As an oligopolist industry, airline industry is far from free of crisis that will affect the airline industry’s way in approaching the business in order to sustain their potential ability in the industry. Any slump in economics, political and etcetera will massively contribute to the downturn of certain airliners and in more serious cases, rendering the business and eventually might lead to bankruptcy. Malaysian Airlines have had a rough time in some years regarding their financial stability, and
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Asiana Airlines Flight 214 This accident accord on July 6, 2013, The Asiana Airlines Flight 214 flight was from Seoul, South Korea to San Francisco, California. It was not a normal flight in to the San Francisco airport because the run way was under construction so that meant the pilot would have to do a visual landing. He would not be able to use any of his aircraft guidance system to assist him in landing the aircraft at San Francisco airport. The pilot was already nervous as it was before flying
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due to the hostile actions around the British isle. This attack also took the lives of 127 Americans. This proved to be a turning point for the Atlantic war. This event set in motion the United States entering World War I. Malaysia Airlines Flight 17 The Malaysian airlines flight embarked from Amsterdam in a Boeing 777. The final destination was for Kuala Lumpur on 17th of July 2014. The Planes route took it through an active war zone that was controlled by the Dunbass People militia. The plane
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Porter’s Five Force Model Industry competitors - Local competitors are Air Asia, Firefly, etc - International competitors- Singapore airlines, Garuda, Cathay Pacific, Thai International Airways - Other Low cost Airlines- Compass, Tiger Airways, Cebu Pacific, Jetstar Asia Airways, Impulse, Virgin blue Airlines. The number of competitors is very high and with the emergence of low cost carrier and deregulation the internal competition has increased and the only reason that
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Module no: UMPCYC-15-M ISBN/ISSN: 9780415893701 Extract Author: Rozhan Othman and Wardah Azimah Sumardi Extract title: Malaysia Airlines: Talent Management in aTurnaround situation Book or Journal Title: Global Human Resource Management Casebook, Hayton J.C Publisher: Routledge, Oxford, 2012 Page numbers 299 - 307 Library Digitisation Service Malaysia Malaysia Airlines: Talent Management in a Turnaround
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Summary of article The article dated 20th August 2014 titled “MAS NEEDS A BRUTAL REWORK” from the malaysianbiz.my discusses the beginning of Malaysia Airlines’ financial decline and its privatization in the near future. According to the writer the decision to privatize MAS has been long overdue due to unfavorable financial performance. The reason of the financial decline had started when the government decided to re-nationalize MAS in 2002. Prior to 2002 MAS was privately owned by Malaysian businessman
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Malaysian Airlines and Singapore Airlines, Malaysia Airline System was founded in 1972. Singapore Government and Malaysian Government decided to run their own carriers separately. Singapore airline completely separated from Malaysia Airlines on October 1, 1972. Due to the popularity of MSA brand, the Malaysian Government decided to swap one letter and name the airline as the Malaysian Airline System or MAS. The airline changed its name to Malaysia Airlines in the year 1982. Malaysia Airlines started
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1.0 Introduction Singapore Airlines (SIA) was founded in 1972 as a regional airline. Today, the airline company is one of the respected name amongst other worldwide travel brands. In the 1940s, SIA was known as Malayan Airways Limited (MAL) and it was on 1st May, 1947 that an Airspeed Consul took off from the Singapore Kallang Airport on its first voyage to one of the three destination scheduled namely Kuala Lumpur, Ipoh and Penang. Over the years, new and larger capacity aircraft were joining
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The criteria that should be met by an airline to be considered as hybrid airline are homogeneous aircraft fleet consisting of one type of aircraft, the usage of secondary airports(over 50% of airports should be secondary), point to point , no code sharing , one way tariff per flight ,one class in the cabin, no
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Case Study Related to Business Malaysia Airlines (MAS)Facing Challenges in the New Millennium M. Sadiq Sohail, Ph. D• King Fahd University of Petroleum & Minerals College of Industrial Management Department of Management & Marketing P.O. Box 210, Dhahran-31261 Saudi Arabia E- mail: ssohail@kfupm.edu.sa sadiqsohail@hotmail.com Tel: + 966 3 8601764 Fax: + 9663 8602544 • 1. Formerly at Monash University Malaysia. The author is thankful to Ms. Marianne Visvalingam and Ridhi Jain, both undergraduate
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