Singapore Airlines Operations Management
TABLE OF CONTENT
1.0 WITH REFERENCE TO OPERATIONS MANAGEMENT ONLY, DISCUSS HOW SIA MIGHT DEVELOP IN THE FUTURE IN ORDER TO REMAIN COMPETITIVE. 2
1.1 INTRODUCTION 2
1.2 CRITICAL SUCCESS FACTORS OF SINGAPORE AIRLINES 3
1.2.1 Product/Service Differentiation 3
1.2.2 Human Assets 4
1.2.3 Fleet management 5
1.2.4 Strategic Alliances/Partnerships 5
1.2.5 Superior Service 5
1.3 COMPETITIVE ADVANTAGE STRATEGIES (PORTER’S) 6
1.4 ANSOFF’S PRODUCT/MARKET GRID 8
2.0 REFERENCES/BIBLIOGRAPHY 14
1.0 With reference to Operations Management only, discuss how SIA might develop in the future in order to remain competitive.
1.1 Introduction
The airline industry is an exclusive and fascinating industry. The reach and impact of the industry to a wider population of the global market, and the glamour associated with it, has captured the interest of the world and has made the industry a well studied one. In 1994, the British Airways Chairman, Sir Colin Marshall called the aviation industry, “the flywheel for the engine of the worlds industry” (Chan, 2000a).
The figures of the industry are massive, and justify these comments. According to the Corporate Location Journal 1994 (p.15), the industry was worth over $ 1,000 billion (directly, indirectly and induced), employs 22 million people and transports and services over 1.25 billion passengers a year. A quarter of the world’s manufactured exports by value reach their markets by air. The industry is also at the heart of the travel and tourism, the world’s largest industry, employing one in nine workers.
1.2 Critical Success Factors of Singapore Airlines
Critical Success Factor’s (CSF) are those essential areas of activities that must be preformed well if the mission, objectives or goals of a business are to be achieved. The concept of CSF’s was developed by D. Ronald Daniel of McKinsey and Company "Management Information Crisis," Harvard Business Review, Sept.-Oct., 1961 who defined CSF’s as “The limited number of areas
1.0 WITH REFERENCE TO OPERATIONS MANAGEMENT ONLY, DISCUSS HOW SIA MIGHT DEVELOP IN THE FUTURE IN ORDER TO REMAIN COMPETITIVE. 2
1.1 INTRODUCTION 2
1.2 CRITICAL SUCCESS FACTORS OF SINGAPORE AIRLINES 3
1.2.1 Product/Service Differentiation 3
1.2.2 Human Assets 4
1.2.3 Fleet management 5
1.2.4 Strategic Alliances/Partnerships 5
1.2.5 Superior Service 5
1.3 COMPETITIVE ADVANTAGE STRATEGIES (PORTER’S) 6
1.4 ANSOFF’S PRODUCT/MARKET GRID 8
2.0 REFERENCES/BIBLIOGRAPHY 14
1.0 With reference to Operations Management only, discuss how SIA might develop in the future in order to remain competitive.
1.1 Introduction
The airline industry is an exclusive and fascinating industry. The reach and impact of the industry to a wider population of the global market, and the glamour associated with it, has captured the interest of the world and has made the industry a well studied one. In 1994, the British Airways Chairman, Sir Colin Marshall called the aviation industry, “the flywheel for the engine of the worlds industry” (Chan, 2000a).
The figures of the industry are massive, and justify these comments. According to the Corporate Location Journal 1994 (p.15), the industry was worth over $ 1,000 billion (directly, indirectly and induced), employs 22 million people and transports and services over 1.25 billion passengers a year. A quarter of the world’s manufactured exports by value reach their markets by air. The industry is also at the heart of the travel and tourism, the world’s largest industry, employing one in nine workers.
1.2 Critical Success Factors of Singapore Airlines
Critical Success Factor’s (CSF) are those essential areas of activities that must be preformed well if the mission, objectives or goals of a business are to be achieved. The concept of CSF’s was developed by D. Ronald Daniel of McKinsey and Company "Management Information Crisis," Harvard Business Review, Sept.-Oct., 1961 who defined CSF’s as “The limited number of areas
References: Bibliography "Asian Air hubs fight for supremacy", Corporate Location Journal, pp.15. (1994). In: Chan, D., (2000).The Development of the airline industry from 1978-1998- A strategic global overview. Journal of Management Development, Volume 19, No 6, 2000. (pp. 489-514). Chan, D., (2000a).The Development of the airline industry from 1978-1998- A strategic global overview. Journal of Management Development, Volume 19, No 6, 2000. (pp. 489-514). Chan, D., (2000b). Beyond Singapore Girl-Grand and product/service differentiation strategies in the new millennium. Journal of Management Development, Volume 19, No 6, 2000. (pp. 515-542). Ramaswamay, K., (2001). Singapore Airlines: Strategy with a Smile. Thunderbird, American Graduate School of International Management. http://www.mindtools .com/pages/article/newLDR_80.htm)