SimpliFlying

Image by James Cridland via Flickr

When compared with other airlines in the region and around the world, Singapore Airlines (SIA) is by far one of the best in terms of product and service. The multitude of travel industry awards over the years is proof of this fact. But things can get contentious when SIA is compared against itself, over time and across products. Let me share a personal experience, and you be the judge.

Impeccable service, differing products

Since Singapore Airlines has converted their non-stop flight from Newark to Singapore to an all business-class configuration, I instead took their other flight from JFK to Singapore, via Frankfurt earlier this month. Upon boarding SQ26 from JFK, I wanted to charge my laptop, but realized that there were no power points in Economy on board the 747 aircraft, as was the case in my previous flights on the A340 aircraft. Moreover, the in-flight entertainment (IFE) system did not work for my whole row throughout the flight from JFK-SIN. Having only flown the Executive Economy from EWR-SIN on all my prior flights from New York to Singapore, this came as a surprise.

A week later, on my flight from Brisbane, Australia to Singapore, the IFE was not even on-demand, with no personal movie controls. Ironically, the Krisworld magazine page demonstrating the IFE functions showed the passenger how to pause and play the movies (see picture below). This caused much confusion among the passengers near me, as they kept requesting the stewardesses for help. Being SIA Girls, they helped as much as they could. The in-flight service was impeccable as usual.

The important question here is what, if any, efforts were made to set the right expectations among the passengers prior to the flight, to minimize confusion or even disappointment? Furthermore, how was the feedback gathered and acted upon?

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Image by msmail via Flickr

Some of us have jobs important enough to fly business class frequently. Are the rest of us destined to be packed into cattle class unless we pay an arm and a leg for business? Not really, even when it is generally getting more difficult to earn and claim Frequent Flier miles.

But frequent fliers are often pampered by the airlines in a variety of ways. So why not try out a few interesting techniques to be taken good care of in the air? Here are five ways the clever people earn and use their miles, especially for upgrades.

1. Just Fly It!

The fastest way to earn an upgrade is to earn miles, especially if you fly frequently. A return trip from Singapore to New York on Singapore Airlines economy class generates nearly about 20,000 miles, not far from the 30,000 miles needed for a one way business class upgrade, or a free economy ticket to Hong Kong. Stick to one major airline, or network such Star Alliance or One World. Do take note that super discounted fares may appear attractive but do not usually qualify for miles accruing.

2. Splurge on Regional, upgrade on International

Passengers may want to consider paying to fly premium on regional routes and using miles to upgrade on international routes. This is simply because the costs are so much more manageable. The actual price difference between an economy and business ticket begin to widen with trip distance. Yet flying comfortably is so much more important on long hauls. Splurging on regional and upgrading on international reduces costs substantially. However, this would not work if the majority of the sectors that the passenger is intending to fly are long haul.

3. Swipe your way to an upgrade

Co-branded credit cards are common and available across the globe for major airlines. Singapore Airline’s most premium credit card, the American Express Singapore Airlines PPS Club Platinum card, earns a mile for every dollar spent. To earn a trip from Singapore to Hong Kong, the card holder would have to spend S$30,000 for a return ticket on economy class. While credit cards can be useful to top up that few thousand miles that you need for your next Business ticket, depending on credit card alone for a fee ticket, or even an upgrade could take ages.

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Airlines often showcase their First Class products to set themselves apart, and attract masses’ attention. After all, it provides great brand leverage, as many people aspire to get there one day and fly First. But First Class is either a dying flying style, or has gotten more exclusive than ever before, depending on how one looks at it. With the relentless piling of more luxury and space to the in-demand and lucrative business class, a number of airlines have done away with First Class on many routes. This article hunts the remaining First Class products where the very best is offered to the most privileged. First Class provides the passengers with what is the scarcest, and thus most exclusive, on-board an aircraft – Privacy, Space and Novelty.

Emirates Airlines First Class

First available on its A340-500, Emirates’ suites presented a novel idea of flying – enclosing the passenger with a door to create ultimate privacy. Although the seat is smaller and narrower compared to the newer SIA’s suites, Emirates’ suites are more elaborately furnished and still one of the world’s finest way to fly. Emirates wins my applause in providing showers for First Class passengers on-board their A380. Safety issues aside, I cannot recall how many times I had wanted a shower on a long flight before I settle down to sleep. A novelty with a strong dose of practicality – one of the few things rarely seen from Emirates in these days. Privacy: 9/10, Space: 7/10, Novelty: 9/10

Smaller but very tastefully decorated private suites on Emirates

Singapore Airlines First Class Suites

Available only on the A380, the Singapore Airlines Suites are slightly wider and larger than Emirates’, the pioneer to a room-suite seating concept on a major commercial airline. The 35in-wide seat transforms into a 27in by 78in bed. The ultra rich can opt to book one of the two pairs of adjacent suites and transform a pair of suites into a huge room with a double bed. The doors, however, are translucent and do not extend to the ceiling.  Privacy: 8/10, Space: 9/10, Novelty: 9/10

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Qantas became the third airline to take delivery of the Airbus A380 aircraft last Friday, after Singapore Airlines and Emirates. Qantas has ordered 20 A380 planes from Airbus, the first of which will enter service from October 20, initially flying between Sydney/Melbourne and Los Angeles but in January next year expanding to the Sydney-Singapore and Sydney-London routes. But the fanfare and buzz is nothing close to that generated by Singapore Airlines’ first A380 flight to Sydney or Emirates’ A380 flight to New York City.

Given the significance of being one of the first few airlines to operate the Airbus A380, and since it will once be the 2nd largest operator of the A380, it’s a mystery why Qantas has not capitalized on this event to build its brand further. Moreover, given the recent negative press generated by the string of Qantas safety lapses, there is an urgent need to repair the damage done.

How did Qantas miss this golden opportunity?

1. Lack of radical product innovation: The four classes Qantas product for the A380 are not a radical improvement from its existing fleet of wide body planes. Moreover, the peculiar seat color choices make the cabin look dull. This, as opposed to the double-bed suites introduced by Singapore Airlines for First Class, and showers as well as a bar introduced by Emirates for First and Business Class, in their A380 planes. Both of these airlines took full advantage of these product innovations and marketed themselves well – rightly so.
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   Tags: A380, Airbus, Airbus A380, Emirates Airline, Qantas, Singapore Airline
   

Which of the first few airlines operating the Airbus A380 have come up with the best advertisements? You be the judge. Personally, I’d rate Emirates’ and Singapore Airlines’ advertisements far above Qantas’.

Singapore Airlines Airbus A380 advertisement

Emirates Airbus A380 advertisement

Qantas Airbus A380 advertisement

On September 12, 2008, Air New Zealand flew from Auckland to San Francisco in what 270 passengers believed was just a regular flight. But just before take-off, they were informed that they were part of an experiment to fly “green”.

By the end of the flight, the experiment cut waiting time, trimmed flying time, saved 1,200 gallons of fuel, eliminated 30,000 pounds of harmful carbon emissions and took a quieter landing approach at San Francisco International Airport, according to the LA Times.

Flying “Green” to lower costs

In an era when airlines are struggling with high costs, Air New Zealand demonstrated to that there is no need to ruin already floundering airline brands by nickel-and-diming customers in order to increase profits. Flying “green” saves substantially more costs compared to increasing profits by measures like charging a baggage fee. In fact, cost savings from less fuel consumption might just be passed to the customer by some airlines in the future.

Moreover, building an environmentally friendly brand resonates better with customers better too. In December, Air New Zealand plans to fly a Boeing 747 jumbo jet partially powered by fuel refined from the seeds of the jatropha, a type of fast-growing weed.

The airline’s environmental efforts are “consistent with what motivates people to come to New Zealand,” Chief Executive Rob Fyfe said.

How can other airlines learn from Air NZ on flying “green”?

In addition to flying the “great circle route” – the shortest distance between two points, here are some key steps Air New Zealand took in this flight to be kind to Mother Nature and save substantial costs – most of which can easily be duplicated by other airlines.

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Image via CrunchBase, source unknown

A recent article on The Sietch Blog claims that Virgin Atlantic is “on the brink of collapse”. The argument is based on Sir Richard Branson’s recent statements in the press about the threat posed by the BA/AA collusion. On this, an un-named source has commented that it reflects that Virgin Atlantic is in trouble.

Whether Virgin Atlantic, and their sister companies Virgin America and Virgin Blue can ride out the storm depends on many factors, but at the moment things are not looking good for the former wunderkind of British industry. The “budget house of cards” won’t stop toppling for some time yet.

Prevention is better than cure

In fact, Branson’s comments show Virgin’s preparedness for the upcoming threat and they are dealing with it head-on. Forbes Magazine revealed in an article that Branson unveiled last Friday the slogan “No Way, BA/AA,” which will be painted on the side of Virgin’s aircraft. This campaign will alert consumers to the “anti-competitive” nature of the proposed tie-up, which Virgin hopes will then indirectly put pressure on American antitrust regulators.

Virgin is a trusted brand

Virgin Atlantic is one of the few airlines in the world with a sound business model (first class service at business class prices) and an outstanding brand image. Most importantly, Branson is an icon people can relate with. Customers trust the Virgin brand, and this brings loyalty. They will not ditch a loved brand easily and Virgin is likely to further strengthen its position an industry leader once this crisis is over.

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Selling air tickets by auction is nothing new. Airlines have done it in the past for one-off charitable causes, like Singapore Airlines’ first A380 flight. There are even sites dedicated to selling air tickets by auction, like Skyauction.com and Priceline.com.

But JetBlue Airways has once again demonstrated that it’s a leader when it comes to using the latest technologies to bring in more business. This time, they’ve began auctioning more than 300 round-trip flights and six vacation packages on eBay, and all of the offerings carry a starting price tag of five or ten cents plus taxes and fees. The auction will continue through Sept. 14.

There has been ample debate on leading airline forums on whether this move will work or not. The debates can go on forever, but here are three good reasons why this is a genius move by JetBlue and other smart airlines will follow in its footsteps.

1. There is no such thing as bad PR

JetBlue is good at creating buzz and has now tapped on probably one of the cheapest ways of methods of marketing - technology. Since the website’s launch, there has been many reports supporting or criticizing the move. Ultimately, it’s all leading to move potential customers landing on the JetBlue eBay store. As Guy Kawasaki puts it, there is no such thing as bad PR (an Inquirer report that rated his Truemors site as the worst on the net resulted in over 240,000 hits in a single day!).

2. More channels = more customers = more revenues

Leading brand management authority Sergio Zyman’s definition of marketing success is to “sell more stuff, to more people, more often, for more money, more efficiently.” By launching a new selling channel via eBay, JetBlue will be reaching out to new types of potential customers who are probably younger and technologically savvy. Moreover, since eBay is a self-regulated system, the efficiency of selling tickets is bound to improve as well.

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Image via Wikipedia

In his autobiography, “Straight from the top - The truth about Air Canada“, Robert Milton - the former CEO of the airline - concludes, “There is no reward in life without risk, and there are times in our lives when we must all balance risk against reward and make a decision accordingly, whether we want or not.” He has taken his own advice to heart.

Divide and conquer - the best way to win

Milton was making a risky bet in 2005 as he floated as an independent unit, Air Canada’s Aeroplan - their frequent flier program. It was the first time a major airline was separating from itself probably the most valuable part of the business. But his instincts have been proven right. Today,  Milton has been successful in monetizing the once troubled airline and its subsidiaries and turning them into profitable entities through a holding company - ACE Aviation Holdings. As Airline Business describes it in an article about Milton, “The evolution of ACE from a struggling flag carrier into money-making holding company is the story of turning side dishes into main courses.”

In fact, not only have most of the individual entities pleased investors with their financial performance over the past few years, they have actually improved performance as independent companies. Essentially, working as independent divisions, these businesses sell services to a variety of customers, not just the parent airline, hence tapping on greater revenue sources than before.

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