MARKETING MANAGEMENT

NAME: Mae G. Lagliva

PROGRAM: MBA-SEM

1. What are marketing dimensions that Singapore Airlines does well? How about dimensions they are
not good at?

• Does well
▪ Product/Service
✓ Singapore Airlines has never posted a loss on an annual basis, has achieved substantial
and superior returns compared to the industry average, and has received hundreds of
industry awards for its service.
✓ Singapore Airlines is positioned as a premium carrier with high levels of innovation
and excellent levels of service, and has made a strategic choice of giving priority to
profitability over size.

▪ Place
✓ Singapore’s Changi Airport is regularly voted as among the best airports in the world.
Tis excellent airport management and infrastructure entices passengers who are
traveling on to Australia, New Zealand, or other countries in the region, to pass through
Changi and to choose SIA as their carrier. Changi Airport is also one of the most cost-
efficient major airports, with lower landing charges compared to Hong Kong or Narita
airports, for example.
✓ Since Singapore Airlines is based in Singapore, it has access to entire Asia and
Australia.

▪ People:
✓ Singapore Airlines is a leading airline service brand and hence has a strong focus on
the people.
✓ There are various career opportunities and different level of staffs who collectively help
in smooth functioning of the company and provide the best customer service.)
 ▪ Process:
✓ They offer world-class kind of service. They also have various in-flight entertainment
systems like movies, televisions, music, games etc. Singapore Airlines provide various
types of dining and wine facilities to the travelers.

▪ Physical Evidence:
✓ The luxury classes have wide comfortable seats which adds to the customer experience.
The Singapore Airlines girls in their traditional attire add beauty and bring out the
authentic Singapore culture in flight.)

• Not good at
▪ Price
✓ Competitors, such as Emirates and Qatar, have added aggressive capacity and price
tickets at levels generally lower than Singapore Airlines.
✓ Fuel prices continue to fluctuate and are almost impossible to predict. With 41% of
Singapore Airlines’ cost being attributed to fuel, performance can be significantly
affected by this uncontrollable factor.

• Promotion
✓ Many customers perceive SIA an expensive or luxury airline, and therefore, they do not
even think of using it.

2. What external trends should Singapore Airlines look out for?

For leadership teams at airlines, like the Singapore Airlines, the challenge isn’t merely to respond to
the industry’s current operating environment—it’s to anticipate what’s coming and position the
company to win in the future. Some external trends Singapore Airlines should look out are:

a. Expanding of operations.
b. Incorporating strategies that might not look good together, but totally works together.
c. Investing on human and customer relations.
d. Making use of latest technology if necessary.
e. Maximizing available resources or elements.
f. Adapting long term strategies that allows insiders and outsiders feel secured and be confident.
3. With respect to previous answers, what can Singapore Airlines do? (use and perform SWOT Matching Matrix)
Opportunities
1. More international destinations to
leverage on its high value brand
image
2. Singapore Airlines can tieup with
other airlines to increase its
business and reach
3. Brand New Fleet to improve
customer confidence
Threats
1. There is no doubt that aviation
industry is very competitive
around the world. Singapore
Airlines faces threats from both
direct and indirect competitors.
2. Rising Fuel Costs can affect
margin of Singapore Airlines
Strengths
1. Singapore Airlines is a world-renowned airline.
2. SIA is the largest Asian airline in Europe.
3. SIA has earned numerous awards and accolades
over the years.
4. It has some of the most advanced, modern, and
fuel-efficient fleets in the world.
S-O Strategies
a. As Singapore Airlines is a world-renowned, one
of the largest airlines and has garnered awards,
if given the chance to take the opportunity of
adding more international destinations, it can
achieve its goal. (S1, S2, S3, O1)
b. As it has some of the most advanced, modern,
and fuel-efficient fleets in the world, it would be
best to consider having brand new fleets in order
to meet customer’s confidence. (S4, O3)
S-T Strategies
a. SIA is widely known for its premium and
unmatched customer service and hospitality. In
fact, many airlines around the world use SIA as
the benchmark for their services. By continuing
giving the best, competition might not be felt
(S1, S2, T1)
b. With the rising fuel costs that can affect margin
of SIA, it has some of the most advanced,
modern, and fuel-efficient fleets in the world.
(S4, T2)
Weaknesses
1. Many customers perceive SIA an expensive or
luxury airline, many are hesitant to avail it.
2. Over reliance on international traffic is a
weakness of Singapore Airlines.
W-O Strategies
a. Singapore Airlines can tie up with other airlines
to increase its business and reach in terms of
price of the services available, in order to, if not
eliminate, lessen those who are hesitant to avail
its services due to this matter. (W1, O2)
b. In order to avoid SIA facing an existential
question when the demand for the airline
decreases significantly in the international
markets for any macro-environmental changes,
maintaining its high value brand image would
offset its possibility. (W2, O1)
W-T Strategies
a. By doing cost effective measures, rising costs
inherent in operating a plane will be offset and
will still yield a positive income. (W1, T2)
b. By putting up a reasonable reliance on the
international traffics, though the competition is
tough, SIA could manage to survive. (W2, T1)
4. For the next 3-5 years, what should Singapore Airlines do to ensure it remains as an industry
leader in an ever changing and intensely competitive industry? What marketing strategies
should be done by the company to sustain its competitive advantage and superior performance?

The strategic planning process helps SIA anticipate and deal with industry trends and competitor
actions, as well as to develop scenarios and contingency plans for unexpected events. Planning at the
different levels is integrated, which enables the seamless operationalization of strategic vision. As is
the case with most industry leaders, the SIA management takes strategic planning seriously, spending
significant time and energy on it.

As mentioned earlier, to anticipate what’s coming and position the company to win in the future, some
trends Singapore Airlines should look out are expanding of operations, incorporating strategies that
might not look good together, but totally works together, investing on human and customer relations,
making use of latest technology if necessary, maximizing available resources or elements, and adapting
long term strategies that allows insiders and outsiders feel secured and be confident. The company
should be able to do these things so that

Among mentioned trends, what really stands out is , incorporating strategies that might not look good
together, but totally works together such as being cost effective while serving excellently, simultaneous
decentralize and centralize innovation and standardization and at the same time personalization of
customer interactions. The ability to master and balance apparently contradictory competencies and
positions is becoming increasingly necessary, because of the simultaneous quality and cost pressures
in most industries and the advancement of technology that challenge or reshape existing business
models. It will be feasible by maximizing the basic building pieces at the disposal of every
organization. Organizational culture, strategic HRM, strategic technology investments that can support
dual methodologies, optimal organization design that leads not only to efficiency but also to flexibility
and acquiring knowledge, skillful use of being market dominance, and sound strategic options of
where to commit scarce capital and where to focus innovation resources are among these. Because
such self-reinforcing complicated systems are difficult to mimic, they can provide a long-term
competitive edge. Singapore Airlines' long-term competitive advantage comes from its capacity to
balance opposing sides and this ability is becoming increasingly important to organizational success
as competition heats up.