EXECUTIVE SUMMARY The present study is based on conducting the marketing audit of Singapore Airlines Limited. The company is one of the main flag carrier airlines of the Singapore that offer services in more than 64 destinations. Further, macro and micro environmental analysis of the company has been carried out with the help of SWOT analysis and PESTLE. Through applicability of these models, it has been identified what are the main challenges present in the external environment of the business along
January 1972, Singapore had established an airline and it was called Singapore Airlines. They were labeled as the flag carrier of Singapore, a truly proud establishment for Singapore. Not only is this airline successful in Singapore, but it is also very successful worldwide. It has been one of the most leading airlines of the century, because Singapore Airlines has been a trendsetter for other airlines or a role model to other airlines. They were mostly first in everything before other airlines replicated
Summary The case shows the differences in depreciation as the major operating expense in the examples of two airlines: Delta AL and Singapore AL. It also displays different practices in calculating the depreciation expense. Question 1: Calculate the annual depreciation expense that Delta and Singapore AL would record for each $100 gross value of aircraft. For each airline, there are several periods with different asset life and residual values. Considering that: Depreciation = (Asset value – Residual
which the company wishes to compete. 1.1 Introduction to Singapore Airlines Singapore Airlines (SIA) is established in year 1972 with remarkable performance among its competitors in the industry throughout its 35-year-long history till date (Heracleous & Wirtz, 2009). According to Singapore Airlines (2014), SIA is one of the youngest aircraft fleets worldwide to destinations crossing a network of more six continents, with its iconic Singapore Girl providing excellent standard of service to customers
SQ006 at Chiang Kai-Shek Airport, Taipei Singapore Airlines’ Flight SQ006 crash at Chiang Kai-Shek Airport, Taipei was an unintentional; unforeseeable technical interaction crisis. This makes the crash of SQ006 in the accidental cluster; there is low attribution of crisis responsibility of Singapore Airlines. On October 31, 2000, Flight SQ006, departing from Taipei’s Chiang Kai-Shek Airport, forever changed the impeccable flying record Singapore Airlines was so proud of. Eleven seconds after take
Singapore Airlines generic strategy and supporting capabilities Singapore airlines have achieved the holy grail of strategic success: sustainable competitive advantage. Even though the airline industry is extremely challenging, given its disastrous business cycle, over capacity, difficulty of differentiation, high risk people and structural unattractiveness, Singapore airlines has consistently outperformed its competitors throughout its history (Wirts, Heracleous & Pangakar, 2008). One key element
Singapore Airlines was started on May 1st, 1947 which was once called Malayan Airlines Limited (MAL) Airspeed Consult, now, it has changed to Singapore Airlines. For so many years, Singapore Airlines operates from its hub at Changi International Airport and has a strong presence in the Southeast Asia, East Asia, South Asia, and also Oceania. It also ranks 10th in the world for international travelers carried, and the top 15th amongst the shippers worldwide in terms of revenue passenger kilometers
1. Introduction Singapore Airlines Limited (SIA) is the flag carrier of Singapore which operates from its hub at Changi Airport. Known as a global and respected Airline Company with safe journey, innovative technology and excellent service, SIA has come a long way since its founding in 1972. It has evolved from a regional airline to one of the world’s most respected travel brands in the global airline industry with more than $12 billion in revenue in the financial year 2010and also has a strong presence
airport into business and finance sides. Identifying the factors that are critical for success or in some case contribute to failure of any airport, will evidently help the managers to focus on areas of concern and avoid future failures during the planning process of the airport strategy (ACRP, 2009). The planning team at a particular airport may benefit from conducting a problem tree analysis, it may assist the team to assess the causes for failure (not achieving success) and effect of the failure
1. Introduction Singapore Airline was founded in the year 1972. It started as only a regional air carrier but is now a well-respected global airline operating the youngest fleet in the world. Singapore Airline’s mission is to provide the highest quality of air transportation services to its customers and to maximise returns to its shareholders (Singapore Airlines, 2014). The company has its hub in Changi Airport with a great presence in East Asia, Southeast Asia, and South Asia markets. Since its