ahead for Malaysia Airlines A QUESTION OF BUSINESS By P. GUNASEGARAM Its huge losses belie a much brighter future if the right steps are taken AT first glance, one can be excused for surmising that Malaysia Airlines is in deep trouble – actually it’s not. In fact a careful examination of the figures shows that it is very close to a turnaround and it needs only to tweak its revenue management to get it to show profits. For all airlines, the final quarter of last year was a difficult one, the main
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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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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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International Development in Accounting Comparing of the performance of Malaysia Airlines and China Southern Airlines Summary The purpose of this report was discovering and analyzing the performance of Malaysia Airlines and China Southern Airlines; and the benefits and problems in the U.S. adopting of IFRS will be mentioned. First, it evaluates the performance of Malaysia Airlines and China Southern Airlines through five ratios analysis which is profitability, liquidity/solvency
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Conclusion Success is not guaranteed for Malaysia Airlines even after the restructuring, this is a very difficult process and will take a lot of time to complete. Khazanah Nasional have planned all the steps that they will take for the restructuring process but executing all of the steps will be another problem. The new company must decide what it wants to be, a luxury airline like Singapore Airlines or a low cost airline like Air Asia, they must make the right choice, if not, then they will be
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Research Journal – December 2005 Volume 4, Number 12 AirAsia In The Malaysian Domestic Airline Market: Empirical Analysis Of Strategy Mok Kim Man, (Email: mkimman@ums.edu.my),Universiti Malaysia - Sabah, Malaysia Jainurin Bin Justine, (Email: Jainurin@ums.edu.my), Universiti Malaysia - Sabah, Malaysia ABSTRACT This paper will examine the results of the strategic actions of AirAsia in the Malaysian domestic airline market. Firstly, the paper will provide a general background of the airline
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from Indonesia to commenced Malindo Air into the aviation industry. NADI owned 51% of the share whereby the remaining 49% owned by the Lion Air and they has setup the base in Petaling Jaya, Malaysia. Malindo Air name has personally introducing the company owned by two respective countries which is Malaysia and Indonesia. They have started their operation officially on May 2013 that are operating at KLIA2 terminal and start with only domestic routes but then expand the routes to international routes
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ASIAN JOURNAL OF MANAGEMENT CASES, 3(1), 2006 SAGE PUBLICATIONS NEW DELHI/THOUSAND OAKS/LONDON DOI: 10.1177/097282010500300104 AIRASIA: THE SKYS THE LIMIT Rizal Ahmad Mark Neal This case details the rise and expansion of AirAsia in South-east Asia. The company employed a business model for low-cost airlines that was originally developed by Southwest Airlines in the United States and subsequently employed with great success by European companies such as Ryanair and EasyJet. The case thus documents
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COMPANIES (GLCs) Transformation • Innovation • Partnership © August 2009 Malaysia Productivity Corporation Talent Management at Government Linked Companies (GLCs) Page 2 Table of Content Preface Introduction 3 4 Talent Management at Government-linked Companies (GLC) Transformation • Innovation • Partnership Talent Management and GLC defined 5 Insights on TNB (Tenaga Nasional Berhad) 8 Insights on MAS (Malaysia Airlines) Summary 11 15 Talent Management at Government Linked
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Overview Malaysia has always been a hotspot and the country of choice for many foreign workers looking for a better job and prospect of life. Immigrants from countries such as Bangladesh, Indonesia, Vietnam and Philippines pour in to our country yearly in search of jobs. Malaysia has and still welcomes foreign workers to enter our country to work in certain sectors, provided that they have valid and proper documents. Sadly, many immigrants are coming in illegally and those who fail to obtain
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