dc.contributor.authorToh, Thian Ser
dc.contributor.authorAllampalli, D. G.
dc.date.accessioned2013-09-25T06:20:33Z
dc.date.available2013-09-25T06:20:33Z
dc.date.copyright2001en_US
dc.date.issued2001
dc.identifier.citationToh, T. S., & Allampalli, D. G. (2001). Singapore Airlines 2001 (A). Singapore: The Asian Business Case Centre, Nanyang Technological University.en_US
dc.identifier.urihttp://hdl.handle.net/10220/13679
dc.description.abstractThe 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?en_US
dc.format.extent17 p.en_US
dc.language.isoenen_US
dc.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.en_US
dc.subjectDRNTU::Business
dc.titleSingapore Airlines 2001 (A)en_US
dc.typeCase Study
dc.contributor.researchAsian Business Case Centreen_US
dc.contributor.schoolCollege of Business (Nanyang Business School)en_US
dc.identifier.openurlhttp://www.asiacase.com/case/ntuAbcc/sia-A.html
dc.contributor.organizationSingapore Airlinesen_US


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