CASE 3: STRATEGIC CHOICES AT THE SINGAPORE AIRLINES GROUP Strategic Management and strategic Competitiveness Productivity Enhancement 1) Deployment of Technology 2) Total Involvement 3) Incentives The External Environment A) General Environment 1) Demographic • Malaysian Airlines (regional competitor)‚ which is geographically closed to Singapore‚ were imitating SIA’s strategy (threats) 2) Economic • Global financial crisis – reduced demand
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Michele Lynn October 12‚ 2008 Marketing – Resnik Case Study: Southwest Airlines Air travel has its ups and down‚ as does basically any type of travel. However‚ Southwest Airlines has always been my favorite airline to fly. As a young single who loved traveling‚ I found their fares and schedules to be the most convenient for my taste. I always appreciated the staff’s sense of humor‚ and it really never bothered me where I sat‚ so I didn’t mind the “A‚ B‚ C” boarding groups as opposed to
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Introduction Malaysia Airline started on 12 October 1937. On 2nd April 1947‚ Malaysia Airlines took its first commercial flight as national airline. Malaysia Airlines changed it name to Malaysian Airlines Limited after the formation of Malaysia in 1963. After that‚ Borneo Airways had incorporated into Malaysia Airlines Limited‚ within 20 years Malaysia Airlines Limited grew from single aircraft operator into a company with many employees. A new logo was introduces and the airline grew exponentially
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The Mission by Roland Joffé is a historical drama focused on the power of ones faith and defying the odds of humanity; these ideas coincide that of the philosopher Rousseau. The main characters consist of a mercenary and a missionary who unite to protect a South American tribe and anchor the film’s main conflict between Spanish Jesuit priests and Portuguese colonialists during the 18th century. Although the film reflected Luther’s and Machiavelli’s ideas as well‚ Rousseau’s beliefs are the most clearly
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(CRM) in Airline Industry: Today’s global marketplace‚ airlines are countered with unstable and highly competitive business environment. Most airline companies perceive that it is increasingly important to react quickly and effectively to changing demand patterns of the customers. The challenge is maintaining profits in the face of forceful competition. The opportunities are in managing customer relationships to earn customer profitability that can contribute to the firm profits. If airlines do not
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Our Vision Our Customer Value Proposition To be the Number One Airline in Asia by 2015. To deliver distinguished service to both business and leisure travellers who value Our Mission comfort and personalised service. With To be a Consistently Profitable Airline. Malaysian Hospitality in mind‚ at Malaysia Airlines‚ we make our guests feel welcome and special‚ enabling them to enjoy a consistently comfortable and comforting travel experience. Non-stop MH. This is Malaysian
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strategic business plan of American Airlines‚ and how they are responding to changes in the marketplace to compete in the modern era. We will also analyze the advantages of rebranding efforts‚ the effectiveness of existing practices of the airline and how the airline may operate post merger with US Airways. By some measurements‚ the merger between American Airlines and US Airways will create the largest company in the world‚ thus positioning American Airlines to potentially become the most influential
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Airline Alliances an Analysis Introduction: Liberalisation of the Airline Market now allows carriers to engage in alliances to form more powerful synergy’s and capture a larger share of the market. Since the introduction of The Airline Deregulation Act in 1978 in North America and similar acts worldwide the aviation industry has become one of the fastest growing industries. The main objective of this was to allow the market place to influence the development of airlines. The main development from
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Classic Airline Marketing Solution Mkt/571 Marketing November 20‚ 2012 Introduction Classic Airlines is the fifth largest airline serves 240 cities with more than 2‚300 flights per day. The airline earned $10 million on $8.7 billion in sales last year (“University Of Phoenix Material”‚ 2008). . Although a profitable airline the increasing uncertainty of flying‚ Classic Airline’s stock
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has never been more important for an airline to have the right public image. If the national flag and perhaps a catchy logo on planes‚ counters and ticket covers were sufficient in the olden days‚ today branding is a science of its own. Half a dozen branding agencies‚ most of them based in London and the USA‚ are fighting not just on behalf of toothpaste or cars but‚ with dogged determination‚ in the aviation industry over budgets worth millions. "The airlines are much more conscious today that branding
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