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A Marketing Research on Etihad Airways

Extracts from this document...

Introduction

Experience ETIHAD - The Arabian Dream liner A Marketing Research on Etihad Airways Coventry University Business School - MBA Coursework: A Marketing Research on Etihad Airways Experience ETIHAD - The Arabian Dreamliner In partial fulfillment of the course M04MKT - PRINCIPLES OF MARKETING MBA September 2011 Submitted to: Module Leader - Mr. Bal Samra Seminar Guide - Mr. Bhajan Singh Aulak Date: 6-December-2011 By Concept Crew: The International Marketing Group Denis Sablin (SID: 4014216) Cem Dogu Kocaturk (SID: 4041577) Arjun Raj (SID: 3961629) Andrew Rowan (SID: 2959357) Srijit Thankamony Madhusudhanan (SID: 3864087) Akhil Vijayakumaran Nair (SID: 4018683) Executive Summary Flying high from the Middle East skies, Etihad Airways - the young carrier has positioned itself as a global aviation brand in a short time span of eight years. The Abu Dhabi based carrier started commercial aviation operations in late 2003 and has achieved the status of one of the world's rapidly growing airline during the challenging period of just eight years. The prosperous results of this early attempt can be attributed to the marketing strategy and initiatives of Etihad Airways which resulted in a strong global aviation brand closely linked to world class service delivery, innovation and best in class service with Arabian Hospitality. 'Experience ETIHAD - The Arabian Dream liner' is a positivist marketing research analysis report on Etihad Airways. This report talks about the different prospects of the marketing strategy and marketing initiatives of Etihad Airways and this report would talks about the business background and the market analysis followed by the marketing orientation of the Etihad airways. Table of Contents 1. Introduction......................................................................................................... 1 1.1 UAE Aviation Industry................................................................................... 2 1.2 Organizational Competencies........................................................................ 2 2. Marketing Orientation.......................................................................................... 2 2.1 Customer Needs............................................................................................. 3 2.2 Market Opportunities..................................................................................... 4 2.3 Marketing Products and Services................................................................... 4 2.4 Customers....................................................................................................... 5 3. Segmentation, Targeting and Positioning (STP)................................................. 6 4. Marketing Audit ................................................................................................... 7 4.1 Profitability of Market .................................................................................... ...read more.

Middle

All the five elements of Kotlers's service profit chains are here. The Etihad managers continue the service profit chain by providing a limousine service from home to the airport and then to the final destination. In 2009 the plans to penetrate the hospitality sector were announced. Now they are finding its reflection in a loyalty program with Habtoor hotels, building hotels near Etihad stadiums etc. Management also understanding that even such a great company can't provide access to all destinations by air. To this reason there is an Etihad rail covering 1200 km of railroads in Gulf region and some loyalty programs with railroad companies abroad, for example; French SNCF. Etihad is not a member of any global alliances, preferring to affiliate and bilateral relationships with other airlines, hotel chains and railways and like loyalty programs. This makes your trip more comfortable and on the other hand bounds the consumer to Etihad with the system of accumulating miles and associated benefits. Etihad both their brand and the "word of mouth" can be a guarantee to a client, that the product of a company can match the highest expectations. We shouldn't pass by the plans of Etihad to enter the low-cost segment, which were announced in summer 2010. "This is about destinations which have high demand for economy traffic and low demand for premium traffic such as Alexandria, Calicut, Colombo, Damascus, Doha and Thiruvananthapuram" (Zawya, 2010). This is not a classical low-cost, because passengers are provided with beverages and similar facilities like clients at standard flights, but there are more seats in such airplanes and cheaper prices. In general the development of this sector doesn't seem to be cloudless, because there are already some low-cost operators in both the Gulf and India regions which have a competitive advantage in price. Etihad is also operating in the cargo sector which is a profitable one but is not a core product for this company. ...read more.

Conclusion

After the breakeven point Etihad should increase the prices to compete with the rivals and can achieve the target profits with its luxury high quality image. Etihad can use a balanced load factor and yield among the new congestion pricing mechanisms to remain sustainable in the business. From Etihad's promotional mix strategies, it is evidenced that the airline is carrying out a very wise and different approach in the field of brand building and promotional techniques. The company's main focus is currently on sponsorships. However, since Etihad is a young and modern brand it would be highly beneficial for the company to invest more on corporate social responsibility. Even though the brand is doing considerably good in the field of commercial aviation with respect to its age, a better advertising strategy would help the company in establishing new fleet routes in areas where they haven't yet established a strong hold. An increase in outdoor and indoor visual display units for advisements in foreign countries focusing on main aero hubs would assist Etihad in reminding the international travellers of the advantage of the brand's service and presence. Etihad can achieve a sustainable business model with the help of 'Emirates business model' in the Middle East by mixing the airlines business strategy with the Abu Dhabi's growth plans in the region. The growth plans can be achieved by establishing Abu Dhabi as both a tourist and financial business hub with high class brand image and can position the airline as a market leader in the global aviation industry. With escalating unrest in the middle-east region, ever increasing price of aviation fuel and declining demand, Etihad would be better off if it sticks to strong marketing of its services to cater to its existing customer requirements & make its presence felt in the low-carrier sector by forging relations with the main players of this sector (BBC, 2011) 7. ...read more.

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