Business Strategy for Business Inventiveness

Introduction

Singapore Airlines (SIA) formed in May 1947. It was then known as Malayan Airways Limited (MAL). SIA currently has a fleet of 108 air crafts, the youngest and extremely fuel efficient of any premier airline. In FY 2015/16, the airline has 24350 employees and serves 64 destinations in 35 nations. Its prime base remains Singapore (Singaporeair.com 2016).

SIA has gained repute as an inventive industry leader; mixing a class product with the first-rate service. First-rate in-flight service is the keystone of its repute for client servicing and generosity.

SIA has received many business and tour rewards, counting Conde Nast Traveller’s “Best Global Airline” prize, Travel and Leisure’s “Best International Airline” honor for multiple years because of their client-servicing (www.staralliance.com 2016).

Business strategies of Singapore Airlines (SIA)

SIA is cited as a first-class airline having superior standards of novelty and exceptional standards of assistance and has completed a calculated decision of endowing precedence to productivity before magnitude. The in-house business strategies evaluated in this matter, such as continuous customer satisfaction development and precise service structure, are important sides of operating and supporting this placing and strategic choice.

Service Strategies

SIA is among the best and well-liked names in the global corporate world. It is also very esteemed as a carrier that is competent of presenting some of the finest air travel deliverances around the globe. They are not just famous for the label but also because of its assistance superiority, defeating some prominent carriers like the Fly Emirates, British Airlines, and Qantas.

The service process is an aspect that has always been attended to by the whole cabin crew for the travelers until today. The Singaporean flight attendant of the airline is embodying the service. The girl’s constant visual marketing slogan applied to the portrayal of the flight attendants of SIA clothed in typical Malay ethnic costume Kebaya. It has been the symbol for the quality assurance and a thrilling and remarkable flight experience (Heracleous and Wirtz 2014).

Secondly, adding to SIA’s fame is the approach where they always maintain the experimental frame chiefly in in-house services. The SIA is the leading airline that incorporates individual preferences of the amusement structure and video-on-demand for each seat known as Krisworld. Excluding that, they are as well the main air carrier that brought in the kind of seat arrangement that provides utmost ease to the travelers. Lately, they even launched the inaugural suite in A380s, a class planned just like a five star room of a hotel, complete with the personal section that takes the ease level a notch higher (Lee et al. 2016).

Thirdly, SIA repeatedly brings in new planes for their use. It helps to facilitate a lower operational fee as that is economical and extra resourceful to sustain new airplanes in comparison to elder ones. It aids in cost reduction for SIA (Oum et al. 2012).

Using these three points, Singapore Airlines remains as one of the best airlines carrier.

Diversification strategy

At the business level, SIA pursues a policy of associated diversification. The group has over 20 principal subsidiaries and some partnership companies. Its key subsidiaries include SilkAir, SIA Engineering Company (SIEAC), and Singapore Airlines Cargo. Its Airlines’ subsidiaries—that consist of possession of local carrier Silk Air (100% since 1989), economical carrier Scoot (100%), Tiger Airways (100%), and Singapore Airlines Cargo (100% since 2001)—canvas the main consumer sections inside the market. Its alternative carrier subsidiaries include Vistara (49%) and Tigerair (10% since March 2016, concerning Tiger Airways acquisition). Existence in all market sections has been a timeworn policy (Centreforaviation.com 2016).

Human Resource Management Strategies

The SIA makes use of a Human resource management strategy where efficiency is strongly connected with inspirational strategies for the staff to offer improved service and output. This process is found in SIA where human resource management uses performance management to advance any particular performance through evaluating past performances and gratifying them in monetary terms (Wirtz and Heracleous 2013).

Marketing Strategies 

The very necessary and unusual marking policy employed by SIA is designed on the essence of the illustration and assistance of the Singapore Girl. The Girl is an indispensable element of the product image. One of the Girl’s founding principles is to have the approach of an amicable consumer focused workforce providing superior quality of client service. It has turned out to be the most significant competitive plus point for SIA because the Girls can be treated as the leading edge in the wake of the accomplishment. To facilitate preserving regulars, employee guiding, and improvement courses have been allocated to the staff. To guarantee expert behavior between staff, they are made to take up speech courses and behavioral programs. International clientele numbers are soaring owing to the responsiveness about the image of the Singapore Girl.

This efficient promotional strategy assisted SIA to trim down their expenditure pressures to facilitate competition in the airline industry by contributing to the targeted segment. Using the Girl as a symbol on behalf of SIA has enhanced their competitive situation in the sector (Kaynak, and Kucukemiroglu 2015).

Conclusion

SIA is having an association with United Airlines with whom it is now working under insolvency safeguard. This relationship may face complexities in future and meet a market share reduction in the US sector. If anything happens to this association, it will affect SIA to a significant degree. In addition, there will be larger carriers that will be emergent from each set of connections. Giants of this business are uniting, and this will quickly become a danger to other carriers.

SIA can utilize the maximum amount of advantages provided by the continuing associations and evenly providing to those associates assistance or other profits. Except, SIA can also wish to make minor joint ventures in this business and include further in destinations, aircraft and consumer service which will help them maintain their top spot. They should carry on working on its labeling and offering exceptional service that is supposed to uphold consumer fulfillment level, and keep an active labor force at the cost of expenses.

SIA may also face the difficulty of collaborating with an associate who is deficient of comprehensible aims and purpose. It faced similar issues in case of Delta and Swiss Air, hence had to break the triple alliance. Causes that led to such letdown are mostly dissimilarity in objectives, failure to distribute threats and short of confidence towards the other organizations.

They should uphold their brand name and service quality and if they were to change to another market that might result in threats if their plan fails. This might prove to be critical to the company, as other businesses also have ascertained their position in the market. By researching SIA, it appears the heart of the accomplishments in the upcoming future would rely on their inventiveness. The reason is that they have arrived at a position where all airlines are offering nearly the equivalent thing. Any other different companies can quickly obtain objects like technology.

References

Centreforaviation.com. 2016. Profile on Singapore Airlines Group | CAPA – Centre for Aviation. [online] Available at: http://centreforaviation.com/profiles/airline-groups/singapore-airlines-group

Heracleous, L. and Wirtz, J., 2014. Singapore Airlines: Achieving sustainable advantage through mastering paradox. The Journal of Applied Behavioral Science, p.0021886314522323.

Kaynak, E. and Kucukemiroglu, O., 2015. Marketing Airlines Internationally: US Travellers’ Attitude Toward Domestic Versus Foreign Carriers. InProceedings of the 1993 Academy of Marketing Science (AMS) Annual Conference (pp. 176-180). Springer International Publishing.

Lee, K.H. and Hyun, S.S., 2016. An extended model of employees’ service innovation behavior in the airline industry. International Journal of Contemporary Hospitality Management, 28(8).

Oum, T.H. and Yu, C., 2012. Winning airlines: Productivity and cost competitiveness of the world’s major airlines. Springer Science & Business Media.

Singaporeair.com. 2016. Welcome to Singapore Airlines | Official Website. [online] Available at: http://www.singaporeair.com/

Wirtz, J. and Heracleous, L., 2013. Singapore Airlines: Managing Human Resources for Cost-effective Service Excellence.

www.heracleous.org. 2016. www.heracleous.org. [online] Available at: http://www.heracleous.org/uploads/1/1/2/9/11299865/case_4_-_singapore_airlines.pdf

www.staralliance.com. 2016. www.staralliance.com. [online] Available at: http://www.staralliance.com/en/about/airlines/singapore_airlines/

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