Mas Swot Analysis
SWOT Analysis
Stake holder 1: Labor
Strength
In spite of internal challenges, there remain several assets in Malaysia Airlines (MAS) arsenal. This includes strong technical capabilities and MAS well-trained cabin crew who continue to win awards and is the hallmark of Malaysian hospitality, from year 2008 until 2011, MAS cabin crew ranked 1 and 2 only (Malaysia Airlines Business Plan, 2011). The crew’s dedication is to be credited for the strong brand equity continues to enjoy. Both at home and overseas, the Malaysia Airlines brand remains associated with their unique heritage and high-quality service.
MAS' maintenance staff, flight operations staff and ground crew are world-class in their technical skills. Their strong safety record has much to do with MAS staff and crews' attention and capabilities. These skills are not just a source of strength for MAS, but also a potential source of revenue as MAS looks to broaden its business activities. Their cabin crew are highly trained and committed to excellent service (Malaysia Airlines Business Plan, 2011).
The fact that MAS have low labor costs, a function of a comparatively low cost of living in Malaysia, is perhaps the most important 'building block' and something that Malaysia Airlines must strive to maintain (Exhibit 1). Malaysia does not have the large base of business traffic enjoyed by neighbors to the south and therefore it will be difficult to match them on absolute revenue performance. To be competitive, MAS must maintain a cost advantage (The MAS Way, 2006).
Weakness
On the other hand, even though Malaysia Airlines have low labor cost, effect from the good news behind the Asian economic recovery is that is has fueled strong traffic growth. The bad news is that it has put pressure on cost of living and labor factor costs. MAS’ labor costs have risen by 25% since 2003 with further increase requested by both suppliers and labor (The MAS Way, 2006).
Opportunity
Based on The MAS Way: Turnaround Plan,
Stake holder 1: Labor
Strength
In spite of internal challenges, there remain several assets in Malaysia Airlines (MAS) arsenal. This includes strong technical capabilities and MAS well-trained cabin crew who continue to win awards and is the hallmark of Malaysian hospitality, from year 2008 until 2011, MAS cabin crew ranked 1 and 2 only (Malaysia Airlines Business Plan, 2011). The crew’s dedication is to be credited for the strong brand equity continues to enjoy. Both at home and overseas, the Malaysia Airlines brand remains associated with their unique heritage and high-quality service.
MAS' maintenance staff, flight operations staff and ground crew are world-class in their technical skills. Their strong safety record has much to do with MAS staff and crews' attention and capabilities. These skills are not just a source of strength for MAS, but also a potential source of revenue as MAS looks to broaden its business activities. Their cabin crew are highly trained and committed to excellent service (Malaysia Airlines Business Plan, 2011).
The fact that MAS have low labor costs, a function of a comparatively low cost of living in Malaysia, is perhaps the most important 'building block' and something that Malaysia Airlines must strive to maintain (Exhibit 1). Malaysia does not have the large base of business traffic enjoyed by neighbors to the south and therefore it will be difficult to match them on absolute revenue performance. To be competitive, MAS must maintain a cost advantage (The MAS Way, 2006).
Weakness
On the other hand, even though Malaysia Airlines have low labor cost, effect from the good news behind the Asian economic recovery is that is has fueled strong traffic growth. The bad news is that it has put pressure on cost of living and labor factor costs. MAS’ labor costs have risen by 25% since 2003 with further increase requested by both suppliers and labor (The MAS Way, 2006).
Opportunity
Based on The MAS Way: Turnaround Plan,