Singapore Airlines had long been considered the gold standard for its innovative customer service. However, the company was faced with new sources of competition, from the rapid growth of Southeast Asian low-cost carriers on the one hand, to the expansion of premium Gulf carriers on the other. The company, therefore, decided to launch a low-cost airline of its own called Scoot, the fourth brand in its portfolio. Now CEO Goh Choon Phong must consider how to grow all four airlines without cannibalizing its own market share or diluting the sterling brand of the parent airline.
This case describes the megafarm model launched by the CP group as part of their efforts to ensure the safety and quality of their supply chain of agricultural products (particularly, eggs) in China while also promoting the welfare of Chinese farmers. This model was developed in close partnership with the local government, and received financing support from a local bank. The case asks students to discuss the potential for scaling this model across China.
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