WOULD you fly Malaysia Airlines? A pertinent question, especially after it made world headlines with two tragedies in a space of four months in 2014. The years have not been kind to Malaysia Airlines Bhd (MAS).
Once reputed as one of the best carriers in the region, MAS has not ranked in the top 20 since 2014 when it ranked 18th. Last year it took the 34th spot. People have been critical of MAS.
We haven’t been allowed to forget MH370’s disappearance or MH17’s downing. It’s a shame that MAS — thrice crowned “The World's 5-Star Airline” and Asia’s Leading Airline — has been struggling to cut costs to compete with low-cost carriers in the region since the early 2000s.
A little history — MAS was Malayan Airways Ltd, founded in the 1930s. It was renamed Malaysian Airways in 1963. In 1966, after the separation of Singapore, it became Malaysia–Singapore Airlines (MSA). In 1972, MSA’s assets were divided to form Malaysian Airline System and Singapore Airlines.
In the 1960s, to be a stewardess with the airline was a novelty. One must be pretty, tall and well endowed. The economic boom of the 1980s spurred MAS’ growth. By the end of the decade, MAS served 47 world destinations, including Los Angeles and Honolulu.
It was the first Southeast Asian airline to fly to South America with flights to Buenos Aires, Argentina, in 1993. MAS also flew to Mexico City (1994 to 1998). What a history.
What now, for MAS’ future? It needs to regain its image and find a niche — a frequent flyer once remarked, unkindly perhaps, that the airline has “99 problems”. Many aspects have been improved, but more can be done.
The powers-that-be may want to think of a campaign to rebuild its loyalty programme by replicating the success of English football clubs in building a fan base worldwide. MAS is a global brand. Over the years, it has touched the hearts of many.
Flyers who are MAS loyalists will always root for the airline. Make travel between the east and west attractive to promote national integration. Have affordable one-class fare for destinations in the region. One should be able to identify safety, warmth, comfort and affordability when flying MAS.
How else do we fight competition? MAS must be run as a business. Go on a marketing blitz, embrace the unique MAS brand and make it the core of its success.
Have a store selling MAS paraphernalia, such as T-shirts, magazines, model MAS planes, and videos on its history of highs and lows — the sales will generate revenue. There is certainly enough literature to keep the MAS brand visible.
Yes, MAS’ recovery will be long and arduous. But it is possible. Take the case of South Korean airliner, Korean Airlines, after its 1983 tragedy when its Flight 007 was shot down by a Soviet Su-15 interceptor.
In 1999, it completely changed its internal operations — old management hierarchies were removed and German airline giant, Lufthansa, was brought in to retrain its pilots. It is now a top-ranked airline for safety and service.
“The core of our success — that’s the most difficult thing for competitors to imitate. They can buy all the physical things, but they can’t buy dedication, devotion, loyalty” — Herb Kelleher, co-founder and former chief executive officer of Southwest Airlines.