Singapore Airlines (B): Strategic Positioning in the Indian Airline Industry

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Compact case

Case

Reference no. IMD-3-2415

Subject category: Strategy and General Management

Authors: Daina Mazutis (International Institute for Management Development (IMD)); John Weeks (International Institute for Management Development (IMD)); Luis M Vivanco (International Institute for Management Development (IMD)); Ivy Buche (International Institute for Management Development (IMD))

Published by: International Institute for Management Development (IMD)

Originally published in: 2013

Version: 04.09.2014

Length: 4 pages

Data source: Published sources

Topics: Strategy; New market development; Positioning; Low cost airline; Full service airline; Comparative analysis; General management

Share a link: https://casecent.re/p/122957

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Abstract

This is part of a case series. Singapore Airlines creates a partnership with India's Tata Group to create a full-service airline to serve the Indian market. The market is served by five existing airlines in both the low-cost and full-service categories. In parallel to the company it is creating with Singapore Airlines, the Tata Group is also launching a low-cost carrier with Malaysia's AirAsia, the overall Asian LCC leader. The case looks at how the different carriers compete in the Indian market, drawing differences between the approaches of low-cost carriers and full-service providers.

Location:

India

Industry:

Airline

Size:

> 10,000 employees

Other setting(s):

2012-2013