Singapore Airlines Has Built a Reputation As SWOT

Excerpt from SWOT :

Singapore Airlines has built a reputation as one of the best service providers in the airline industry, and has made this reputation an integral component of its marketing strategy (Skytrax, 2012). The company scores five stars and is one of just a handful of airlines in the world to do so. In order to achieve service excellent, Singapore Airlines draws on a number of strengths. The company has cultivated strengths in safety, food service, and the in-flight experience.

When the service blueprint of an airline is considered, there are few if any weak points in the Singapore Airlines service offering. The first component is the ticket-buying process. In this Singapore Airlines offers a smooth experience, one that is comparable to competing airlines. The second component of service delivery is where the customer reaches the airport, receives the boarding pass and delivers the luggage. Singapore's hub at Changi Airport is one of the more pleasant airport experiences. Even factors out of the airline's control are smooth, such as the train that takes you to the airport. The airline has online check-in, which today is a standard feature, but the process at Singapore is relatively smooth.

The in-flight experience benefits from the airline's desire to have a superior service offering. As a full-service airline, Singapore offers food, sometimes Internet connectivity, and strives to offer superior in-person service. For food, that the executives are responsible for taste-testing the food is a unique tactic (Phong, 2011). However, given that Singaporeans live for makan, it is essential that this love of food translates to the airline, and having Singaporeans in charge of the food only makes sense. Reviews of the airline's food are positive. In-flight service is supported by extensive training of the crew, to ensure that customer issues are handled effectively.

At a more strategic level, service is given high priority. The company is responsive to the needs of customers in different regions. For example, it has its own Customer Service Plan for Americans, to meet the unique service needs of those customers, which may differ significantly from the needs of Asian clientele in a number of ways (Singapore Airlines, 2012). The company also recognizes that having first-rate infrastructure is critical to service delivery, and therefore makes modernity of its equipment, aircraft and other physical evidence a priority (Phong, 2011). This modernity remains a strength of Singapore Airlines.

Thus, Singapore Airlines excels at most service dimensions. The airline has made service its main selling card, and charges a premium for its offerings. The result of this policy is that all elements of service remain strong suits for Singapore. It is consistently rated as one of, if not the, best airlines in the world for service. The company maintains this leadership position by continually focusing on ways to improve its service offering (Phong, 2011). If it does not innovate an offering, it will adopt the innovations of competitors to ensure that it complies with industry standards and customer expectations.

There are few weaknesses with the service offering of Singapore Airlines. Arguably, the price is higher than other airlines, but this is part of the service positioning. In aiming to trade on superior service, Singapore makes the necessary investments in equipment and staff, and therefore has no real chance of being a low-cost provider. Its customers are aware of this, and specifically make the decision to pay extra.

Singapore's service offerings allow it to gain entry into markets around the world, because of the desirability of flying the airline. It has built a large market share in the Asia-Pacific region in particular with its service. Singapore Airlines now has the ability to expand beyond this, building itself as a hub between Europe, the Middle East, Asia, Australia…

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