02811nas|a2200253 i 450000500170000000800410001703500150005810000190007324500860009226000520017830000140023049000520024450001480029650200830044452015940052765000360212165000330215770000370219070000460222770000450227371000900231881000840240885600650249220260818085420.0011019s2001    th uu m rtt  00|  a1eng d  a.b118366841 aHirano, Shinji10aCreating service value :ba case study of Changi International Airport, Singapore  aBangkok :bAsian Institute of Technology,c2001  a92 leaves1 aResearch studies project report ;vno. SM-01-04  aA research study submitted in partial fulfillment of the requirements for the degree of Master of Business Administration, School of Management  aResearch Studies Project Report (M.B.A.) - Asian Institute of Technology, 2001  aIn this study, the successful way of service value creation is designed by the deep analysis of Singapore Changi Airport, which is called the World Best Airport, based on the characters of service in Singapore and analysis of Civil Aviation Authority of Singapore (CAAS) that is the airport management organization ofChangi airport. Since the operation of Civil Aviation of Singapore transferred from Paya Lehar airport to Changi airport in 1981, Changi airport has been developed dramatically as well as the development of Singapore. Changi airport has been evaluated as the best airport in the world by many publishers, and they have kept this top position more than last a decade. Why Changi airport can sustain the top position for a long period? Nevertheless service itself is easy to imitate and many other airports have been trained by the consulting service of CAAS, they cannot be beyond Changi airport. The reason is that Changi airport creates their service value to customers by sharing their clear vision, mission, and value of CAAS with all of the related external organizations of Changi airport. All of activity and performances are base d on their values. CAAS is the conductor of Changi orchestra, and CAAS has a responsibility to make all of staffs in Changi airport to have same culture, goal, and service mindset. In order to manage all of related external organizations, CAAS attracts them by providing a continuous learning and teamwork oriented environment, and they always manage the performance and service of Changi airport through the customer's point of view. 10aAirportszSingaporexManagement10aChangi International Airport1 aTocquer, Gerard A.,eChairperson0 aSununta Siengthai,eExamination Committee1 aBechter, Clemens,eExamination Committee2 aExternal support (The Overseas Construction Association of Japan),eScholarship Donor2 aAsian Institute of Technology.tResearch studies project report ;vno. SM-01-04  3Full-Textuhttp://203.159.5.9/ait-thesis/detail.php?q=B07126