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Andrews University • BSAD • BSAD 365 • Dr705351 • 8/9/2011 • 100% (3)

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THE SPACE MATRIX of SINGAPORE AIRLINES (SIA)

Financial Strenght (FS) Perception Perception
Wors Rat
Worst Best NET* Best t e NET*
ROI 1 2 3 5 5 0.63 Technology Change 1 2 4 5 1 0.125
Operating leverage 1 2 3 5 3 0.38 Rate of inflation 1 2 4 5 3 0.375
Financial leverage 1 2 3 5 5 0.63 Demand Variability 1 2 4 5 2
Liquidity 1 2 3 5 4 0.50 Price ranges 1 2 4 5 1 0.125
Working Capital 1 2 3 5 5 0.63 Barriers to entry 1 2 4 5 3 0.375
Competitive
Cash flows 1 2 3 5 3 0.38 Pressure 1 2 4 5 2
Financial Risk 1 2 3 5 3 0.38 Price elasticity 1 2 4 5 1 0.125
Capital Structure 1 2 3 5 5 0.63 Market acceptance 1 2 4 5 1 0.125
*1/8 = 0.125 Net score 4.16 Net score

Competitive Perception Perception

Advantage (CA) Wors
Best t NET* Worst Best Rate NET*
Market share 1 2 3 5 1 0.13 Growth Potential 1 2 4 5 4
Product quality 1 2 3 5 1 0.13 Profit Potential 1 2 4 5 3
Product life-cycle 1 2 3 5 1 0.13 Financial Stability 1 2 4 5 4
Technology know-
Customer loyalty 1 2 3 5 1 0.13 how 1 2 4 5 3
Capacity use 1 2 3 5 1 0.13 Resources use 1 2 4 5 3
Technology know-
how 1 2 3 5 1 0.13 Capital Intensity 1 2 4 5 4
Suppliers Control 1 2 3 5 2 0.25 Entry ease to market 1 2 4 5 4
Distributors Control 1 2 3 5 2 0.25 Productivity 1 2 4 5 4
*1/8 = 0.125 Net score 0.16 Net score

Summary:

Net scores:

FS ES CA IS x-axis = CA + IS 0.61

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THE POSITION OF THE SPACE MATRIX

Financial Strength (FS)

+5

+4

CONSERVATIVE STRATEGY •� SINGAPORE AIRLINES (SIA)

+3 AGGRESSIVE STRATEGY

1. All non-synergistic strategies

(intensive strategies) +2 1. All non-synergistic strategies

2. Integrative strategy-horizontal (intensive strategies)

3. Divestiture +1 2. All integrative strategies

4. Liquidation 3. Diversification strategy-concentric

Competitive Advantage (CA) Industry Strength (IS)

-5 -4 -3 -2 -1 0 +1 +2 +3 +4 +5

-1

-2

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