It wanted a revenue management system that it could deploy quickly and had a low chance of failing. It bought a largely off-the-shelf system, whereas other airline, such as American Airlines and Lufthansa, developed expensive cutting-edge systems.
In 2004, SIA outsourced many of its IT functions such as its data center and end-user computing support so it could focus on its core business.
Many SIA executives told us that constant innovation on many fronts is risky; changing processes, could spread resources and expertise thin and blur SIA's customer focus.