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Case Study

Singapore Airlines (B): Strategic positioning in the Indian airline industry

By Daina Mazutis, John R. Weeks, Ivy Buche and Luis Vivanco

4 pages

December 2013

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Reference: IMD-3-2415

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.

Learning Objective

To identify and understand the different ways in which a company can compete in a market – low cost vs. differentiation. To understand the close link between strategic positioning and internal competencies.

Keywords

Strategy, New Market Development, Positioning, Low Cost Airline, Full Service Airline, Comparative Analysis, General Management

Settings

Asia, India
Singapore Airlines, Travel and Leisure, Airlines and Aviation
2012-2013

Type

Published Sources

Available Languages

English

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