After reading the "Singapore Airlines (A) and (B)" (Harvard Business School case, no. 9-687-022 & 9-687-023), address the following:
1) Singapore Airlines (SIA) states that cabin crews are a vital component of its service strategy. Evaluate the elements of SIA's workforce management program (young crew policy, training program, performance measurement, feedback, and communication procedures). What changes would you recommend and why?
2) Should the company change its advertising campaign? Why or why not?
3) What about SIA's system for measuring service quality? Do you recommend any changes? Why or why not?
4) SIA's strategy to deliver quality includes six main points: democratic organization, smallest units to carry out tasks, delegate authority, creating an environment where delegated responsibility can be used effectively, training and retraining are objectives, and one department is not more important than another. Is SIA violating any of its policies? Would you change any of these points, and, if so, why?
5) Is the plan to introduce slot machines a positive change?
See the attachment.
Workforce Management Program
Upon its split from Malaysian Air in 1972, Singapore Airlines (SIA) began an aggressive growth strategy focusing first and primarily on its aircraft. During the 70's, the airline made some very bold moves in upgrading its fleet of aircraft. Some of the unique offerings that SIA invested in were to provide live musical entertainment on many of its flights. It also focused on comfort and offered sleeping amenities called "slumberettes" on some flights.
Additionally, the airlines management pursued gourmet chefs from Hyatt's Hugo's restaurants to bring top quality food to the airlines passengers. Finally, the airline made the bold decision to spend 2 billion dollars upgrading its fairly new 747 aircraft with newer, more fuel efficient and roomier models in 1979. All of these changes were major contributors to the company's rapid expansion as it entered the 80's, however; the number one factor that separated SIA from its competition in terms of passenger experience was SIA's cabin crews. SIA had dedicated itself to a staffing philosophy that was very bold and demanding, yet rewarding to consumers (Case Study, 1986).
This specific staffing model was a strategic decision that was made in the early 80's by SIA's Chairman Joseph Pillay. Pillay and his advertising manager, Lily Chan, were searching for a way to differentiate their airline from all other brands while maintaining costs. Their answer came in the form of embracing their Asian roots and pursing their slogan of the "Singapore Girl" campaign. Having major success with this slogan, the airline set out a specific hiring and training strategy that pursued young and attractive candidates to serve on their in flight crews who were from the representative Asian cultures most represented in Singapore. This was a risky strategy but one the company felt passionate about as their primary differentiator in their industry (Case Study, 1986).
The pursuit of young, Asian talent from Singapore that had the qualifications to meet the rigorous standards set in place by the airline became increasingly difficult as the airlines overall staff grew. Not only were more crew members needed, the type of talent that the airline was pursuing was also being persuaded to go to college and work for other companies as well. Also, a review of the company's overall workforce management programs reveals many stipulations that were put in ...
The solution assists with analyzing Singapore Airlines case studies.