COURSEWORK COVER PAGE (INDIVIDUAL)

TO BE COMPLETED BY STUDENT

FULL NAME MATRICULATION NO.

COURSE CODE AND

LECTURER’S NAME MR. HOU HONG NG

 3BA1  3HR1
SECTION / GROUP TERM MARCH 2022
 3IB1  3MK1

 INDIVIDUAL
ASSIGNMENT
COURSEWORK DUE
 GROUP XXTH <MONTH> 2022
DETAILS DATE
ASSIGNMENT
 PROJECT
Question 1

Singapore Airlines is positioned as a premium airline with a high level of innovation and
outstanding service, and the corporation has strategically chosen to priorities profitability above
expansion. Internal organizational techniques like as continuous people development and
stringent service design, as explained in this article, are critical to operationalizing and
maintaining this posture and strategic decision.

Singapore Airlines had succeeded in developing a brand identity by clearly stating its orientation.
SIA made the decision to use strategy in locating brand name and service from the beginning.
Innovation, the use of science and current technology, and the provision of outstanding service
have all become important aspects in the development of a brand name. SIA has long valued
loyalty as a brand asset. SIA, in particular, has always taken the lead in adopting numerous
innovations as well as implementing various forms of entertainment on board, and they are
always working to maintain their first-place ranking. SIA is regarded as the first airline to offer a
"hot dinner" as well as beverages with and without alcohol.

Singapore Airlines has always been focused on executing the best business strategies. These
include increasing operating efficiency, controlling costs, and enhancing service quality. These
strategic aspects are what are assisting the brand's success. Singapore Airlines is well-known for
its luxurious suites, which were built by French designer Jean Coste and feature luxury chairs
that can be converted to beds if necessary. This luxury, which is accessible on A380 aircrafts,
also includes separate shared bathrooms with Ferragamo products and other premium branded
bedding and mattresses for passengers. Passengers in the VIP class may also order bespoke
gourmet cuisine.

Singapore has a stable political climate, with the People's Action Party (PAP) ruling the country
since independence. Singapore's government has allowed for greater latitude in corporate
governance and has imposed few restrictions on the business. The business SIA is capable of
making more than 90% of the decisions on its own. The government only has control over the
corporation through choosing directors.

Inventions of the computer, and subsequently Internet have prompt endless expansion of
electronic and telecommunication innovation. Recent development of high density (HD video
providing more crisp images, together with high-speed computer processing speed to compress
and decompress these images, and faster data transfer rate. This had made video conferencing
very attractive to companies as substitute for business travelling with Singapore Airline.

Question 2

The BCG matrix is a framework developed to help firms build long-term strategy plans to
promote the competency of their business. This technology is crucial for a company like
Singapore Airlines to pursue a market-competitive strategy. Boston Consulting Group's (BCG)
consulting matrix is divided into four quadrants: dogs, cash cows, stars, and question marks.
These are crucial elements that reflect the market's products, investments, or product units.
Singapore Airlines may use the BCG to organize its business activities strategically and acquire a
market position.

As a result, Singapore Airlines will evaluate all its business offerings. An airline, for example,
can withdraw any products or services that use a considerable portion of its market resources.
This will help to reduce waste in company processes while enhancing client value. For services
with question marks, the corporation must identify those services that are variable in operations
and may be relegated to the dog category. To earn a better star rating, Singapore Airlines'
operations must be re-aligned to the services in this region. This will increase the company's
competitiveness in the aviation industry.

Singapore Airlines considers star services to be offerings that provide value to the company.
However, the corporation must spend resources to ensure that these services continue to generate
money for the company. Singapore Airlines must innovate in order to increase service quality
and attract more consumers in the airline business.

The services that generate revenue for Singapore Airlines are known as the cash cow. Singapore
Airlines maintains high criteria in this area in order to generate income for the company. These
goods and services will assist Singapore Airlines in defending its present market while also
gaining a large number of new customers.

Singapore Airport Terminal Services, for example, provides a variety of ground services at
Changi Airport, which is consistently ranked as one of the greatest airports in the world.
Passengers flying on to Australia, New Zealand, or other countries in the area are enticed to pass
through Changi and pick SIA as their carrier because of the airport's superior administration and
facilities. Changi Airport is also one of the most cost-effective major airports, with landing fees
for a 747 starting at $2000, compared to $3500 in Hong Kong and $7500 in Narita (Doebele,
2005).

The subsidiaries of SIA have the same management philosophy and culture, which stresses cost-
effective service quality. Despite being part of the group, they are traded independently and are
subject to market discipline with noticeably clear profit and loss projections. The typical notion
of outsourcing (outsource "peripheral" work and focus on what you do best) does not always
applicable in SIA. External vendors may struggle to match the value provided by SIA's own
subsidiaries. The linked diversification of SIA results in strategic synergistic benefits in terms of
critical input reliability, high quality, learning transfer, and cost-effectiveness.

The airline industry's competitive environment is growing more difficult to navigate. Aside from
volatile fuel prices and security concerns, another unknown for many airlines is the potential of
long-range aircraft bypassing their hubs. The Boeing 777-200LR, which debuted in 2005, is
capable of flying 17,500 kilometers, or about half way around the world. These planes can allow
airlines to bypass hubs like Singapore on trips from Europe to Australia, for example. As a
method of minimizing this risk, SIA has sought permission to fly from Australia to Europe and
from Australia to the United States.

Question 3

The Lewis model offers a way by which a developing economy might encourage the emergence
of a new "capitalist sector," which will employ a rising percentage of the surplus labor available
from the subsistence sector. Unfreezing, altering, and refreezing are the three processes in
Lewins' model. The change process starts with creating the perception that a change is needed,
then going toward the desired level of behavior, and lastly establishing that new behavior as the
norm. This should apply to Singapore Airlines, which should accept the necessary adjustments in
order to continue operations, then implement those changes and adapt to the changes as if the
outbreak did not exist. Several changes are required for the airlines to restart operations during
this outbreak. Singapore Airlines should recognize the shift in social distance among on-board
passengers and respond by modifying some of their planes to meet the required requirements. In
order to preserve regular operations, Singapore Airlines should accept the decision to not provide
meals on flights and make it a common practice, as well as compel all passengers to wear face
masks before boarding and while on board.

"Even before the Covid-19 epidemic rocked the world, digital transformation in the customer
experience was a key part of what they did. As the seriousness of the pandemic became clear, the
airline formed an internal task force and aggressively examined the passenger journey. The task
group identified around 100 client touchpoints and evaluated each one to determine the best way
to protect the health and safety of its customers and workers. It complemented several
components by reinforcing existing characteristics, improving others, and introducing new ones,
all while leveraging digital technology.

In the face of the enormous ambiguity surrounding the COVID-19 scenario, they were developed
on a number of acceptable assumptions. SIA's goal is to revolutionize our business via the use of
digital technologies, allowing us to succeed in a fast-changing global market. They are
continually on the hunt for new digital technologies to implement and data analytics to better
engage with consumers, expedite feedback, and respond to their problems. Social media and
mobile applications, for example, let us stay connected with our consumers while also improving
the delivery of our services and the entire customer experience.

When assisting travelers with their requests and inquiries, the SIA Customer Contact Services
(CCS) staff strives for high levels of customer satisfaction. The team collects and evaluates
customer satisfaction levels across all of SIA's customer service channels on a regular basis. A
Process Improvement Framework has been implemented to assist us in achieving our service
goal via cooperation and continual learning. Their staff are taught to be on the lookout for ways
to simplify and rethink procedures. Their Quality Framework is always being improved so that
they can provide high-quality service. Furthermore, they use of data analytics has allowed the
CCS team to expedite and improve decision making, resulting in more effective adjustments in
their contact centers.

SIA was the world's first airline to trial IATA's Travel Pass smartphone application for digital
health verification for a faster and more smooth check-in experience in March 2021. The mobile
application allows travelers to access their destination's Covid-19 testing and entry criteria,
monitor flight statuses, and securely save and present their Covid-19 test results and vaccination
status. Given the very sensitive nature of health data, all data is locally saved within passengers'
personal mobile devices, enabling them complete authority over their health data.