Singapore Airlines Essay

Singapore airlines has come a long way since its modest beginning in 1947, originated from Malayan Airway Limited. Owned by a state owned investment house, Temasek Holdings, Singapore Airlines commenced operations from the new Terminal 2 at Singapore Changi Airport on November 22, 1990. Changi Airport, their home base, serves as their gateway to Asia and beyond, with over sixty destinations in nearly thirty-five countries across six continents. Having earned many industry and travel awards for eighteen consecutive

Table of ContentExecutive Summary1I. Introduction2II. Main Body1. History of British Airways22. Current strategic situation….42.1 Internal analysis42.2 External Analysis52.3 SWOT82.4. Current strategy93. Potential Strategic options124. Recommended strategic direction with rationale164.2 Strategy Evaluation175. Identification of critical success factors186. Performance measurement criteria197. Conclusion218. Bilbliography249. References24Executive SummaryThe main aim of this report is to undertake a review and analysis of British Airways. It is UK's leading airlines both at international and domestic level, with its operations spread over 300 destinations across the world. The report starts with a brief description of the company. Then the

The strong competitive advantages which low – cost airline such as Air Asia is equally causing Mas to restructure their operations, there resource such as airplane and the quality of their cabin crew tends to be looked at deeply. Mas has the oldest airline in Malaysia they have to use the advantages to continue to stay at the frontline in the aviation industry by them using available resources effectively with the help of the government and come up with a strong strategy so as to compete and stabilize its product in the aviation industry.

Airlines account for over 40% of the company’s clientele list so the need to increase this number and sustain it is vital. As such, the company has chosen to expand its international operations into the Asian market while continuously improving the European market. The decision to expand in the Asian market is to remain competitive but to also attract new clients

After a century of perpetual development [1], the commercial airline industry has witnessed a steady increase in airplane passenger capacity [2]. The industry itself is a notable economic force, from the perspectives of both operations and its impacts on relevant industries such as aircraft construction and tourism [3]. Different scales of wealth has led to market segmentations between airline companies with dissimilar objectives and consumer focus: premium airlines like Singapore Airlines offering top-notch service, comfort, and quality at a higher price whilst low-cost airlines such as easyJet are catering to consumers that prefer economical flights.

According to ATAG, “in 2013, over three billion passengers were carried by the world’s airlines” (Facts & Figures, 2014). This fact demonstrates how the airline industry is a ubiquitous part of our lives. Even if a person has never used an airline for personal transportation, they are still likely to have consumed and/or used an assortment of goods transported by the industry. Still, even with its major impact on the world around it, inside the airline industry, firms must learn to encounter a wide array of external factors that influence their everyday operations and strategies. These factors can come from both the general and local environments that surround the industry. Each of these factors in their own way have an impact on the competitive environment found within the industry.

In order to sustain its numero uno position and maintain its brand image, it has to be able to compete against its core rivals and new entrants with a sound strategic plan. With a clear-cut vision and expert management team, the airline company looks to stabilize its future for both short and long term. But major problems in operations and other areas have continuously irked the airline company and Air Asia needs to do a stand out job in redefining their strategy and planning to contend with these problems. Air Asia should take a look into both the external and internal factors that have reaped success as well as failure for the airline and identify their strategy and planning for the future.

Abstract: Competition today is one of the major threats to an airline industry. Competitive advantage therefore can be achieved by establishing cost leadership. The ultimate challenge faced by any company would be to leverage between the escalating operational costs and falling revenues so as to maximise the profits. Determine the costing procedure of an airline industry and the various possible efforts it takes to reduce the costs. The airline industry employs a trend and horizontal analysis to evaluate its performance and productivity. This industry can be categorised into international, national, regional and cargo operations. The major costs incurred by the airline industry are weather costs, fuel

The analysis supplied within this report has been undertaken from the perspective of a current shareholder in Singapore Airlines (SIA). The report provides critical assessment of the company's overall performance, assessment that would be relevant and meaningful to shareholders.

The purpose of this paper is to analyze the airline industry by focusing on its structure, conduct and performance.

Singapore Airlines is one of the world 's leading carriers with an advanced fleet and it is internationally respected as the innovative market leader combining a quality product with excellent service .Being a international company in the competitive International business environment ,it has to face a number of competitions ,challenges ,changing environmental trends and options .To deal with these issues ,SIA pursue a number of management strategies while maintaining it’s key resources and secret of success. This report will analyse the Singapore Airline’s corporate strategy ,business environment ,key resources,key success factors and issues facing by the company.

As public biggest airline company in Singapore, Singapore Airline has several key business activities ranging from engineering, flight services until cargo services, but their main activity is more on flight services. Singapore Airline is relying heavily on Singapore financial system to operate their business. One of the evidence is that SIA benefiting from the financial market as the company’s share has been listed in SGX. As stated on Singapore Airline Annual Report, SIA has a cash surplus for the past 10 years on average………. Singapore financial system has help this company to grow and develop rapidly by their financial market, institutions and instrument, which will be discussed further later.

AirAsia’s philosophy “Now Everyone Can Fly” is related to their vision of becoming the largest low fare airliner in Asia and serving 3 billion customers who are underserved with poor connectivity and high fares. Their mission is to become the best company to work for; thus employees are being treated as part of a big family, to create a globally recognized ASEAN brand, to offer the lowest fare so that everyone can fly with AirAsia, to maintain the highest quality product, and innovative technology as a measure to reduce cost and enhance service.

Air Asia is a Malaysian economic airline acquired by Tune Group in 2001. Before acquisition it was underperforming, but Shuk-Ching Poon and Waring (2010) state that in 2006 the airline company had a fleet of 35 Boeing and Airbus aircraft. The major success of the company is due to the low-cost carrier (LCC) business model. Major features of this business model include low service, point to point mode of travel, heavy utilisation of aircraft, ticketless reservation and flexibility in staff services. The airline company has carried 45.6 million passengers across 199 routes to 98 destinations across 17 countries (AirAsia Berhad, 2014). Furthermore, the various other services offered include flight bookings, low fair finder, customised travel, travel insurance and premium membership options (AirAsia.com, 2016a). The main market of Air Asia is in Malaysia, the market share in Malaysia is 46%, 19% in Thailand, 11% in Indonesia and 1% India (AirAsia Berhad, 2014). According to CAPA (2016a) the major competitors of Air Asia include Malindo Air, Cebu Pacific, Thai Lion Air and Thai VietJet. Furthermore, AirAsia Berhad (2014) show that the company has operations in countries such as Mauritius, Malaysia, Phillipines and India. This essay will briefly describe the profit and revenue situation of AirAsia, and then it will analyse the effect of the external environment factors. Finally a recommendation is provided to reduce the effect of such

MAS had been suffered loss due to various reasons since 1997. It had been quite a long time MAS facing losses as compare to other airlines in Malaysia. MAS had been managed by the government. One of the reasons is lack of perform as a good leadership as compare to other airline particularly on their financial management. Passenger willing to take the lower cost airline especially nowadays emerged in the market such as Air Asia and Firefly due to MAS did not perform a good leadership. Lower cost airline are one of the biggest factor which affect MAS losses in the specific range of airline industry. Full service airline provide by MAS which serving local and international routes (William, 2005) as compare to low cost budget airline which carrier by Air