biz orbit

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Chapter headBizOrbitfor quadra results

Business strategic orbit map to overcome possible turbulence in the uncontrollable environment


Chapter head

1

BizOrbit2

4

3

Perceptible, differentiated

innovation and global standard

quality

Brand pull of purchase motivation

High volumes, bring down

production and infrastructure

cost

Premium earning better than

your industry earning

for quadra results

What is BizOrbit?

In analysing global best practice companies since past 27 years, we have that these profitable companies fall into 4 business orbits.

An orbit has a demarcated rotation path which cannot be changed. It moves in its own rhythm and force. A corporate biz orbit can be equated to that.

An untouchable business orbit we deliver


Why is BizOrbit so crucial?

Enterprises need to strengthen their own BizOrbit rhythm to predict and achieve their business results.


4 crucial BizOrbit factors for a brand to get results

Globally recognized

quality

Brings brand pull

Enlarges market share

Results in premium net worth

If you want to make a brand successful, you have to stretch your hands and legs on all four sides

Creation of superior brand value with a generic product in a generic marketAll airlines in the world will have the same vessels, but Singapore Airlines stands out visibly from the competition with a generic product

See how Singapore Airlines creates visible differentiation in service in a totally commoditized market


Singapore Airline’s BizOrbit for quadra results

Globally Recognized Quality

Brand Pull Market Share Premium Net WorthComparative profit margin

of 5 biggies in 2008

Named World’s Best Airline for the 3rd year, winning the 2008 Airline of the year title in the World Airline Awards

Winner of Best Business Class category in 2007

Asia’s 1st and world’s 3rd airline to be accredited by IATA with the IOSA (IATA Operations Safety Audit)

Ranked 17th in Fortune’s World’s most admired Companies (2007)

Strong brand name in terms of innovation, safety and service excellence, coupled with consistent profitability

Entered the market in 1972, yet a global market share of 18.47% by 2003

World’s largest carrier by market capitalisation

Ranks amongst the top 15 carriers worldwide as per revenue

Singapore Airlines Group

13.4%

British Airways Group

7.9%

Lufthansa Group 2.4%

Cathy Pacific Airlines Group

(9.9%)

Malaysia Airlines 1.6%


Path of the orbit

Orbit 1.Balanced vista of cost, quality and aspiration that’s higher than the price.

Orbit 2.Perceptible quality and aspiration raise the bar of admirationwhich creates brand pull.

Orbit 3.High brand pull determines act of, and increases, sales. High volumes will result in low material cost.

Orbit 4.The three orbits to get here will lead to a superior bottomline to make the enterprise robust for future challenges.


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