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|Title:||Singapore Airlines 2001 (A)||Authors:||Allampalli, D. G.
Toh, Thian Ser
|Keywords:||DRNTU::Business||Issue Date:||2001||Source:||Toh, T. S., & Allampalli, D. G. (2001). Singapore Airlines 2001 (A). Singapore: The Asian Business Case Centre, Nanyang Technological University.||Abstract:||The case describes how Singapore Airlines (SIA) evolved from a fledging player in the 1960s into an industry leader in the airline industry. In the process, SIA rewrote the rules for competition and earned accolades for its excellent aviation record, young fleet of planes and a reputation for delighting customers. Bilateral air service agreements negotiated between individual nations limited the routes of a given airline and hence the airline's growth. The global airline industry had responded to this challenge with a mix of acquisition, strategic alliances (for e.g., the STAR alliance) and related diversification strategies. But would these strategies be sustainable in the near future? What course of action should SIA undertake?||URI:||https://hdl.handle.net/10356/100011
|Rights:||© 2001 Nanyang Technological University, Singapore. All rights reserved. No part of this publication may be copied, stored, transmitted, altered, reproduced or distributed in any form or medium whatsoever without the written consent of Nanyang Technological University.||Fulltext Permission:||open||Fulltext Availability:||With Fulltext|
|Appears in Collections:||ABCC Case Studies|
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