Brand plan for Bangladesh Biman

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Rebranding plan for Bangladesh Biman along with detailed financial projections.

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Brand plan for Bangladesh Biman

  1. 1. To the brand plan of Bangladesh Biman.
  2. 2.  Re-branding Bangladesh Biman  Size of the market:  2008-2012 (2.1 Million people) Domestic Flights.  Growth rate of .8%  3.5 Million Passengers and 10 Million tons of cargo. (Existing business market)
  3. 3.  Readymade garments.  Overflow of demand in cargo.  Medical purpose.  Labor traffic dominance
  4. 4.  Recruiting right human resources.  Providing IT facilities.  Extended CRM database.  Ground and in-flight services.  Improving transit facilities.  Promotions.
  5. 5.     Segmentation based on age: Mostly below 45 Segmentation based on gender: Mostly male. Segmentation based on income: High for domestic, low for intercontinental. Segmentation based on socioeconomic status: International flights: Middle class and lowermiddle class. Domestic flight: Upper middle class and lower-upper class
  6. 6.  Competitors Bangladesh International Capacity breakdown by airlines Biman Bangladesh Jet airways Emirates Flydubai United airways Air Arabia 28% 35% 8% 4% 4% 6% 5% 5% 5%
  7. 7.  POP: Same generic service and other facilities.  Competitive POP: We do it in a less cost.  POD:  Treat the customers like being in home.  National Flag carrier.  Specificity in labor economy flights.
  8. 8.  We don’t have any specific competitors.  Not matching the values.   Reasonable service within the range of a big pool of customers. Other companies don’t fall under the same category as we do.
  9. 9. customer product corporation competition
  10. 10.  In the customer segment we look for the internal, external, suppliers, distribution channel and consumers.  segmentation by objectives  segmentation by customer coverage  segmentation by market
  11. 11.  In the competitors segment we look for competition in the industry structure, direct and indirect, rivals and competitors.  Image  Capitalize on profit and different cost  Structure differences
  12. 12.  And in the corporaion segment we take account of culture and context, and purpose of being (mission and vission), operation supply anddemand chains  Reducing basic cost  Excercise greater selectivity  Sharing key functions with corporation’s other businesses or even with other companies
  13. 13.  “Reasonably safe aviation within your price range.”  Reasonability :Exact price, exact service. Better CRM- Brand Resonance.   Safe: Positive response –Brand Judgments and feelings with brand imagery and performance. Aviation: Category (Identity and brand salience)
  14. 14.  Brand Name: Probash Airways and Shodesh Airways. URLs: http://biman-airlines.com/ To http://bangladesh-airlines.com/ 
  15. 15. Shodesh Airways
  16. 16. Probash Airways
  17. 17. Shodesh Airways: “Your Home In The Air.” Probash Airways: “Feel comfortable like home.”
  18. 18.  Tickets.  Nice designs covering symbols and logos.  Build brand awareness.  Convey descriptive and persuasive information (Brand Knowledge).
  19. 19.  Memmorability.  Meaningfulness.  Likeability  Tranferability.  Adaptability.  Protectability.
  20. 20. Core Service Formal service. Augmented service. 1. Perceived quality. 2. Value of our service. Better Performance Relationship Marketing. Changing the future WOM Reliability of service Mass customization Style and design. Aftermarketing
  21. 21.   Value Pricing. Right product available and the right situation and at the right price. Destination Fare Dhaka-Chittagong-Cox’s Bazar 4500 BDT. Dhaka-Kolkata 4500 BDT. Dhaka-Oman 30,000 BDT. Dhaka-Jeddah 30,000 BDT.
  22. 22. TVC Place marketing Print AD website Design Direct Marketing Bill Board Sales promotion
  23. 23. Capacity of sits per weak for all airlines
  24. 24. Biman Bangladesh airlines International Capacity
  25. 25. Name of Year of No. of Type of Airlines starting Aircraft No. of seats aircraft Biman 1972 85 ATP AN-24 48 19 passengers load factor 68 55-60% 17 LET-410 passengers 70 Y-12 Bangladesh F-28 Avg. no of flights 4 Avg. weekly services No. of 5134 (approx.) Airlines Aero Bengal July, 3 1995 Air Parabat January, Limited 1998 GMG Airlines April, 1998 2 18 DASH 8SRS 100 1016 (approx.) 56 - UVPE 2 75-80% 80-85% 1294 (approx.) 37 35 80-85% (approx.) 1520
  26. 26. Sales Biman Bangladesh Ltd Aero Bengal Airlines Air Parabat Ltd 17% 15% 57% 11% GMG Airlines
  27. 27. Sales (No of Current 2013 (F) 2014 (F) 2015 (F) 2016 (F) 2017 (F) 14,474 15,921 17513 19,264 21,190 23309 752,648 827,892 910,676 1,001,728 1,101,880 1,212,068 passengers situation per week) Sales growth per year
  28. 28. Current 2013 (F) 2014 (F) 2015 (F) 2016 (F) 2017 (F) 3780 4536 5443 196,560 235,872 282,036 situation Sales (No of passengers per week) 2188 Sales growth per year 113,776 2625 3150 136,500 163,800
  29. 29. Break Even Point by passengers 300000 250000 200000 150000 Break Even Point 100000 50000 0 Probashi Airways Shodeshi Airways
  30. 30. Profitability 20.00% 15.00% 10.00% Profitability 5.00% 0.00% Probashi Airways Shodeshi Airways
  31. 31. Probashi Airways: 10% Growth rate Shodeshi Airways: 20% Growth rate. Risks: Political influence. Corruption. Purchasing and leasing of Aircrafts. Repair and maintenance. Outstations of Biman. Buying tickets and reconfirmation. Problems of Human Resource. Flight schedule delay. Old Aircrafts. Poor customer service.
  32. 32.         Policy level. Operational Level on administrative. Planning. Human resources. Corruption. Modernization. Flight schedule delay. In flight services.
  33. 33. Thank you

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