Strategic Management – Organisation Strategic Review

STRATEGIC ANALYSIS – EXTERNAL ANALYSIS

Singapore airlines – PESTEL Model:

Political:

Singapore has a stable political environment, with its major party the People’s Action Party (PAP) winning 13 consecutive elections since 1959 (Department of Foreign Affairs, 2014). Singapore Airlines is wholly owned by the Singapore government through Temasek holdings pte ltd (SIAS, 2014).The government has also provided support to Singapore Airlines in the way of tax incentives and funding the construction costs of change airport (AirReview, 2014).

Singapore currently has “20 regional and bilateral free trade agreements with 31 trading partners” (Singapore FTA Network, 2014) Singapore is also a member of Association of South East Asian Nations (ASEAN).

Asia Pacific region has had political uprisings in Thailand and Malaysia (Begum, 2013), North and South Koreas growing instability and issues with China and Japan.

Economic:

Singapore has a low unemployment of 2.0%, inflation at 4.6% and is ranked as the second freest economy in 2014 (Heritage Foundation, 2014).

Worldwide deregulation and liberalisation of airline industry resulting in increased competition and lower prices. In particular the increase in Low cost travel operators (such as Jetstar, Scoot, AirAsia) which is increasing competition.

Singapore has approximately 120 Air Service Agreements’s and is a member in several multilateral (regional) agreements.

Formation of 3 major airline alliances in response to regulatory restraints, reduce costs and become more competitive. Singapore Airlines is a part of Star Alliance.          (ICAO, 2013).

Rising fuel costs going from US$37 a barrel in 2004 to US$125 (O’Sullivan, 2012)

Continued global economy uncertainty.

 

 

Social:

Singapore (and many regions in asia) has an aging population which can result in more time and money to travel internationally.

More destinations to choose from now for travel and becoming easier and affordable to get to.

Singapore Airlines crash on October 31 2000, SQ006 which killed 83 people in Taipei.

Social Perception of “Singapore girl” and “Singapore Airlines” as high Quality Service.

Expected increase in passengers by 31% (930 million more) worldwide by 2017 with Asia accounting for approximately 300 million of those passengers. (IATA, 2013)

As can be seen in the figure below, Hazel et all (2013) states that since 2009, the growth in the Asian region has seen it overtaken both the US and Europe to become the world’s largest aviation market.

http://www.oliverwyman.com/insights/publications/2013/nov/airline-economic-analysis-2013.html#.UwK304UWfDE

 

 

 

Technological:

The shift in consumer purchases using e-commerce and the online management of bookings. Companies are also faced with the increased costs of maintaining larger websites. Use of Social Media as a means of advertising and attracting new customers as well as the emergence of large “shopping engine” (such as Skyscanner, Flightcentre, Expedia) that allow customers large comparative data with flights and companies all around the world to attract the best deals. Use of virtual / online assistance to answer questions and solve problems instead of talking on a telephone. (Taneja, 2012)

Development and implementation of new technologies to aid in fuel reduction, emission reduction, improved aircraft routing to save fuel, biofuel technology and its adaption.

Use of Audio / video on demand for passenger enjoyment.

Environment:

Singapore Airlines Sustainability report (2012/13) identifies growing concern about climate change, toxic waste management from the maintenance of aircraft, water electricity and fuel usage by ground staff, recycling of waste, carbon dioxide and nitrogen dioxide emmisions and the cost of these.

Fleet modernisation to reduce fuel usage.

Following of National Environmental agency (NEA) requirements for diesel vehicles. Asia and Pacific initiative to reduce emissions.

Legal:

European Union Emissions trading scheme.

Possible global warming tax proposed by the worlds 50 least developed countries. (Milmo, 2009)

Compulsory retirement of between 20 to 30 flying years dependant on qualification. (Kaur, 2012)

Singapore Airlines Staff Union and the SIA engineering company employee’s collective agreement 2014.

PESTLE SINGAPORE AIRLINES (AIRLINES INDUSTRY)
Political Singapore has a stable political environment.

Wholly Owned by Singapore Government.

Government offers tax incentives and funding of construction costs.

Singapore has 20 bilateral and regional FTA’s

Member of ASEAN

Political instability in surrounding regions, including Thailand, Malaysia. Ongoing disputes between North and South Korea, Japan and China.
Economic Low unemployment, inflation at 4.6% ranked second freest country.

Worldwide deregulation and liberalisation of airline industry resulting in increased competition and lower prices (in particular from low cost operators)

120 Air Service Agreement’s and a member in several multilateral agreements.

Singapore Airlines is a part of Star Alliance.

Rising fuel costs

Continued global economy uncertainty.
Social Expected increase in passengers by 31% worldwide by 2017 with Asia accounting for approximately 300 million of those.

Singapore has an aging population which can result in more time and money to travel internationally.

More destinations to choose from now for travel and becoming easier and affordable to get to.

Singapore Airlines crash on October 31 2000, SQ006 which killed 83 people in Taipei.

Social Perception of “Singapore girl” and “Singapore Airlines” as high Quality Service.
Technological e-commerce and the online management of bookings.

Increased costs of maintaining larger websites.

Use of Social Media as a means of advertising and attracting new customers.

Emergence of large “shopping engine” (such as Skyscanner, Flightcentre, Expedia) that allow customers large comparative data with flights and companies all around the world

Use of virtual / online

Development and implementation of new technologies to aid in fuel reduction, emission reduction, improved aircraft routing to save fuel, biofuel technology and its adaption.

Use of Audio / video on demand for passenger enjoyment.
Legal European Union Emissions trading scheme.

Possible global warming tax proposed by the worlds 50 least developed countries.

Compulsory retirement of between 20 to 30 flying years dependant on qualification. (Kaur, 2012)

Singapore Airlines Staff Union and the SIA engineering company employee’s collective agreement 2014.
Environmental Growing concern about climate change, toxic waste management from the maintenance of aircraft, water electricity and fuel usage recycling of waste, carbon dioxide and nitrogen dioxide emissions and the cost of these.

Fleet modernisation to reduce fuel usage.

Following of National Environmental agency (NEA) requirements for diesel vehicles.

Asia and Pacific initiative to reduce emissions.

 

Summary:

Major Opportunities:

Following the PESTLE analysis, the major opportunities offered to Singapore Airlines include its business operating environment, increase in passengers

The operating environment offered to Singapore Airlines should be seen as an opportunity for competitive advantage. Aspects include the political stability offered by Singapore and assistance received by the Singapore government in the way of tax incentives and assistance with construction.

The worldwide increase in passengers, especially in Asia, can also be seen as an opportunity.

 

Major Threats

The major threats identified included the political instability in various regions of Asia, the uncertainty of the global economy, increasing competition, and environmental concerns and levies.

The political instability in the regions and the uncertainty surrounding the global economy are external factors that are out of Singapore Airlines control.

Increased competition for airline passengers has resulted in several low cost / budget airlines competing in several airline routes.

 

 

 

 

 

 

 

Specific Environment:

In order to analyse the specific environment, the Porters 5 forces plus government model has been used.

Turbulence Model

Complexity:

Complexity is a combination of products, markets, customers and competitors. The Singapore Airport (Changi) services approximately “110 airlines, flying to 240 cities in 60 countries, handling approximately 6500 flights per week and fifty million passengers per year” (Changi Airport Group, 2013). This means that the large market in which Singapore Airlines operates contains a diverse amount of competitors flying to a large variety of destinations.

The inter-activeness of this makes the situation even more complex due to the 3 global alliances that exist within the aviation industry. ICAO (2013) describe these as groups of airlines that co-operate in certain activities such as marketing, advertising, scheduling, sharing of offices and facilities and code-share flights in order to reduce/share costs and to gain a competitive advantage.

Travellers also have the ability to compare and analyse large amounts of flight information and costs quickly and easily online and as such, the ability to cross-shop for the best value can be done by almost anyone at anytime.

With high amounts of competitors within the market place and high degree of interconnectedness, the market Singapore airlines competes in can be described as a “Highly Complex Environment” (Dann and Viljeon, 2003).

Dynamism and Unpredictability

Dann and Viljeon (2003) describe dynamism as the level of change and frequency of change felt by competitors within an environment.

Several major events have occurred within the past 15 years that have had dramatic effects on the airline industry. 9/11 (Cameron ET ALL, 2006), Severe Acute Respiratory Syndrome (SARS) Outbreak (Lam, Zhong and Tan, 2003) , Iraq War natural disasters (eg. Japans earthquake and tsunami in 2011 or Philippines Typhoon Haiyan) and political instabilities cause the most effect to the industry.

As these events are relative high intensity but low frequency, The dynamism can be considered a moderately dynamic environment.

All the major events are also of an unpredictable nature, meaning that although predicting passenger numbers may be classified as a predictable linear/cyclical trend in normal operations, the occurrence of the “black swan” event (Taleb, 2010), results in unpredicatable behaviour.

 

Summary:

Major Opportunities:

Large diverse market

Use of existing alliances to gain competitive advantage.

Existing reputation as one of the best airlines

 

 

Major Threats

Global uncertainty, wars, virus etc.

Large amounts of competitors

 

HOW IS SINGAPORE AIRLINES ADDRESSING THIS?

The environment that SIA operates is described by Dann and Viljeon (2003) as being one with a discontinuous turbulence category. Going on to say that the management of companies in that environment should follow a formal strategic planning process, but have policies to adapt and react to changes that they know could occur, but are unsure as to the nature or extent of change that will occur.

Singapore airlines has continually adapted to change throughout its history. Kurian (2012) suggest that if SIA is to remain highly competitive in the airline industry they must continue to do what they have been doing by creating innovative products, exploring new markets and balancing its global portfolio by aggressive, adaptive arbitrative techniques. To ensure this competitive advantage they also must continue to look at cost saving measures such as monitoring demand patters and adjusting flight frequency to match, continued airline alliances and the formalisation of risk management framework (SIA, 2011/12).

 

 

 

 

 

 

 

 

 

STRATEGIC ANALYSIS – INTERNAL ANALYSIS

Internal Analysis

  • Resources
  • Capabilities
  • Core competencies
  • SCA

Resources

Adapt this figure to show final answers for presentation. It is from the textbook page 73.

Tangible resources:

1)financial resources : 2013 operating profit (revenue – expense) of $SGD 187.2 million. (Sinapore Airlines ,2013)

“Almost no debt, funds growth through retained earnings while consistently paying dividends”. (Heracleous and Wirtz,2010)

2) Organisational Resources: Strong organisational structure managing a product in diverse markets. Efficient planning and implementing to align internal policies with business strategies.

3) Physical Resources : Excellent location, central to Asia/Pacific region, Access to low taxation rates. Low airline age resulting in economical fleet. High quality modern airport.

4) Technological Resources: Excellent in flight entertainment system, KrisFlyer, up to date e-commerce and web check in / manage booking.

 

Intangible resources:

1) Human Resources: Low labour costs, high levels of training provided resulted in efficient high quality work force.

2) Innovation Resources: Often first to introduce new technologies( in flight entertainment, phones). These do not stay as advantages for long as other airlines “follow suit”.

3) Reputation resources: reputation as a high quality airline, Branding of “Singapore Girl” perceived as high quality service.

 

 

Core Competencies

Zott (2003) describes a core competency as something unique about a company that represents its personality competitively, usually established over time through knowledge of engaging different resources and capabilities. For SAI, this is how they have taken their human, reputation and physical resources and turned them into unique value adding parts of the company.

The first core competency created was human resource development and Heracleous, Pangarkar and Wirtz (2010) argue that this has become successful due to the way SAI implementing these procedures to align with the business model. High levels of training enable the airline to have a highly skilled workforce offer high quality service.

The reputational resources offered by the company is the second core competency. Argues that the branding of the Singapore Girl with high quality service has been one of the most successful advertising campaigns that no other airline has been able to match.

The firm’s physical resources are another core competency. With a high quality modern airport (Changi, Singapore) as a base, the diverse options for destinations is large. SAI also has one of the youngest airline fleets offering superior fuel economy for cost saving measures and the latest in airline cabin comfort and safety for passengers.

 

 

 

 

Strategic Competitive Advantage

Heracleous, Pangarkar and Wirtz (2010) argue that SAI has achieved sustainable competitive advantage by implementing differentiation, with high levels of efficiency courtesy of the alignment of HR, marketing and operations with the business level strategies to create high level service in a cost effective way.

Need to add more here

 

References

Department of Foreign Affairs and Trade, 2014, Singapore country brief, Australia retrieved 12th February from http://www.dfat.gov.au/geo/singapore/singapore_country_brief.html

Security Investors Association Singapore, 2014, retrieved 12th February 2014 from http://sias.org.sg/index9.php?handler=ir&action=ir_info&ir_id=9

AirReview, 2014, Singapore Airlines History, retrieved online http://www.airreview.com/Singapore/History.htm

Singapore FTA network, Singapore FTA’s in force, retrieved 12th February 2014 from http://www.fta.gov.sg/sg_fta.asp

Begum, M., UNREST in SE Asia: Violence in Thailand, Spore, rising extremism in MALAYSIA, Malaysia Chronical, viewed online at http://www.malaysia-chronicle.com/index.php?option=com_k2&view=item&id=198312:turmoil-snakes-through-se-asia-violence-in-thailand-spore-rising-extremism-in-msia&Itemid=2#axzz2t5DoFT7O

The Heritage Organisation, 2014, 2014 index of economic freedom: Singapore, retrieved online 12th February at http://www.heritage.org/index/country/singapore

International Civil Aviation Organisation, 20th September 2013, Regulatory and Industry Overview, retrieved 18th February from: http://www.icao.int/Meetings/a38/Documents/REGULATORY%20AND%20INDUSTRY%20OVERVIEW.pdf

O’Sullivan, M., 2012, Rising Fuel prices weigh heavily on Qantas, Virgin, Sydney Morning Herald, Business section, retrieved online from http://www.smh.com.au/business/rising-jet-fuel-prices-weigh-heavily-on-qantas-virgin-20120126-1qjm7.html

International Air Transport Association, Press release number 67, 10th December 2013, retrieved online at.

http://www.iata.org/pressroom/pr/pages/2013-12-10-01.aspx

Taneeja, N, 2012, Technology-enabled game-changing airline business models, Airline Leader. Retrieved online http://www.airlineleader.com/this-months-highlights/technology-enabled-game-changing-airline-business-models

 

Singapore Airlines Annual Report 2011/12, retrieved online http://www.singaporeair.com/pdf/Investor-Relations/Annual-Report/annualreport1112.pdf

Singapore Airlines Annual Report 2012/13, retrieved online http://www.singaporeair.com/pdf/Investor-Relations/Annual-Report/annualreport1213.pdf

 

Singapore Airlines Sustainability Report 2012/13, retrieved online http://www.singaporeair.com/pdf/Investor-Relations/Annual-Report/sustainabilityreport1213.pdf

Milmo, D, 2009, Airlines reject new tax to fight global warming, the guardian, retrieved online http://www.theguardian.com/business/2009/jun/08/airlines-reject-tax-global-warming

Kaur, K, 2012, Singapore girl gets to stay in the air a little longer after year long negotiation, The Jakarta post, Monday May 14 2012, retrieved from http://www.thejakartapost.com/news/2012/05/14/singapore-girl-gets-stay-air-longer-after-year-long-negotiation.html

Porter, M.E, 1979, Forces Governing Competition in Industry, Harvard Business Review, Mar.-Apr. 1979

Changi Airport Singapore, 2013, Facts and Statistics, retrieved online from http://www.changiairport.com/our-business/about-changi-airport/facts-statistics

Dann,S and Viljoen, J., 2003, Strategic Management, 4th edition Frenchs Forest, N.S.W. : Prentice Hall, 2003, pp 151-153
Cameron, K., Gittell, J. H., Lim, S., & Rivas, V. (2006). Relationships, layoffs, and organizational resilience airline industry responses to September 11. The Journal of Applied Behavioral Science, 42(3), 300-329.

Lam, W. K., Zhong, N. S., & Tan, W. C. (2003). Overview on SARS in Asia and the world. Respirology, 8(s1), S2-S5.

Taleb, N. N. (2010). The Black Swan:: The Impact of the Highly Improbable Fragility. Random House LLC.

Hazel, B., Otradovec, P., Stalnaker, T. & Taylor, A., 2013, Oliver Wyman : Airline Economic Analysis, Rayman James global airline conference, November 2013.

Kurian, D., 2012, Singapore Airlines: Then & Now. A curious case of adapting a brand to changing environments, December 10, 2012. Retrieved online at http://www.alotlouder.com/articles_case_of_sia.html

Heracleous, L., Pangarkar, N. & Wirtz, J., 2008. Managing human resources for service excellence and cost effectiveness at Singapore Airlines. Managing Service Quality, 18(1), 4-19.

Heracleous, L. and Wirtz, j., 2010,The globe: Singapore Airlines’ a balancing act, Harvard Business review, retrieved online http://hbr.org/2010/07/the-globe-singapore-airlines-balancing-act/ar/1

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

STRATEGIC DIRECTION AND STRATEGIC OBJECTIVES

 

 

 

  • VISION

 

  • MISSION

 

  • STRATEGIC OBJECTIVES

 

  • STAKEHOKDER EXPECTATION

 

  • STAKEHOLDER ANALYSIS TABLE

 

  • CONCLUSION

 

  • REFERENCES

  

 

VISION

Singapore Airlines not only have the responsibility to be excellent airlines in the world but also the best airline company, which enhances the lives of the millions, we touch along the JOURNEY. With this ole aim in mind we have made significant contributions on the field of Arts, Education, Health and among other things to the communities in those countries we fly. Along with this we have also made our strongest commitment to preserving the environment and our world as a whole for our future generations. Our Purpose for the long-term future is to strive to provide the highest professional standards to our customers and to maximize profits for all our shareholders. We aim to be the number one Global Airline Company in the foreseeable future. (SIAS, 2020)

 

The vision has been clearly articulated by the SIA organization. So far the airline has been up to the mark of offering premium services to its customers and in meeting the needs and expectations of its demanding consumers. Its also a member of the five start alliance which is the third major alliance in the world. Singapore airlines has been generating substantial profits for its stakeholders however there is always scope for improvement and SIA could achieve more if there is a blur print in place for the growing needs of its customers and also to tackle other major competitors within this industry.

MISSION

Singapore Airlines is a global Airline company, which is solely dedicated to provide transportation services of supremely high quality and in gaining maximizing returns for the benefit of the employers and the shareholders of the company. (SIA, 2014)

Though the mission has been articulated, in the recent past the airlines has seen a 30% drop in its revenue generation and has failed to live up to the expectations of its shareholders. The debt has been growing and the investors are losing their money consistently. Organization has not been living up to its mission and the global financial crisis has added to its woes.

 

STRATEGIC OBJECTIVES

Singapore airlines has positioned itself as one of the premium carriers with increasing levels of innovation ns exceedingly well services rendered to its customers and has made a strategic choice of giving importance to profitability over size. Rigorous service design and people development are the key factors of operationalizing and sustaining this position and also a Strategic Choice. [Sikorski, 1995]

Corporate level strategy includes diversification of business; SIA group has over 36 subsidiaries and associated companies which includes Singapore terminal services, Singapore Airlines Cargo, Singapore Engineering Company etc.

Its airline subsidiary which includes hundred percent ownership of Silk Air, Budget carrier Tiger Airlines (49%), Virgin Atlantic (49%) which covers the main segments in the industry. According to the recently released statement by the CEO Mr. Goh” we intend to be in the entire segments high end with Singapore airlines, middle ground with the Silk airways and the lower end with Tiger airlines and Scoot. The main shareholders of Tiger Airlines are Temasek holdings, which is the investment arm of the Singapore Government and Irelandia investments. [Ministry of Foreign Affairs Singapore]

As a part of the International Strategy, SIA joined Five Star Alliance in the year April 2000 which is one of the three major alliances in the world. In the meantime SIA has been investing heavily in the countries like China and India in the sectors such as cargo division, airport services, engineering and catering services. [Channelnewsasia.com. Nov 12].

The use of Information Technology has played a pivotal role in enhancement of customer service and also increasing efficiency. The SIA’s website is said to be one of the most user friendly sites in the world where the customers can mange their account, check schedules, buy tickets, find out about promotions and also plan a meal for their next flight. Effective usage of Information Technology can reduce costs significantly and ensure higher levels of service.

One of the main agenda’s of the current CEO of SIA is that cutting of non-fuel costs by 20% within a period of three years and also outsourcing of IT functions to IBM. The consistent drive for efficiency and quality has led SIA earned it a best airline tag in the world. [Warnstam, 2007]

Business level strategy of the SIA has been able to deliver premium services to its demanding customers and high-end clientele by achieving differentiation. This achievement challenges Porter’s suggestion that cost leadership and differentiation is mutually exclusive strategies. Singapore Airlines has supported this dual strategy of internal cost leadership and differentiation through core competencies like cost- effective services encased in a self-reinforcing system or organizational process and activities.

[Yu, 23 Jun 2009].

Stakeholder’s Expectations.

As per the research findings, Singapore Airlines is doing very good in the market against its competitors (SIA, 2012). But in spite of the fact SIA has to continuously change and adopt to the changes in the surrounding environment and the challenging world and also the demanding customers. From the passenger’s point of view however there are certain recommendations/suggestions that they would like SIA to adopt for its future developments.

Foremost SIA should keep an eye on the surrounding external environment in order to identify the threats and opportunities in the airline business so as to react appropriately and make swifter decisions towards the unpredictable and changing environment. To reach these goals SIA should hire quality managers as departments in order to face the challenges faced by the external environment. (Jennifer M.George 2000, pp 73-92). These managers are responsible for examining and overseeing the changes in the laws and regulations within SIA. Finance and accounting department is responsible for the regulating the economy of the organization. Research and development department is responsible for the advancement in the field of technology to better serve the needs of the passengers.

CEO of SIA should ensure the hiring a group of researchers whose task is to scan the articles in all the electronic and the print media. (Jennifer M.George 2000, pp 73-92) .by going through the articles the organizations comes to know many unseen and unheard situations and circumstances by which the policy makers can take the right decision for the benefit of the company.

SIA should also get rid of non performers who are consistently non performing and not producing the desired results as per the company’s expectations. (James A. F. Stoner and R.Edward Freeman 1992, pp.74-80). By doing so the full attention and the company’s resources can be given to those who really deserve them and also to the good quality managers and employees of the company. Singapore Airlines must work hand in hand with other external agencies, groups and related individuals in order to gather information and intelligence, which helps in the further development of the organization. (Jennifer M.George 2000, pp 73-92).

In addition to all this, passengers these days are becoming more and more price conscious and they expect premium services for the price they pay. SIA charges its passengers a higher rate than its competitor’s due to the ongoing innovations and developments within the company (SIA, 2012). This results to passengers choosing to opt in a competitor’s airline for an economical fare they have to offer.in order to tap the emerging middle class markets in developing nations like China and India SIA should adopt a comprehensive strategy to reduce the fare price and be competitive enough when compared to other airlines. SIA should try and reduce its non-fuel costs by over two digit percentage in order to survive the financial aspect of he economy of the organization.

Advertisements or ADS as we call play a pivotal role in any organization. Ads help in increasing of sales and also attract the passenger’s attention and also create a demand for the product that is being offered by the company. (Adrian, 2010). Innovative and creative ads help in creating an impression on the minds of the customers and help in creating a better understand of the products and services that SIA has to offer to its passengers.

 

STAKEHOLDER ANALYSIS TABLE:

 

 

 

   STAKEHOLDER

  

 

SALIENCE

  

 

Stakeholder’s demands that needs to be met

  

 

Strategic           objectives to address stakeholder’s demands.

 

CUSTOMERS

  

DOMINANT

 Premium services.

 

Cost effective

Fares.

 

Safety and Customer Service.

 

  

Has been met efficiently.
 

SHAREHOLDERS

  

DEFINITIVE

  

High Profit Margin.

Revenue generation.

 

 

 

  

Inconsistency in profit margin in the recent past
 

COMMUNITY

  

DEFINITIVE

  

Environmental friendly measures.

 

Educational support.

 

Restoration of ecosystems.

 

  

SIA has been Highly efficient in giving back to the community from its share of Profits.
 

EMPLOYEES

  

DOMINANT

 Job Security.

Training.

Job Perks.

 

  

Criteria has been met
 

GOVERNMENT

  

DOMINANT

 Laws and Regulations are fully implemented.

 

Zero tolerance towards Corruption.

 

Transparency.

 

  

SIA has been meeting all the standards set by the government of Singapore.
 

SUPPLIERS

  

DEFINITIVE

 Business Relationship.

 

Sustainability

  

Criteria has been met
 

FINANCIERS

  

DOMINANT

  

Financial Stability.

 

Profit Margin.

 

Clean Transactions.

  

Criteria has been met

 

CONCLUSION

In order to remain the industry leader SIA has to ensure that the managers who are involved in the decision-making process which affect all the aspects of the organization should make the right decisions in the right time. Their operations strategy should be in alignment with the changes and meet the expectations of the passengers and the people associated with the organization. Improper or inaccurate strategies affect the company in the adverse way and may pose a huge threat to the very existence of the company and have a problem of facing huge losses. Hence the people involved in the decision making process should ensure that the decisions taken are in tandem with the business strategy of the organization.

 

 

 

REFERENCES

 

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  • Read more: http://www.essay.uk.com/free-business-essays/strategic-management-singapore-airlines.php#ixzz2uW3Kwivq

 

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