“Singapore International Airlines: Preparing for Turbulence Ahead”
HRM 380 | Case 1
“Singapore International Airlines:
Preparing For Turbulence Ahead”
Prepared for:
Mr. Tajuddin Ahmed
Faculty Member,
School of Business,
North South University, Bangladesh
Prepared by:
S. M. Tanveer Saad
ID no. 041-154-530
Kazi Mushruqul Huq
ID no. 051-307-030
Saiful Azam Zulfiquer
ID no. 052-030-030
Syeda Sabrina Ameer
ID no. 053-288-030
Syeda Ishrat Fatema
ID no. 061-525-030
Nusrat Sikandar Amreeta
ID no. 061-679-030
Monday, January 26, 2009
Executive Summary:
The growth of modern Singapore can be traced back to the policies and priorities established by the then prime minister who was a staunch believer in free trade and internally driven growth. Despite of, the Government being the majority share holder Singapore International Airlines (SIA) faced heightened competition from the start as the government declared that it would not give any subsidies to the airline. SIA traced its roots to an organization which had proved to be quiet beneficial to the fledgling company. From the crews’ impeccable safety record to personnel with crucial operating experience helped SIA to reach over 90 destinations in more than 40 countries all over the world by early 2003. SIA established an enviable record both in terms of the operational performance and its profitability history.
Using its brand image, geographic location, and outstanding service as the cornerstones of its strategy SIA enjoyed a run of exemplary profitability and service performance by the year 2004. It had built its strategy around the principles of a differentiated positioning.
In recent years, there have been many environmental shocks, such as SARS, that have challenged the continued viability of the model. The model of strategy that SIA had built in order to compete in the airline business in the late 1990s’ is to take some important steps to fortify its position globally. By joining the star Alliance SIA expected code sharing
“Singapore International Airlines:
Preparing For Turbulence Ahead”
Prepared for:
Mr. Tajuddin Ahmed
Faculty Member,
School of Business,
North South University, Bangladesh
Prepared by:
S. M. Tanveer Saad
ID no. 041-154-530
Kazi Mushruqul Huq
ID no. 051-307-030
Saiful Azam Zulfiquer
ID no. 052-030-030
Syeda Sabrina Ameer
ID no. 053-288-030
Syeda Ishrat Fatema
ID no. 061-525-030
Nusrat Sikandar Amreeta
ID no. 061-679-030
Monday, January 26, 2009
Executive Summary:
The growth of modern Singapore can be traced back to the policies and priorities established by the then prime minister who was a staunch believer in free trade and internally driven growth. Despite of, the Government being the majority share holder Singapore International Airlines (SIA) faced heightened competition from the start as the government declared that it would not give any subsidies to the airline. SIA traced its roots to an organization which had proved to be quiet beneficial to the fledgling company. From the crews’ impeccable safety record to personnel with crucial operating experience helped SIA to reach over 90 destinations in more than 40 countries all over the world by early 2003. SIA established an enviable record both in terms of the operational performance and its profitability history.
Using its brand image, geographic location, and outstanding service as the cornerstones of its strategy SIA enjoyed a run of exemplary profitability and service performance by the year 2004. It had built its strategy around the principles of a differentiated positioning.
In recent years, there have been many environmental shocks, such as SARS, that have challenged the continued viability of the model. The model of strategy that SIA had built in order to compete in the airline business in the late 1990s’ is to take some important steps to fortify its position globally. By joining the star Alliance SIA expected code sharing