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Branding Strategy

Question:

Write an essay on "Singapore Airlines Ltd".
 

This assignment mostly represented on critiquing the structure for the financial performance of the Singapore Airlines Ltd, analytical and translation issues. This company offers tailor-made and integrating solutions which provide the business classes or the service classes. This paper shows the financial performance, human resource management and the strategic administration of the Singapore Airlines Ltd. Singapore Airlines that began as the Malayan Airlines in a joint ventured between the governments of the Singapore and the Malaysia (Aydin and Morefield, 2010). Moreover, these two governments are ready to agree to establish two several airlines. The Singapore Airlines Ltd fleet continued to arise remarkable and the excellent ways. Singapore Airlines were the fastest airline globally managing an international commercial flight over the Pacific Ocean. The organization was involving world famous chefs, to improve the flight meals and the culinary panels that are international. Over, a last 20 years Singapore Airlines Limited need to earn a great reputation since a ground-breaking the leader of the market and also provides excellent services to the customers (Baxter, 2010). The primary attention and the care which Singapore Airlines provides to the clients and also mentioned by the Singapore have provided the airline to claim various types of reward.  

Strengths and weakness of the Singapore Airlines Ltd

Strength

The useful strategy mostly used by Singapore Airlines Ltd for the branding was very helpful. The key word is the trust of the passengers. The strategy already proved the quality and the service of the Singapore Airlines Limited the impression which comes to the passengers mind. The branding has been well known already in the mind that provides a good impression of Singapore Airlines Ltd (Chell, 2015). Experience is one of the strengths of Singapore Airlines Ltd because it was known as widely in the services. They also have good management experience and the managers over the service crews (AB311 strategic management, 2011). According to the intense experience that they need to come up with newly concepts to satisfy the customers and give passengers the best services to them. Singapore Airlines Ltd has already received the various types of reward for the customer service. The reputation and image of Singapore Airlines Ltd have represented huge consequences on public around globally and not in Singapore. The services in front of the customers encouraged them to fly with Singapore Airlines Ltd again. Singapore Airlines Ltd was very fast to fly and also to take in the new fleets that make the customers having flying urge on the new flights. 

Weakness

The costs of Singapore Airlines Ltd tickets are too expensive. But the not more than cloud afford the high rate or the costs since they are to travel with a family. Most of the customers need to pay for a low price and never fly with Singapore Airlines Limited in spite of the low level of the service as because to save the cost. Moreover, the customers are unless traveling alone or also traveling to longer routes (Corrigendum, 2015). That they are needed to pay sufficient amount of money for better services and comfort. However, there present a new procedure; Singapore Airlines Ltd has to spend the highest amount of money to train their staffs or the employee and also to purchase the machines. This will need to restrict them to give out the promotions at a cheap rate (Dodds and Hunt, 2012). Conversely, they need to able to attract the customers and also the regular passengers to continue to fly. 

Profitability

2006-03

2007-03

2008-03

2009-03

2010-03

2011-03

2012-03

2013-03

2014-03

2015-03

Net Margin %

9.3

14.69

12.83

6.64

1.7

7.52

2.26

2.51

2.36

2.36

Return on Assets %

5.49

8.63

7.81

4.14

0.91

4.64

1.44

1.7

1.6

1.58

Financial Leverage (Average)

1.73

1.72

1.75

1.78

1.67

1.73

1.71

1.71

1.71

1.92

Return on Equity %

9.58

14.9

13.56

7.31

1.58

7.89

2.48

2.91

2.73

2.86

Return on Invested Capital %

9.58

14.9

12.26

6.44

1.53

7.41

2.45

2.57

2.32

2.63

Interest Coverage

     

14.36

5.14

21.24

7.03

12.29

 

9.93

Liquidity/Financial Health

2006-03

2007-03

2008-03

2009-03

2010-03

2011-03

2012-03

2013-03

2014-03

2015-03

Current Ratio

1.23

1.57

1.4

1.16

1.45

1.57

1.37

1.35

1.36

1.1

Quick Ratio

0.99

1.34

1.28

1.01

1.33

1.48

1.28

1.27

1.29

1.04

Financial Leverage

1.73

1.72

1.75

1.78

1.67

1.73

1.71

1.71

1.71

1.92

Debt/Equity

   

0.11

0.11

0.11

0.08

0.08

0.07

   

Key Ratios -> Efficiency Ratios

                   

Efficiency

2006-03

2007-03

2008-03

2009-03

2010-03

2011-03

2012-03

2013-03

2014-03

2015-03

Days Sales Outstanding

41.27

45.47

45.69

40.27

40.69

34.55

33.86

35.46

37.03

35.19

Days Inventory

   

23.98

19.5

22.79

18.54

13.36

10.88

9.61

8.64

Payables Period

   

148

134.05

148.61

121.4

110.39

113.93

114.61

114.25

Cash Conversion Cycle

   

-78.34

-74.28

-85.13

-68.31

-63.16

-67.6

-67.97

-70.41

Receivables Turnover

8.84

8.03

7.99

9.06

8.97

10.56

10.78

10.29

9.86

10.37

Inventory Turnover

   

15.22

18.72

16.02

19.69

27.32

33.56

38

42.25

Fixed Assets Turnover

0.87

0.91

0.97

0.99

0.82

1

1.09

1.14

1.17

1.17

Asset Turnover

0.59

0.59

0.61

0.62

0.54

0.62

0.64

0.68

0.68

0.67

Customer Service

The asset turnover and fixed asset turnover has increased which means that the company is utilizing its assets efficiently. The cash conversion is zero which means that the company is not efficient in converting its assets into cash.

Human resource management (HRM) is a management process by which an organization can acquire developing people, attracting people and appointing a right person in the company who can provide the company a quality workforce (Wernersson, 2015). The Human Resource Management process of Singapore Airlines Limited consists of various steps such as recruitment, selection, training and remuneration. These management processes of the Human Resource Department are very important for Singapore Airlines Limited. It reduces the rate of turnover and absenteeism. It also motivates the people in better ways. By the help of the Human Resource Management process, the Singapore Airlines Limited can develop and improve their performance and increase their productivity (Escobari, 2012). Singapore Airlines Limited is a significant example of good Human Resource Management (HRM). By the help of good Human Resource Management, the Singapore Airlines Limited Company has the aim to deliver steady and reliable service excellence, by marking out the HR practices which help the company to fulfill their goal. Recruiting is the first step of Human Resource Management (HRM) which is necessary to perform. Recruiting is human resource management process which is utilized for developing a large pool of qualified applicants those who are applied for jobs. For building up the pool of qualified applicants the Human Resource Management (HRM) department has to do and go through the following process such as job description, job analysis, and job specifications (Eskola, 2008). The HRM of Singapore Airlines Limited must have a clear idea about the people who are appropriate for that particular position of that vacant job. At the time of recruiting cabin crew in Singapore Airlines Limited, they have a requirement of age that should be minimum 18 years old, and they must be a citizen of Singapore (Sujatna, 2013). The female should have at least a height of 1.58m, and the male should have at least a height of 1.65m. At the time of making job description of any job then they required mentioning the basic tasks, responsibilities and duties which are necessary for that particular employee. After the pool has been building up, the Human Resource Management starts to select a candidate from that particular (Fraud Risk Management, 2015). After recruitment, the selection process has been done. Selection is a process which is utilized for finding the appropriate or suitable candidate who can perform the particular job in better ways. When the selected candidates fulfill all the requirements, then the Singapore Airlines Limited will call them for an interview (Rumelt, 2011). The candidates who can crack the interview should pass on to the next stage that training. 

Singapore Airlines is provided as a premium carrier with the high class of excellent and innovations of service and it also made a strategic choice to give profitability to priority over the size (Mot de remerciements, 2013). This paper represents a continuous individual expansion and rigorous the service design which is the main asset of this issue is sustaining the positioning and the strategic management. 

Singapore Airlines is the setter of a trend in the airline industry. The Singapore Airlines Limited incorporates various innovative strategies from the beginning (Pearson and Merkert, 2014). By the help of these strategies, the Singapore Airlines strengthen their company and support them for achieving success. For holding a successful position in the airline industry they should incorporate superior quality, efficiency, customer responsiveness and innovation of new strategies (Perry, 2008).

Conclusion

Singapore Airlines Ltd focused on the financial performance, human resource management and the strategic management of this company and the company became successful (Plant Disease Management Reports, 2011). At the corporate standard, Singapore Airlines Ltd maintains a strategy of related to the diversification. 

References

AB311 strategic management. (2011). Singapore: Cengage Learning Asia.

Aydin, R. and Morefield, R. (2010). Hub-And-Spoke Airlines Versus Low-Cost Airlines And Price Discrimination. Journal of Business & Economics Research (JBER), 8(5).

Baxter, J. (2010). Airlines. Teddington, Richmond Upon Thames [England]: Key Note Ltd.

Chell, E. (2015). Book review. Management Learning.

Corrigendum. (2015). Journal of Management.

Dodds, W. and Hunt, K. (2012). Legend Airlines: American Airlines Worst Nightmare?. Journal of Business Case Studies (JBCS), 8(2), p.135.

Escobari, D. (2012). Asymmetric Price Adjustments in Airlines. Managerial and Decision Economics, 34(2), pp.74-85.

Eskola, S. (2008). Crisis management in crisis?. Helsinki: National Defence University.

Fraud Risk Management. (2015). Journal of Business Management & Economics.

Mot de remerciements. (2013). Management international, 17, p.iv.

Pearson, J. and Merkert, R. (2014). Airlines-within-airlines: A business model moving East. Journal of Air Transport Management, 38, pp.21-26.

Perry, T. (2008). Spectral lines: Airlines: got fuel?. IEEE Spectr., 45(8), pp.9-9.

Plant Disease Management Reports. (2011). Plant Disease Management Reports.

Rumelt, R. (2011). Good strategy, bad strategy. New York: Crown Business.

Sujatna, E. (2013). Mood System and Transitivity of the Airlines Slogan A Comparison of National and Regional Airlines. International Journal of English Linguistics, 3(3).

Wernersson, L. (2015). Narrow gap nanowires: From nanotechnology to RF-circuits on Si. J. Appl. Phys., 117(11), p.112810.

Elliott, B. and Elliott, J. (2008). Financial accounting and reporting. Harlow: Financial Times Prentice Hall.

Epstein, M. and Lee, J. (2011). Advances in management accounting. Bingley, UK: Emerald.

Kimmel, P., Weygandt, J. and Kieso, D. (2007). Financial accounting. Hoboken, NJ: John Wiley.

Stittle, J. and Wearing, B. (2008). Financial accounting. Los Angeles: SAGE Publications.

Warren, C., Reeve, J. and Fess, P. (2005). Financial & managerial accounting. Mason, Ohio: Thomson/South-Western.

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