Learning Journal Weekly Research Journal Meeting Records

Week 1 Overview & Introduction

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Our group decided to analyze Singapore Airlines Limited. One of the aspects of Singapore Airlines that we found interesting and that first attracted members of our team was their green initiative. The airlines industry is highly competitive and green, sustainable operations are usually not the least expensive alternatives for a thriving airline. Singapore Airlines is an early adopter of fuel-efficient technology. They were the first airline to fly the Airbus 380 and have placed orders for the latest planes of the fuel-efficient generation: Boeing 787 and Airbus A350. The passenger fleet maintained by Singapore Airlines is young, with an average age of 6 years and 4 months (as of September 1, 2011). The passenger fleet numbers in excess of 175 aircraft in 2009. Singapore Airlines operates in East Asia, Europe, the Americas, West Asia, Africa, and the South West Pacific. More than 18,300 passengers were transported to 66 destinations around the world.

In addition to the airline operations, Singapore Airlines is in the business of airport terminal services & food operations, and engineering services. The airline is engaged in global air transportation of passengers, cargo, and mail. The company has a number of subsidiaries, three major subsidiaries include SIA Engineering Company Limited, Singapore Airlines Cargo Pte Limited, and SilkAir Private Limited.

Singapore Airlines in the News

Source: Singapore Airlines Press Release http://www.singaporeair.com/jsp/cms/en_UK/press_release_news/ne110906.jsp

06 September 2011 – Singapore Airlines has taken another step towards greener skies by joining the Sustainable Aviation Fuel Users Group (SAFUG).

Established in 2008, SAFUG is a working group that aims to accelerate the development and commercialisation of lower-carbon renewable aviation fuels, derived from environmentally and socially sustainable sources.

“We are pleased to be the newest member of SAFUG. This is in line with our longstanding commitment to reduce greenhouse gas emissions while improving the efficiency of our operations,” said Mr. Ng Chin Hwee, Singapore Airlines’ Executive Vice-President Human Resources and Operations.

“It will take time to research and develop alternative fuels that meet the stringent safety requirements of civil aviation and at the same time are commercially viable. But through SAFUG, which brings together both airlines and aircraft manufacturers, we hope to be one step closer.”

Source: Analysis: Budget ride crest of Southeast Asia boom

By Ploy Ten Kate and Harry Suhartono

BANGKOK/SINGAPORE (Reuters) – Five years after Southeast Asia’s biggest airport by passenger capacity opened in Bangkok, hailed as the dawn of a new breed of Asian mega-airports, the sleek, wave-shaped passenger terminal is already running at over-capacity.

The overflow of passengers at one of the world’s largest air hubs illustrates an aviation boom that is accelerating in Southeast Asia, even as airlines in Europe and the United States cut capacity and fleets to salvage profits.

From Bangkok to Kuala Lumpur to Singapore, airlines in the region of 550 million people are expanding fleets and adding capacity even as the International Air Transport Association (IATA), a trade body, warns a weak global economy could shrink industry profits by 29% in 2012 to $4.9 billion (3.1 billion pounds).

Rapid economic growth, rising affluence, liberalisation and notoriously poor rail, land and sea transportation are reshaping an industry that only a decade ago was hamstrung by heavy handed regulation and government involvement in much of Southeast Asia.

The International Monetary Fund has forecast ASEAN’s five biggest economies to grow a combined 5.6% in 2012, well compared with 1.8% in the United States and 1.1% in Europe.

However, there are some wild cards for Asia’s airline sector. Regional airlines should be cautious about expanding too aggressively given trouble in the world economy, said Shukor Yusof, a Standard & Poor’s analyst in Singapore, citing how the last downturn forced Japanese flag carrier Japan Airlines to file bankruptcy in January 2010.

Partly driving regional expansion are plans by ASEAN to establish a single aviation market with no traffic restrictions by 2015. This will allow unlimited flights between ASEAN capital cities, prompting more flights and raising the prospect of more cross-border joint ventures.

Full-service carriers are also investing heavily and expanding into low-cost areas. Singapore Airlines, for instance, plans a no-frills, low-fare carrier that will likely have four planes in service next year as it targets traffic in Australia, China and Europe.

Amranand said airlines had no choice but to spend further on planes as they need newer, more fuel-efficient aircraft to upgrade fleets, keep pace with rivals and to keep costs under control in the face of high oil prices.

Week 2 Marketing Management Process. Goals and Objectives

Nominated tutorial questions and answers:

1. Research and Situation Analysis

2. Product / Market Gap

3. Develop goals and objectives

4. Identify target market / audience

5. SWOT analysis

6. Competitors analysis

7. Communication strategies

8. Media

9. Budget

10. Implementation and timeline

11. Control and evaluation

12. Recommendation

Week 3 Corperate and business Strategy

Glossary of terms

Export Credit Agency (ECA) This is an investment insurance agency that acts as an intermediary between exporting entities and national governments for the purpose of financing loans. The financing can be credit (as insurance covering loan amounts), credits in the form of financial support, or guarantees, which are pure cover of the loan. The governmental mandate determines the type of financing arrangements offered by the ECA.

EU — U.S. Open Aviation Area Agreement Deregulation of U.S. domestic commercial aviation created opportunity for the U.S. And the European Union (EU) to reduce air transportation between their countries and regions. Air traffic was liberalized and international transportation markets were opened over the Atlantic Ocean between the EU and the U.S. On April 30, 2007 with the signing of the agreement. The Agreement accomplished the following: Restrictions on air fares were removed; carriers were free to fly to any point in partner countries; air passengers could be transported between partner countries under the 5th Freedom rights; alliances between airlines would be permitted; and cooperative marketing arrangements could be made between airlines, including code-sharing and leasing.

Blue Ocean Strategy Blue Ocean Strategy (BOS) is the simultaneous pursuit of differentiation and low-cost to create new market space. Blue Ocean Strategy seeks to make the competition irrelevant by creating a leap in value for both the company and its buyers.

Blue Ocean Strategy aligns the following three propositions:

1. Value proposition: The utility buyers receive from the product or service minus the price they pay for it. Is there a compelling reason for the mass of target buyers (customers and noncustomers) to purchase the new offering? Is the offering priced to attract the mass of target buyers so that they have a compelling ability to pay for it?

2. Profit proposition: The price of the offering minus the cost of producing and distributing it. Lower cost is achieved by eliminating and reducing factors that the industry has either taken for granted (e.g., legacy factors the industry still competes on but add little value); or over delivered on.

3. People proposition: The readiness of employees to execute the new strategy with all of their energy, to the best of their abilities, and voluntarily.

Adoption hurdles can block the execution of a Blue Ocean Strategy. These forces may come from the company’s employees, business partners, or the general public. One must identify adoption hurdles, and address them up-front before attempting to execute a Blue Ocean Strategy. Beyond the alignment of these three propositions, six principles drive the successful formulation and implementation of Blue Ocean Strategy.

Retrieved http://www.blueoceanstrategy.com/abo/Blue_Ocean_Strategy_Glossary_Lookup.php?Term=blue-ocean-strategy-bos

Week 4 Understand Marketing Opportunities Market Analysis

Retrieved http://www.blueoceanstrategy.com/abo/Blue_Ocean_Strategy_Glossary_Lookup.php?Term=blue-ocean-strategy-bos

Virgin — Australia — and Singapore Airlines to change the balance of power with long-term alliance

Retreived http://www.centreforaviation.com/analysis/virgin-australia-and-singapore-airlines-to-change-the-balance-of-power-with-long-term-alliance-52879

Singapore Airlines (SIA) and Virgin Australia have announced plans to establish a long-term alliance that, if it meets regulatory and competition approvals, has the potential to transform competition in Australia-Asia markets and increase competition for Qantas in its core domestic and international premium travel markets. For Virgin, SIA completes the alliance puzzle that now stretches east to New Zealand and North America withAir New Zealand and Delta, respectively, west to the Middle East, North Africa and Europe with Etihad, and now north to Asia with SIA, as well as simultaneously feeding its domestic operation.

Should it be approved, the SIA deal would cap a very successful first 12 months for Virgin Australia group of airlines CEO John Borghetti, who has cut back loss-making routes, rebranded the airline and established a high-potential network of bilateral partnerships. The benefits of Virgin’s coverage of the compass should flow within the next 12 months.

Mr Borghetti calls the partnership with SIA “a huge step for us” and “a game changer” because “it really completes our alliance strategy we started 12 months ago.” He says the partnership is in particular key to achieving Virgin Australia’s goal of securing a 20% share of the Australian corporate market.

Under the agreement, the two airlines propose to:

Codeshare on each other’s international and domestic flights;

Offer reciprocal frequent flyer programme benefits and lounge access;

Coordinate schedules between Singapore and Australia and beyond to provide seamless connections; and Engage in joint sales, marketing and distribution activities.

SIA and Virgin Australia will start interlining in Aug-2011. Codesharing, frequent flyer links, schedule coordination and joint pricing will follow once approval for the partnership is secured, expected by the end of 2011. Both carriers do not expect any major problems in securing the required approvals.

Big changes in Southeast Asia

The agreement is the next step in a rapidly evolving Southeast Asian aviation environment, following the announcement of Jetstar’s long-haul expansion from Singapore; the Jetstar-AirAsia JV (which was announced over one year ago but could be given fresh impetus soon); Qantas’ possible full service carrier in Singapore; SIA’s announcement earlier this month to establish a at Changi and Malaysia Airlines’ announcement of plans yesterday to enter the oneworld alliance.

CAPA expects Qantas, who is sponsoring Malaysia Airlines’ accession, could look at developing a full blown partnership with the Kuala Lumpur-based airline in response to the Virgin-SIA deal. See related report: Malaysia Airlines poised to enter growth phase, but yield concerns persist. Where to with alliances?

A “critical” market: Australian domestic connections for SIA and Asian access for Virgin Australia

According to a joint statement from SIA and Virgin Australia: “The alliance will connect Singapore Airlines’ extensive international network with Virgin Australia’s wide range of Australian and Pacific destinations. Through the Singapore Airlines network, Virgin Australia customers will have access to some 70 more destinations, while through the Virgin Australia network Singapore Airlines customers will have access to some 30 more destinations. Members of Singapore Airlines’ KrisFlyer frequent flyer programme will be able to earn and redeem miles on Virgin Australia flights, while Virgin Australia’s Velocity members will be able to earn and redeem miles on Singapore Airlines-operated flights.”

At least for the time being, Virgin Australia’s beyond-Singapore destinations are to be limited to within Asia, thus avoiding stepping on the toes of Virgin Australia’s very successful partnership with Etihad, whose European routes add greatly to the Virgin Australia offering. One valuable addition will be in the enhanced opportunities for connections between Australia and India, where current service levels are not helping expand the market.

Mr Borghetti calls the potential overlap with Etihad “manageable.”

SIA and Virgin Australia will lodge an application for authorisation with the Australian Competition and Consumer Commission (ACCC) to enable them to cooperate across a broad range of commercial functions. (See alliance timetable section below).

Singapore Airlines CEO Goh Choon Phong said: “Singapore Airlines has been committed to the Australian market for more than 40 years and we are always looking for ways to serve our customers better…The partnership presents a significant opportunity for Singapore Airlines to drive growth in a manner consistent with our focus on service excellence, product innovation and network connectivity. It will enhance the attractiveness of Australia as a travel destination while also opening up new horizons for travellers from Australia.”

Mr Borghetti said: “Asia is clearly a critical market for us as we build our international alliance network. Singapore Airlines’ extensive network throughout Asia will be particularly attractive to our international business and leisure travellers and this partnership, along with our other alliances, will mean Virgin Australia can now offer truly global flight coverage. With the recent re-positioning of our brand and the launch of our product enhancements, including domestic business class, Virgin Australia and Singapore Airlines are ideally suited as airline partners.”

While SIA becomes Virgin Australia’s second Star partner after Air New Zealand, Mr. Borghetti says joining a global alliance is currently not under consideration. “It’s something we’ll think about in 2012 and beyond,” he says, adding Virgin Australia is now focussed only on implementing the new bilateral relationship with Singapore Airlines.

Changing the balance of power

SIA and Virgin aim to coordinate schedules between Singapore and Australia and beyond to provide seamless connections. SIA is making a push on the Australia-Singapore market later in 2011, according to schedules filed with Innovata, whereas Qantas is holding its capacity steady in the Northern Winter schedule. This will take SIA’s capacity share on Australia-Singapore segments from 50.5% now to around 52.4% in Nov-2011, while Qantas’ share will fall back from 26.5% to 25.6%. Emirates, the third largest carrier in the market, will see its share fall from 8.8% to 8.5%. The Virgin deal should support SIA’s load factors to Singapore.

For SIA, the codeshare opens up connections to 30 additional cities in Australia. SIA currently has a large online presence in Australia with services to Adelaide, Brisbane, Melbourne, Perth and Sydney. But it has no offline access to the rest of Australia, including important business destinations for Australia’s fast-growing mining industry. Mr. Goh says the tie-up will boost SIA’s corporate product in Australia and open up new options for SIA’s frequent flyer members in Australia.

In a later phase, SIA may also start to codeshare on Virgin Australia’s flights to the U.S. This would require special approval from Australian regulators as SIA currently does not have rights to codeshare on U.S.-Australia flights. But such approval shouldn’t be too difficult to secure – certainly not as difficult as getting approval to operate its own Australia-U.S. flights, which SIA previously made repeated attempts to receive.

For Virgin Australia, the deal opens up Asia. Mr. Borghetti in particular singled out India as being key. SIA and SilkAir currently serve 10 cities in India, giving Virgin Australia an attractive and in many cases unmatchable one-stop product on several fast-growing Australia-India city pairs.

Mr Borghetti says if the partnership succeeds at making Virgin Australia and SIA more competitive in the Australia-Asia market, new routes such asCairns-Singapore could become viable. Mr. Borghetti says Virgin Australia-operated flights to Singapore are also possible in future.

From Singapore, Qantas operates its own aircraft to London, Frankfurt and Mumbai. It operates non-stop from Sydney to Tokyo, Shanghai, Hong Kong, Bangkok, Singapore and Jakarta, while Jetstar serves Osaka and Denpasar from the Australian commercial capital. Additionally QF codeshares from Sydney to Ho Chi Minh City and Seoul. From Melbourne, QF serves Hong Kong and Singapore with its own aircraft, while Jetstar serves Denpasar and Bangkok and QF codeshares to Ho Chi Minh City from Melbourne.

Virgin will be able to offer multiple daily one-stop services to each of these cities and many more through its SIA partnership, subject to approvals.

The partnership is strictly commercial with no equity tie-up. SIA currently has a stake in Virgin Atlantic but has been keen for some time to sell this stake. “If someone comes along with a good offer we’ll look at that offer,” Mr. Goh says.

Mr Goh hinted that the partnership wtih Virgin Australia and SIA’s new long-haul low-cost carrier would not be the last step in the SIA Group’s new strategy to respond to the rapidly changing industry landscape. “In this business one has to be flexible and nimble. We will not stop there,” Mr. Goh says.

Another step in Virgin Australia’s relentless quest for the corporate client

The SIA partnership – which will extend to relatively intimate sharing of capacity and pricing – is a very big step in Mr. Borghetti’s highly focussed quest to wrest another 10% share from Qantas in the vital corporate market. SIA already has a substantial international market share but in combination the two carriers should be able to leverage their joint value beyond simply adding their respective levels. Qantas will undoubtedly see this as a greater challenge than Virgin’ previous partnership moves (with Delta, Air New Zealand and Etihad), as SIA has long been the biggest thorn in the Australian flag carrier’s side and will now gain effective access to a much larger Australian market, using Virgin Australia’s metal.

But the untidy – and never dull – march of progress moves another jump with this move. By getting close to another Star Alliance partner, Virgin Australia necessarily increases speculation that it is moving closer to membership. This does not however appear at this stage to be Mr. Borghetti’s strategy, nor would it seem to be the best option to be committing to any one of the large groups, where such a move might curtail further opportunities at bilateral alliances.

Inevitably this is therefore just one more step in the unfolding story, not the end game, once again opening up myriad opportunities – and potential for conflict, as those partnerships threaten to overlap. Rumours abound that Etihad is considering joining oneworld; and in the torrent of activiity, Qantas’ sponsorhip of Malaysia Airlines also promises to raise long-term possibilities of dual hub operations for Qantas in southeast Asia. On top of speculation about a Qantas full service subsidiary in Singapore and an SIA long/medium haul low cost operation, today’s announcement follows a very busy few weeks of strategy ping-pong.

SIA-Virgin Australia alliance timetable

From 01-Aug-2011:

Singapore Airlines customers will be able to interline on Virgin Australia’s domestic network, allowing them to travel through to a range of destinations with one ticket, through-checked baggage, terminal transfers and inclusive meals; and Virgin Australia Velocity Gold members and Singapore Airlines KrisFlyer Gold members will have reciprocal access to each airline’s airport lounges.

From ‘Late 2011′:

Singapore Airlines and Virgin Australia will lodge an application with the ACCC in the coming weeks. Subject to approval, customers should be able to experience the full benefits of the alliance from late this year.

Also in North Asia, China Eastern Airlines’ shares gained 1.5% yesterday, following the previous day’s intra-day gain of 3.1%, which marked the largest intra-day advance in two weeks.

The carrier, meanwhile, yesterday announced that the absorption of Shanghai Airlines Co Ltd. through a share exchange has been approved by China Securities Regulatory Commission.

Asia Pacific selected airlines daily share price movements (% change): 30-Aug-2010

Source: Centre for Asia Pacific Aviation, Reuters & Financial Times

Retrieved http://www.centreforaviation.com/analysis/markets-positive-on-asian-airlines-iata-qantas-international-yields-increase-34212

Week 5 Understand Consumer V.S. Oraganisation Markets and Behaviour

Branding: Singapore Girl

Video Clip of Singapore Airlines commercials featuring the Singapore Girl http://www.youtube.com/watch?v=Tqyiqalzktg

Branding: Service and Corporate Excellence

Singapore Airline has been ranked as 5 Star by SKYTRAX, and is called the world’s more admired airline

Singapore Airlines is the chief brand name in its league

Airline of the Year Award http://www.youtube.com/watch?v=cN9bpjGH8YU&feature=related

Week 6 Measuring Market Opportunities: Forecasting and Market Knowledge

Source: Analysis: Budget ride crest of Southeast Asia boom

By Ploy Ten Kate and Harry Suhartono

BANGKOK/SINGAPORE (Reuters) While U.S. And European air travel demand slows as nervous companies cut travel budgets and travelers pare back vacations, intra-regional traffic demand in Southeast Asia is projected to grow at an average of 7.4% a year until 2030, according to U.S. aircraft manufacturer Boeing Co.

That compares to 4% in Europe and 2.3% in North America, the data show.

Partly driving regional expansion are plans by ASEAN to establish a single aviation market with no traffic restrictions by 2015. This will allow unlimited flights between ASEAN capital cities, prompting more flights and raising the prospect of more cross-border joint ventures.

Four new airlines, including ventures from Singapore Airlines Ltd. And Thai Airways International Pcl, are set to start Southeast Asian operations over the next 12 months.

Airports of Thailand is still pushing ahead with plans for a new runway and a terminal at Bangkok’s Suvarnabhumi Airport, whose name means “Golden Land” in Sanskrit.

The hub handled more than 47 million passengers in the 12 months to September 30, surpassing its designed annual capacity of 45 million. It forecasts 50 million next year.

“Only a few years ago the bulk of people in this part of the world started to embrace this sense of wealth where everyone can fly,” Airports of Thailand acting president Somchai Sawasdeepon said. “Still, more infrastructure development is needed to keep up with the demand.” During the 2008-09 global financial crisis, AirAsia saw more than 20% traffic growth a year as rivals exited or reduced capacity. “If you look at the past 10 years of data and replot capacity growth against demand growth, you’ll see that there have been fewer periods of over capacity in the region (Asia) compared to globally,” he said.

“Even if there is any sign of a very rapid expansion, I don’t think there will be structural overcapacity.”

Week 7 Differentiation stategies and positioning

Who are Singapore Airlines competitors in Asian regions?

Japan Airlines

Thai Airways International Pcl

Malaysian Airline System Bhd

Tiger Airways Holdings Ltd.

Air Asia Bhd

Philippines’s Cebu Air Inc.

Who are Singapore Airlines competitors in non-Asian regions?

British Air

Virgin Airlines

Jet Star Airways

Jet Star Asia

Tiger Airlines



Etihad Airways

Australia to Singapore (seats per week, one way): 30-May-2011 to 27-Nov-2011

Source: Centre for Asia Pacific Aviation & Innovata

Week 8

Airlines Sector Information:

Open books to open skies. http://web.archive.org/web/20080107025949/http://www.todayonline.com/articles/216291.asp

SIA Group’s Asian network from Singapore

Source: Singapore Airlines

Week 9 Product and pricing Decision

Pricing / Marketing Strategy Retrieved http://angga-weblog.blogspot.com/2009/


: Singapore Airlines (SIA) is one of the strongest brand in Asia. SIA has known as one of Airlines Company which have an excellent service to its passengers. In order to serve its passengers, SIA was intensifying to its service quality improvements. Singapore Girl wearing sarong kebaya as an icon of Singapore Airlines. SIA did not compete on price but they preferred non-price competition such as better service, more destinations, more frequent schedules and newer fleets. However price became a more important feature. With the existence of other competitors which have adopt low price strategy, then it became a threat to SIA. But in fact, against the competitors, in 2000 SIA has achieved remarkable profit. With its own strategy, Singapore Airlines has consistently been one of the most profitable airlines globally, and has always had the reputation of a trendsetter and industry challenger. To adept their strategy, basically it needs a relatively high cost. Each brand benefit requires significant investment, careful management and detailed implementation programs to live up to the brand promise. Singapore Airlines Strategy has carefully built a financial and fixed cost infrastructure which allows them to continue investing to support the brand while challenging the competition on costs.

Singapore Airlines Strategy

a. Excellent Services

SIA has plan to improve the three pillar that provide quality experience to the customers: PRE-FLIGHT — IN FLIGHT — POST FLIGHT. The excellent service is to build an image or to build brand name the customer that SIA is the best brand in airlines industry.

– Outstanding Service on the ground

They have an outstanding service on the ground, means it focusing on improving service at reservation, ticket offices and most importantly at each airport SIA flew to. Making positive customers’ perception of ground service is very important. Their commitment in service on the ground has been implemented already. For instance, since 2000 SIA use Abacus a computer reservation program with extended array of services including airline and hotel, reservation, ground arrangements and regional travel news. Each airport unit was given standards in terms of punctuality, baggage handling, speed and friendliness of check-in, efficiency of seat assignment, number of compliments from customers and professionalism in handling delays.

– In Flight Service

SIA’s service in flight is no doubt one of the best service in airline industry. Singapore Girlwearing sarong kebaya as an icon of Singapore Airlines, as symbol of Asian charm, grace and hospitality,. It combined the charm of traditional Asian wear with elegance of French haute couture. Passengers are treated to excellent food, served with lots of smiles, warm towels, and attention to details. The airline provides all passengers, regardless of class, with cocktails, fine wines, and in-flight movies at no extra charge. In fact, SIA pioneered all these “frills.” SIA also use “the most modern fleet,” with a lot of facility to satisfy the passengers such as TV screens, video entertainment, satellite — linked air to ground telephone service. With these all service, the passengers feels an amazing experience in flight with Singapore Airlines.

b. Advanced Technology and Innovation Capabilities

SIA had a strong reputation for inflight firsts. For example: the first airplane that use sky telephone. The first that introduce personal entertainment system and video-on-demand. Introduce the suite (class beyond first (2007)). First airlines operates Boeing B777 and A380 air fleet etc. Singapore Airlines recognizes that each innovation has a relatively short life span. Once other airlines adopt it, it is no longer considered “innovative.” Therefore, the airline continues to invest heavily in R&D, innovation and technology as an integrated part of the business strategy to further differentiate itself.

On the technology side, Singapore Airlines still maintains the youngest fleet of aircraft amongst all major air carriers, and keeps to the stringent policy of replacing older aircrafts for newer, better models. The use of new technology, include the modern air fleet, because it can reduce the operations cost and maintenance cost of the fleet, it more efficient. In long-term this will deliver remarkable thrift for performance finance of SIA.

c. Human Resource Management

The airline industry is a service industry. Service is provided by people; hence the basis for differentiation in the airline industry is the way the company’s employees treat customers. Behind the excellent service SIA, SIA’s human resource management processes, a crucial aspect of any service business, where people, especially front-line staff, are a core part of the offering and the most visible element of the service. They manage their human resource with stringent selection and hiring of people, extensive training and retraining, formation of successful service delivery teams, empowerment of the front line, and staff motivation.

d. Communicating The Message

Singapore Airlines has been as consistent in its communication vehicles as in its brand strategy. The primary message “Singapore Airlines – A Great Way to Fly” has been consistently conveyed in exclusive print media and also in selected TV-commercials of very high production value to underline the quality aspirations of brand. All communication messages are featured through the iconic Singapore Girl in different themes and settings. The Singapore Girl has contributed immensely to the success of Singapore Airlines’ brand strategy and its entire positioning around customer and service excellence

Pelajaran Strategi dari Singapore Girl, available at http://strategimanajemen.net

See Section 3.0 Pricing Structure


Qantas’ network from Singapore

Source: Qantas

Code-Share Agreements In addition to Star Alliance member airlines, Singapore Airlines has code-share agreements with the following other airlines:

Ethiopian Airlines (future Star Alliance member)

Garuda Indonesia

Kuwait Airways

Malaysia Airlines


Transaero Airlines

Virgin Atlantic Airways

Jetstar/Jetstar Asia’s network from Singapore

Source: Jetstar

Week 10 Distribution Channel and Intergrated Promotion Decisions Journal

1. Channels;

Singapore Airlines Brand | Asian Brands | Success in the Airline …


Dec 6, 2004 — Singapore Airlines – flying tiger — Martin Roll. … To use the latest aircrafts and at the same time, SIA uses these events for marketing purposes. …

2. Cause Marketing:

Cause marketing – Wikipedia, the free encyclopedia


Distribution Service Retail … Cause marketing or cause-related marketing refers to a type of marketing involving …. As with other types of marketing campaigns, companies can leverage online marketing channels along with other offline … In 2007, Singapore Airlines launched a cause marketing campaign attracting over …

3. Amadeus Channel:

Amadeus and Singapore Airlines Sign Worldwide Content Agreement www.amadeus.com > Homepage > General News

Mar 22, 2011 — Amadeus subscribers will have access to all of Singapore Airlines’ travel agent … content and third party channel parity agreement with Singapore Airlines, … David Doctor, Director Airline and Travel Agency Distribution, … Amadeus has central sites in Madrid (corporate headquarters and marketing), Nice …

4. Travel Affiliates Channel:

Airline Travel Affiliate Programs | TravelDividends www.traveldividends.com/programs/air-travel…/airline-programs/

Although airlines were among the first travel industry suppliers to embrace Affiliate …marketing and rely on affiliates as a key element of their distribution strategy.airline journalists and its peers in the aviation industry, Singapore Airlines is …

5. Travel Affiliates Channel:

Flight Centre Pulls Singapore Airlines Fares? | Travel Trends www.traveltrends.biz/ttn553-flight-centre-singapore-airlines-dispute/

May 28, 2009 — Opinion is split on Singapore Airlines’ (SQ) decision to abandon …Australia’s largest travel agency group, as a distribution channel. … Destination Online TNQ will explore local and national issues, marketing, distribution, and …

6. Online marketing & sales:

Singapore Airlines uses online medium for new promotions …

www.eyefortravel.com > EyeforTravel News > Airlines

Apr 26, 2005 — Using online medium for its marketing and sales initiatives, Singapore Airlines has launched a new promotion with National Geographic Channel and special… Travel distribution news, events & analysis Advertise News …

7. Regional development in airlines and travel agents relationship …


by F. Alamdari – 2002 – Cited by 35 – Related articles

Jump to Impact of technology on Asia-Pacific travel market?: Judging from the airlinedistribution trend in the U.S. And Europe, … The trials of new direct sell channels to their domestic market. … Royal Brunei Airlines and Singapore Airlines. …

8. Singapore Airlines Cuts Over Interline E-Ticketing with Malaysia …


May 11, 2007 — Singapore Airlines has successfully rolled out Interline Electronic Ticketing … this initiative will cover all distribution channels of both airlines. …

9. Airline e-Business System ausweb.scu.edu.au/aw03/papers/jiang____/paper.html

Can an airline increase market share and customer loyalty by achieve … and Singapore Airlines-many airlines have been .The Internet is not just another medium or a distribution channel to reach customers. …


Kottler, P. And Keller, K (2006), Marketing Management, 12e, New Jersey: PearsonEducation, Inc.

Loizos, H. (2006). Flying high in a competitive industry: Cost-effective service excellence at Singapore Airlines. New York, NY: McGraw-Hill.

Leong, W.K. (2007). Open books to open skies. Today Online. Retrieved http://web.archive.org/web/20080107025949/http://www.todayonline.com/articles/216291.asp

Singapore Airlines — flying tiger. (2006). Singapore Airlines Retrieved http://www.Brandchannel.com

Wells, M. (2007). Zagat eyes global guidance. BBC News 24 Business Report, British Broadcasting Corporation.

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