Stakeholders of Singapore Airlines
This is a detailed analysis of the stakeholders of Singapore Airlines which is one of the world’s leading airlines with a global presence. It has a wide range of stakeholders who have keen interests in it and some of them are directly responsible for its success.
Introduction to Singapore Airlines
Singapore Airlines has grown to become one of the most successful airlines in the world. It is the flag carrier of Singapore and operates an extensive network of domestic and international routes. It has won several prestigious awards over the years.
Singapore Airlines have won Business Traveler Awards 2022, Best Airline for Corporate Travelers Worldwide, Skytrax World Airline Awards 2022 (UK), World’s Best Airline Cabin Staff, Best Airline in Asia, World’s Best First Class, and many more. It is renowned for its world-class service and hospitality.
Singapore Airlines has developed a strong brand image that is associated with quality and reliability. It has achieved a lot of success over the years and is one of the most profitable airlines in the world.
Internal stakeholders of Singapore Airlines
Leadership team of Singapore Airlines
The leadership team of Singapore Airlines is responsible for setting the strategic direction of the airline. The team is led by the CEO who is supported by several executive vice presidents, and senior vice presidents (Singapore Airlines, 2023).
The leadership team includes experienced and qualified executives who are responsible for managing different areas of the business such as operations, finance, IT, marketing, and human resources. It is committed to providing the best service to the customers and driving the airline to greater success.
Employees of Singapore Airlines
The employees of Singapore Airlines are the face of the company and are responsible for providing a high level of service to the passengers. The airline has around 14.5 thousand employees (Statista, 2022).
Singapore Airlines also has a range of employee benefits, such as travel benefits including a free air ticket once a year to any destination on the airline’s network, discounted travel at other times, attractive leave, medical benefits, and profit-sharing bonuses that help it motivate and retain its employees (Singapore Airlines, 2023).
Singapore Airlines used to require pregnant cabin crew to resign at the end of their first trimester. However, the policy was dropped in July 2022 making it easier for more women to join the company (Liang, 2022).
Shareholders of Singapore Airlines
The shareholders are also very important internal stakeholders of Singapore Airlines who are responsible for providing the required capital and helping it to grow and expand. The airline has a wide range of shareholders including individuals and institutions.
External stakeholders of Singapore Airlines
Customers of Singapore Airlines
The customers are the most important external stakeholders of Singapore Airlines as they determine the success or failure of the airline. The company puts a lot of emphasis on customer service and satisfaction.
The airline also invests heavily in technologies that provide a better customer experience. It has developed an app that allows customers to book flights, manage their bookings, and check-in online. It also offers a range of in-flight entertainment options that customers can enjoy during their flight.
Suppliers of Singapore Airlines
Singapore Airlines has a wide range of suppliers who are responsible for providing it with the necessary products and services. These suppliers include aircraft manufacturers, engine suppliers, ground handling companies, catering companies, and other service providers.
The airline has developed strong relationships with its suppliers. It works closely with them to ensure that it is able to provide the best service to its customers.
There are also several pressure groups that have an interest in the operations of Singapore Airlines. These groups include environmental organizations, consumer rights groups, labour/trade unions, and other advocacy groups.
The pressure groups raise awareness about certain issues and advocate for change. They also monitor the operations of the airline to see if it is complying with the legal and ethical standards set by the government.
How does Singapore Airlines communicate with its Stakeholders?
Singapore Airlines has developed a comprehensive communication strategy that enables it to effectively engage with its stakeholders. It communicates with its stakeholders through a range of channels, such as its website, social media, press releases, and other means of communication.
The airline also holds regular meetings and events with its stakeholders to keep them updated on the progress of the company. It also has a dedicated customer service team that is responsible for responding to customer queries and feedback.
The airline also communicates with its employees through its intranet. The intranet provides employees with the latest news and updates and allows them to communicate with each other. The airline also has a team of internal communications experts that are responsible for developing and executing internal communication campaigns.
Summary of the stakeholders of Singapore Airlines
To conclude, Singapore Airlines has a wide range of stakeholders. They include customers, employees, leadership team, shareholders, suppliers, pressure groups etc. Singapore Airlines has developed a comprehensive communication strategy that helps it engage with the stakeholders efficiently.
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Last update: 01 February 2023
Liang, A. (2022) The airline policy that cost pregnant flight crew their jobs, available at: https://www.bbc.co.uk/news/business-63238334 (accessed 01 February 2022)
Singapore Airlines (2023) Our story, available at: https://www.singaporeair.com/en_UK/us/flying-withus/our-story/awards/ (accessed 01 February 2022)
Statista (2022) Number of employees at Singapore Airlines, available at: https://www.statista.com/statistics/1045152/singapore-airlines-staff-size/ (accessed 01 February 2023)
Author: M Rahman
M Rahman writes extensively online and offline with an emphasis on business management, marketing, and tourism. He is a lecturer in Management and Marketing. He holds an MSc in Tourism & Hospitality from the University of Sunderland. Also, graduated from Leeds Metropolitan University with a BA in Business & Management Studies and completed a DTLLS (Diploma in Teaching in the Life-Long Learning Sector) from London South Bank University.