airline marketing: an overview

Outline • Definition of Marketing • Realities of the Market Place • Realities of Airline Market • Marketing Strategies • The Challenges

Deregulation and the Marketing of Airline Carriers

No student of the hospitality industry can long be insensitive to the role of air transportation in creating much, though by no means all, of the "place demand" for his industry. This article confines itself to a discussion of the impact of deregulation on carriers in the industry and discusses implications for the hospitality field

A study to identify the motivation compelling the business traveler to choose a specific airline in the Miami to Atlanta market and to develop a marketing strategy

The purpose of this study was to determine if the business traveler's behavior is influenced by brand loyalty. This brand loyalty, which became evident through the use of a survey, was then to be thoroughly evaluated. In order for this information to be best understood and utilized as the basis of future marketing strategies, much research was undertaken and its significance explained in relation to the airline industry as it exists at present. The results and conclusions of this study indicate that the airline industry is, for the most part, taking a successful approach in attracting business travelers. These travelers' business is highly valued due to the frequency with which they pay full-fare rates. The airlines view business travelers as a potential for great profit and their actions are in line with these philosophies.

From ‘free’ to fee: Acceptability of airline ancillary fees and the effects on customer behavior

Businesses in various consumer service industries have begun to unbundle their service offerings by introducing numerous fees for products and services that were previously provided as “free.” Anecdotal evidence in the media indicates that these fees cause widespread public displeasure, frustration, and outrage. This paper develops a framework of fee acceptability, negative emotions, and dysfunctional customer behavior, which is tested using data from the airline industry. Findings identify the strongest effects on betrayal in the case of baggage fees, followed by charges for comfort. Also, betrayal has a direct effect on complaining, whereas anger mediates the relationship between betrayal and negative word of mouth.

Old conflicts, new rivals? Airline competition in the European market

Christoph Franz of Lufthansa recently identified Ryanair, easyJet, Air Berlin and Emirates as the company’s main competitors – gone are the days when it could benchmark itself against BA or Air France-KLM! This paper probes behind the headlines to assess the extent to which different airlines are in competition, using evidence from the UK and mainland European markets. The issue of route versus network competition is addressed. Many regulators have put an emphasis on the former whereas the latter, although less obvious, can be more relevant. For example, BA and American will cease to compete between London and Dallas Fort Worth if their alliance obtains anti-trust immunity but 80% of the passengers on this route are connecting at one or both ends and hence arguably belong to different markets (e.g. London-San Francisco, Zurich-Dallas, Edinburgh-New Orleans) which may be highly contested. The remaining 20% of local traffic is actually insufficient to support a single point to point service in its own right. Estimates are made of the seat capacity major airlines are offering to the local market as distinct from feeding other routes. On a sector such as Manchester–Amsterdam, 60% of KLM’s passengers are transferring at Schiphol as against only 1% of bmibaby’s. Thus although KLM operates 5 flights and 630 seats per day against bmibaby’s 2 flights and 298 seats, in the point to point market bmibaby offers more seats than KLM. The growth of the Low Cost Carriers (LCCs) means that competition increasingly needs to be viewed on city pair markets (e.g. London-Rome) rather than airport pair markets (e.g. Heathrow-Fiumicino). As the stronger LCCs drive out weaker rivals and mainline carriers retrench to their major hubs, some markets now have fewer direct options than existed prior to the low cost boom. Timings and frequencies are considered, in particular the extent to which services are a true alternative especially for business travellers. LCCs typically offer lower frequencies and more unsociable timings (e.g. late evening arrivals at remote airports) as they are more focused on providing the cheapest service rather than the most convenient schedule. Interesting findings on ‘monopoly’ services are presented (including alliances) - certain airlines have many more of these than others. Lufthansa has a significant number of sectors to itself whereas at the other extreme British Airways has direct competition on almost every route in its network. Ryanair and flybe have a higher proportion of monopoly routes than easyJet or Air Berlin. In the domestic US market it has become apparent since deregulation that better financial returns can come from dominating a large number of smaller markets rather than being heavily exposed in the major markets - which are hotly fought over. Regional niches that appear too thin for Ryanair to serve (with its all 189 seat 737-800 fleet) are identified. Fare comparisons in contrasting markets provide some insights to marketing and pricing strategies. Data sources used include OAG (schedules and capacity), AEA (traditional European airlines traffic by region), the UK CAA (airport, airline and route traffic plus survey information of passenger types) and ICAO (international route traffic and capacity by carrier). It is concluded that airlines often have different competitors depending on the context but in surprisingly many cases there are actually few or no direct substitutes. The competitive process set in train by deregulation of European air services in the 1990s is leading back to one of natural monopolies and oblique alternatives. It is the names of the main participants that have changed however!

A comparison analysis of the marketing strategy of Lufthansa and Emirates in Germany

The objective of this paper is to perform an analysis of the marketing strategy of Lufthansa and Emirates in Germany. Since both airlines use a similar approach to increase brand awareness an in-depth analysis is implemented in order to identify potential differences. Hereby, consumer insights about the perception and expectation travellers have in common will be analyzed and assessed with quantitative data. Both airlines are well positioned in terms of their marketing strategy, but when Emirates is strengthen its marketing campaign with that pace, the Gulf carrier will certainly make use of its economic strength and can become a frightening threat for the Lufthansa Group on long-haul destinations. Finally, recommendations for future marketing activities for both airlines will be given.

Uso y efectividad de la relación estratégica comunitaria y el marketing en empresas del sector aeronáutico

La relación estratégica comunitaria busca la atracción y retención de clientes a través del entendimiento de los consumidores dentro del contexto social que los rodea, es decir, una estrategia de mercadeo que busca relaciones duraderas con sus clientes a través del desarrollo de las comunidades en las cuales están insertos, logrando así beneficios para ambas partes, empresa y comunidad, y una relación de negocios sostenible a través del tiempo. Este trabajo busca determinar cuál es el uso y la efectividad de la relación estratégica comunitaria y el marketing en el sector aeronáutico, pasando por la identificación de las estrategias de mercadeo, los conceptos comunitarios y el uso de las estrategias comunitarias al interior del sector. Para determinar esto, se tomó a Avianca como muestra en el período 2004-2014 y se buscó la relación de su mercadeo y sus acciones sociales con las estrategias comunitarias, sin embargo los resultados arrojaron que no existe una relación estratégica comunitaria en la compañía, a pesar de manejar conceptos comunitarios en sus proyectos sociales.

Strategic airline alliances

Airline alliances: overview - Alliances goals - Impact of airline alliances on customers - Types of alliance Marketing agreements Codesharing Franchising Global alliances Equity alliance - The Future

Personality, quality and satisfaction in airline services

This paper examines some issues related to the influence of consumers’ perception of service evaluation according to their personality characteristics. The paper discusses the application of personality traits, including the Jungian personality types, as a possible predictor of perceived satisfaction levels. The existing literature has not fully explored the relationship between airline flights’ service satisfaction levels and consumers’ personality characteristics. A well-known UK leisure airline allowed a survey to be conducted in 1998-2000. The findings suggest that there is a weak correlation between personality types and satisfaction levels, but a stronger relationship between perceptions of quality and satisfaction. The adaptation of the Jungian personality types, for use in the evaluation of leisure airlines’ service attributes, appears to be worthy of further examination.

Aircraft Marketing in an Era of Deregulation

The deregulation of commercial aviation has had far-reaching effects on all aspects of business. In the Spring 1984 issue, the author explored some of the changes in the domestic airline industry. This article discusses the effects of deregulation on another group - those who manufacture commercial aircraft.

Visitor Relationship Management (VRM) - Repeat Visitation Opportunities for Destination Marketing Organisations

In competitive tourism markets the consumer-traveller is spoilt by choice of available destinations. Successfully differentiating a destination and getting noticed at decision time is arguably the focus of activities by destination marketing organisations (DMOs). In pursuit of differentiation, three emergent themes in the marketing literature during the past decade have been branding, integrated marketing communications (IMC), and customer relationship management (CRM) a fundamental goal of each being stimulating customer loyalty. However there has been little attention given to destination loyalty in the tourism literature. The purpose of this paper is to report an exploratory investigation of visitor relationship management (VRM) by DMOs. Based on interviews with the management of 11 regional tourism organisations (RTO) in Queensland, Australia, the opportunities for, and immediate challenges of, VRM are discussed. While each RTO recognised the potential for VRM, none had yet been able to develop a formal approach to engage in meaningful dialogue with previous visitors from their largest market.