RUNNING HEAD: DISCUSSION BOARD 4
David E. Brown
Liberty University
BMAL 504-D02 Leading Organizational Change
Dr. Ken Brumfield
August 11, 2020
Author’s Note
David E. Brown
I have no known conflict of interest to disclose.
Correspondence concerning this article should be addressed to David E. Brown
Email: dbrown240@liberty.edu
RUNNING HEAD: DISCUSSION BOARD 4
What have been SIA’s main ingredients of success?
Singapore Airlines (SIA) was consistent in exceeding the expectations of their customers. They
were also quite good at setting and exceeding the expectations set for the company. The culture
of the company was such that things such as training and guidelines they had ensured continued
high performance and success. SIA utilized something referred to as the ‘three pillar’ strategy.
The primary focuses were an up to date modern fleet, the best ground service an airline could
provide and superior inflight service. This was the way the company believed it could continue
to be successful and continue being an industry leader. This strategy was instrumental in keeping
the company’s strong and loyal customers. While the company had a good plan and culture,
there were some weaknesses that impacted the company despite their success. If it is assumed
SIA was at the top of their field in the industry, what additional steps could be taken to ensure
continued success and address any potential obstacles to that success that might occur? The most
important thing SIA has done as a company to gain and continue success has been to provide
unparalleled service to its customers. The adoption of the three pillars could arguably be
highlighted as the primary reason for the company’s success. There is little to no doubt, the
company was extremely prosperous as a direct result. The company saw substantial gains from
1983 to 2004, even considering the fact they showed a first-time loss of over $300 million in the
first quarter of 2003 and 2004. Singapore Airlines had a stellar reputation for the service
provided while inflight. The company was so well known and admired by their loyal customers
and others, the inflight attendants were affectionately referred to as “Singapore Girls.” “This
advertising concept was so popular that Madame Tussaud’s in London had decided to use their
signature outfit as a brand for international travel (Jinx & Peiperl (2011).
RUNNING HEAD: DISCUSSION BOARD 4
Singapore Airlines has a fleet of aircraft that is arguably the most advanced and largest to include
such planes as the Boeing 777 each of which are fully operational. There are more than 30 others
that are used as a standby fleet should they be needed. They often purchased the most advanced
models to add to their fleet and seldom had any aircraft in their passenger fleet that would be
more than five years old, making theirs the youngest fleet of aircraft in the industry. The service
provide by Singapore Airlines was second to none. They often used a term that suggest they
would be with their customers at every step of the trip or all the way. They would provide such
services as allowing their passengers to separate their bags and have them transported to different
airports than their final destination. “Attention to service ‘on the ground’ was SIA’s most
ambitious pillar” (Jinx & Peiperl (2011). The company wanted to ensure they focused on and
provided superior service to every aspect of their ground service as well, this would include
every airport they serviced.
How has their success become vulnerable? Why is it difficult to maintain a leadership
position of a company like SIA and continuously improve?
One potential issue for Singapore Airlines is that they had to rely on other airlines for a portion
of their service. If the competing airline could not meet the high standards of service, Singapore
Airlines and manager at the airport would be responsible. The attempt to provide this level of
service was most ambitious for the company and although they had minor issues here and there,
the company was for the most part remarkably successful in their attempts. The company had a
moto that implored employees to go the extra mile and make every effort to display genuine
concern and care for the customer. “Show You Care’ through body language evidencing interest
and attention, ‘Dare to Care’ and ‘Be Service Entrepreneurs,’ which meant displaying creativity
to exceed customer expectations” (Jinx & Peiperl (2011).
RUNNING HEAD: DISCUSSION BOARD 4
The success of Singapore Airlines was in jeopardy by first, being at the head of the industry, in
other words, on top. When a company is the forerunner in their industry there will always be
others trying to topple the king of the hill, as it were. Singapore Airline had competition form
low cost airlines and while their service was superior, at the end of the day consumers will
always seek a better deal. Even with the competition at their heels, Singapore airlines perdured
as the company was adamant about maintaining their high standards. The standards the company
set in terms of inflight service, advancements and technology were primary to the continuation of
their business model. “these were the cornerstones of SIA’s competitive advantage” (Jinx &
Peiperl (2011), Productivity and continuous change lead the way to success but they are not
guarantors of continued success or that a company will continue to see the same kind of success
throughout. “SIA saw that continuous service improvement was the only way to retain its
supremacy.” (Jinx & Peiperl (2011). Singapore Airlines relied on its loyal customer base and
knew that base would continue to be loyal so long as the service they had come to expect
remained. However, in a changing economy, companies must look for was to be both resilient
and lean while providing the best service they possibly can. The company enjoyed long years of
success because of the three pillars they adhered to. The ability to continuously improve would
be based on providing more and possibly costly services. The company would have to be
financially stable and continue to be profitable in a way that would sustain the level of service
they have provided and hope to provide in the future.
What do world-class organizations need to do to improve and change continuously?
The market of today for the Airline industry would suggest that things have drastically changed
in a world impacted by COVID-19. “As the battle against the SARS-CoV-2 virus takes its toll on
the global economy, no industry has been harder hit than aviation. In the United States, the major
RUNNING HEAD: DISCUSSION BOARD 4
carriers have seen passenger numbers and revenue plummet. In 2019.” Harrell, 2020). There are
many challenges the industry faces in today’s market arguably COIVD being the biggest of them
all, but prior to COVID companies were following a model that would imply ala cart was the
standard for most airlines. Fess had increased and restrictions often caused airlines not only to
reduce or get rid of services such as in-flight meals included, but many customary services were
and are only provided for a fee. “one unintended consequence of the lower airfares and
corresponding increase in consumer demand was a decline in the quality of the flying
experience.” (Wolla & Backus, 2018). An argument could be made for whether expectations of
the consumer went down, or standards of the carriers were lowered. The primary focus being on
customer service would seem to have given way to efficient low-cost travel and there is little
indication the consumer is rejecting this model widely. One could argue the market has spoken
and that the average consumer prefers the low cost of travel to the elite experience. Business
must be open to change and provide a service that is relative to the cost of that service. Should a
consumer feel their needs are being met or exceeded they will continue to patronize that
business. As believers it is paramount that we look to scripture for our guidance. “Commit your
work to the Lord, and your plans will be established” (Proverbs 16:3, NIV). We must follow the
guidance of the scriptures in all things that we do and remember our work is in reverence and
honor to the Lord out God, not to man or to glorify ourselves.
RUNNING HEAD: DISCUSSION BOARD 4
References
Choi, K., Lee, D., & Olson, D. L. (2015). Service quality and productivity in the U.S. airline
industry: A service quality-adjusted DEA model. Service Business, 9(1), 137-160.
doi:http://dx.doi.org.ezproxy.liberty.edu/10.1007/s11628-013-0221-y
Harrell, E. (2020). Looking to the Future of Air Travel Retrieved from
https://hbr.org/2020/05/looking-to-the-future-of-air-travel
Jick, T. D., & Peiperl, M. A. (2011). Managing change: Cases and concepts (3rd ed.). New York,
NY: Irwin/McGraw-Hill. ISBN: 9780073102740
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