Singapore Airlines, Case Study
CASE EXAM
This case exam for the module ‘Principles of Marketing’ accounts for 70% of the final grade for this module (IBMMK108R1). The two multiple choice tests during the module account for 30% (15% per test).
A CASE STUDY OF SINGAPORE AIRLINES
EXECUTIVE SUMMARY
As a former British Colony that gained full independence in 1965, Singapore was essentially forced to make do with its limited resources. This developed into a national obsession with achieving excellence without compromise and has been responsible for its many successes. This attitude of control and determination was critical in the creation of the culture within Singapore Airlines (SIA).
From the first unveiling of its official colours in 1972, SIA's primary objective was that of creating a world Class airline, able to compete against the best in the world, without government subsidy or interference. This international focus, along with its goal of being distinctive, resulted in the creation of a company-wide commitment to the success of the airline.
INTRODUCTION
The single biggest challenge facing Singapore Airlines is that of maintaining its place as the world's best airline as well as the most profitable. Having been recognised and rewarded for its outstanding level of service, whether or not it can hold on to its top position remains to be seen.
PRODUCT CATEGORIES
SIA's product offering is divided into three main lines. The First Class seat represents the ultimate in air-borne luxury with corresponding prices. SIA allocates no more than 5% of its seats to this Class due to its limited market. The next category is the Business Class seat. Passengers in this category enjoy fully reclining and seats, plenty of space and excellent food served on custom designed china. The allocation for this Class makes up approximately 10% of the average load. The most substantial category in the product mix is the Economy (or "Tourist") Class, which accounts for close to 85% of the seat allocation.
This case exam for the module ‘Principles of Marketing’ accounts for 70% of the final grade for this module (IBMMK108R1). The two multiple choice tests during the module account for 30% (15% per test).
A CASE STUDY OF SINGAPORE AIRLINES
EXECUTIVE SUMMARY
As a former British Colony that gained full independence in 1965, Singapore was essentially forced to make do with its limited resources. This developed into a national obsession with achieving excellence without compromise and has been responsible for its many successes. This attitude of control and determination was critical in the creation of the culture within Singapore Airlines (SIA).
From the first unveiling of its official colours in 1972, SIA's primary objective was that of creating a world Class airline, able to compete against the best in the world, without government subsidy or interference. This international focus, along with its goal of being distinctive, resulted in the creation of a company-wide commitment to the success of the airline.
INTRODUCTION
The single biggest challenge facing Singapore Airlines is that of maintaining its place as the world's best airline as well as the most profitable. Having been recognised and rewarded for its outstanding level of service, whether or not it can hold on to its top position remains to be seen.
PRODUCT CATEGORIES
SIA's product offering is divided into three main lines. The First Class seat represents the ultimate in air-borne luxury with corresponding prices. SIA allocates no more than 5% of its seats to this Class due to its limited market. The next category is the Business Class seat. Passengers in this category enjoy fully reclining and seats, plenty of space and excellent food served on custom designed china. The allocation for this Class makes up approximately 10% of the average load. The most substantial category in the product mix is the Economy (or "Tourist") Class, which accounts for close to 85% of the seat allocation.