Crisis Management - Malaysia Airlines

It is one. On 8th March 2014, Malaysia Airlines Flight 370 is planning a flight from Kuala Lumpur to Beijing every day. This fight has never happened. After a while, the air traffic control link lost the reason for unknown cause. Malaysian Airlines' flight disappearance has brought the greatest international search and media attention and attention in the past few decades. It transports 12 crew members from Malaysia and transports 227 passengers from 14 countries, but the disappearance of aircraft remains an unresolved issue.

Before the Asian financial crisis in 1997 Malaysia Airlines suffered a large loss of 260 million RM. As a way to overcome the crisis, the airline cut many unprofitable lines such as Brussels, Darwin, Honolulu, Madrid, Munich and Vancouver. In addition, in 2011, about 10 years later, Malaysia Airlines "fulfilled" the amazing loss of 2.252 billion RM, breaking the historical record. The incident urged the management to conclude a flight to Surabaya, Karachi, Dubai and Johannesburg in January of the same year. Executives who stopped traveling to Cape Town, Buenos Aires, Rome in February 2011 could not be suppressed by this action.

The crisis can be broadly described as an event, including surprises, dangers, and uncertainties, which can affect communities, businesses and even countries. McLean (watch is in crisis management of Malaysian Airlines) points out three "reality of crisis", and if not prepared, the organization may collapse - lack of information, time and right resources. The lack of these three reality may create "critical smog".

By having an excellent crisis management team to deal with future challenges, Malaysia Airlines wants to become a more competitive partner. Since customer rights are protected, a superior crisis management system regains customers. Regarding customer's rights and needs, Malaysia Airlines will change to a responsible airline that takes customer needs into account first. By doing so, they will solve their brand and financial problems in the future.

A double aircraft accident four months later seriously hurt the reputation and financial condition of Malaysia Airlines. In order to survive this crisis, this is the biggest challenge faced by airlines, as we have not had experience dealing with such problems in the past. Because Malaysia Airlines are interrelated, we need to solve these two problems together. Brand reorganization and airline reorganization will be a new chapter in the relationship between airline and customer. The lessons learned by airlines will help to respond to future crises and help secure the rights of national brand airlines and passengers.