Since then, Singapore Airlines was founded in 1946 and has been involved with the aviation industry. Singapore Airlines has a strong history with its operations, including its aircraft and some very large ones like the Boeing 747, the largest passenger jet airliner at the time.
Following its first Boeing 707 in 1959, Singapore Airlines became Asia’s largest airline by revenue and traffic; it continues to be an international force in both categories.
In 1972, Singapore Airlines earned its first operating profit; however, economic conditions had deteriorated by 1984 and were not improving when a government-ordered bailout resulted in a major financial loss. The airline went through another period of financial difficulty in 1990, only to emerge stronger than ever.
Since then, Singapore Airlines has maintained its position as one of the world’s leading carriers. The company has also invested heavily in technology and infrastructure; it is currently the world’s largest low-cost carrier (LCC) by passengers carried.
Singapore Airlines is owned by the Government of Singapore Private Limited Company (GSPC), formed after privatizing state-owned airline SIA on January 1, 2010, for $1 billion. Its shares are listed on the Singapore Stock Exchange (SMSX). As of September 30, 2016, GSPC had a market capitalization of $5.3 billion.
The airline was formed in 2002 by Singapore Airlines and didn’t sell its aircraft until 2007. It served 94 destinations worldwide and had 1,056 daily flights at the end of 2015.
In 2000, Singapore Airlines (SIA) began a partnership with Biman Bangladesh Airlines (BD), which resulted in forming a joint venture entity, Singapore Airlines Bhd, to operate as a wholly-owned subsidiary of SIA. In 2003, SIA acquired a 50% stake in BD’s operations, and in 2005, it acquired a 100% stake in BD’s operations. The carrier was renamed SIA Bhd in 2006 to reflect its new ownership structure.
SIA is known for its high safety standards and customer-friendly policies. In 2011, SIA was named the safest airline by Skytrax, with an average safety rating of 4 and 24 accidents per million flying hours for that year.
Since then, SIA has also been recognized by other airlines as having one of the best on-time performance records globally: it is regularly ranked second or third place in their On-Time Performance Index
It was a clear sign of the new world order that Singapore Airlines, founded in 1974, announced a new low price for its flights to Sydney and Melbourne. As Singapore’s government-run MAS owns the airline, it was an act of political aggression.
It wasn’t the first time that MAS had taken on a competitor: in 1979, it had launched an all-out attack on Air New Zealand with an aggressive marketing campaign. The airline initially started advertising free tickets with the slogan “You Can Do It” (which has since become a popular catchphrase for MAS), but this only increased Air New Zealand’s dominance. MAS had to wait until 1984 to launch its direct flight from Singapore to Auckland, and even then, it took more than two years to launch.
In 1992, Singapore Airlines became the first Asian airline to join Star Alliance when it launched its regional flights from Singapore to Frankfurt (after losing a court case against United Airlines), Paris, and London using leased Airbus A320 aircraft.
Since then, MAS has been repeatedly forced into legal battles over its aggressive marketing tactics: In 2008, it lost an attempt by British Airways to sue MAS for infringing upon its trademarks of livery used on some of its aircraft. That same year saw another legal battle over branding rights between Singapore Airlines and Air Canada and Delta Air Lines and US Airways over the use of their trademarks by MAS. In 2008, Singapore Airlines dropped United after accusing United of poaching customers from other airlines when they flew on certain routes under United codeshare agreements (United later settled with MAS). In 2011, Star Alliance decided not to renew its partnership with MAS until it changed its marketing tactics according to its guidelines.
In 2013, Aeromexico sued MAS for trademark infringement over advertising “Star Alliance” on some of its Boeing 787 aircraft in Mexico City; the case was eventually dropped after both parties agreed that they would stop using such phrases in their advertising campaigns within seven days of receiving each other’s submissions.
MAS also faces litigation from Air Canada and Virgin Atlantic as well as US Airways (which have pointed out that they can fly on routes banned by Star Alliance), American Airlines (US Airways is signed up through United), and Delta Air Lines (who point out that they do not fall within Star Alliance’s exclusivity rules).
However, while these cases have been resolved amicably between parties involved.
I’ve been thinking about this for some time, but I’m finally ready to reveal my latest marketing strategy. Essentially, we are giving away much free stuff (links to articles and other stuff) to get people to subscribe.
We have a very good product which is quite popular, so we decided to build a little bit of brand awareness on it early on in the market. This is just the kind of thing that works well: you build up some brand awareness through a launch campaign or other means, then you give something away for free to put yourself in front of people at the point where they start taking notice of your product.
This strategy relies on an old standby from sales and marketing: the power of surprise. In this case, it’s surprising that there is this product that people want … but it also comes with something else, which will surprise them and make them want it even more.
We hope that we can help our business grow and give us more opportunities to learn from what has gone before (and maybe even help us do better next time). We’ll keep you posted!
A few years back, Singapore Airlines (or SIA) was at one of its lowest share prices in history. This was a great opportunity to explore what differentiates SIA from other airlines and how it could be improved upon.
A few months ago, the airline announced a new product: an on-demand self-driving taxi service, named after the airline’s “SIA Girl.”
SIA has reached a point where it can’t afford to waste time and money trying to compete with rivals like Uber. It is also important for SIA to learn from competitors who have taken advantage of their market positioning.
For example, Uber has started using a standard taxi service app they are using as an entry point into the market and has acquired all taxi services in town (that’s why they are so cheap!). They have also created marketing campaigns that focus on their “UberX,” which is the same train of thought as the SIA Girl: let’s start small and build up from there.
SIA wants to avoid being lumped into this category of competitors, just like Uber is not SIA’s competitor on price or safety — but we need something special to differentiate ourselves from the competition so that people will remember us as a unique product offering. We need our unique value proposition to stand out from other taxis and make people want our service instead of others’.
To be unique, we need a great deal more research than Uber does. We don’t have much data about our buyers’ needs. Still, unlike Uber, I would say that we have enough data about them to design an ideal product for them — something that would give them exactly what they want without compromising too much on security or benefits like airport lounge access or car heat/AC control. Our goal would be to get our data into their heads as quickly and simply as possible rather than asking them questions over and over again until they finally get it right. For example, instead of asking if they want airport lounge access or car heat/AC control separately each time we ask them:
“Do you want airport lounge access?” “Do you want car heat/AC control?” “Do you want airport lounge access?” etc., we can ask one question every time: “Would you like airport lounge access?” “Would you like car heat/AC control?” etc., then we know what kind of response we are getting 🙂
We have already started doing some research on it.
The airline’s share price that flies to Singapore has decreased since its inception in 1997. The airline was founded in 1992 when the US Department of Homeland Security issued a request for proposals to build a domestic air transport hub in the United States. The airline used AirTran Airways as its main competitor. As of January 2016, it had carried about 36 million passengers, of which A380s carried 37%, 27% by Airbus A330s, and 23% by Boeing 777-300ERs.
The AirAsia group is based in Kuala Lumpur, Malaysia, and operates two large international airlines: AirAsia X and Star Alliance carrier Scoot Asia Pacific. In 2015, the group carried over 1 million passengers on all flights operated by both airlines.
This is a strange story because it has nothing to do with marketing or distribution channels. However, it illustrates one of the most important aspects of marketing: differentiating your product from its competitors (and even other products that you don’t compete against).
In this case, they avoided competition by launching a high-end luxury product instead of competing with ultra-luxury brands such as Hermes or Cartier. The product itself is slightly different from what we have been doing for years: it provides an alternative way to fly to Singapore (while maintaining great prices).
All those on this list have something clever to say about their marketing strategy, and it shows that there are many ways to market your products/services successfully – not all are obvious. Still, most are worth learning about if you want to succeed as an entrepreneur.
SIA lowest share price in history
The low share price of 1.15 is about as dramatic as it can get for a company that was once the world’s top airline. Singapore Airlines (SIA) stock was trading at $0.82 per share in early 2012 when it began to take over the world’s best-known carrier and made it the world’s biggest airline.
But then, just like that, the stock went back down to $0.26 per share, which is now unlikely ever to recover — even if SIA had managed to sell every ticket. Their losses have been pretty extreme, and they have lost more than 90% of their value since peaking in 2007 at US$19 billion. Things didn’t improve much after they sold out of its stake in Virgin Australia in 2014; they just got back into the US$1 billion clubs by raising funds from investors earlier this year (for a total of US$2.8 billion).
The company was founded on June 14, 1986, three months after the first flight took off from SGX for its maiden commercial flight between Singapore and Hong Kong (which has been rebranded as “Shenzhen Airlines”). It was initially called Singapore Airlines International Airways Limited (SAIL), with a business plan to become an Asian international carrier within two years and become a major player in scheduled service within ten years. This goal seemed far-fetched compared to other airlines at first. Still, it was not long before SIA established itself as one of Asia’s leading carriers by offering competitively priced fares via low-cost and charter services on routes such as Hong Kong, Bangkok, and Kuala Lumpur. In 2005, SIA merged with Tiger Airways Holdings Ltd., another 757 operators with strong ties to China’s aviation industry, with over 5,000 employees at its main hub in Changsha (China), including over 3,000 pilots and flight attendants. In 2006, SIA also offered 24/7 ground handling operations at all airports where Tiger operated flights worldwide. The parent company subsequently bought out Tiger Airways’ stake only when Tiger became part of Singapore Airlines in 2008; thus ended a tumultuous relationship between Tiger Airways and SIA that had lasted since 1969 when Tiger Airways was founded by the late former Premier Lee Hsien Loong.
I think I can understand why you thought I would recommend buying shares here, but I do not think I should be sold short here.
As a new player in the cloud storage space, Sia is looking to capture some of the market shares that Dropbox and BitTorrent have, focusing on being cheap compared to those two. In this post, I’ll be addressing some of the most common questions we get asked about the company, its strategy, and our approach to competition.
First off, let’s start with our current position: we are still small. We are not profitable yet. As we continue to grow, however, this will change; when we do, it will be based on growth in users and usage instead of just growing revenues.
So what makes us different from other companies? We are a decentralized network — unlike Dropbox (and other services like BitTorrent), users do not run any software on their end. They don’t need a server; instead, all data is stored on numerous nodes which share it across the network (think peer-to-peer). This means that data security is much better than anything else out there (it isn’t just about encryption either; it also considers how long the data stays available).
Sia has built up its user base quickly because of a unique feature that allows us to leverage our user base without compromising security or privacy (or availability): decentralization. It is quite simple: if one node fails or becomes unreachable, no one else will suffer because they don’t have access to your data — they can only use other nodes that know their private keys and are willing to share them with them. The idea here is not just protecting you from bad actors but also creating an incentive to stay connected. Nice!
Another key difference between Sia and competitors is that we offer multiple capacities at once: you can store files indefinitely or send them across the network at a very low cost (with no limits as long as you intend on sending larger files over time) and then delete them after you want access back again (which unfortunately many people don’t want). This allows us to deliver what Dropbox could never offer due to their heavy emphasis on paying users for storage. Still, since Sia already has nothing running in its core infrastructure, it wouldn’t add any cost if someone were doing this today — so it.