Singapore Airlines (B): Strategic positioning in the Indian airline industry
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.
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.
Singapore Airlines, Travel and Leisure, Airlines and Aviation
2012-2013
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in Harvard Business Review May-June 2024, vol. 102, issue 3
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in Harvard Business Review May-June 2024, vol. 102, issue 3
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