Singapore Airlines:

Introduction

Singapore Airlines Limited (SIA) is the national airline of Singapore. Singapore Airlines has evolved into
one of the most respected travel brands around the world. They have one of the world's youngest fleet in
the air, a network spanning five continents. SIA operates a hub at Singapore Changi Airport. SIA has
diversified into airline-related businesses such as aircraft handling & ground handling, aircraft leasing,
aviation engineering, air catering, and tour operations. The Singapore Airlines Group comprised 25
subsidiary companies, 32 associated companies, and two joint ventures. SIA has grown from a regional
airline into one of the world’s leading carriers and is the first operational customers of the “super
jumbo” Airbus A380.

Its wholly-owned subsidiary, Silk Air, manages regional flights to secondary cities with smaller capacity
requirements. Subsidiary Singapore Airlines Cargo operates SIA's dedicated freighter fleet, and manages
the cargo-hold capacity in SIA's passenger aircraft.

Singapore Airlines Limited is the world's largest carrier by market capitalization. It ranks amongst the top
15 carriers worldwide in terms of revenue per passenger kilometers and ranked 6th in the world for
international passengers carried. SIA was ranked 17th in Fortune's World’s Most Admired Companies
rankings in 2007 and has built up a strong brand name as a trendsetter in the aviation industry,
particularly in terms of innovation, safety and service excellence, coupled with consistent profitability
despite rising and volatile fuel prices, stress in global financial markets, heightened security issues, and
increased market competition. SIA have a young and well trained staff focused on service
excellence and a top ranked hub in Singapore to serve their extensive global network. The airline
has built a sustainable competitive advantage using strategies that differentiated it from other
airlines based on superior customer service, both in-flight and on the ground. It has won numerous
awards.

Airline Marketing, Auditing and Planning

Airlines are part of the transportation business. An airline sells seats to transport people from one place to
another. Airlines not only compete with other modes of transport to attract passengers but also with other
airlines. To be competitive airlines offer various services to the traveler to ensure the traveler choices
their airlines as the mode of transport. Airlines don’t market a product but services. These services are
intangible i.e. the experience of travelling with the airline. This is the convenience that the passenger
experiences while buying tickets, making bookings or reservations, check-in, the ground handling,
luggage handling, and the flying experience which includes the seats, the in-flight entertainment and the
dining.

Marketing audit is a fundamental part of the marketing planning process. It is conducted at the
beginning of the planning process as well as during the implementation of the plan, to review the
plan itself. Marketing auditing is a process that constantly scans the macro environment and
micro environment to develop an accurate and objective view of the factors and issues that affect
organizations like SIA and the trends and opportunities that may exist for such organizations.

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 The marketing planning process is a series of activities that involves setting objectives and
formulating strategies for achieving them. Marketing planning aims to ensure that in carrying out the
matching process, that the organization’s resources are used in the most efficient manner. SIA needs
to undertake marketing planning for a number of reasons:
 Increased competitiveness in the airline industry and the complexity of markets.
 Increased speed of technological changes and the need to anticipate changes in customer wants and
needs, and the way in which the organization provides for them.
 The need to identify sources of competitive advantage and customer value creation and
 To develop cohesion with non marketing function ensuring the plans are integrated and consistent
across other (non-marketing) elements of the organization.

Marketing places special emphasis on the process of planning, based on researching and understanding
the critical marketing environments and working to achieve organizational objectives. The link between
these is that in business planning which tries to predict, understand and forecast market demand,
customer behavior and competitor actions, requires the development of a clear strategy.
Marketing audits allow an understanding of the organization’s position of “where it is now?” The
corporate strategy considers the current and future position of the organization and identifying a
plausible future for the organization. During strategic “thinking”, as much information about the
organization and its environment that affects it is gathered from marketing auditing and it
clarifies the question “where do we need or want to be in the future?” Marketing planning are the
methods or processes that aims to document the strategic thinking into a road map (plan) for the
future. It clarifies the question “how can we get there?”

The marketing activities of auditing and planning are required to develop strategies for the
organization. In strategy development, marketing exercises aim to clearly identify the issues that
are critical to the organization’s position (role, function and purpose), and “define the path to an
end” so as to achieve the organization’s purpose. The corporate strategic plans are focused on the
whole organization and act as a guide for marketing plans, HR plans, technological plans,
productions plans, financial budgets etc. The corporate strategic plan is the master plan that
provides the guidance about the organization’s future direction and objectives. The link between
auditing, planning and corporate strategy is that by auditing, SIA can identify particular
consumer wants and needs. Planning then involves devising strategies that meet or satisfy those
needs with the organization’s strengths and resources. SIA needs significant positive
differentiation in the key success factors of the business if it is to sustain its competitive
advantage.

The Marketing Planning Process

As per McDonald (1999:37 the steps involved in the marketing planning process are:

1. Understanding corporate mission and objectives: SIA’s mission statement is “SIA is a

global company dedicated to providing air transportation services of the highest quality
and maximizing returns for the benefit of its shareholders and employees”.

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2. Conducting a marketing audit as part of SIA’s overall management audit which
includes Marketing Audit, Distribution Audit, Production Audit, Financial Audit and HR
Audit. While conducting a marketing audit of SIA, analysis of the following is required
to be done i.e. analyze the products, prices, promotion delivery, business and economic
environments, completion etc. SIA shall have to conduct a marketing audit of SIA’s
macro and micro-environments and strategic business units (SBU’s) using the various
marketing business tools.
3. Developing marketing objectives (statements of what the marketing plan intends to
achieve in the future and the offers that they will make to those markets).
4. Developing marketing strategies (statements of how the SIA will accomplish the
marketing objectives) that assist the organization develop competitive advantage;
5. Preparing a marketing plan that documents the outcomes of the previous steps in the
marketing planning process.
6. Integrating the plan with other elements of the corporate plans by ensuring that they are
consistent across the organization.
7. Measure, review and amend operating plans. This is conducted continuously
throughout the planning cycle.

Marketing Auditing

SIA’s Marketing Environment – Macro environment

SIA’s macro environment is the wider context in which the market/ airline industry exists.
Because SIA operates in an international market, their operations involve more complexity and
more risk. PESTEL Analysis is done as a method of environmental scanning and it provides a
general awareness of the macro-environmental forces, the understanding of which allows SIA to
predict change, better plan, better decision making and to decide where to invest, reallocate or
diversify its resources. The macro-environment is where SIA has the least influence and control
over, but the dynamics arising from the macro environment can have significant influences on
both SIA and the micro-environment. Current global financial meltdown, Rising fuel costs and
the deregulation of the airline industry introducing new entrants in the growing budget airline
market are two examples of major trends having a major impact on existing players in the
market.

PESTEL ANALYSIS OF MACRO ENVIRONMENT:

Environment Reasons for their importance

Political more volatile when operations penetrates international markets determines
competitiveness depending on regulations put in place . E.g. deregulation of
airline industry has enabled other airlines to enter the market with lower
barriers to entry as in the case of Low-Cost Airlines – opportunity or threat?.
The politics has become more stable among countries around the world. This gives

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 Airline industry a chance to enter into a new market and secures Airline business.
However, this will increase considerably the competition that the monopoly will lose
the benefit, for example, Singapore Airlines (SIA) can no longer be a sole airline in
Singapore. Bilateral agreement is one of the obstacles in the way of truly pan-Asia
budget carriers. Landing charges at so-called "gateway airports" and navigation
charges are often prohibitively expensive, and in key destinations like Bangkok,
Beijing, Hong Kong and Singapore there are no cheaper, secondary airports. The
budget airline industry in south-east Asia has been underdeveloped because the
aviation market is tightly regulated by bilateral air rights agreements.
Threat of terrorism, people is afraid to fly after the September 11 terrorist attacks
incident. The most significant political event however has been September 11. The
events occurring on September had special significance for the airline industry since
airplanes were involved. The immediate results were a huge drop in air traffic due to
safety & security concerns of the people.
o International airlines are greatly affected by trade relations that their country has
with others. Unless governments of the two countries trade with each other, there
could be restrictions of flying into particular area leading to a loss of

Economic In the recent years, there has been an economic fluctuation and increased oil price
around the world. The airlines have faced the difficulty to predict the demand and
cost. This pressures Airlines industry to become more intense. Economic “health”
of countries determines viability of business operations importance of exchange
rates, tariffs, tax legislation E.g. rising fuel costs are impacting airline
operations profitability but strong demand from consumers for lower cost
alternatives to transportation combined with a favorable movement in the US
dollar has partially mitigated this increase in fuel costs21.
Socio-Cultural considers people’s beliefs, values, attitudes, opinions and lifestyles
higher propensity to spend based on higher wage rates and increased consumer
power .SIA’s global presence requires sensitivity to customer socio-cultural
norms and values. The customers have become more sophisticated and demanded
high value from airlines as they have many airline choices. This forces airlines to be
aware of providing the best service at reasonable price. Additionally, there is an
increasing trend of traveling and doing business abroad. This is a good sign for airline
industry.

Technological Technology, in recent years, has significantly improved and been continuously
launched to the market. Airlines have to carefully choose the technology in order to
create competitive advantage. Rapid adoption of relevant technology enables
improved services to customers – opportunity? E.g. SIA was quick to trial and
adopt the latest in-flight entertainment systems for its consumers. IT &
telecomm technology have improved efficiency and business operations –
opportunity? Growth in e-business strategies – opportunity? Information
Systems have led to more efficient targeting of segments within market and
customized marketing offers – opportunity?
Environment - Environmental issues have become more significant as people concern more about
Nature pollution and global warming. The airlines that can put environmental friendly

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 campaign tend to gain competitive advantage in the future. Airline industry often
under pressure to seek ways of decreasing contribution to global warming and
noise pollution E.g. the new A380 is a cleaner and greener aircraft compared to
the Boeing 747 on a per-seat basis13.
Legal As governments around the world rely more on the free trade, they often reduce the
trade barriers. This gives airlines a good opportunity to enter into a new market.
Moreover, new airlines are easily allowable. This makes existing airlines in particular
markets face intense competition. Fair trading/ consumer law/ natural
environmental outlook etc. SIA needs to keep abreast of changes in the law to
ensure their marketing strategies comply
growing emphasis on passenger safety and carrier reliability

Marketing Planning

The business tools used below are used to assist SIA undertake formal marketing auditing and
planning by analysing the markets and their performance and assisting in setting strategic
directions for the future.

SWOT Analysis

This tool, (results summarized below), is used as a guide for auditing an organization and its
environment. It is the first stage of planning that assists marketers focus on key issues and for
developing strategic summaries.

This analysis highlighted that there are opportunities in growth areas such as low-cost airlines,
technological, natural environmental and revenue opportunities to be gained from new aircraft
fleets. SIA may want to address a particular issue further by conducting marketing research to
collect and analyze formalized data for their formal marketing auditing.

  Positive Negative

STRENGTHS WEAKNESSES

Aircraft Fleet – SIA has adopted aircraft with larger SIA is a large organisation concurrently operating independent
passenger capacity & more fuel efficient technology Business Units such as Engineering, Cargo and Airport Terminal
Services. This could leave it weak in these areas if not managed
and controlled effectively.
In-flight Services – SIA continues to be a leading
innovator in in-flight services by adopting technological
Internal improvements

Ground Services – SIA’s subsidiaries enable it to have

more direct access to relevant ground services and
potentially achieve greater operational efficiencies.

Communication – SIA maintains effective

communication across all levels

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 OPPORTUNITIES THREATS

Destinations – SIA continues to seek opportunities in
expanding services to more cities (new markets).
There are always opportunities to adopt new technology
and implement them to improve customer experience.
External
Develop marketing strategies in growth areas to attract
new customers. Increased market share in the Middle
East, China and India offer untapped opportunities for
SIA.
Rising and volatile fuel costs impact on operational costs.
New Entrants – Growth of the discount market (Low-Cost
Airlines)
Economic stability in other countries impact on SIA’s profitability.
Review routes that offer little to no growth and withdraw services
where justified.
International Politics are complex in global markets.

Invest and trial the growing Low-Cost Airline market.

Table 1 - Shows analysis the organisation’s Strengths, Weaknesses, Opportunities, and Threats
(SWOT).

BCG (Boston Consulting Group) Matrix

This tool, (results summarised below), is used to determine what priorities should be given in the
product portfolio of a business unit. It plots the organisation’s business unit against ) the rate of
market growth in its market and) its relative market share (with competitors). In SIA’s case, this
tool can be used to help prioritise strategic decisions about allocating resources to a portfolio of
business units such as its portfolio of airlines, and its Cargo and Terminal Services strategic
business units (SBU). To date, the biggest contributor to the organisation’s profit is the airlines,
followed by its Terminal Services, Cargo and then Engineering. However, this tool should be
used with caution because its isolated utility oversimplifies the scenario it illustrates.

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 Table 2 - The BCG Matrix helps illustrate which business units are worth allocating resources
towards (Stars), and which to divest from (Dogs).

GE (General Electric) Matrix

This tool, (results summarised below), is another business tool designed to assist SIA prioritise
strategic decisions about allocating resources to business portfolios, brands or experiences, and
discover opportunities from which to create strategies. The two criteria they are assessed against
are 1) the level of attractiveness of an industry or market, and 2) the organisation’s strength or
competitive advantage in the particular industry or market.

The GE matrix illustrates which businesses require ongoing protection (core strengths) and/or
future investment. The matrix offers a slightly better approach than the BCG Matrix due to this
tool’s extra dimensions, but its scoring and weighting is still subjective. It should be used for
analysing broad strategies but it does not indicate how best to implement them.

Business Strength

Strong Average Weak

Industry
Attractiveness High Protect Position Invest to build Build selectively
 
In-flight services Expand destinations outside its Budget Airline services
Cuisine Singapore base (Tiger Airways)
In-flight entertainment system and
communication
Aircraft Fleet (A380 & others)

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 Ground services
Kris Lounges

Branding Image (SIA Girl)

Build selectively Selectively manage for Limited expansion or

earnings harvest
Frequent Flyer Program
E.g. Kris Flyer & Virgin Atlantic Airways Singapore Engineering
PPS Club Company
Medium Star Alliance
Profitable Destinations Singapore Airport Terminal
Services
Code-share Agreements
Singapore Aero Engine
Services

Protect and refocus Manage for earnings Divest

Low
Singapore Flying College

Table 3 - The General Electric (GE) Matrix illustrates which portfolio of businesses, brands, or
experiences in SIA could be considered for further investment (Green matrix) or vice versa
(Orange matrix) due to its market attractiveness and competitive position.

The Ansoff Matrix

This tool developed by Ansoff allows SIA to scope out its strategic business options. The results
are summarized below.

Low-cost airlines, aircraft fleet investment, and destination expansion are areas that SIA could
further investigate and develop strategies for to expand market share.

Product Market

Present New

Market Penetration Product Development

Promoting its Low Cost Airline (Tiger Airways) - Promoting the superjumbo A380 as a better
increase sales and penetrating the new budget market alternative/experience in the hope to gain more market
Present
further share
Market
Continue promoting in growth markets China, India and  
Middle East

Market Development Diversification

New
Promoting SIA's destinations (routes) to new markets. Consider extending their reputation for service by
E.g Kangaroo Route & Transatlantic Routes affiliating their brand with hotels/accommodation

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Table 4 - Ansoff’s matrix offers strategic choices to achieve the objectives.

Marketing Research and Intelligence

Marketing intelligence is generated from systematic processes in marketing research. It includes

the primary and secondary data gathered from industry analysis, customer analysis, and general
market condition.

By using this knowledge about its environment and customers SIA is able to forecast movements
in market share and customer preferences and thus be in a better position of understanding
consumption patterns and market trends; adapt to the changing needs and wants of its target
markets; establish an opportunity to innovate and develop competitive advantages; improve
segmentation, targeting, positioning and strategy planning.

An example is SIA’s response to low-cost airlines (which account for an increasing portion of
domestic and regional markets). SIA bought a stake in the budget airline market through Tiger
Airways. Based on movements in market share, this enabled SIA to follow a particular
positioning strategy as a means to developing a revenue premium over the low-cost airlines
because of recognition that:

1. Only a small portion of this can come from product advantages (First/Business Class, Lounge
Access, Frequent Flyer Programs, etc.).

2. As low-cost airlines expand their point-to-point services, that demand is removed from the
traffic pool and weakens it for Network carrier.

3. The existing Hub carriers are competing for a static or shrinking traffic pool.

Marketing intelligence can also assist SIA on the issue of rising and volatile fuel costs. Strategies
that airlines like SIA employ are to respond with fuel surcharges, improve their managed
outlooks with hedging, seek opportunities of reduced operational costs (to improve profit),
withdraw services in some sectors, such as SIA’s phasing out 747’s by 2011 as A380’s
increasingly become part of the fleet.

There is also a growing market in China, India, and the Middle East. The transatlantic market is
also an opportunity that SIA still has to establish a firm market in and its strategy here has not
proven to be as successful according to a report from Reuters14. With added marketing research
and marketing intelligence on its competitors and environment, SIA could review its strategy in
this market and seek ways to either improve its performance or consider divesting from this
market.

SIA also introduces innovations and tracks competitor progress closely. Even outside the
aviation industry, they seek to make improvements from innovations in hotels, banks,
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restaurants, retail outlets, and other service industries, seeing what can be adopted or adapted in
the airline industry. Marketing research itself has a central role in understanding buyer behavior
(covered later in this paper).

Market Segmentation

Market segmentation is the grouping of customers and characterizing them in a relevant manner
to ensure that the product or service is aimed at the right consumer (or customer). The objective
is to help determine marketing strategies and realistic marketing objectives by understanding
customer trends and buyer behaviors. Once the market has been segmented, SIA can pursue all
or a number of segments with a different offer for each through differentiated/niche marketing
that creates and maintains value for the targeted segments.

Examples where SIA uses these types of segmentation are provided for each of the general bases
for segmentation summarized below.

Segmentation combined with the GE Matrix can also provide some useful insights for targeting
segments and finding gaps or attractive segments that could be matched against SIA’s business
strengths. After the organization has identified and selected its target market, the next stage for
SIA is to decide how it wants to position itself within that chosen segment.

Bases for segmentation with Singapore Airlines:

• Geographic – SIA’s customers are located globally with varying wants and needs or behaviors
and the organization attempts to exploit this by providing airline services to major cities/ routes
evidenced by SIA flying to 65 destinations in 35 countries on five continents16. SIA’s strong
presence in the Southeast Asian region, with its subsidiary Silk Air, connects Singapore to many
international destinations in the region. The airline has also established and captured major
markets in its Kangaroo Route, flying international traffic into and out of Australia13 and since
2005, frequent flights between Bangkok and Tokyo16. SIA can segment geographically in an
attempt to gain extended market share on transpacific routes from Australia to the United States,
as evidenced by its proposed hub in North America through Vancouver.

•Demographics – segmenting on the basis of customer factual characteristics such as age,

gender, income etc. SIA could build on from this by looking at them in terms of the other major
segmentation variables using multiple approaches to achieve a more complete consumer profile.

•Psychographic – attempts to capture what is driving the customer’s behaviour, such as values,
personalities, attitudes and lifestyle aspirations of each segment. For example, SIA provides
variations of cabin classes (First, Business and Executive Economy) to meet the product needs
and wants of people. SIA employs tiered membership to provide status preferences to
consumers. In addition, the Low-Cost Airlines have attracted a market that have a simple need to

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reach their destination without the “extras”. SIA have positioned to be part of this target market
with their stake in the carrier, Tiger Airways.

•Behavioral – is segmenting the market based on observable issues on consumer behaviour

when consuming the products. Characteristics include frequency of consumption, buyer
readiness and commitment. The corporate market tends to be a frequent flyer that could gain
benefits from SIA’s Frequent Flyer program (KrisFlyer and PPS Club), in return for consumer
loyalty to the airline.

Buyer Behaviour

With the level of competitiveness in the airline industry, an understanding of buyer behaviour
makes marketing strategy development and value creation easier.

Consumer behavior is however complex and dynamic because different products are bought
differently and as a result of different thinking. Factors that influence it include a mix of social,
cultural, personal, lifestyle, psychological, environmental, education, occupation, motivation and
beliefs and attitudes to name a few17. SIA’s understanding of this could enable them to develop
more successful marketing mix strategies.

Henry Asael in Kotler18 (2003:201) summarised the four different buyer behaviours that require
different responses from marketers:

1. Complex buyer behaviour – requires marketer to provide more information and

reassurance to a customer. This is probably more prevalent in B2B transactions with SIA.

2. Dissonance-reducing buyer behaviour – requires marketer not to provide any reason not
to buy the product and maintain consumer satisfaction. SIA maintains this through their
consistent delivery of quality service in all cabin classes leaving consumers with high
satisfaction levels. The frequent flyer program and lounge services further add value to their
level of satisfaction.

3. Variety-seeking buyer behaviour – requires marketers to provide a lot of options within

their range so it reduces the likelihood of the customer switching to another provider. For
example, SIA provides a variety of options in cabin classes, catering, in-flight entertainment,
flight destinations and even for budget-conscious customers, an option with their Low-Cost
Airline, Tiger Airways. These days, access to service providers via the internet enables buying
decisions that involve low risk to be compared more directly with competitors.

4. Habitual buying behaviour – requires the marketer to encourage as many people as

possible to trial their products so as to be included in their habitual choice sets. SIA along with
SilkAir has established a strong presence in the Asian market, managing regional flights to
secondary cities with smaller capacity requirements. The corporate sector, as part of their
business needs, is perhaps the most consistent and habitual with flight bookings9.

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Upon a customer experiencing services from SIA, it is equally important to understand how the
customer is satisfied by the service and/or product offered. This provides invaluable insight on
how the service and/or product provided value for the customer as well as how they chose it.
Market research can be of assistance here.

Market Positioning

After segmenting a market and then targeting a consumer (based on an understanding of their
buying behaviour), SIA can now position a product/service within that market. Market
positioning is about how SIA wants consumers to perceive their products and services in relation
to their competitors19.

An understanding of market positioning enables SIA to create positioning strategies that result in
an offer being seen by consumers as attractive, filling a gap in the market, and providing the
organisation with some competitive advantage20.

SIA’s options are to:

1. Pursue the segment with an offer based on a current product, or

2. Develop a new product offer that meets the needs of the segment.

SIA’s positioning strategy uses Singapore Girl as a central ingredient in marketing its image.
Singapore Girl broke that branding image of traditional marketing communications focusing on
cabin design, food, comfort and pricing. Personified through the girls, customers got a
sensory/emotional experience of air travel with SIA’s commitment to service and quality
excellence23. The more senses the brand appeals to, the stronger the message will be perceived.

At the other spectrum of the market, Tiger Airways’ positioning is also very clear – it is a pure
low-cost carrier. It pursued a segment with a low-cost offer and positioned itself close to existing
competitors like JetStar, and Virgin Blue, so consumers can make a direct comparison when they
purchase. It is operating successfully within Australia9, doing well in market penetration and
turnover against its competitors.

Conclusion – A Great Way to Fly

SIA is a proven company that delivers great service reflecting their frequent international awards
for innovation, flight experience and quality service. Many companies aspire to the status that
SIA has earned itself, but SIA earned this through their commitment towards their mission
statement of delivering quality world class service to their customers as their prime objective.
Like the glory days of aviation when flying was an exclusive experience, SIA have continued to
deliver to their customers the sense that flying is glamorous and is matched with quality
customer service. Although their company slogan “A great way to fly” instils this, SIA must

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continue to seek ways of improvement in order to maintain their track record whilst retaining the
loyalty of their customers and attracting new ones.

REFERENCES

1. Singapore Airlines Website (2008), The SIA Story.

http://www.singaporeair.com/saa/en_UK/content/company_info/siastory/index.jsp (accessed 28
Aug 08)

2. Quester,P.G, McGuiggan, R.L, McCarthy, E.J. and Perrealt, W.D. (2001) Basic
Marketing, p.637, 3rd edn, McGraw-Hill, Australia.

3. StudyGuide (2008), Conducting an Environmental Analysis or Marketing Audit,

Marketing Strategy and Planning from Topic 2.17 of Unit 401 Marketing.

4. StudyGuide (2008). The Marketing Planning Process, Marketing Strategy and Planning
from Topic 2.3 of Unit 401 Marketing.

5. StudyGuide (2008), Developing Corporate Strategies, Marketing Strategy and Planning

from Topic 2.7 of Unit 401 Marketing.

6. StudyGuide (2008). The Corporate Strategy Development Process, Marketing Strategy

and Planning from Topic 2.8 of Unit 401 Marketing.

7. StudyGuide (2008), International Markets, The Marketing Environment from Topic 3.27
of Unit 401 Marketing.

8. Value Based Management.net. The BCG Matrix Product Portfolio Method,

http://www.valuebasedmanagement.net/methods_bcgmatrix.html (accessed 18 Sep 08).

9. Singapore Airlines Website (2008). Analyst Briefing for Year ended 31 March 2008 –
Transcript.
http://www.singaporeair.com/saa/en_UK/content/company_info/investor/analysts.jsp?v=-
709984253& (accessed 18 Sep 08)

10. StudyGuide (2008), GE (General Electric) Matrix, Marketing and Strategy Planning from
Topic 2.13 of Unit 401 Marketing.

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