FIN6554 Finance for Managers Assignment 2 Report | SEGi

Instructions to Students

This assignment is a continuation of your earlier analysis of AirAsia completed in Coursework 1. In this task, you will transition from financial calculations to strategic financial analysis and decision-making.

Your role is to act as a financial advisor to AirAsia, providing professional recommendations to strengthen the company’s financial position. This requires a critical examination of past and current financial decisions, as well as the formulation of practical financial strategies for improvement.

Key Requirements for Your Report Include:

• A brief Introduction and Conclusion (approximately 150–200 words each)
• A well-supported discussion using financial terminology, relevant data, charts, and evidence drawn from company reports or credible sources
• Proper referencing using the Harvard Referencing Style, with a minimum of 10–15 academic or industry sources
• Submission in Word format via Turnitin. The similarity index must be below 15% to meet academic integrity requirements
• Students are encouraged to refer to the provided marking guideline to understand the expected standards and evaluation criteria

AirAsia Berhad – From Turbulence to Transformation

AirAsia Berhad, once hailed as the pioneer of low-cost aviation in Southeast Asia, built its empire by revolutionising the regional airline industry. With a powerful tagline “Now Everyone Can Fly”; the airline offered millions of Southeast Asians their first air travel experience through low fares, lean operations, and high aircraft utilisation. Founded in 2001 after a symbolic RM1 acquisition by Tony Fernandes, the company expanded rapidly across ASEAN, creating subsidiaries in Thailand, Indonesia, the Philippines, India, and Japan.

By 2019, AirAsia operated over 250 aircraft and served more than 90 destinations, holding a dominant position in the ASEAN aviation market. The company had also begun branching into digital ventures, introducing AirAsia BIG Loyalty, online travel services, and in-house catering, while announcing ambitions to become a digital travel and lifestyle platform. With a vertically integrated business model, the group benefitted from economies of scale, strong branding, and a customer-centric approach. AirAsia was listed on Bursa Malaysia and attracted a loyal base of retail and institutional investors, known for its aggressive but visionary corporate strategy.

However, the global outbreak of COVID-19 in early 2020 upended the entire aviation sector, and AirAsia found itself in uncharted territory. Within months, its entire fleet was grounded. International and domestic travel collapsed due to lockdowns, border closures, and quarantine policies. Passenger revenues, which accounted for more than 90% of the group’s income, evaporated. Fixed costs including aircraft leasing, staff wages, maintenance, and airport fees continued to mount, pushing the company into deep operating losses. AirAsia reported a record net loss of RM5.1 billion in 2020, followed by another loss of RM2.7 billion in 2021.

Liquidity became the most urgent concern. With limited cash reserves and minimal inflow, the company initiated a series of aggressive cost-cutting measures. These included staff retrenchments, unpaid leave, renegotiation of supplier contracts, and suspension of unprofitable routes. Despite the hardships, the company refused to declare bankruptcy. Instead, it launched a multi-front turnaround strategy encompassing financial restructuring, digital expansion, and fleet optimisation.

To stabilise its balance sheet, AirAsia pursued various capital-raising strategies. It issued rights shares to existing shareholders, conducted private placements, and secured loans backed by government credit guarantees. The airline also explored non-traditional financing mechanisms, such as digital IPOs for its subsidiaries and the use of Special Purpose Acquisition Companies (SPACs) to unlock value from its digital units. Meanwhile, management engaged aircraft lessors to restructure lease obligations, reduce monthly payments, and convert some liabilities into equity-like instruments.

Concurrently, AirAsia accelerated its digital transformation efforts. Under the umbrella of the AirAsia Super App, the company bundled services such as flight and hotel bookings, ride-hailing, food delivery, insurance, and mobile payment via BigPay. While these ventures incurred startup losses, they were seen as vital for future revenue diversification. The group’s logistics arm, Teleport, was repositioned to serve the booming e-commerce market, leveraging its belly space on commercial flights and last-mile delivery capabilities.

By 2023, signs of recovery began to appear. Passenger demand returned with the reopening of borders across ASEAN. AirAsia reinstated popular routes and optimised flight schedules based on real-time demand analytics. However, the new normal came with a new set of challenges. Fuel prices surged due to geopolitical tensions, inflation increased operating costs, and investor sentiment remained fragile. Moreover, the group now had to balance its dual identity: as a low-cost carrier and as a digital services group with multiple revenue streams.

From a financial perspective, AirAsia faced a complex balancing act. Its gearing remained high, with substantial long-term liabilities on its books. The group’s liquidity position improved but remained vulnerable to shocks. The digital businesses required significant capital to scale and compete, but airline operations needed reinvestment in aircraft maintenance and ground services. The group’s cost structure had changed, with a higher share of digital expenditure and variable marketing spend. Management was under pressure to prioritise profitable units, eliminate inefficiencies, and enhance return on invested capital (ROIC).

At the same time, the aviation sector globally was under scrutiny to reduce its carbon footprint. AirAsia began exploring sustainability-linked practices, including carbon offsetting schemes, investment in more fuel-efficient aircraft, and digitalisation of operational processes to reduce waste. However, these efforts were still in the early stages, and their financial implications had yet to be fully understood. Investors began to question the company’s commitment to ESG metrics, especially given its tight financial condition.

AirAsia’s stock price remained volatile. While it had recovered from its pandemic lows, its valuation was still below pre-crisis levels. Analysts were divided in their opinion with some saw long-term value in its digital pivot, while others were concerned about execution risk, capital dilution, and margin compression. The company’s beta had increased, reflecting greater perceived risk. Dividend payouts were suspended since 2020, and management signalled a cautious stance on reinstating them until financial recovery was more solid.

Against this backdrop, AirAsia’s leadership must make several critical financial decisions. It needs to evaluate whether to reinvest in its airline fleet or double down on its digital ventures. Investment decisions in automation, customer data systems, and logistics must be justified through rigorous appraisal techniques. The board must consider raising capital through new equity issuance, debt restructuring, or partial divestment of digital subsidiaries. Simultaneously, it must demonstrate its ability to create sustainable shareholder value through improved financial performance, better cost management, and a credible long-term strategy.
This case thus presents a unique opportunity to explore the intersections of financial decision-making, risk management, cost strategy, capital structure, and investment evaluation in a complex, post-crisis setting. AirAsia Berhad’s future depends not just on market recovery but on the quality of its financial leadership, strategic clarity, and adaptability in a digitally disrupted aviation ecosystem.

Furthermore, AirAsia’s decision to reposition itself as a tech-driven company is being closely watched by investors and analysts alike. While the airline’s core competency remains in low-cost air travel, its management believes that the real long-term growth lies in building a seamless digital ecosystem. The success of such a pivot depends not only on technological execution but also on strategic capital allocation, investor buy-in, and internal operational readiness. Questions arise around whether the company’s organisational culture, which was historically optimised for aviation logistics, can successfully evolve to support platform-based digital services.

Additionally, the competitive landscape has shifted dramatically. In the digital space, AirAsia is no longer competing with airlines only. It must contend with established super apps like Grab and Gojek, specialised fintech companies, and global e-commerce platforms. These competitors operate with different margins, capital structures, and customer expectations. AirAsia’s ability to carve out a profitable niche will depend on its agility, data utilisation, and brand strength. Meanwhile, traditional competitors in the airline space have also begun to modernise their digital channels and customer engagement strategies, reducing AirAsia’s historical edge in digital adoption.

Internally, human capital restructuring remains a key challenge. Many employees who were trained in operations, engineering, and customer service are now required to adapt to new roles involving technology, customer data management, or hybrid logistics. This has necessitated large-scale retraining initiatives, hiring of tech talent, and cultural reorientation. Managing this transition without diluting morale or productivity is an ongoing concern for leadership. Moreover, regulators and aviation authorities are also adapting their oversight mechanisms to account for digital operations, further complicating compliance obligations.

Finally, AirAsia’s recovery trajectory is intertwined with macroeconomic factors such as regional GDP growth, fuel prices, interest rate trends, and consumer confidence in travel. Any resurgence of travel restrictions, geopolitical instability, or oil price shocks could derail the fragile progress made. Hence, scenario planning, risk management, and financial contingency frameworks have become central to the finance department’s role in strategy execution. The company’s ability to strike the right balance between cost discipline, innovation, and growth capital deployment will ultimately determine its resilience and long-term shareholder value.

FIN6554 Task:

Prepare a structured report that addresses the following three main sections.

Section 1: Short-term Financial Challenges (600–700 words)

• Identify and explain the main short-term financial challenges faced by AirAsia.
• Analyse the cost structure (fixed vs variable components), and how it affects breakeven, pricing flexibility, and risk exposure.
• Discuss how the company managed short-term cash flows, working capital, or operating costs.
• Link your analysis to relevant financial theories such as CVP analysis, liquidity management, and cost control frameworks.

Section 2: Investment Strategy and Long-Term Impact (600–700 words)

• Choose one major investment decision made by AirAsia post-crisis.
• Describe the financing method used and justify whether it was suitable.
• Explain how financial tools like NPV, IRR or payback period would be used to assess such an investment, but do not recalculate the values.
• Evaluate whether this investment supports long-term shareholder value, financial sustainability, or competitiveness.

Section 3: Capital Structure and Financing Decisions (600–700 words)

• Examine AirAsia’s capital structure changes.
• Assess how these decisions affected its cost of capital, financial risk, and investor sentiment.
• Apply at least one capital structure theory to explain whether the strategy was optimal.
• Support your discussion with data and financial logic.

Final Section: Strategic Financial Recommendations (300–400 words)

• Based on your analysis above, propose 2–3 strategic financial recommendations to improve AirAsia’s financial resilience.
• Each recommendation should be justified using relevant financial theory and aligned with case realities.

Marking Guideline