TY  - CHAP
AB  - Abstract The rise of Emirates, Etihad, and Qatar Airways in the Middle East (collectively referred to as “ME3”) has been absolutely dramatic. How should other full-service carriers respond? This study takes a look at how one carrier, Singapore Airlines, has responded and may offer clues to how others may choose to respond. Facing ME3’s ascent in service quality and rapid capacity expansion, Singapore Airlines stuck to its niche as a premium carrier and refrained from tit-for-tat type competition. It managed to command a fare premium in select markets even in the presence of ME3, but had to sacrifice growth in its passenger count. This offers valuable lessons for other full-service carriers.
VL  - 7
SN  - 978-1-78754-566-3, 978-1-78754-565-6/2212-1609
DO  - 10.1108/S2212-160920180000007004
UR  - https://doi.org/10.1108/S2212-160920180000007004
AU  - Fan Terence Ping Ching
PY  - 2018
Y1  - 2018/01/01
TI  - Strategic Response from Singapore Airlines to the Rapid Expansion of Global, Full-service Hub Carriers in the Middle East
T2  - Airline Economics in Asia
T3  - Advances in Airline Economics
PB  - Emerald Publishing Limited
SP  - 33
EP  - 60
Y2  - 2024/04/19
ER  -