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Based at Singapore Changi Airport, Singapore Airlines is the national carrier of Singapore. Using a fleet of wide-body Boeing and Airbus aircraft, including the A380 of which Singapore Airlines was the launch customer, Singapore Airlines operates an extensive network across Asia, North America, Australasia, Europe, Africa and the Middle East. Singapore Airlines joined the Star Alliance on 01-Apr-2000.
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2,258 total articles
373 total articles
Lufthansa, Singapore Airlines respond to Gulf competition with a limited JV. There is scope for more
The rise of the Gulf carriers continues to pressure airlines that were once formidable individual competitors into joining forces to combat a more effective rival. And so the Lufthansa and Singapore Airlines groups have been forced to compromise their previous independence. One new strategy is to form a revenue sharing joint venture. This method of cooperation is becoming more common between Europe and Asia, having already been established in the trans-Atlantic and trans-Pacific markets. Most JVs were established to enhance a position of strength built on pre-existing solid footing. In comparison, Lufthansa and SIA are setting aside differences in this time of duress to respond to the Gulf carriers that have changed their business profoundly.
Although Lufthansa and SIA account for about 27% of non-stop Western Europe-Southeast Asia capacity, their share of flown passengers is around 13%. Emirates alone has 12%; adding Etihad and Qatar now has 27% of the market transitting via the Gulf. But SIA and Lufthansa are the only airlines operating non-stop service between their respective countries.
Despite the severe situation, perhaps bordering on crisis, the response from Lufthansa and SIA is limited. Their JV will only cover routes from Singapore to Germany (the hub of Lufthansa) and Switzerland (the hub of Swiss). This is only one third of their Europe-Southeast Asia market. Lufthansa and SIA will remain competitors on many other market pairs - and this could become a source of friction, or at least suspicion. A Singapore-London passenger, for example, could go non-stop on SIA outside the JV or via a German/Swiss hub under a JV. Both airline groups will compete for a Kuala Lumpur-Amsterdam passenger.
The Singapore Airlines (SIA) Group plans to advance its multi-brand strategy by fully taking over and integrating short-haul LCC Tigerair. The proposed acquisition of the remaining 44% stake in Tigerair is a long overdue move which will improve the group’s overall position, in particular the outlook for long-haul LCC subsidiary Scoot.
SIA should have opted for a bigger role in Tigerair when the LCC was established in 2003, to fly in the following year. SIA also repeatedly opted against taking over Tigerair in recent years although such a move became increasingly inevitable as Tigerair struggled and the launch of Scoot meant that strategically SIA could no longer afford to continue playing a passive role. Better late than never. And it is not too late. The amalgam will give SIA far cleaner operating and partnership options than it had previously.
SIA still faces challenges as competition continues to intensify, both regionally and in key long haul markets. The 6-Nov-2015 offer to take over the remaining stake in Tigerair is just one of several components in a still evolving group strategy aimed at improving SIA’s long-term outlook.
The phrase "jumbo jet" has been in use for decades but takes on new meaning in Dec-2015 with the planned entry into service of Emirates' two class A380 seating 615 passengers – the most yet of any aircraft. The version will have 18% more seats than Emirates' largest A380 and will be the first time an A380 does not have first class. Emirates is removing that cabin (with its onboard showers) as well as some business class seats to make room for more economy seats. The aircraft is initially to be deployed to Copenhagen and Bangkok, destinations with high leisure but limited premium demand.
Emirates plans to take an initial 15 of these aircraft. Already its 73 A380s on order account for 64% of the type's backlog. Half of the in-service fleet is held by Emirates and Singapore Airlines. As the first operator and with shorter leases, SIA is planning the future for its first batch of A380s. SIA does not intend to renew the leases of these aircraft since they are some of the first and do not incorporate later production chain efficiencies.
Jetstar Asia is looking for opportunities to further boost yields and expand its network while continuing to refrain from fleet growth. The Singapore based LCC returned to the black in the fiscal year ending 30-Jun-2015 (FY2015) after enduring the most challenging year in its history in FY2014 due to overcapacity and sharp yield declines in its home market.
Jetstar Asia suspended fleet growth in early CY2014 and has since maintained a fleet of 18 A320s. But the carrier has been able to grow ASKs by improving utilisation, enabling it to add capacity in markets that have strong feed from interline or codeshare partners.
Unit revenues have been on the rise over the last several months and Jetstar Asia could see further yield improvements as it adds more new partners and expands existing partnerships. The carrier is also adding in late 2015 three secondary regional routes which are not served by any other LCCs as it tries to reduce its reliance on markets that are still suffering from overcapacity and irrational competition.
Singapore Airlines (SIA) is approaching a critical juncture with its multi-brand strategy as the group reviews its overall network and pursues new synergies between its four airline brands. The transition of short haul LCC Tigerair from a partially owned affiliate to a majority owned subsidiary has particularly opened up opportunities for medium/long haul LCC subsidiary Scoot and the overall group.
SIA recently began selling Scoot operated flights and is now looking at also forging an interline arrangement with Tigerair. Placing full service and even premium passengers on budget brands was previously unthinkable for SIA but has become a necessary and sensible step as Scoot and Tigerair give the group access to over 20 additional destinations.
SIA’s frequent flyer members can also now accrue and redeem points on Tigerair and Scoot, another recent development that highlights the strategic shift in the group’s multi-brand strategy. SIA is committing to improving the position of its two budget brands, which for now remain unprofitable but are critical components to the group’s long term strategy.
Scoot’s new Guangzhou, Hangzhou and Jeddah routes illustrate evolution of SIA Group network strategy
Medium/long haul low cost carrier Scoot is beginning a new phase as its role within the Singapore Airlines (SIA) Group evolves to include replacing sister carriers on routes to China, India and Saudi Arabia. The new role will see Scoot increase its reliance on feed from other SIA Group carriers, particularly for the Jeddah market.
Of Scoot’s initial 14 destinations, six were launched as new destinations for the group while eight destinations were launched to supplement capacity provided by existing SIA Group brands. But as Scoot quickly expands its fleet from seven to 11 aircraft it is starting to also take over flights operated by other SIA Group carriers on at least three and likely four or five routes.
Scoot is launching Singapore-Hangzhou on 25-Oct-2015, taking over a route previously served by SIA full service regional subsidiary SilkAir. The SIA Group also recently announced that Scoot will take over from Jan-2016 one of two daily Singapore-Guangzhou flights operated by the group's short haul LCC subsidiary Tigerair and from May-2016 the three weekly flights to Jeddah operated by SIA mainline. Scoot is also expected to start serving existing SIA Group destinations in India in 1H2016.