Taking a Look at Singapore Airlines

affecting the company. Strengths Singapore Airlines was established in 1972. Singapore Airlines’ major strength is the brand image, its size and also the positioning strategy. According to Heracleous and Wirtz, in 2010, SIA was acknowledged as the second largest in terms of market value. SIA has reported profit every year, which is an achievement that has been unmatched by other competitors. According to a report, SIA generated an annual profit of 378.9 million Singapore dollars in 2013. Most importantly

Introduction The airline industry is by itself plays a big part in the economy. It generates 31.9 million jobs globally. (The impact of the financial crisis on labour in the civil aviation industry) It involves transportations, catering, securities, logistics, etc. As it does not work as an industry by itself, HR planning comes to be an important task. The airline industry has generally seen success in the many aspects involved with it – service, tourism, innovations etc. Despite the terrorism

Singapore airline’s History can be traced back to when it was found in 1947 with Malaysian Airlines (known as Malayan Airways). Its first flight linked commenced from Singapore Kallang to various places like Kuala Lampur, Ipoh and Penang. Malaysian federation was formed in 1963 naming the company to Malaysian Airways and further changing it name to Malaysia-Singapore airlines (MSA) in the year 1966. In 1972 the MSA Company was split into two, Singapore airlines and Malaysian airlines system (Renamed

Introduction Singapore Airlines was founded in the year 1947 as the Malayan Airways Limited (MAL) during the British invasion at the Tanah Melayu. After the events Independence in 1957, the Malayan Airways Limited has changed its name to Malayan Singapore Airlines (MSA). However, the company name should be changed again as a result of the separation of Singapore from Malaysia in 1965. This company was separated in two different entities which are the Malaysian Airlines (MAS) and the Singapore Airlines (SIA)

EMIRATES 4 2.2 MEMBERSHIP / ALLIANCE 5 2.3 NUMBER OF PASSENGER FLYING TO AND FROM EUROPE 5 2.4 REVENUE OF QANTAS AND EMIRATES 6 2.5 QANTAS VS EMIRATES 6 3. IMPACT ON THE MARKET BETWEEN AUSTRALIA AND EUROPE 8 3.1 IMPACT ON OTHER AIRLINES (INDIRECT ROUTING) 8 3.2 IMPACT ON OTHER AIRLINES (DIRECT ROUTING) 9 3.3 VIRGIN AUSTRALIA – ETIHAD AIRWAYS 9 4. CONCLUSION 10 5. References 11   1. INTRODUCTION On April 2013, it is a milestone for Qantas airways in its history that Qantas ended their

Most important trends in the airline industry 3 The position of Singapore Airlines and reasons for prior success 4 Current strategy according to Rust, Norman and Dickson 6 The major issues Singapore Airlines is facing 7 Is Singapore Airlines current strategy sustainable for the future? 7 SWOT analysis 8 Future strategy for Singapore Airlines 9 References 10 Introduction The purpose of this paper is to advice the management of Singapore Airline (SIA) which strategy they should

Topic: Impact of Severe Acute Respiratory Syndrome (SARS) on the economy of Singapore. TABLE OF CONTENTS 1. Introduction to SARS Page 3 2. Impact on Export and Local Consumption Page 4 3. Impact on Employment and Wages Page 8 4. Impact on Government Expenditure Page 10 5. Impact on the Gross Domestic Product (GDP) Page 11 6. Conclusion. Page 14 7. References Page 15 Introduction to SARS Severe Acute Respiratory Syndrome (SARS) first surfaced

1 Background of the Airline Industry In current times, air travel plays an important role as it is a means of transportation for people and products. Since the beginning of flight in 1903, air travel has revolutionised the world. The airline industry is not only a means of transportation, but also a very successful business. (Harris, 2012) 1.2 Overview of Virgin Atlantic Virgin Atlantic Airways was founded in 1984 by Richard Branson's Virgin Group with its first flight taking place on June 22, 1984

1.Executive Summary Airline is a complex industry. It involves major capital requirements for aircraft, monitor by government regulations, restrictions and state policy, competitive reaction from other tourist transport and requiring high level of expertise to operate and manage. Airline facing increasing globalization, rising fuel prices, heavy repair & maintenance cost, raising labor costs, increasing competition and requirements for higher service levels and greater flexibility. The acceptance

Summary The Malaysia Airline System (MAS) reported a loss of over RM1.3 billion for the Financial Year 2005. It was unacceptable to many parties such as the stakeholders and the government especially the announcement was made at the same time as some of MAS regional competitors reported strong profits in the same year. The airlines was expected to cut up to 5,000 jobs and spend a maximum of 850 million ringgit (US$236 million; euro198 million) in compensation packages as part its plan