" Malaysia %irlines introduced its enhanced Enrich fre/uent5flyer

program. he program is now #nown as Enrich by Malaysia %irlines ,Enrich-.

Member

orporation" !nter>ontinental Hotels roup" %vis Rent a >ar 'ystem"

he Hert1 >orporation
http://en.wikipedia.org/wiki/Air_Francehttp://en.wikipedia.org/wiki/Alitaliahttp://en.wikipedia.org/wiki/Delta_Air_Lineshttp://en.wikipedia.org/wiki/Etihad_Airwayshttp://en.wikipedia.org/wiki/Jet_Airwayshttp://en.wikipedia.org/wiki/KLMhttp://en.wikipedia.org/wiki/SriLankan_Airlineshttp://en.wikipedia.org/wiki/SriLankan_Airlineshttp://en.wikipedia.org/wiki/Virgin_Atlantichttp://en.wikipedia.org/wiki/Firefly_(airline)http://en.wikipedia.org/wiki/Hilton_Hotels_Corporationhttp://en.wikipedia.org/wiki/InterContinental_Hotels_Grouphttp://en.wikipedia.org/wiki/Avis_Rent_a_Car_Systemhttp://en.wikipedia.org/wiki/The_Hertz_Corporationhttp://en.wikipedia.org/wiki/Air_Francehttp://en.wikipedia.org/wiki/Alitaliahttp://en.wikipedia.org/wiki/Delta_Air_Lineshttp://en.wikipedia.org/wiki/Etihad_Airwayshttp://en.wikipedia.org/wiki/Jet_Airwayshttp://en.wikipedia.org/wiki/KLMhttp://en.wikipedia.org/wiki/SriLankan_Airlineshttp://en.wikipedia.org/wiki/SriLankan_Airlineshttp://en.wikipedia.org/wiki/Virgin_Atlantichttp://en.wikipedia.org/wiki/Firefly_(airline)http://en.wikipedia.org/wiki/Hilton_Hotels_Corporationhttp://en.wikipedia.org/wiki/InterContinental_Hotels_Grouphttp://en.wikipedia.org/wiki/Avis_Rent_a_Car_Systemhttp://en.wikipedia.org/wiki/The_Hertz_Corporation


27/46

8ra0s

rads for 'tudents

R%&' is Malaysia %irlines= fre/uent5flyer program for students above 98 years old.

/2t2re Pros(e%t

Deliverin Val2e /or Money

he term V(ive 'tar alue >arrier con2ures an image of an airline that comes first to mind

when customers see# /uality air travel and real value5for5money. This is an airline that

*eo*le go out o+ their way to +ly with and to reommend to their +riends beause the airline

understands what they 3'ALL4 N''5 (not what the airline thinks they need) and does its

best to meet these needs- his way" there is no unnecessary cost and therefore" fares

can remain low and competitive. $e will offer *roduts and series that provide our

customers with more alue om*ared to those o+ our om*etitors- +ur target customers are

those who want service ecellence and /uality" and do not ma#e decisions solely on price.

heir reasons for flying with us could revolve around connectivity" inflight service" seat

comfort and a host of other reasons. his means that we will not always compete directly

with the lowest fares offered by the )>>s or other full service carriers. +ur aim will be to

have a yield premium that is above the lowest priced competitor on our routes.

%t the same time" we will place a lot of emphasis on deliering alue +or money as we #now

that price is still an important consideration for many. hus" we aim to offer very

competitively priced tic#ets in all classes. &elivering value will re/uire us to improve our

customer service and increase the efficiency and productivity of our behind5the5scenes

infrastructure. his then needs to be matched with appropriate choices about how and


28/46

where we spend on product development and ensuring that there is a clear Return +n

!nvestment ,R+!- on every ringgit spent.

Meals Satis1a%tion

% second eample is the introduction of the )ight Meal 2ity tie0 to national i0entity to 3ran0 loyalty 32ilt on 0eliverin tr2e

Malaysian Hos(itality at a11or0a3le >2ality

$e proudly carry our nations name and we have to understand and live up to what that name

embodies.


29/46

see# to do with our ('> strategy sincere" /uality service that always ma#es our customers

feel welcome" delivering what they need" when they need it" with minimum fuss.

+ur competitiveness has to be built on establishing a following of loyal customers. Hence"

the fundamental change we have to ma#e is to move from a traditional price driven mar#eting

approach into one that is brand and customer loyalty driven. o be clear" we are not pursuing

this ('> strategy with the intention of buying customer loyalty through cheap fares. $e

#now that we will need to earn our customers loyalty by always delivering what they want

/uality at the right price" tetured deeply with Malaysian Hospitality" throughout their

2ourney.

/ro4 32siness&1o%2se0 to leis2re&1o%2se0 an0 32siness&intereste0

+ur recent investments in large aircraft with low seat5density and top5range products

implicitly suggest a focus on large" business point5to5point connecting flows. he reality is

that Malaysias premium traffic to and from Malaysia is too small to ma#e this strategy

profitable. (or eample" the European business traffic to and from Malaysia is less than half

of that to and from either 'ingapore or Hong 6ong. iven our eisting fleet and mar#et

realities" we must increase our competitiveness in the #ey connecting flows and focus on

leisure traffic ,see Ehibit E:-. !t will mean that we recognise our competitiveness in the

leisure segment will emerge as the #ey driver of our profitability. $e will fly only where

there are large" attractive flows of leisure customers. his does not mean that we will

compromise the /uality of our business offering. +n the contrary" we will maintain and

improve the /uality of these products over time. +ur premium cabins will provide

us with much needed =gravy=" but on their own" they will not sustain our profitable growth.

/ro4 (re4i24 1ares ith a 1iFe0 (a%9ae o1 servi%es to a11or0a3le 1ares ith astan0ar0 (a%9ae an0 1ees 1or o(tional servi%es

o deliver value to our customers" we will need to match our prices to the needs and demands

of the mar#et. !n domestic and %'E%* mar#ets" we will price the ma2ority of our fares in the

Economy cabin within an affordable range. $ith such fares" we will be etremely

competitive and target to maimise many new sources of traffic. Regardless of whether the

traffic is from >hina" !ndonesia or !ndia" we will be well positioned to capture the strong

traffic flow demand driven by the growth of these economies. +ur business model will shift

from one of trying to protect yield and mar#et share against )>> erosion into one that


30/46

leverages on low fares to optimise new growth opportunities and mar#et positions. $ith the

stimulation effect of our lower fares" we aspire to fly more than 84 million passengers by

8094. Even as we lower our fares to offer value pricing" we will develop new alternative

revenue sources to rebuild our yield losses. +ur revenue generation will have to shift from a

fied pac#age of services differentiated by fare policies into standard pac#ages with optional

fee5based services. $e will introduce value5added services such as travel insurance as well as

other products and services that will be developed or made available through partnerships.

+ur customers will benefit from the fact that they now have a choice of whether they want to

pay for selected services" rather than having to buy a single fied pac#age. his will enhance

our yield.

/ro4 ina((ro(riately %on1i2re0 1leet to tihtly&4at%he0 1leet that 4eets o2r nee0s

an0 %o44an0s (re4i24

etting our product and fleet configuration right is one of the single most important levers for

our cost transformation. %mongst ma2or carriers for long5haul" M%' has the widest seat pitch

in our Economy cabin. $e have also generously configured cabins that overly consume space

for non5revenue generating usage" such as the galley. onse/uently" we

either incur higher costs than competitors andKor become operationally constrained in how


31/46

we serve our customers" e.g. limited range. o win in the leisure5focused" business5interested

space" we will increase the density in Economy cabins and decrease the si1e of premium

cabins. !n our fleet renewal eercise" we aim to move our fleet towards having aircraft that

are more agile and fuel efficient. his will allow us to provide higher fre/uency to those

destinations that we choose to serve.

/ro4 hih 0istri32tion %osts to loer 0istri32tion %osts via reater 2sae o1 0ire%t

%hannels an0 Internet 0istri32tion

&istributing our tic#ets is integral to how we serve our customers. +n average" &'

distribution costs constitute up to 8.4 5 3 of an airlines total costs and it is easily one of

the top 4 cost items on the ;?). Many airlines are moving towards !nternet distribution to

reduce their distribution cost. %er )ingus" for eample" went from 3 to 74 !nternet

penetration in 8 years. %ir >anada went from 90 to 40 in the same timeframe" with no

price differential as a result. !t will be important that M%' positions itself well in direct

channels" particularly the !nternet. $e target to achieve 405I0 !nternet penetration by

8090. More efficient and effective use of such channels will allow us to serve our customers

better. !n line with our MH value proposition" we plan to reduce the usage of paper tic#ets"

save our customers time and provide greater transparency on our inventory. %ll these

ultimately lead to better value and lower costs to customers" and in turn" for us too.

MASTERIN8 OPERATIONAL EGCELLENCE

he situation of overcapacity" early liberalisation of %'E%* s#ies and proliferation of low5cost carriers will lead to erosion of prices and margin. o remain a #ey player" we need to

become more competitive.


32/46

structure with comple full services" towards an aggressively stripped down cost structure

with 1ero tolerance for non value5added costs. his means each service5related cost will have

to be scrutinised and value5tested against what customers will pay for. !tems that

customers are not willing to pay for include inefficient usage of assets" wastage in wor#

processes and productsKservice features that customers do not value highly.

/ro4 (ro%2rin 3ase0 on ratin&0riven (ro02%t o11erin to tailore0 (ro%2re4ent

eFa%tly 4eetin %2sto4ers nee0s

+ur product offerings determine a large part of our costs. Ranging from the whole catering

supply costs through to inflight entertainment services" many areas of our costs are

determined by the decisions we ma#e in what product offerings our customers want and will

pay for. he impact can be etremely significant. he fundamental change we need to ma#e

is to be willing to focus and ma#e trade5offs in our product offerings.


33/46

additional 8"D00 flights and resultant additional revenue. :I .

/ro4 hihly varia3le o(erations to (re%ise lo&error o(erations

%s we grow" we will deliver more consistency and precision. 'ervice delivery must be

consistently good and meet customers epectations. !n order to achieve this" it is etremely

important that everyone in M%' pays attention to details and does the ordinary things"

etraordinarily well. Everything we do will be on time" according to specifications and cost.

$e will reflect this precision in our operating performance" i.e. better on5time arrivals" fewer

lost bags and also in our customer eperience" i.e. shorter /ueues" greater consistency. $e

will treat every tas#" from selling a tic#et to a customer and chec#ing in a passenger to

unloading a bag" with the same determined discipline. +ur goal is to eliminate wastage"

variability and error.

/ro4 slo %los2re on sa1ety iss2es to i44e0iate attention an0 ra(i0 %los2re on sa1etyiss2es


34/46

'afety is our licence to operate the airline and it is the responsibility of every single employee

in M%'. $e will never compromise on safety. +ur safety record thus far has been good but

we cannot be complacent. oing forward" we will intensify our attention on any safety issues"

however small" that appears on our radar and we will endeavour to close the safety

issuesKgaps within the stipulated time. $e will wor# together through the 'afety Management

'ystem framewor# and continually see# opportunities to improve. &iscipline of action in the

area of safety is of utmost importance. $e will focus on developing this habit in our 2ourney

to build a strong and sustainable safety culture across the company.

/INANCIN8 AND ALI8NIN8 THE B7SINESS TO PL

o sustain any industry cyclical shoc#s whether it is shoc# from rising fuel prices or the

increasing presence of )>>s we need to move from Vfighting to stay afloat to Vbeing well5

prepared for future storms. his will ensure the progressive development of our finance

capabilities in line with our


35/46

6;!s for each department and revise them as necessary to ensure they are fair and relevant.

;erformance against targets will be transparently reported and challenged every month by the

Managing &irector and the M%' management team. %ny shortfalls will be scrutinised

immediately and early corrective action will be ta#en.

/ro4 0e%entralise0 4onitorin o1 o(erational (er1or4an%e to interate0 4onitorin

o1 PL (er1or4an%e

Historically" M%' practices decentralised monitoring of operational performance. $hile this

is important" it is not enough. >ommercial and +perations functions have been focusing

mainly on meeting their respective divisional 6;!s and handling Vlocalised fire5fighting

matters. However" this Vsilo behaviour in the organisation ,which may ensure that the

interests of respective divisions or departments are ta#en care of- does not contribute

positively to the bigger picture at corporate level. % significant portion of the cost base is tied

up in the friction that eists between the >ommercial and +perations functions. Eliminating

that friction is not as simple as as#ing managers to wor# together" but is critical to how M%'

transforms into a ('>. he M%' management team are now made 2ointly accountable for

the corporate scorecard. he ;?) targets are decomposed into divisional and departmental

levels so that headsKmanagers of various functions also share the accountability for specific

financial targets" on top of their usual operational targets. hese headsKmanagers will be

e/uipped with clear processes" information flows and new analytical tools to ensure

standardisation and integration.


36/46

consistently see passion" energy and drive. !n this thrust" we will ma#e fundamental changes

to our wor#ing environment so that we can harness and direct this passion and drive to

ensure that our people succeed at various levels.

/ro4 MAS (eo(le to MAS lea0ers

$e will move empowerment down the line" developing leadership s#ills in everyone" and

create a pool of future leaders who will continue to carry the torch of M%' transformation.

$e do not want Vadministrators to ta#e up leadership positions. $e want only leaders

people who assume leadership roles and lead initiatives to deliver brea#through performance

such as turning around an unprofitable route" substantially increasing yield" dramatically

improving on5time performance" or significantly improving fuel efficiency. $e pri1e such

leadership attribute in our employees. here could be such leaders at every level in M%'

today" and we will create the right environment for these eceptional talents to step up and

deliver brea#through results" regardless of their seniority" education or bac#ground.

Fnder our new talent management framewor#" we have put in place a structured programme

to develop future leaders. $e will identify future leaders early and through succession

planning. (or every critical leadership position" 3 successors have been identified" each with a

personalised training and developmental plan. $e will help these future leaders achieve their

full potential with fre/uent reviews and tailor5made trainings" e.g. %irline ourse"

ransformational )eadership &evelopment ;rogram" etc. he aspiration is to ensure these

future leaders are well5e/uipped with the right mindset and leadership behaviors" and

groomed to grow and achieve their full potential.

/ro4 entitle4ent %2lt2re to real a%%o2nta3ility an0 (er1or4an%e %2lt2re

$e need to brea# the legacy mindset and Ventitlement culture that is attached to the national

carrier. $e will ensure that all employees are fully accountable for not 2ust their tas#s but

more importantly" for the ultimate outcomes and benefits to M%'. $e will generously and

immediately reward those who perform and success must be celebrated" without 2ealousy. +n


37/46

the other hand" we will as# those who do not perform to leave. M%' will no longer be merely

a nice place to wor# with a V2ob for life" but one that is intense and dynamic and where only

performance" high values and integrity matter.

/ro4 silos to %ross&12n%tional tea4or9

'ilos are typical in comple networ# businesses li#e M%'" where most decisions involve theinput of many functions.


38/46

/ro4 rea%tive to (roa%tive enae4ent ith sta9ehol0ers

$e will proactively share with all our sta#eholders our results" issues" plans" what we do and

why. $e will also insist that all our sta#eholders do the same for us.


39/46


40/46

INTERPRETATION O/ RATIO ANALYSIS /OR MAS AIRLINES BHD

!n the ratio we can see the highest gross profit margin ratio is in 8090 ,4.:- and gross for8099 is the lowest by ,50.08-. (or the profit margin ratio the highest is in 8090 by ,@.D@-

and the lowest in 8099 by , 597.9:-. R+>E in 8099 is the highest by ,:7- compare to

8090. %s conclusion we can say that the performance of company profit is decrease in 8099

but growth bac# in 8098. his because maybe effect from the less customer spending on

M%' flight tic#et. Maybe M%' flight tic#et is more epensive compare to others airlines

company. he net profit ratio is the overall measure of the firms ability to turn each of

income from services in net profit. !f the net margin is inade/uate the firm will fail to achieve

return on shareholders funds. High net profit ratio will help the firm service in the fall of

income from services" rise in cost of production or declining demand. he net profit is

decreased because the income from services is decreased. he increment resulted a slight

decrease in 8099 ratio compared with the year 8090

Fnder efficiency ratio we 2ust analyse two ratios (ied %sset urnover and !nventory

urnover. (rom the table we can see the best turnover is in 8090 compare with others year.

$e can conclude that !ncome from services is greatly increased due to the etra invoice for+perations ? Maintenance fee and the wor#ing capital is also increased greater due to the

increase in from services because the huge increase in current assets. he income from

services is raised and the current assets are also raised together resulted in the decrease of the

ratio of 8099 compared with 8090.

(rom the table we can conclude that M%' current assets which are ready in the form of cash

are considered as absolute li/uid assets. Here" the cash and ban# balance and the interest on

fied assets are absolute li/uid assets. !n the year 8099" the cash and ban# balance is


41/46

decreased due to decrease in the deposits and the current liabilities are also reduced because

of the payment of dividend. hat causes a slight increase in the current years ratio.

Earnings per share ratio are used to find out the return that the shareholders earn from their

shares. %fter charging depreciation and after payment of ta" the remaining amount will be

distributed by all the shareholders. *et profit after ta is increased due to the huge increase in

the income from services. hat is the amount which is available to the shareholders to ta#e.

he share capital is decrease from the year 8099. &ue to the huge increase in net profit the

earnings per share is greater increased in 8090. he ratio is calculated to ma#e an estimate of

application in the value of share of a company. he mar#et price per share is increased due to

the increase in the reserves ? surplus. he earnings per share are also increased greater

compared with the last year because of increase in the net profit. 'o" the ratio is decreased

compared with the previous year.

'FMM%RL

9- %fter the analysis of (inancial 'tatements" the company status is no stable" because the *et

wor#ing capital of the company is decrease from the last years position.

8- he company profits are huge in the current yearJ it is better to declare the dividend to

shareholders.

3- he company is utilising the fied assets" which ma2orly help to the growth of the

organisation. he company should maintain that perfectly.

:- he company fied deposits are raised from the inceptionJ it gives the other income

eample !nterest on fied deposits.


42/46

INTERPRETATION O/ RATIO ANALYSIS /OR AIRASIA BHD

Revenue growth Lear 8090 Lear 8099 Revenue growth ,- 8I.08 93.@I Revenue growth

E Lear 800D Lear 8090 Lear 8099 Return on >apital Employed ,- D.I3 90.I@ 99.D7

from year 800D to 8099 shows a stable continuous increase in the R+>E. he increase of

R+>E from year to year is due to %ir %sia improved training and development therefore

leads to increase in efficiency of %ir %sias wor#er. +ther than that increase in profit form

year 800D to 8099 is also the main factor which contributes towards higher R+>E. !nvestor

who opts for a stable although low R+>E can choose to invest in %ir %sia because it provides

stable return for its investor from year 800D to 8099.

earing Lear 800D Lear 8090 Lear 8099. earing ratio ,- 7:.3@. earing %ccording to the

%ir %sia gearing ratio for 3 consecutive years" it shows a huge drop in gearing ratio from year

800D to 8090. his shows that %ir %sia may have invested in the right investment and it may

also due to not purchasing huge asset as the last time %ir %sia invested in fied asset was in


43/46

year 8007 which is the purchase of


44/46

graph plotted below" that the slope of graph is positive" positive beta value indicate that the

stoc# price of %ir %sia grow corresponding to mar#et growth.

'cattered graph of %ir %sia=s annuali1ed return of investment Ris# can be measured based on

real competitions" opportunity and threats faced an organi1ation. Ris# can also be calculated

with appropriate formula" such as to use ')+;E formula in Microsoft Ecel to calculate the

ris#. (rom the beta calculated" it shown that the beta value of %ir %sia


45/46

covered as treasury bills are traded at a discount from its face value. hese rates vary with the

variation of its maturities and the nature of bonds. he bond rating of the firm according to

M%R> is %ir %siaN. his rating means that the obligator i5e %ir %sia has very strong ability

to overcome its financial obligations. he companys debt strength relies on the low cost

carriers with large number of their customers aiding more to their value" high fleet si1e" the

factor of vigorous load and having compact profile of li/uidity ,M%R>-. he high debt

ran#ing is due to timely payment to their debtors with the interest rate mentioned and high

turnover of their receivables. %part from that the company en2oys about 9@0 airbuses that

serve around the globe with 70 locations. hey have successfully applied their low cost

strategy through effective management and focus on the low cost operating procedures in

order to target the larger segment of the society. he stated rating only imitates M%R>s

confirmation on the financial organi1ation rating of the sponsor" 6uwait (inance House

,Malaysia- > model 5%ccident" terrorist attac#" and disaster and by adding customer


46/46

services or operation as affect full service airline with low fare customer confidence able 7

'$+ of %ir %sia he utili1ation and implication of proper" accurate and precise

technologies and strategies will be able to provide and allow the %ir %sia some chances to

improve their traditional marginal profit to substantial profit li#e what Ryanair has been

achieving and maintaining. he root driving forces in %ir %sia would be the uncontrollable

and unpredictable ever changing eternal environment li#e the political situation and

economy performance globally.

CONCL7SION

As a %on%l2sion o2r ro2( 0e%isions %hoose Airasia Bh0 is the 3est %o4(any to ta9eover .

he companys overall position is at a good position. ;articularly the current years position

is well due to raise in the profit level from the last year position. !t is better for the

organi1ation to diversify the funds to different sectors in the present mar#et scenario.

full ratio ass

Documents