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MAS Case Study: Malayan Airways Limited

1639 Words7 Pages

MAS was firstly incorporated with another name: Malayan Airways Limited (MAL). This company was created on 12 October 1937. The current CEO is Ahmad Jauhari Yahya and the Malaysian public investment fund Khazanah Nasional owns 70% of resources.
Every day, MAS carries around 37 000 passengers with 119 aircrafts. It operates domestic and international flights on five continents from its hub at Kuala Lumpur Airport and Kota Kinabalu Airport.

II. STRATEGIC ANALYSIS
1. Business Context

The Business context of the company talks about vision, value and the mission of the company.
Firstly, the value is to be preferred Premium Carrier. Secondly, their missions are to build a profitable network with which it can cover …show more content…

For other travels, they will win miles on this card who will allow to have promotion on future travels). And make promotions when they explain that fly is a best transport than cars to reassure customers.

4. Positioning strategy

For the value proposition, it depends on the target (c.f.appendix):
 “More for less” for Firefly because it’s the best service at a lower price compared to other low cost airline companies in Asia.
 “More for more” for Hibiscus Airline because it offer the best quality and service for a high price compared to other premium service in international market.

“To high income people, airline companies who need to always produce good service, Hibiscus Airline is a good quality brand that give you the best service to travel across the best destination.”
“To low income people, “Firefly” is a quality airline where you are going to travel in Asia at a cheap price.”

If this strategy will work well, I recommend an international development of the company

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