SATS Air Cargo Table of Contents Table of Contents 2 Part 1- SATS Air Cargo Customers 3 Changes within the Airline Sector 3 Changing Customer Expectations 3 Increased Competition 4 Part 2- SATS Air Cargo Competition 5 Summary on Competitors Analysis of SATS 10 References 11 Bibliography 12 Part 1- SATS Air Cargo Customers Changes within the Airline Sector In recent years, the tastes as well as preferences of the customers in the airline network has changed drastically, where a shift from price centric to quality centric attitude has been witnessed clearly…
Correspondingly, the organizational operations of SATS have also seen changes over the years owing to the changing nature of its customers. With the increasing number of customers in the cargo sector of the airline market, SATS initiated the SIA Superhub 2 also known as the Airfreight Terminal 6 in the year 2001 with an investment of around $270 million. This approach of the company accompanied it with the ability to handle 800,000 tonnes of cargo per year, which was also accounted among the biggest capacities during that time. Furthermore, the customers in the cargo handling sector of the airline industry have also become more attracted towards online web based operations in course of time. Contextually, SATS introduced the web-based cargo tracking services in the year 2003 in order to meet the changing expectations of the customers (SATS 20111). Increased Competition With the augmented number of operations of various companies in the cargo sector of the airline industry, the competition has become more intense. ...
This step of the company ensured the loyalty of the customers with the company for a longer period of time. Moreover, in similar regard, it has also introduced a new brand promise to the customers, which further states as “One with you” (SATS 20111). Furthermore, since there are various numbers of companies offering similar kind of products to the customers, only effective or innovative services would ensure enhanced operational services for any company including SATS. To comply with this aspect, the company has been continuously changing its service offering patterns to the customers so that their valuable association with the company continues for a longer period of time (SATS 20111). Part 2- SATS Air Cargo Competition SATS DHL Singapore Airlines Market Share .0019% 11.49% .0.02% Share Price as of Submission .31% (2013) Singapore Exchange 1.03 % (2013) (Singapore Exchange n.d.) .48% (2013) (Singapore Exchange n.d.) Stock Turnover 27.70 (2013) (Singapore Exchange n.d.) 23.56 (2013) (Singapore Exchange n.d.) 35.50 (2013) (Singapore Exchange n.d.) Revenue 2008- S$1,062,094 2009- S$ 1,538,906 2010- S$ 1,729,131 2011- S$ 1,685,413 2012- S$ 1,818,992 (SATS 20112) 2008- S$ 7,474,908,000 2009- S$ 6,175,362,000 2010- S$ 7,525,278,000 2011- S$ 8,223,343,128 2012- S$ 8,405,745,600 (Deutsche Post AG 2013) 2008- S$ 186,245 2009- S$ 181,752 2010- S$ 145,834 2011- S$ 159,980 2012- S$ 169,157 (Singapore Airlines 2012) Resources People: The chairman of the Edmund Cheng Wai Wing was appointed in the year 2012. Apart from him, there are also some other crucial members altogether forming the management team of the organization. Brand Position: With more than 60 years of operations in the airline industry, the company has acquired the reputation to be called as one of ...
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