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Case Study

Singapore Airlines (A): The India decision

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

10 pages

December 2013

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Reference: IMD-3-2414

The Indian aviation market, having experienced high growth rates that were expected to continue through 2016, was opened to foreign investment in 2012. Singapore Airlines is considering entering the market in a partnership with India’s largest industrial group, the Tata Group. At the time of the case, there are five major players, none of which is dominant.

Learning Objective

These include: 1) learning to gauge the attractiveness of an industry based on Porter’s five forces analysis; 2) understanding how each of the five forces – supplier power, customer power, substitutes, new entrants and degree of competitive rivalry – affect industry profitability; 3) applying a STEEP analysis (social, technological, economic, environmental, political) to predict the future attractiveness of an industry.

Keywords

Airline, Aviation, Market Analysis, Five Forces Framework, New Market Entry, General Management, Strategy

Settings

Asia, India
Singapore Airlines, Travel and Leisure, Airlines and Aviation
2007-2013

Type

Published Sources

Available Languages

English

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This case study is part of a series

Singapore Airlines (A): The India decision
Singapore Airlines (A): The India decision (Abridged)
Singapore Airlines (B): Strategic positioning in the Indian airline industry
Singapore Airlines (C): Managing a strategic paradox
Singapore Airlines (D): The sustainability question

Best-selling Case Study

This case study is part of a series

Singapore Airlines (A): The India decision
Singapore Airlines (A): The India decision (Abridged)
Singapore Airlines (B): Strategic positioning in the Indian airline industry
Singapore Airlines (C): Managing a strategic paradox
Singapore Airlines (D): The sustainability question

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