Boss POS Retail 8.7 serial key or number

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One of the best retail management software packages, Retail Boss POS, is a complete point of sale, ecommerce and invoicing software. If you're looking for a pos system that can provide inventory control, full accounting, sales/inventory tracking, plus a whole lot more, then Retail Boss POS is the pos software you need! Download a copy of the best pos software today.

A quick and convenient program which allows the user to both prepare estimates / work orders  and print invoices from a single screen. Estimates / work orders are stored for future use so they can easily be retrieved and reviewed. The estimates / work orders can either be printed as an invoice or updated.

Inventory and service pricing is automatically calculated as well as the final total of the invoice. This saves time from having to manually calculate the invoice and prevents calculation errors. The inventory is automatically adjusted to reflect the parts used for each invoice. A special "link" function assists in the preparation of the invoice and work orders further reducing the processing time.

Here are just some of the things you can do from the estimate screen for ease of operation.

* Screen displays in Invoice form so you can stick with something that is easy to use and familiar to you
* Lookup customer by Last Name, Home or Work phone
* Lookup customer Invoice history for any customer
* Check daily sales
* Add Inventory, Service Codes, Kit codes, and Part codes while invoicing
* Part Number Look-up and Search by Part number, Service code, Part Code, Kit code, Group, Description, Category, and Vendor
* Review invoices from and date and for any customer
* Split sale between one or more employees
* Invoice can be paid with more than one method of payment
* Customize method of payments (Allowed 20 methods of payment)
* "Pop-up" browse windows to help select customers, part numbers, kit number, service codes, etc. . .
* Can print to multiple printers
* Can print multiple copies of invoices
* Can print estimate/invoice on preprinted forms, plain paper, 11 invoice styles to choose from
* 40 column receipt printer support
* Invoice designer included so you can design your own invoice and estimates
* Custom work authorizations and disclaimers.
* Canned Jobs/Kits.
* Invoice will automatically reflect individual customer's preset discount and price levels (6 price levels)
* Supports electronic cash drawers and barcode readers
* Customer's can have up to 4 tax rates or special fees
* Part numbers can be linked together (i.e. - part numbers will automatically pull up services or other items
* Employee time clock
* Save estimates as either work orders or turn them into invoices
* Put inventory on hold
* Charge accounts
* Layaway accounts
* Special markup feature
* Sell outside parts
* Sell parts that are not in inventory
* Inventory on hand quantities are kept current at all times
* View customers balance and payment history
* Quickly check customers yearly statistics
* Quickly print an envelope to mail a estimate or invoice
* Apply payments to customer accounts
* Print a customer statement
* Popup calendar
* Enter advertisement codes for advertisement tracking
* Add a shop fee based on percentage of invoice
* Schedule appointments

A complete inventory maintenance program. Inventory can be quickly added to the inventory and later updated if necessary. Common services performed can be entered and stored in the inventory section to be used as a "link" function in the preparation of invoices and work orders / estimates..

"Sku Codes" can be set up. For Sku# that have several sub-Sku numbers, Sku codes allow you to choose the correct item to sell.

An Inventory list can be printed. Inventory can easily be reordered either by vendor, sku number, category, description or group. The receive inventory section provides a fast method of entering an inventory shipment. Taking a physical inventory is simplified with the Inventory Count Sheets provided by the program. After the physical inventory is taken the "on-line" inventory can easily be adjusted.

"Kit Codes" can be set up. "Kits" can be very useful. For jobs that require a string of sku#, the kit code can eliminate typing time when preparing invoices and work orders / estimates. Kit codes can also be set up to enable you to run specials.

A global price change can be made to the inventory either by vendor, part number, category, description or group. The price change can be made by dollar amount or percentage. This feature allows you to keep your inventory cost effective.

Another time saving feature is the capability to add vendor price sheets. These price sheets are kept separate from your actual inventory; however, price sheets can easily be converted to your inventory.

Here are just some of the features from the Inventory program.

* Multi-level pricing
* Pricing can be automatically calculated based on preset percentages
* Can access inventory reports by part number, vendor, category, description, or group
* Group field may be used to group many part numbers together
* Save & retrieve purchase order to assist the process of "checking in" inventory order.
* When receiving inventory you can choose averaging or fixed costing
* Can setup a F.E.T. amount
* Automatic generation of purchase orders to same time
* Inventory on hand quantity is reduced as soon a you sell a part
* You can put inventory on hold
* You can have up to a character part description
* Monthly and Yearly sales statistics
* You can modify most of the Inventory reports with the built in Report Designer
* You can set up a labor amount to automatically come up with the part number on the invoices
* Kit/Canned Job setup
* You can set up a default sales quantity for quicker invoice generation
* Barcode scanning and printing supported
* You can set up unlimited inventory category's and groups
* Global price change by amount or percent
* Reports - Inventory List, Inventory Count Sheets, Inventory Reorder List, Multiple Purchase Order reports, Inventory Price Sheets, etc
* Vendor Inquiry and Purchase order history
* You can export your inventory to file for use on the Web or in other programs
* Import your vendor price sheets to quickly update your inventory prices and add new part numbers
* You can view inventory levels from other locations with our Multi-Store module
* Link items together for quick invoice generation
* Setup royalty and add percentage amounts
* You can set up General Ledger account numbers for each part number and service code for better financial reporting
* Sales statistics of parts displayed on screen

Customer records can be set up and stored in the Customer Accounts section. Along with basic biographical information, vehicle information can be stored for each customer. Also, a customer can be set up as a charge customer.

Customer lists can be printed to allow for the updating of customer records. Address labels can be printed to be used with mailouts sent to customers.

Customers can be sent letters or postcards. A detailed customer report can be obtained giving sales history.

Here are just some of the features from the Customer Maintenance program.

* Assign individual tax rates or fees per customer
* Assign individual price levels and discount rates
* Assign different price levels for parts and service/labor
* Appointment scheduling
* Customer's sales statistics displayed on screen or to a report
* Customer mailout/follow up - letters and postcards
* Charge accounts
* Layaway accounts
* You can export your customer database for use in other programs (ex.- Internet emailing or word processors)
* Customer reports standard and statistical
* Customer labels and envelopes
* Customer sales history report
* You can modify and design your own reports with the built in Report Designer
* Built-in customer query so you can find out important information (ex. - who was you best customers for the year so you so can send them a thank you letter)
* Print customer labels 1, 2, or 3 across
* Import Customer records from other programs

A daily check out can be completed within minutes. The program automatically keeps track of all sales for the day as well as any money received from owing customers. All that is required to be entered are the daily payouts. A complete Daily Report is printed for record keeping.

Daily Report features:
* A breakdown of sales for the day by category.
* A listing of charge sales by customer name.
* A list of all payouts.
* A list of all money received from owing customers.
* A list of parts used specifying the cost of the part, the markup percentage taken on the part, and the profit amount made from the part.
* A list of invoices printed for the day including the customer's name, net, tax, and total amount, how the customer paid, and the employee who sold the invoice.

Also included in the Report section is the option to have a sales report printed. The report can be printed from any range of dates.

Sales Report features:
* A breakdown of sales for each day by net, tax, and gross sales.
* Shows the amount of sales that were charged and the amount received from owing accounts for each day.
* Shows the amount of payouts for each day.
* Shows the number of invoices printed for each day.
* Shows the total cost and profit amounts for each day.
* Shows the job average for each day.

Also, displayed on the sales report is a list of total sales by category for the dates requested and a breakdown of what method customers used to pay.

Sales Tax Report
* State and local sales tax reports printed.

Five Year Sales Summary
* Each year sales are compared to the previous year's sales.

Advertisement Summary
* Advertisement summary of Sales.

Royalty Summary
* Royalty summary of Sales. Used for computing royalty on sales and is helpful in analyzing sales statistics by job instead of invoice. For example, you may want to know how many service jobs you have done for a particular time period.

Parts & Service Usage
* This report is helpful in analyzing parts and service usage by date range. For example, you may want to know how many labor jobs or a specific part that you sold over a particular time period.

Daily Invoices
* This report is helpful by being able to see a list of invoices for a particular time period.

Charge/Layaway Report
* This report is helpful by being able to see a list of charge and layaway invoices for a particular time period.

Cash Payout Report
* This report is helpful by being able to see a list of cash payouts for a particular time period.

And many other reports included. Review the demo to see all current reports.

An extensive Accounts Receivable section which includes the following features:

* Customer Account Status
* Payment History
* Enter Cash Receipts
* Reports - Invoice Aging, AR Aging, Small Balance, Credit Balance and Cash Forecast
* Print Account Statements
* Print Layaway Statements
* Enter payments and view customer balances from point of sale.
* Apply Finance Charges
* Enter Manual Charges and Adjustments

Keep track of employee information including driver's license and social security number. Capable of printing an employee list that can be used to update employee records. Review employee performance with the Employee Sales Report. Sales are broken down for each employee by category then parts and labor.

* Employee list and labels
* Employee and manager sales reports
* Employee time clock
* Employee time sheet

Setup section allows for individualized requirements to be set for tax rate, mark-up percent, work authorization, and more. Security section allows for multi-level passwords to be activated.

* Multi-level passwords
* Invoice and Estimate setup and customization
* System defaults for quick data entry

The Appointment Schedule can be accessed from the Work Order/Invoice screen. Appointments can be scheduled for any time of day. Daily Schedules can be printed for any date.

* Program backups
* System wide Month end and Year end processing
* Purge sales history

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Malaysia Airlines Berhad (MAB) (Malay: Penerbangan Malaysia Berhad), formerly known as Malaysian Airline System (MAS) (Malay: Sistem Penerbangan Malaysia), branded as Malaysia Airlines is the flag carrier airline of Malaysia and a member of the oneworldairline alliance. (The MAS initials are still being kept by subsidiaries MAS Kargo and MAS Wings.) The company headquarters are located at Kuala Lumpur International Airport. In August , the Malaysian government's sovereign wealth fund Khazanah Nasional—which then owned % of the airline—announced its intention to purchase remaining ownership from minority shareholders and de-list the airline from Malaysia's stock exchange, thereby renationalising the airline. It operates primarily from Kuala Lumpur International Airport and from secondary hubs in Kota Kinabalu and Kuching to destinations throughout Asia, Oceania, and Europe.

Malaysia Airlines owns two subsidiary airlines: Firefly and MASwings. Firefly operates scheduled flights from its two home bases Penang International Airport and Subang International Airport. The airline focuses on tertiary cities. MASwings focuses on inter-Borneo flights. Malaysia Airlines has a freighter fleet operated by sister company MASkargo, which manages freighter flights and aircraft cargo-hold capacity for all Malaysia Airlines' passenger flights.

Malaysia Airlines traces its history to Malayan Airways Limited, which was founded in Singapore in the s and flew its first commercial flight in It was then renamed as Malaysian Airways after the formation of the Malaysia in In , after the separation of Singapore, the airline was renamed Malaysia–Singapore Airlines (MSA), before its assets were divided in to form two separate national airlines—Malaysian Airline System (MAS, since renamed as Malaysia Airlines) and Singapore Airlines.^[4]

Despite numerous awards from the aviation industry, being crowned 'The World's 5-Star Airline' by Skytrax multiple times (, and )^[5] and recognition from the World Travel Awards as 'Asia's Leading Airline' (, and ),^[4] the airline struggled to cut costs to cope with the rise of low-cost carriers in the region since the early s.^[6] In , the airline initiated a turnaround plan after large losses beginning in and cut routes to prominent, but unprofitable, long-haul destinations, such as the Americas (Los Angeles and Buenos Aires) and South Africa.^[7] Malaysia Airlines also began an internal restructuring and intended to sell units such as engineering and pilot training.^[7]

History[edit]

This section is missing information about subsection titles for large paragraph text blocks for easier page navigation. Please expand the section to include this information. Further details may exist on the talk page.(October )

– Wearne's Air Service[edit]

There were operating services between Singapore, Kuala Lumpur and Penang. Wearne's Air Service was started by two Australian brothers, Theodore and Charles Wearne.^[8] The service commenced as a thrice weekly flight between Singapore and Penang. The first flight, using an 8-seater de Havilland DHA Dragon Rapide took place on 28 June ^[9] This inaugural flight departed Singapore from the then brand-new Kallang Airport, which had just opened earlier in the same month on 12 June.^[10] Later, a second DHA enabled the expansion to daily services as well as the addition of Ipoh as a destination. During World War II, WAS services ceased after the Japanese occupation of Malaya and Singapore in

– Malayan Airways[edit]

An initiative^[11] by the Alfred Holt's Liverpool-based Ocean Steamship Company, in partnership with the Straits Steamship Company^[12] and Imperial Airways, resulted in the incorporation of "Malayan Airways Limited" (MAL) in Singapore on 12 October , but the first paying passengers could be welcomed on board only in , some 10 years later. After the war, MAL was restructured to include just the partnership of Straits Steamship and Ocean Steamship. The airline's first flight was a charter flight from the British Straits Settlement of Singapore to Kuala Lumpur, on 2 April , using an Airspeed Consul twin-engined aircraft.^[13] This inaugural flight on the "Raja Udang",^[14] with only five passengers, departed Singapore's Kallang Airport and was bound for Kuala Lumpur's Sungai Besi Airport. Weekly scheduled flights quickly followed from Singapore to Kuala Lumpur, Ipoh and Penang from 1 May with the same aircraft type.^[15]

The airline continued to expand during the rest of the s and s, as other British Commonwealth airlines, such as BOAC and Qantas Empire Airways, provided technical assistance, as well as assistance in joining the IATA. By , Malayan Airways' fleet had grown to include a large number of Douglas DC-3s, and finally went public in Other aircraft operated in the first two decades included the Douglas DC-4 Skymaster, the Vickers Viscount, the Lockheed L Super Constellation, the Bristol Britannia, the de Havilland Comet 4 and the Fokker F

– Rapid expansion, Malaysian Airways and Malaysia-Singapore Airlines[edit]

Over the next few years, the airline expanded rapidly, boosted by post-war air travel demand when flying became more than a privilege for the rich and famous. By April , the airline was operating Douglas DC-3s, Super Constellations and Viscounts on new routes from Singapore to Hong Kong, and from Kuala Lumpur to Bangkok via Penang. Flights were also introduced from Singapore to cities on the island of Borneo, including Brunei, Jesselton (now Kota Kinabalu), Kuching, Sandakan and Sibu.

With the delivery of an seat Bristol Britannia in , the airline launched its first long-haul international flight, to Hong Kong. When Malaya, Singapore, Sabah and Sarawak formed Malaysia in September , the airline's name was officially from "Malayan Airways" to "Malaysian Airways" concurrent with the arrival of five Fokker F27 in November ^[16] (though still abbreviated to MAL).^[15] MAL also incorporated Borneo Airways, with the brand effectively merged under its parent company by 1 April

In , following Singapore's separation from the federation, the airline's name was changed again, to Malaysia-Singapore Airlines (MSA).^[15] The next year saw a rapid expansion in the airline's fleet and routes, including the purchase of MSA's first Boeing aircraft: the Boeing s, as well as completion of a new high-rise headquarters in Singapore. Boeing s were added to the fleet soon afterwards.

– Incorporation and international expansion[edit]

The differing needs of the two shareholders, however, led to the break-up of the airline just six years later. The Singapore government preferred to develop the airline's international routes, while the Malaysian government had no choice but to develop the domestic network first before going regional and eventually international. MSA ceased operations in , with its assets split between two new airlines; Malaysian Airline System (MAS), and Singapore Airlines. With the Singapore government determined to develop its airlines' international routes, it took the entire fleet of seven Boeing s and five Boeing s, which would allow it to continue servicing its regional and long-haul international routes. Since most of MSA's international routes were flown out of Singapore, the majority of international routes were in the hands of Singapore Airlines. In addition, MSA's headquarters, which was located in Singapore, became the headquarters of that airline.

The initials MSA were well regarded as an airline icon, and both carriers tried to use them. Malaysian went for MAS by just transposing the last two letters and choosing the name Malaysian Airline System, while Singapore originally proposed the name Mercury Singapore Airlines to keep the MSA initials,^[17] but changed its mind and went for SIA instead. Acronyms for airline names later became less fashionable, and both carriers then moved on to their descriptive names.

MAS took all domestic routes within Malaysia and international routes out of that country, as well as the remaining fleet of Fokker F27's. It began flights on 1 October with 19 aircraft and soon expanded, including introducing flights from Kuala Lumpur to London.^[18][19] In that year, MAS operated flights to more than 34 regional destinations and six international services. In , after receiving its DC aircraft, MAS scheduled flights to Europe, with initial flights from Kuala Lumpur to Amsterdam, Paris and Frankfurt.

An economic boom in Malaysia during the s spurred the growth of MAS. By the end of the decade, MAS was flying to 47 overseas destinations, including eight European destinations, seven Oceanian destinations, and United States destinations of Los Angeles and Honolulu. In , MAS reached South America when the airline received its Boeing aircraft. MAS became the first airline in Southeast Asia to serve South America via its flights to Buenos Aires, Argentina. Malaysia Airlines also flew to Mexico City between and with fifth-freedom rights to carry passengers between Mexico City and Los Angeles, en route to Kuala Lumpur.

– Financial struggles[edit]

Malaysia Airlines DC, a backbone for the medium-long haul expansion of the airline from till

Prior to the Asian Financial Crisis in , the airline suffered losses of as much as RM million after earning a record-breaking RM million profit in the financial year /^{[citation needed]} The airline then introduced measures to bring its P&L back into the black. For the financial year /, the airline cut its losses from RM million in the year / to RM million.^{[citation needed]}

The airline plunged into further losses in the following year, however, amounting to RM million for the financial year / and RM million for the financial year /^{[citation needed]} With these losses, the airline cut many unprofitable routes, such as Brussels, Darwin, Madrid, Munich and Vancouver. The airline recovered from its losses the following year, achieving its then-highest profit, totalling RM million.^{[citation needed]}

In , MAS suffered yet another period of unprofitability, reporting a loss of RM billion. Revenue for the financial period was up by % or RM million, compared to the same period for , driven by a % growth in passenger traffic. International passenger revenue increased by RM million or %, to RM billion, while cargo revenue decreased by RM million or %, to RM billion. Costs increased by % or RM billion, amounting to a total of RM billion, primarily due to escalating fuel prices. Other cost increases included staff costs, handling and landing fees, aircraft maintenance and overhaul charges, Widespread Assets Unbundling (WAU) charges and leases.^[20]

The Malaysian government then appointed Idris Jala as the new CEO of MAS on 1 December , to execute changes in operations and corporate culture. Several weaknesses in airline operations were identified as the causes of the RM billion loss. The most substantial factor in the losses was fuel costs. For the period, the total fuel cost was RM billion, representing a % increase compared to the same period in Total fuel cost increases comprised RM million due to higher fuel prices and another RM^[20] million due to additional consumption. In the third quarter, fuel costs were RM billion, compared to the RM billion in the corresponding period in , resulting in a % increase or RM million.^[20]

Another factor for the losses was poor revenue management. MAS substantially lagged its peers on yield. Some of this gap was due to differences in traffic mix,^[21] with less business traffic to and from Malaysia than to and from Singapore, but much of it was due to weaknesses in pricing and revenue management, sales and distribution, brand presence in foreign markets, and alliance base. Moreover, MAS had one of the lowest labour costs per available seat kilometres (ASK) at US$, compared to other airlines such as Cathay Pacific and Singapore Airlines at US$ and US$^[21] respectively. Despite low labour costs, however, the ratio of ASK revenue to this cost was, at , much lower than Singapore Airlines, where the ratio is , and slightly higher than Thai Airways^[21] There are other factors listed in the later-revealed Business Turnaround Plan of Malaysia Airlines, all leading to the net loss of RM billion in the year

– Recovery from unprofitability[edit]

Under the leadership of Idris Jala, MAS launched its Business Turnaround Plan in , developed using the Government-linked Company (GLC) Transformation Manual as a guide. Under the various initiatives, launched together with the Business Turnaround Plan, Malaysia Airlines switched from losses to profitability between and When the Business Turnaround Plan came to an end, the airline posted a record profit of RM million (US$ million) in , ending a series of losses since The result exceeded the target of RM Million by %.^[22]

Route rationalising was one of the major contributors to the airline's return to profitability. MAS pared its domestic routes from to 23, and also cancelled virtually all unprofitable international routes. It also rescheduled all of its flight timings and changed its operations model from point-to-point services to hub and spoke services. Additionally, the airline started Project Omega and Project Alpha to improve the company's network and revenue management. Emphasis has been placed on six areas: pricing, revenue management, network scheduling, opening storefronts, low season strategy and distribution management. MAS then pushed for new aircraft purchases, using its cash surplus of RM billion to eventually purchase new narrow-body aircraft and wide-body aircraft.^[23]

Due to Idris Jala's appointment to the cabinet in August , Tengku Azmil Zahruddin took over as the airline's new CEO.^[24] In December that year, MAS announced the purchase of 15 new Airbus A aircraft, with options for another Expected to be delivered between and , they are intended to operate on medium-haul routes to eastern Asia, Australia, and the Middle East. The airline's plans are to run the Airbus A planes, which were then introduced into service in , on long-haul routes, the As on medium-haul routes, and Boeing aircraft on short-haul routes.^[25]

– Third unprofitability, aircraft losses[edit]

MAS recorded a net loss of RM billion in , which was the largest in its company history, due to rising fuel costs and mismanagement.^[26] A major restructuring saw the appointment of a new CEO, Ahmad Jauhari Yahya, in September One of the first initiatives to stop the losses was a rationalisation of the network. The company suspended services to Surabaya, Karachi, Dubai, Dammam^[27] and Johannesburg.

In February , MAS reported a net profit of RMmil for the fourth quarter. The airline's improved financial performance last year was mainly attributable to its route rationalisation programme, which saw an overall 8% reduction in ASK. This was matched by a marginal 1% reduction in revenue to RMbil in and seat factor holding at %. The reduced ASK also helped MAS register a corresponding 14% decrease in expenditure.^[28]

The airline struggled to cut costs in order to compete with a wave of new, low-cost carriers in the region. The airline lost RM&#;million (US$&#;million) in the first quarter of ^[29] The second quarter—the first in the aftermath of Flight 's disappearance – saw a loss of RM&#;million (US$&#;million), which represented a 75% increase over losses from the second-quarter of ^[30] As a result, MAS has not made a profit since ^[30] In the previous three years, the airline had booked losses of: RM&#;billion (US$&#;million) in , RM&#;million in , and RM&#;billion in ^[31] Industry analysts expect MAS to lose further market share and face a challenging environment to stand out from competitors while addressing their financial plight.^[31] The company's stock, down as much as 20% following the disappearance of Flight&#;, had fallen 80% over the previous five years, which contrasts with a rise in the Malaysian stock market of about 80% over the same period.^[32]

A month after the disappearance, CEO Ahmad Jauhari Yahya acknowledged that ticket sales had declined but did not provide details. This may have partially resulted from the suspension of the airline's advertisement campaigns following the disappearance. In China, where the majority of Flight victims were from, bookings on Malaysia Airlines were down 60% in March.^[32] He said he was not sure when the airline could start repairing its image, but that the airline was adequately insured to cover the financial loss stemming from the incident.^[29][31] In August, the airline warned of poor second-half earnings, citing a 33% decline in average weekly bookings following the loss of Flight ^[30] Media reported that some flights were largely empty and that the airline had slashed prices well below competitors on several key routes.^[32][33] Even before the crash of Flight 17, many analysts and the media suggested that Malaysia Airlines would need to rebrand and repair its image and/or require government assistance to return to profitability.^{[34][35][36][37][38]} On 8 August, trading in the company's stock was temporarily suspended when Khazanah Nasional—the majority shareholder (%)^[39] and a Malaysian state-run investment arm—requested that MAS' Board of Directors undertake a selective capital reduction exercise (e.g. buyback or cancel stock of other shareholders);^[40] Khazanah announced it will spend &#;billion ringgit (US$&#;million; 27 sen per share) to compensate minority shareholders (a % premium of 7 August closing price).^[41][42][43] At the time, Khazanah Nasional did not announce much about its plans for the airline except that the airline had "substantial funding requirements"^[41] and that a "comprehensive review and restructuring"^[41] was needed.

On 29 August, Khazanah released a report, Rebuilding a National Icon: The MAS Recovery Plan,^[44] which outlines their plan for the restructuring of MAS and the process of completing the takeover. About 6, jobs (about 30% of MAS's workforce) will be eliminated and the carrier's route network will be shrunk to focus on regional destinations rather than unprofitable long-haul routes.^[45] Khazanah plans to de-list the airline from Malaysia's stock exchange by the end of and plans to return it to profitability by late , re-listing the airline by or ^[45] On the business/legal side, Khazanah intends to transfer the relevant operations, assets, and liabilities of Malaysian Airline System Berhad into a new company (no name given in documents) by July ^[44]:2

–present: Renationalisation, restructuring, and rebranding[edit]

In May , it was announced that the airline will be transferred to a newly founded "Malaysia Airlines Berhad" (MAB) by 1 September , with the rebranding of the airline also commencing that day. The new company will see a heavily reduced workforce and adjusted route network with a focus on Asia according to its newly appointed CEO, Christoph Mueller. He also announced that Malaysia Airlines put some of its Airbus As up for sale.^[46]

Four months later, MAB announced that they will add four new Airbus A aircraft to their fleet by the end of till the middle of The aircraft will be leased from Air Lease Corporation.^[47] The airline also expects to add two more As as well as two Airbus Aneo aircraft in the upcoming future.^[48] MAB then announced that it is set to undergo a brand overhaul involving a new name, logo and livery for its aircraft, with the changes to be unveiled on a date unknown.^[49]

In January , the airline introduced a policy to stop serving alcohol on short-haul flights of less than three hours.^[50] While the move was unpopular in many travellers eyes, the airlines stated that its actions were in response to the preference of the majority of customers. ^[51]

In April , CEO Christoph Mueller resigned from his post after less than a year of leading the carrier's reorganising efforts, citing changing personal circumstances. Mueller initially planned to continue to serve as CEO until September and stay on the airline's board as a non-executive director to oversee the transition to a new CEO.^[52] It was subsequently announced that Peter Bellew has taken over Mueller as the new chief with effect from 1 July ,^[53] effectively cutting Mueller's tenure by a further two months.

In April , Malaysia Airlines announced that the airline's entire fleet will be tracked with the satellite flight tracking system.^[54][55][56]

In October , an unexpected announcement was made that Malaysia Airlines CEO Peter Bellew will return to Ryanair as Chief Operations Officer to help fix pilot problems. Bellew worked as a flight operations director at Ryanair until Bellew's decision to leave Malaysia Airlines comes just over a year after former chief executive Christoph Mueller left the airline citing personal circumstances a year after being hired on a three-year mission to revive the state-controlled firm.^[57] The appointment of Mueller's replacement, Capt Izham Ismail, who served as the airline's chief operating officer prior to the appointment, was announced a few days later.^[58]

On 6 April , it was reported that Malaysian private equity firm Golden Skies Ventures had made an offer of US$ billion to take over Malaysia Airlines during the COVID pandemic.^[59]

Corporate affairs[edit]

Head office[edit]

Malaysia Airlines has its headquarters and registered office on the first floor of Administration Building, South Support Zone at Kuala Lumpur International Airport (KLIA), Sepang, in the Klang Valley region.^[60]

Previously the airline headquarters were on the third floor of the MAS Administrative Complex at Subang Airport,^[61][62] in Subang.^[63] Prior to the construction of the Kuala Lumpur MAS headquarters, the airline rented space in the UMBC headquarters.^[64] The airline had a permanent corporate headquarters in the Bangunan MAS,^[65] a story^[63][64] building it owned along Jalan Sultan Ismail.^[64][63] In The Star said that the building was "reported to be worth between RMmil and RMmil."^[64]

In , the airline moved its head office from the Kuala Lumpur building to the former headquarters in Subang.^[63]Channel News Asia stated that the airline had been "forced" to sell the former headquarters.^[66]

In , Permodalan Nasional Berhad purchased Bangunan MAS from the airline. The new owners planned to remodel the building, by installing a five-star hotel apartment block and upgrade the offices to Grade A++.^[67]

Subsidiaries[edit]

The airline has diversified into related industries and sectors, including aircraft ground handling, aircraft leasing, aviation engineering, air catering, and tour operator operations.^{[citation needed]} It has also restructured itself by spinning-off operational units as fully owned subsidiaries to maintain its core business as a passenger airline. In , Malaysia Airlines has 28 subsidiaries, with 25 of them fully owned by Malaysia Airlines.^{[citation needed]}

Some of the subsidiaries include:

Financial highlights[edit]

Malaysia Airlines experienced a RM billion loss in In , the Business Turnaround Plan was introduced to revive the airline. At the end of the airline's turnaround program, in financial year , Malaysia Airlines gained RM million net profit: a swing of RM million compared to RM million in losses in , marking the national carrier's highest-ever profit in its year history. The achievement was recognised as the world's best airline-turnaround story in , with Malaysia Airlines being awarded the Phoenix award by Penton Media's Air Transport World.^[68]

Year ended	Revenue (RM ')	Expenditure (RM ')	Profit/(Loss) after tax (RM ')	Shareholders fund (RM ')	EPS after tax (cents)
31 March	8,,	8,,	,	2,,
31 March	8,,	8,,	,	3,,
31 March	11,,	11,,	,	3,,
31 December	9,,	10,,	(1,,)	2,,	()
31 December	13,,	13,,	(,)	1,,	()
31 December	15,,	14,,	,	3,,
31 December	15,,	15,,	,	4,,
31 December	11,,	12,,	,	,
31 December	13,,	13,,	,	3,,
31 December	13,,	16,,	(2,,)	1,,	()
31 December	13,,	14,,	(,)	2,,	()
31 December	15,,	16,,	(1,,)	4,,	()

Branding[edit]

From the late s until , Malaysia Airlines used the slogan "Going Beyond Expectations" to brand itself internationally.^{[citation needed]} In , the new branding strategy slogan became "More than just an airline code. MH is Malaysian Hospitality", to emphasise the hospitality of its cabin crew instead of the airline's network and cabin classes.^[70]

Since , the airline has been using the slogan "Journeys are made by people you travel with". However, with the onset of Flight and Flight 17, the airline has used a number of slogans including "#keepflying" and "#flyinghigh".^[71] A new slogan, "Malaysian Hospitality Begins With Us", was unveiled in ^[72]

Corporate image[edit]

Malaysia Airlines introduced the SarongKebaya design on 1 March ^[73] for female flight attendants. It was designed by the School of Fashion at Mara Institute of Technology (Malay: Institut Teknologi Mara) and later known as Mara University of Technology (Malay: Universiti Teknologi Mara). The batik material depicts the "kelarai" motif, which is a bamboo weave pattern. It appears in the background in subdued hues of the basic uniform colour. Superimposed on the "kelarai" motif is a mixture of Malaysian flora, such as the cempaka, jasmine and the leaves of the hibiscus. The geometric Sarawakian motif is used for the lapels of the baju, edges of sleeves and the "sarong". In January , the colours of the batik were enhanced to complement the colour of the new uniform. The male flight attendants wear grey colour jackets.^[74]

Corporate logo[edit]

The history of the airline started in , when Malayan Airways Limited was registered as a company. Flying operations started in , with the aircraft bearing the symbol of a winged tiger. A new logo was introduced with the formation of Malaysia-Singapore Airlines in ^{[citation needed]}, featuring the initials of the airline's name, MSA.

In , MSA split into two airlines, each with its own policies and objectives, leading to the birth of Malaysia's flag carrier, Malaysian Airline System (MAS). The name was chosen because, in abbreviated form, MAS (as in EMAS) in Malay means gold, to symbolise quality service. A corporate logo based on the wau bulan (moon kite) was eventually adopted in the following years.

A new corporate logo designed by Dato' Johan Ariff of Johan Design Associates was introduced on 15 October , retaining the essence of the moon kite, now with a sheared swept-back look painted in red (top) and blue (bottom).^[75] Along with the new corporate logo, a new type style – MALAYSIA, was created. It is italicised to slant parallel with the logo to accentuate speed as well as direction. Within this corporate typestyle, the letters M, A and S bear red clippings to denote the initials of the statutory name of the airline, Malaysian Airline System (MAS). They were added after the original design was rejected by former Prime Minister Mahathir Mohamad.^{[citation needed]} The introduction of blue to the original red logo has national significance. The red and blue divides equally in the middle to denote equilibrium.

Beginning , all of Malaysia Airlines' new Airbus A and Boeing aircraft sport the new standard airline livery featuring two strips of red and blue emerging from the bottom of the fuselage. The wau bulan on the tail was also refreshed. Although still featuring a sheared swept-back look with its colours in red and blue, its tails have been extended to appear twinned. Moreover, the airline's name on the fuselage is presented in full unlike before and it is entirely blue.^[76]

In , the corporate logo of red and blue wau bulan was refreshed. The new wau bulan faces from left to right, as it did in the original logo, and its tails have been extended. Initially, the airline settled for an all blue wau bulan but it has since reverted it to its red and blue form. The wordmark has also been modernised with a new typeface and the word "airlines" is now presented in lowercase.^[77] That same year, the airline also unveiled a new and exclusive livery for its Airbus A fleet to highlight the flagship carrier of the airline. It features an all-blue wau bulan on the tail and strip of blue ribbon on the fuselage and engines, the airline's name is entirely in blue as well.^[78]

Alliance[edit]

In August , Malaysia Airlines agreed to collaborate with AirAsia through a share swap. The share swap between Malaysia Airlines' major shareholder and that of AirAsia was later undone in May due to resistance from certain quarters of its staff.^[79]

On 1 February , Malaysia Airlines became a member of the Oneworld alliance, thus adding 16 new destinations into the alliance's map. Malaysia Airlines would now be able to fly its passengers to over destinations across countries.^[80]

Destinations[