Singapore Airlines Goes Multi-brand
However, based on Scoot airlines the flower of service model would suggest the principle of cost control that is connected to the company’s low-cost positioning, and it’s understandable. Therefore, the company should ensure that the cost is regulated to meet up with the standards that are linked to the cost (Chong, p 202).
The supporting element in Singapore involves a super quality of services running from innovation to the aspect of hospitality. These services include the choice of means, free alcoholic or non-alcoholic drinks, hot towels with the unique scent, excellent videos, personal entertainment systems and others to promote the quality of operations in the flight. However, in Scoot the clients can enjoy the scoot’s fly bag eats products, the snooze kits and also a check-in of the flight and luggage at the destination. Moreover, the company can offer onboard features and comfort such as seats and a general entertainment services.
The differences in the quality of services between Singapore and Scoot are due to the financial capability of the travelers. The cost of services affects the quality of services. The Scoot cannot enjoy the same services as the Singapore travelers.
The multi-brand strategy involves the creation of two or more identical products in the same organization. The notion behind the approach is to increase the overall market share. Therefore, branding would assist to distinguish the products to avoid confusion while advertising or promoting. On the other hand, targeting will be able to help the organization identify and provide what the client’s needs and expects. This can service the clients despite the difference in levels of incomes (Stephens, pg. 615)
The group is struggling in determining the various ways to further differentiate between the tigerair and scoot brands within the organization (Heracleous and Wirtz, pg. 250). The two brands have almost the same features which confuse the clients. In most cases, a client would choose either take full service or on the budget especially when a family is involved.
I would say that company has the most effective strategy to meet up the client’s expectation and create diversity in marketing. However, the company should merge the ones that have close features such as tigeair and scoot.
Service blueprint for Singapore
The blueprint seeks to bring out quality and excellent services to the customers for the group by
- Employing or training staffs on the best customer services to improve the quality of their operation during the flight
- The company ought to maintain being innovative to come up with new services for effective competition
- Arranging the flight in time is kept to avoid long lines at the check-points
Service blueprint for Scoot
The blueprint seeks to show a quality of service by
- Having efficient security systems to prevent the client panicking
- Make sure that the travelers have health and clean foodstuffs available for them in the flight
- Assisting the clients to carry necessary luggage to the right places within the airport.
Singapore has successfully managed its relationship with the customers’ expectations by identifying the right clients, keeping track of the client’s lifestyle and other attributes. According to Lovelock and Patterson, (2015), the information about the clients is obtained through the customer information system from the surveys; staffs call system and the social media database. This makes the company meet the exact demands of the customer. The influencers of the customer’s expectation are the trained customer care services, the trained personnel such as pilot and engineers to ensure safety at all time, and also the call centers.
In Singapore airplanes, there are entirely trained staffs to deliver quality services while in other brands such as Scoot, Tigerair and silkair have staffs with average skills on how to handle clients at that level. Singapore Airlines and the brands have a strong management department for discussion and analysis of any expectation (Wirtz and Johnston, pg.10)
Airlines, S., 2013. Annual Report 2011-2012. Singapore Airlines.
Chong, M., 2007. The role of internal communication and training in infusing corporate values and delivering brand promise: Singapore Airlines’ experience. Corporate Reputation Review, 10(3), pp.201-212.
Heracleous, L. and Wirtz, J., 2010. Singapore airlines’ balancing act. Harvard Business Review, 88(7/8), pp.145-149.
Heracleous, L. and Wirtz, J., 2012. Strategy and organization at Singapore Airlines: achieving a sustainable advantage through dual approach. In Energy, Transport, & the Environment (pp. 479-493). Springer, London.
Lovelock, C.H., Wirtz, J. and Chew, P., 2009. Essentials of services marketing.
Lovelock, C. and Patterson, P., 2015. Services marketing. Pearson Australia.
Stephens Balakrishnan, M., 2009. Strategic branding of destinations: a framework. European Journal of Marketing, 43(5/6), pp.611-629.
Wirtz, J. and Johnston, R., 2003. Singapore Airlines: what it takes to sustain service excellence–a senior management perspective. Managing Service Quality: An International Journal, 13(1), pp.10-19.