Marketing Plan: Marketing Plan Singapore Airline

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[. . .] 2. What is the form of the company's channel relationships? Are there any e-commerce relationships?

Airlines could use many channels to sell the tickets. The form of SIA's channel relationship is also a multi-channel relationship, including direct channel relationship that SIA sells tickets through the sales offices, call centres, own websites, and the indirect channel relationship among SIA, travel agent, and the customers that the traditional travel agent or the online travel agent help SIA to sell the tickets (Alamdari, 2002).

However, with the rapid development of the e-commerce, the marketing channel of the whole airlines industry mainly transfers to e-commerce channel relationship. The use of information technology has been an essential feature of SIA strategy in increasing efficiency and reducing the operating cost (H&W, 2009). The website of SIA is one of most user-friendly and advanced in the whole industry. On the website, the customers could check their schedules, buy the tickets, check into a flight, and also could manage their Krisflyer account, find out latest promotion information, and even the first-class and business-class customers could choose their meals for the next flight. By completing these procedures online, SIA could save about 7.5% of total operating costs (Doganis, 2006). Thus, the introduction of e-commerce has significantly reduced the costs of SIA and enhanced the service efficiency.

3. What does the company do to build relations with their customers and their suppliers?

The significance of suppliers to SIA is the same important compared with the significance of the customers. For suppliers, the two major suppliers of SIA are Airbus, and Boeing, two leading commercial aircraft manufacturers. The main approach for the SIA to build good relationship with these two aircraft makers is keeping honest. While for customers, SIA tries its best to keep a harmonious relationship through several aspects. First, SIA provides all kinds of support they could to fulfill the needs of the customers, such as instant noodles upon request, innovative in-flight entertainment. Second, SIA cares about the need about the customers and collect the information from them by survey, and cashmere blanket is an outcome of customer survey. Third, SIA places importance on the face-to-face interaction between cabin staff and passengers. For example, the staff member will greet first-class passengers by their name, help to take their luggage and check in.

4. Evaluate market growth & strategies

Singapore Airlines is positioned itself as a quality carrier with high levels of services and products, and continuous rigorous innovation. Its dual strategy of differentiation and internal cost leadership through cost-effective service excellence facilitates the company's market growth to a large extent.

At the corporate level, SIA makes market growth by entering into airlines related sectors by several subsidiaries, such as Singapore Airport Terminal Services, Singapore Engineering Company, etc. As part of the international strategy, SIA joined in the Star Alliance, one of the three major airline alliances. And to help expand its market, SIA has made up agreements with about 20 airlines to share their gateway/hub in their international market (Chan, 2000a). At business level strategy, SIA has managed to provide more quality services to very demanding consumers to achieve their differentiation, and improve its cost-effective service excellently to capture more new customers.

5. Review market research and mark recommendations

SIA usually makes market research to collect information from its customers. By this way, they could know about the needs and wants of the customers and then improve their services accordingly. For example, SIA conducted a 4,000 passengers' survey from different classes to learn their needs and preference. The survey found that most passengers wanted comfort and privacy space during the travel. Then, SIA formed a team of 100 consultants, designers, and builders and spent $500 million to reproduce the current seats to cashmere blankets (Mahdzan, 2011).


Alamdari., F. (2002). Regional development in airlines and travel agents relationship. Journal of Air Transport Management. Vol. 8,p:339-348.

Chan, D. (2000a).The story of Singapore Airlines and the Singapore Girl. The journal of Management Development. Vol. 19, No. 6; page: 456-472.

Chan, D. (2000b). Beyond Singapore girl: Grand and product/service differentiation strategies in the new millennium. The journal of Management Development. Vol. 19, No. 6, p: 515-542.

Doganis, R. (2006). The Airline Business. Second ed. Routledge: Abingdon.

Heracleous, L. & Wirtz., J. (2009). Strategy and organization at Singapore Airlines: achieving sustainable advantage through dual strategy. Journal of Air Transport Management. Vol. 15, p:274-279.

Lacar., F. (2009). Singapore Airlines: Factors Accounting for Marketplace Success. The Australian Journal of Business and Informatics. Vol. 4,… [END OF PREVIEW]

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Cite This Marketing Plan:

APA Format

Marketing Plan Singapore Airline.  (2011, October 9).  Retrieved May 21, 2019, from

MLA Format

"Marketing Plan Singapore Airline."  9 October 2011.  Web.  21 May 2019. <>.

Chicago Format

"Marketing Plan Singapore Airline."  October 9, 2011.  Accessed May 21, 2019.