The purpose of this study is to evaluate the financial performance of two main airline operators in Malaysia namely Malaysia Airlines and Air Asia . The airline industry is a large and growing industry. In the past years, air travel has been growing by 6% a year and scheduled airlines carried more than 1 billion passengers in 2008.
Also in this study, both the companies’ challenges and prospective are discussed
Further discussed in this study is the financial analysis of both MAS Airlines and Air Asia on its profitability and liquidity ratios to evaluate the businesses’ performance.
Conclusion and recommendation on which company investors should invest in constructed using the ratios valuation are then deliberated in the final section of the report
BACKGROUND OF MALAYSIA AIRLINE INDUSTRY & COMPANIES (MAS AIRLINES & AIR ASIA) INDUSTRY MALAYSIA AIRLINES AIR ASIA
Growing industry - more than 1 billion passengers in 2008.
Involves large capital requirements.
Two Key Players :-
- Malaysia Airlines
- Air Asia
(Other Player in the industry)
- Berjaya Air
All these three companies have different targeted customers, these three airline companies in Malaysia can co-exist with each other without eating over each other’s profit margin.
B egan in 1947 as Malayan Airways.
Southeast Asia’s largest airlines & One of the world’s premier international carriers.
Listed on the stock exchange of Bursa Malaysia
(Malaysian Airline System
"World's Best Cabin Crew 2001 -2004" & “No. 1Economy Class Onboard Excellence 2006”.
Route network that spans through more than 20 countries
Low-cost aviation through innovative solutions, efficient processes and a passionate approach to business
“ Now Everyone Can Fly”
(competitive edge in terms
of creating awareness of
the brand and budget
airline industry as a whole)
COMPANIES CHALLENGES & PROSPECTS MALAYSIA AIRLINES CHALLENGES PROSPECTS
Financial loss of RM1.3 billion in 2005.
People crisis - rated poorly for employee related matters and staff morale was at an all-time low.
Airline slash staff and unprofitable routes and sell non-core assets.
Mounting operational costs - higher operating charges were attributable mainly to the amortization of foreign exchange losses and the abnormal hike in fuel prices in the fourth quarter of 2000.
I nitiate efforts to normalize its leverage and capital structure to bring MAS more in line with its competitors in the industry.
Attain world-class standard in terms of operational productivity, service levels and costs. Its focus is on improving quality and efficiency.
Reviewing the viability of the existing fare structure and routes; and the realigning and re-deploying of its aircraft capacity to markets that offer the greatest opportunities.
‘ Transformation Programme’, (1) Flying to win customers (2) Mastering operational excellence, (3) Financing and aligning our business on P & L , (4) Unleashing talents and capabilities, and (5) Winning coalitions.
COMPANIES CHALLENGES & PROSPECTS AIR ASIA CHALLENGES PROSPECTS
Security of their networks - The internet is a public domain and as such is vulnerable to attacks from hackers and viruses
Local competitors in the various countries they are having affiliates or subsidiaries (government)
Constraints - government policies and airport pricing . Different localities and countries have different technological standards, and quality control policies.
Recession, credit crisis and A (H1N1) influenza – a drop in Airline passenger traffic., 3.5 % overall.
Well-rounded and managed business - offering a simple “no frills” service at fares that are on average significantly lower than those offered by traditional full-service airlines.
Gate of profitable opportunities - global exposition, venture into internet booking and ticketless services for their marketing processes, they would be open to electronic commerce business solutions for their enterprise.
The replacement of its aging Boeing B737 aircraft with the Airbus A320 aircraft - opportunity to stamp its dominance as the ASEAN airline. With its unmatched network connectivity, frequency and full-fledged Airbus operation along with its low cost operations and low-fare model, it will enjoy a substantial edge over its competitors.
Calculation and comparison of ratios which derived from the information in companies’ financial analysis.
The level and historical trends of these ratios can be used to make inferences about a company’s financial conditions, its operations and attractiveness as investments.
Gives a picture of a company’s short term financial situation/solvency
Which uses margin analysis and shows the return on sales and capital employed (ROCE)
Gives a picture of a company’s ability to generate cash flow and pay its financial obligations
FINANCIAL ANALYSIS ( LIQUIDITY RATIOS) YEAR 2009 0.86 1.30 8.10 4.34 RATIOS MALAYSIA AIRLINES AIR ASIA 1. CURRENT Ratio : Current Assets Current Liabilities 4,733,130 5,504,240 2,220,972 1,709,688
Current ratio for Air Asia is higher than MAS Airlines. Air Asia has more ability to payback its short term liabilities with its short term assets.
2. Acid-Test Ratio : Cash + Receivables Current Liabilities (2,664,859 + 1,395,889) 5,504,240 0.74 (746,312 + 721,028) 1,709,688 0.86
Short term liquidity for Air Asia is more than MAS Airlines.
3. Receivable Turnover : Ratio Sales Average Net Receivables 11,309,855 1,395,889 3,132,901 721,082
MAS Airlines is more effective in extending credit as well as collecting debts.
FINANCIAL ANALYSIS ( SOLVENCY RATIOS) YEAR 2009 0.91 , 91% 0.77, 77% RATIOS MALAYSIA AIRLINES AIR ASIA 4. Debt to Total Assets Ratio : Total Debts Total Assets 7780080 8527676 8777400 11398420
Measure amount and proportion of debt within liability of firm.
High ratio = greater degree of outside financing to total assets.
High Rate ; High Risk
AIRASIA has a lower percentage asset that provided via debt.
FINANCIAL ANALYSIS ( PROFITABILITY RATIOS) YEAR 2009 0.04 0.16 5.78 4.44 1.33 0. 27 RATIOS MALAYSIA AIRLINES AIR ASIA 1. PROFIT MARGIN ON SALES : Net Income Net Sales 493,106 11,309,855 506,267 3,132,901
Air Asia is better than MAS Airlines in keeping its earnings of every dollar from sales,
2. RETURN ON ASSETS : Net Income Assets 493,106 8,527,676 506, 267 11,398,420
MAS Airlines is more effective in its management of assets used to generate earnings.
Both MAS Airlines and Air Asia future strategy are in line with the program to lower costs, keeping fares competitive, increasing revenue, and delivering five-star products and services.
Overall, MAS has performed well in the current year of 2009 and it has a good prospect in the Malaysian Airline Industry. These are evidenced by the results in LIQUIDITY, PROFITABILITY & SOLVENCY RATIOS of the company which is more favourable as compared to Air Asia and the Industry rate as a whole. Furthermore, MAS Airlines is a Government- linked company (GLC). For having such important connection with the government, MAS could take advantage in running its operations to be more effective and efficient .
Therefore, it is recommended that prospective investors should invest in MAS Airline to expect considerable returns.