MN2206K Strategic Management: Singapore Airlines Group Report

This report presents a comprehensive strategic analysis of Singapore Airlines, examining its competitive landscape through the SIX forces framework, identifying key trends and issues via a LoNGPESTEL analysis, and evaluating its core resources and capabilities. The report also delves into Singapore Airlines' sustainability agenda, assessing how it aligns with the company's resources and capabilities. The analysis is based on the provided assignment brief, annual reports, and sustainability reports. The report includes recommendations based on the findings to enhance the company's strategic position and sustainability efforts. The analysis also covers the team-working aspects and its contribution to the final report. The report adheres to the assignment's word limit and includes a summary of key findings, conclusions, and recommendations for the group's video presentation.

Transcript
The CEO of Singapore Airlines is Goh Choon Phong and the interview has been
conducted with him to understand about the strategic management practices at the company.
What according to you are the various forces associated with the management of
business at Singapore Airlines?
I personally believe that the bargaining power or the buying behaviours of the
consumers and also the influence of supplier power have contributed the strategic
management at Singapore Airlines. We have always focused on the satisfaction of our clients
at first and with the changing demands and behaviours among the customers, there is need to
change from time to time and meet their demands and expectations properly too. As we
mostly purchase the airplanes from Boeing and Airbus, we do not require much to switch on
to some other suppliers, rather, we have maintained goo relationships with them to ensure
consistent production all throughout. There are other forces that we do consider such as the
presence of the Low cost Carriers and other airlines companies along with presence of new
entrants and substitute services in the market, but with our brand’s positive image and
reputation, we have managed to capitalise on these forces for gaining sustenance and
competitive advantage in business.
How does the various factors influence the business functioning for SIA and what are
the current trends within the industry?
We believe that political and legal factors have often influenced the business though
because of the stable political environment, the business has managed to function properly
and it has strengthened the economy of our nation too. There are issues though such as the
fluctuations in currency value and increase in fuel prices, which have also affected the pricing
of airlines services managed by SIA. We have prioritised on the premium pricing strategy to

set the right prices and we have aimed at targeting not only the premium market segment, but
also the middle class segment for the achievement of higher sales and higher revenue
generation.
What are various key resources and capabilities possessed by Singapore Airlines?
Considering the external environmental analysis of Singapore Airlines, the company
do possess string capabilities and core competencies, which has enabled SIA to gain
sustenance in the marketplace with much ease and effectiveness. The key resources and core
competencies have been combined to facilitate the management strategy through proper
management of communication and by motivating the employees too. This has also benefited
the company to strengthen its relationships with the suppliers, business partners and at the
same time, improve the design and development of services by promoting thorough
innovation for meeting the demands and expectations of the clients. The other core
competencies include major entertainment benefits offered with the help of introducing video
on demand in the cabins and also by providing personal entertainment system to present an
unique brand feature and raise the level of satisfaction among the clients too. There are
inbound and outbound logistics operations too, which are valuable, but might not be rare or
hard to imitate, but we have believed in the core strengths and out brand value, which makes
us one of the top airlines company at present.
What are the sustainability management approaches undertaken by Singapore Airlines
to maintain the quality standards and fulfil the environmental concerns?
Our organisation has worked with the Board of Director, Public affairs department
and Sustainability Strategic Working Committee to implement effective companywide
sustainability strategies and at the same time, managed to create positive impact on the
environment and allowing for the safety of passengers as well as the employees of the

organisation. The company has also fostered the engagement of stakeholders to maximise the
returns to shareholders, furthermore, strengthened the relationships with them along with
providing support to the community at large. We have remained committed to the customers
to deliver best travel experience while the environmental sustainability has been managed by
carrying out the business operations and processes following the corporate social
responsibilities in mind too. The corporate governance has been managed to strengthen the
efficiency of internal controls as well as improve the level of safety to create long term
benefits.