Singapore Airlines (SIA) is the flagship airline for Singapore, based out of Changi Airport. It has a strong presence in most of Asia, and the so-called "Kangaroo Routes" from the West to Australia and New Zealand. It is an innovative company, operating two of the world's longest non-stop commercial flights (Singapore to Los Angeles and Newark). It was the launch customer of the Airbus A380 Superjumbo, but also has diversified airline-related organizations; aircraft handling, Silk Air, and Singapore Airlines Cargo. SIA also has a 49% share in Virgin Atlantic. As of December 2010, it was the second largest airline in the world, with a net worth of $14 billion dollars. In 2009-2010, SIA posted almost $11 billion (U.S.) in revenues, with a net income of $227 million. As one of the most admired airlines in the industry, SIA's strategy to deliver continuous quality includes six major points: democratic organization, small units to carry out tasks, delegation of authority, creating an environment where delegated responsibility can be used effectively, training and retraining objectives, and a more egalitarian...
Comparatively speaking, the airline does have high standards of service and is able to professional deliver stakeholder equity with regular fiscal improvement. SIA does a better job than most carriers -- but do they follow their public published strategy? If we look at each of these key points, we see that SIA does not always its stated strategies in both the strategic and tactical venues of its operation:
Singapore Airlines has tough competition for other carriers and also has to accommodate a different set of passengers who are not the rich business class, but the middle class on tours, and the new age entrepreneurs. These sections are demanding and are attracted to extra service and low costs. Marketing to this sector means making the Airlines a household word -- which means that effective advertisements in the media plus
Singapore Airlines has built a reputation as one of the best service providers in the airline industry, and has made this reputation an integral component of its marketing strategy (Skytrax, 2012). The company scores five stars and is one of just a handful of airlines in the world to do so. In order to achieve service excellent, Singapore Airlines draws on a number of strengths. The company has cultivated strengths
Marketing Plan Singapore Airline is one of leading airlines companies in the industry for several decades. Its dual strategy of providing excellent services and keeping cost-effective has helped it to earn substantially profitability and enlarge its market continuously. This essay will firstly discuss the external and internal environment of Singapore Airlines through several aspects, such as company description, social economics data, strength, weakness, opportunities, and threats, product and services etc. Following
Learning Journal In the second week, we decided to carry out a marketing audit assignment for Singapore Airlines. The members were requested to carry out a research on the basic information as well as background on the company and the airlines industry in general. The Areas to look at: competitors; services; suppliers; new product offerings; market process; how the company get its new customers as well as maintain the existing ones;the
Learning Journal Weekly Research Journal Meeting Records Week 1 Overview & Introduction Our group decided to analyze Singapore Airlines Limited. One of the aspects of Singapore Airlines that we found interesting and that first attracted members of our team was their green initiative. The airlines industry is highly competitive and green, sustainable operations are usually not the least expensive alternatives for a thriving airline. Singapore Airlines is an early adopter of
Service Quality of Singapore Airline The focus of this work in writing is the examination of the SERVQUAL model as it applies to a case study of Singapore Airlines in regards to service quality and the application of a conceptual model of service quality. This study will additionally explain the gap in service quality between firm and customer. The work of Prayag and Dookhony-Ramphul (2010) report that the SERVQUAL model "is still
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