Business Turnaround Plan: the Experience of Malaysia Airlines

6088 Words Dec 20th, 2013 25 Pages
South Asian Journal of Business and Management Cases Business Turnaround Plan: The Experience of Malaysia Airlines
Herwina Rosnan and Razmah Mahmod South Asian Journal of Business and Management Cases 2012 1: 211 DOI: 10.1177/2277977912459444 The online version of this article can be found at:

Published by: On behalf of:

Birla Institute of Management Technology

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Thus, some of the decisions on air service destinations, pricing structure and other business factors cannot be made purely based on commercial ground. This had affected the profitability of the airline. Furthermore, the global airline industry was facing turmoil since 11 September 2001 as a result of significant decline in air travel demand as well as the increase in fuel cost. Without exception, MAS was also badly hit and had recorded a substantial RM 1.3 billion loss in 2005. The bad market environment at that time continues to hit MAS hard. Hence, it was inevitable for the airline to make drastic changes in order to respond to the volatile business environment. Therefore, a real and radical business turnaround plan was imperative for MAS. Introduced in 2006, the Business Turnaround Plan (BTP) managed to bring MAS out of its financial crisis within two years of its implementation. This case highlights the winning strategies and action plans implemented by MAS in the BTP that had successfully turnaround this national air carrier from a deep financial crisis. As a result, from a substantial loss of RM 1.3 billion in 2005, MAS achieved a record-breaking profit of RM 610 million in 2007. Keywords Business plan, Malaysia Airlines, government owned, national air carrier, business strategy

The last decade has been very challenging for the global air transport industry with a

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