Set in 2015, this case study is about how Singapore Airlines (SIA) and the Middle Eastern behemoths - Emirates, Qatar Airways, and Etihad Airways - adopt differentiation strategies to compete in the full-service passenger air travel industry. It highlights the multifaceted nature of an airline's differentiation strategies, noting that various levels of differentiation correspond to different pricing tiers. Each airline offers a range of products such as cabins or 'classes', enabling them to vary their degree of differentiation across their offerings. The case identifies factors that the airlines can leverage to enhance their competitiveness and those that are immutable. In addition, this case includes detailed pricing and product information that students can use to distil important insights for strategic analysis. Since the 2000s, Emirates and other Middle Eastern airlines have undergone substantial growth over the years, creating challenges for their competitors, especially along the Kangaroo Route (a popular air travel route that connects the continents of Europe and Australasia). Consequently, Australia-based Qantas opted for a strategic shift and "threw in the towel", replacing its traditional Sydney-Melbourne-Singapore-London flights with a new route through Sydney-Melbourne-Dubai-London. This change allowed Qantas to integrate with Emirates' network, streamlining connectivity. On the other hand, SIA competed head-to-head with Emirates. Due to its highly differentiated products and services, SIA commanded a price premium over Emirates. However, Emirates offered more flight connection choices than SIA, translating to a higher demand for air travel. To remain competitive, what strategy should SIA adopt? Should SIA match its airfare pricing with Emirates to attract more passengers?

Launched in January 2020, under its parent company Avalon Biomedical Management, Avalon SteriTech was the brainchild of former Intellectual Property (IP) lawyer Lewis Ho. Ho aimed to combine his legal knowledge with biotechnology, to be part of a company that brought positive impact to society. The onset of the COVID-19 pandemic provided Ho with exactly such an opportunity. By early 2020, the pandemic brought an unprecedented level of global uncertainty. Due to its proximity to mainland China, Hong Kong was among the first cities that was severely impacted by the coronavirus. Quick solutions were needed to improve public hygiene while keeping cleaning workers safe. Avalon SteriTech solved these problems by implementing automated daily disinfection in public places with high-touch surface areas. As the CEO of a new start-up, in a field he was unfamiliar with, Ho faced obstacles that included fundraising, finding new clients, and bridging knowledge gaps. Despite the obstacles, by January 2024, the start-up had several prominent clients, and an employee base of 30. It had been a steep learning curve for Ho. Looking ahead, he wondered how he could sharpen his focus as the CEO, and take the company forward.