whether the aviation companies or organisation in Singapore are ready to tackle the issues caused by pandemics. a. Risks and impacts Risks of Pandemics The occurrence of a pandemic is unpredictable‚ no one knows where or when will it happen. For example‚ a pandemic such as the Ebola Virus Disease (EVD) that is currently occurring in African countries such as Sierra Leone‚ Liberia and Guinea will certainly increase the risk of the virus spreading into Singapore as many people will be exposed to it if they
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AirAsia Airline 1. Asia’s Middle Class Growth Low cost airlines are expected to have greater potential in Asia as there are many Asian cities with a population above one million people each as well as a rising middle class population. This growth of middle class in Asia provides a huge market potential for AirAsia to grow. However‚ as the market is expanding further‚ more airlines or even new comers would like to get a piece of the action. For example‚ it is estimated that Budget Airlines will
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(SIA) competitiveness in a rapidly changing industry‚’ said Loh Meng See‚ the airline senior vice-president for human resources. With the financial year for 2003 starting off on a bad note‚ the further detrimental effects of the SARS crisis has forced Singapore Airlines to do what was necessary‚ to adapt to the environment and change in order to keep up and stay afloat. http://resources.bnet.com/topic/sars+and+singapore+airlines.html http://english.people.com.cn/200306/19/eng20030619_118550.shtml
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Singapore Airlines by Lau Geok Theng with the assistance of Leong Wai Yee In September 2010‚ senior executives of Singapore Airlines (SIA) were wondering what strategic thrusts they should adopt over the next ten years in order to remain competitive and profitable. The company had just announced increases in fares averaging S$200 (US$148) more for economy seats and S$1‚000 (US$743) more for premium seats‚ given the improved economic climate and increased air passenger counts in recent months
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be added (transferred from SIA) a. History and management structure of the company Started services on 4 June 2012 b. Markets (countries and customer groups) served and products & services offered by the company Low cost mid to long-haul airline‚ no frills Market: young and fun Cheaper by 40% (or so it claims) 2 class: ScootBiz: inflight entertainment of ipad‚ meals provided‚ SATS premier lounge etc etc Economy: No in-flight entertainment‚ but ipad can be rented with additional
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Singapore Airlines is one of the key players globally within the airline industry. It has employed a set of core strategies which seek to combine excellent customer service with high rates of profitability. Using the SWOT analysis tool defined by Jobber (2001) it is a useful task to look at SIA’s competitive strengths that contribute to increasing shareholders value. As mentioned above the high quality of its customer service is one of the strengths of SIA and its brand image of ‘Singapore Girl’
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rich history of Malaysia Airlines as the flight carrier of Malaysia began back in the year 1937 when it was first incorporated under the name Malayan Airways Limited (MAL). As according to USAtoday.com‚ the first commercial flight of the company as the national airline of Malayan was in April‚ 1947 serving the routes between Penang‚ Malayan‚ and Singapore. With the formation of Malaysia in the year 1963‚ Malayan Airways Limited then changed its name to Malaysia Airlines Limited in the same year.
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Table of Contents ------------------------------------------------- 1. Introduction ------------------------------------------------- 2. Corporate strategy ------------------------------------------------- 3. Operations strategy -------------------------------------------------
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Part 1a Statement 1: “The airport transfers passengers and freight between ground and air.” I agree with statement 1 as stated above. The airport is a facility or a ‘gateway’‚ which bridges passengers and freight from the ground to the aircraft‚ which brings them through the air. At the destination‚ another ‘gateway’ meets them‚ and bridges them from the air back to the ground. The “gateway” uses many other facilities and/or services to ensure a seamless transfer of passenger or freight between
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subsidiary of Singapore Airlines. Now Silk Air operates for 38 international destinations in 11 countries. In my point of view‚ Silk air has a major flaw in its organizational structure. The original structure comprises of total six components including the top managerial department.(refer to Appendix 1). The rationale for this is explained as that most of the operations are handled by Singapore Airlines in terms of marketing‚ and most of the HR and Planning is a part of Singapore Airlines’ concerns
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