Singapore, Airline, Operation, Strategy
Over the years, the airline industry has witnessed a series of alternating booms and recessions, which has significantly affected the performance of world leading airlines. In practice, in the last decade, most airlines have witnessed a discouraging environment plagued with cutthroat competitiveness following entry of low cost carriers.
In addition, conducting their operations in the scare of terrorism threat, rising oil prices, frequent eruption of bird flu, hurricanes and volcanic emissions, have further impacted profitability of the service industry undesirably (Heracleous & Wirtz, 2009, p. 274). Unsurprisingly, these factors have culminated into losses condemning the industry as one of the worst performing industry as rated by Fortune Global 500. However, in the context of the unforgiving environment identified with slow growth, Singapore Airline has emerged not only to be the most admired company of Asian origin but also the world's leading airline.
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[...] This is where differentiation strategy pays for the SIA by maintaining a continuous incremental development strategy. In practice, SIA continuously improves and discards of programs and approaches that no longer afford competitive distinction (Morgan p. 3). In response, SIA prefers locating a new mountain to climb by scrutinizing present and future customer preferences and tastes alongside the competitors' strategic management Over the years, SIA has locked the market by utilizing the power obtained from the customer feedback mechanism. For example, since SIA is identified with distinctive products and services, this has raised the customers' expectations; to always push the senior management engage the professional teams offering above average innovations. [...]
[...] In all its training and induction programs, the airline has become an icon concentrating on functional skills and soft personal skills regarding the interaction, composure, deportment and dealing with demanding passengers. For example, the Singapore girls are undertaken in a longer transformation program coupled with extra activities for their crew to develop camaraderie such as a Wine Appreciation Group and Gourmet Circle. SIA has developed its brand image through its corporate social responsibility aimed at accomplishing close-up 9 engagements with the less fortunate members in the society. [...]
[...] Retrieved April from http://www.reuters.com/article/2013/02/07/ussingaporeair-results-idUSBRE9160AC20130207?type=companyNews Eigenhuis, A., & Dijk, R. v. (2007). High performance business strategy. London: Kogan Page Publishers. Enz, C. (2009). Hospitality Strategic Management: Concepts and Cases. New Jersey: John Wiley and Sons. Heracleous, L., & Wirtz, J. (2009). Strategy and Organization at Singapore Airlines: Achieving Sustainable Advantage through Dual Strategy. Journal of Air Transport Management, 274–279. Inderwildi, O., & King, D. [...]
[...] Managing Services. Cambridge : Cambridge Univeristy Press. Plunkett, J. W. (2009). lunkett's Transportation, Supply Chain and Logistics Industry Almanac. Jack W. Plunkett. Rahim, M. A., & Rahim, M. (2010). Current Topics in Management: Organizational Behavior, Performance, and Effectiveness (Vol. 14). New Jersey: Transaction Publishers. [...]
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