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Biz Orbit
1. Chapter head BizOrbit for quadra results Business strategic orbit map to overcome possible turbulence in the uncontrollable environment
2. Chapter head 1 BizOrbit 2 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
3. Why is BizOrbit so crucial? Enterprises need to strengthen their own BizOrbit rhythm to predict and achieve their business results.
4. 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
5. Creation of superior brand value with a generic product in a generic market All 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
6. Singapore Airline’s BizOrbit for quadra results Globally Recognized Quality Brand Pull Market Share Premium Net Worth Comparative profit margin of 5 biggies in 2008 Named World’s Best Airline for the 3 rd year, winning the 2008 Airline of the year title in the World Airline Awards Winner of Best Business Class category in 2007 Asia’s 1 st and world’s 3 rd airline to be accredited by IATA with the IOSA (IATA Operations Safety Audit) Ranked 17 th 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%
7. 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 admiration which 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.
