Singapore Airlines Report

Contents 1.Introduction 1 2.Company background 1 3.Business Strategy 1 4.Stakeholder Analysis 3 5.Environmental and Organization Audit 5 6. Strategic positioning for SIA 8 7. An ability to think strategically for SIA 10 BCG’s growth / share matrix 11 8.Strategic plan for SIA 12 9.Conclusion 14 10.References 14

1.Introduction
This report will outline Singapore Airlines (SIA) business’ environment to aid in its future strategy formulation and planning. Firstly, this report will analyze the business environment of the organization, which is to be considered in its strategy formulation. Next this report will explain the process of strategic planning that is to be implemented in SIA.
2.Company background
The Company (SIA) was incorporated as a wholly-owned subsidiary of the Singapore government through Temasek Hldgs (Pte) Ltd on 28 January 1972 as a public company with limited liability.

Its history began in 1947 when a twin-engined Airspeed Consul under the Malayan Airways Ltd's insignia started scheduled services between Singapore, Kuala Lumpur, Ipoh and Penang. Malayan Airways Ltd grew steadily and by 1955, international services were added to its operations.

With the formation of the Federation of Malaysia in 1963, the airline was renamed Malaysian Airways Ltd. In 1966 the governments of Malaysia and Singapore acquired joint control of the airline, which was then renamed Malaysia-Singapore Airlines Ltd. In 1971, MSA was restructured into 2 entities; Malaysia Airline System Bhd and SIA.

SIA is one of the world's most successful airlines, with the distinction of having one of the youngest and fastest growing fleets in the world. As at end March 1999, SIA was operating 572 passenger flights a week out of Singapore. Its route network, including Silkair's and codeshare services, covered 110 cities in 42 countries. In 2000, the Company bought 49 percent of Virgin Atlantic airline for US$950 million.
3.Business Strategy
The

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