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The document discusses Southwest Airlines' objectives, key issues, competitive advantages, and strategies. Southwest aims to provide low-cost air travel with a fun experience. It faces challenges from not using a hub system and only providing peanuts and drinks. However, it focuses on customer service over profits and uses humor in marketing. The summary analyzes Southwest's strengths in customer satisfaction and domestic network against weaknesses like limited routes and threats from competitors.
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- Delta Airlines aims to enable online ticket sales, provide real-time flight information to employees and customers, and deliver agile solutions to business requests through improved IT infrastructure.
- The company seeks to increase ticket sales and customer satisfaction while reducing costs through various eBusiness initiatives across sales, distribution, and employee engagement.
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SouthWest Airlines: In a different world
This document discusses Southwest Airlines' potential acquisition of gates and slots available at LaGuardia Airport following another airline ceasing operations. While operations managers were concerned about potential delays, the presentation recommends Southwest acquire the gates and slots. Doing so would allow Southwest to enter the large New York market and continue its growth. However, steps would need to be taken to isolate LaGuardia operations and prevent any delays from affecting Southwest's whole network. The presentation also examines how Southwest has maintained its success factors as it has expanded its operations and customer offerings in recent years.
Delta Final basic economy
This document provides an overview of Delta Airlines' Basic Economy class and their marketing strategy to promote it. Some key points:
- Basic Economy offers lower fares but limited amenities like assigned seating and changes/refunds compared to main cabin.
- Delta aims to target price-sensitive leisure and business travelers with Basic Economy while emphasizing their reputation, reliability, and quality aircraft.
- Their marketing strategy includes print, digital, and PR campaigns promoting Basic Economy as the most valuable way to fly Delta's trusted airline for an affordable price. Goals are to increase market share by competing on price while building awareness of the overall value Basic Economy provides.
Southwest Airlines Brand Exploratory & Strategy
Southwest Airlines has built a strong brand image focused on being fun, friendly, and providing good customer service. However, customer interviews found that while customers like Southwest's customer service, price and convenience are more important factors in booking decisions. Customers appreciate Southwest's low fees but have noticed rising prices. The report recommends Southwest position itself as the "Value Leader" and improve its online presence to better compete.
Pricing and Revenue Management
Revenue Management is the application of disciplined analytics that predict consumer behavior at the micro-market level and optimize product availability and price to maximize revenue growth. The primary aim of Revenue Management is selling the right product to the right customer at the right time for the right price and with the right pack. The essence of this discipline is in understanding customers' perception of product value and accurately aligning product prices, placement and availability with each customer segment
SOUTHWEST AIRLINES Strategic Evaluation
Southwest Airlines has remained profitable for 41 years due to its low-cost business model and strategic decisions. It operates with high efficiency through short-haul, high frequency flights on a single aircraft fleet. Southwest also benefits from bulk discounts, low training and maintenance costs from its exclusive use of Boeing 737s. Additionally, its early adoption of fuel hedging strategies protected it during periods of high fuel prices. Looking ahead, the consultant recommends Southwest capitalize on its brand, expand into new markets like South America, continue hedging fuel, invest in alternative fuels, and consider new business units to enter niche markets.
Customer relationship management 2( southwest airlines)
Southwest Airlines is the largest low-cost carrier in the U.S., known for its low fares, frequent flights between short haul routes, and excellent customer satisfaction ratings. It operates over 3,400 flights per day to 72 cities across 37 states. Southwest maintains a low cost structure by avoiding fees and providing perks to customers while keeping operations simple through a single aircraft type and fast turnarounds. This strategic approach has positioned Southwest as the top U.S. airline in terms of customer satisfaction and domestic passengers carried.
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- The company seeks to increase ticket sales and customer satisfaction while reducing costs through various eBusiness initiatives across sales, distribution, and employee engagement.
- Delta faces challenges around employee morale, customer service, and prioritizing technology projects, but sees opportunities to grow revenue through eCommerce and strategic partnerships.
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This document proposes a cause-related marketing campaign called "Operation Air Support" between Delta Airlines and the USO to improve Delta's brand image. The campaign would provide 100 military families with free flights and hotels to visit extended family for the holidays. The objectives are to enhance Delta's public perception, strengthen customer relationships, and boost profits. Metrics like social media engagement, video views, and click-through rates will track the campaign's success in meeting these goals.
SouthWest Airlines: In a different world
This document discusses Southwest Airlines' potential acquisition of gates and slots available at LaGuardia Airport following another airline ceasing operations. While operations managers were concerned about potential delays, the presentation recommends Southwest acquire the gates and slots. Doing so would allow Southwest to enter the large New York market and continue its growth. However, steps would need to be taken to isolate LaGuardia operations and prevent any delays from affecting Southwest's whole network. The presentation also examines how Southwest has maintained its success factors as it has expanded its operations and customer offerings in recent years.
Delta Final basic economy
This document provides an overview of Delta Airlines' Basic Economy class and their marketing strategy to promote it. Some key points:
- Basic Economy offers lower fares but limited amenities like assigned seating and changes/refunds compared to main cabin.
- Delta aims to target price-sensitive leisure and business travelers with Basic Economy while emphasizing their reputation, reliability, and quality aircraft.
- Their marketing strategy includes print, digital, and PR campaigns promoting Basic Economy as the most valuable way to fly Delta's trusted airline for an affordable price. Goals are to increase market share by competing on price while building awareness of the overall value Basic Economy provides.
Southwest Airlines Brand Exploratory & Strategy
Southwest Airlines has built a strong brand image focused on being fun, friendly, and providing good customer service. However, customer interviews found that while customers like Southwest's customer service, price and convenience are more important factors in booking decisions. Customers appreciate Southwest's low fees but have noticed rising prices. The report recommends Southwest position itself as the "Value Leader" and improve its online presence to better compete.
Pricing and Revenue Management
Revenue Management is the application of disciplined analytics that predict consumer behavior at the micro-market level and optimize product availability and price to maximize revenue growth. The primary aim of Revenue Management is selling the right product to the right customer at the right time for the right price and with the right pack. The essence of this discipline is in understanding customers' perception of product value and accurately aligning product prices, placement and availability with each customer segment
SOUTHWEST AIRLINES Strategic Evaluation
Southwest Airlines has remained profitable for 41 years due to its low-cost business model and strategic decisions. It operates with high efficiency through short-haul, high frequency flights on a single aircraft fleet. Southwest also benefits from bulk discounts, low training and maintenance costs from its exclusive use of Boeing 737s. Additionally, its early adoption of fuel hedging strategies protected it during periods of high fuel prices. Looking ahead, the consultant recommends Southwest capitalize on its brand, expand into new markets like South America, continue hedging fuel, invest in alternative fuels, and consider new business units to enter niche markets.
Customer relationship management 2( southwest airlines)
Southwest Airlines is the largest low-cost carrier in the U.S., known for its low fares, frequent flights between short haul routes, and excellent customer satisfaction ratings. It operates over 3,400 flights per day to 72 cities across 37 states. Southwest maintains a low cost structure by avoiding fees and providing perks to customers while keeping operations simple through a single aircraft type and fast turnarounds. This strategic approach has positioned Southwest as the top U.S. airline in terms of customer satisfaction and domestic passengers carried.
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The document discusses various methods for valuing brands, including cost-based, income-based, and market-based approaches. It provides details on specific valuation techniques like book value, replacement cost, earnings capitalization, and relative valuation methods. Brand valuation considers factors like brand positioning, personality, and equity. As intangible assets become more important, managers will need systems to link brand management to long-term financial performance and value creation. Developing standardized economic approaches to brand valuation can provide important tools for management.
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Loreal HBR case analysis- Global brand local knowledge
Thank you for the insightful presentation on L'Oreal's global brand strategy. Here are my thoughts on some of the questions:
1. L'Oreal acquired The Body Shop to expand into the natural/ethical beauty segment, which was growing. However, some argue the brands' visions don't fully align. Time will tell if it was a sound long-term strategy.
2. L'Oreal's matrix structure with global brands/divisions allows localized execution while leveraging scale. However, managing brand identities across cultures is challenging and requires constant refinement.
3. L'Oreal segments consumers based on demographics, culture, values and beauty needs/preferences. They develop products catering to segments like ethnic
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Brand Tracker-> ICICI Bank
ICICI Bank wanted to shift perceptions of being too "aggressive" and instead be seen as "young" and "dynamic". A survey was conducted among 61 students to measure ICICI's brand image using the Young & Rubicam Brand Asset Valuator model. The survey found that about 50% have never used ICICI and 60% of non-users may consider it. ICICI scored higher on differentiation and relevance compared to other banks. It was also higher on knowledge but lower on esteem. Brand valuation methods found ICICI's brand value to be between Rs. 28,688 crore to Rs. 568,729 crore. The report recommends appointing Kapil Dev as brand ambassador to improve perceptions.
L'oreal: A Brand Analysis
L'Oreal has grown from a hair color company to a global cosmetics giant with a diverse brand portfolio. It has found success by adapting products to local markets through evaluation centers and local teams. Key competitors include Shiseido, Avon, and Estee Lauder at both the local and global levels. Going forward, L'Oreal aims to enter new emerging markets, expand in China and the UK, pursue organic products, and leverage e-commerce to drive growth in the US.
Brand Asset Valuation
This document proposes a new project called "Project Banzai" to create a new revenue stream for Brand Asset Valuator's (BAV) brand database. It suggests developing an online Brand Asset Index that lists the world's leading brand values and provides tools and analytics. This would establish BAV as the leading resource for measuring intangible brand value and help business decision-makers. The proposal outlines targeting executives, developing mobile applications and content, partnerships, and an annual listing fee model to generate new consulting and subscription revenue for BAV and Young & Rubicam Brands.
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L'Oreal is a leading player in the beauty and skin-care market with €19.5 billion in sales in 2010, half of which came from outside of Europe. Since its founding in 1909, L'Oreal has coupled innovation with expanding its geographic and consumer reach through regular new product launches. L'Oreal focuses on local customer understanding through its Geocosmetics program and regionally tailored rollouts. It maintains a diverse portfolio of brands at different price points and uses celebrity endorsements in highly successful ad campaigns to promote products to a wide range of demographics globally.
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Maruti Suzuki is India's largest automobile manufacturer based in Gurgaon, Haryana. It was established in 1982 and produces around 40,000 cars per year. Some of its most popular models include the Maruti 800, Alto, Wagon R, Swift, Dzire, and S-Cross. The company has a large sales and service network across India with over 1,454 sales outlets and 1,097 service centers. Maruti Suzuki dominates the Indian market, accounting for over 50% of car sales, and targets middle-income customers. It focuses on fuel-efficient and affordable vehicles to meet the needs of Indian consumers.
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Maruti Suzuki is an Indian automobile company that was started in 1982. They launched the Maruti 800 and now produce over 1.5 million cars per year. This document analyzes the brand positioning and strategy of their SX4 model. It finds that while the SX4 was initially successful, it has lost popularity compared to competitors. The recommendations include increasing advertising, improving brand differentiation through attributes or positioning, and potentially relaunching in a different segment.
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This document provides a brand audit and analysis of Sony PlayStation and its competitor Microsoft Xbox. It begins with background on the gaming industry and market segmentation. It then analyzes the brand inventories, strengths/weaknesses, points of difference/parity for each brand based on surveys of 30 gamers. Key findings are that Sony PlayStation has stronger brand recall but Xbox provides more all-in-one entertainment. Recommendations for Sony include focusing more on building its overall brand than individual products and expanding beyond just youth audiences.
An Introduction to BAV® & Brand Tensity™
Y&R’s BrandAsset® Valuator (BAV) is our proprietary brand management tool and global database of consumer perceptions of brands. For the past 20 years, we have studied consumer response to more than 50,000 brands from hundreds of categories in 51 countries around the world. And collected data from close to 1 million people.
Brand equity
Deviprasad Goenka Management college of Media Studies
http://www.dgmcms.org.in/
Subject:BRAND BUILDING
Lesson 7 : BRAND EQUITY
Faculty Name: Vishal Desai
Brand Valuation Methods & techniques
The document discusses various methods for valuing brands, including cost-based, income-based, and market-based approaches. It provides details on specific valuation techniques like book value, replacement cost, earnings capitalization, and relative valuation methods. Brand valuation considers factors like brand positioning, personality, and equity. As intangible assets become more important, managers will need systems to link brand management to long-term financial performance and value creation. Developing standardized economic approaches to brand valuation can provide important tools for management.
Brand Tracker of Coca-Cola
The document is a report submitted by Adnan Kitabi, Avishek Mehra, and Gaurav Agarwal to Professor Srinivas Govindrajan on July 29, 2012 regarding a brand tracker project on Coca-Cola. It includes an executive summary of Coca-Cola's 125-year history and current brand status based on quantitative and qualitative research methods. The quantitative research used a modified Brand Asset Valuator questionnaire to analyze Coca-Cola and competitors on brand strength and stature. The qualitative research used a customized Zaltman Metaphor Elicitation Technique to understand how consumers relate to the Coca-Cola brand through pictures.
L'oreal presentation
This document provides a marketing plan for L'Oreal's new "Double Effect eye makeup cleaner". L'Oreal is a large international cosmetics company known for brands like L'Oreal Paris, Maybelline, and Lancome. The new eye makeup cleaner product aims to meet the need for an effective eye makeup remover, as dark eye makeup has become increasingly popular but can be difficult to fully remove. The marketing plan analyzes the target market, competitors, and recommends focusing initial sales in Europe, America, and Asia.
Loreal HBR case analysis- Global brand local knowledge
Thank you for the insightful presentation on L'Oreal's global brand strategy. Here are my thoughts on some of the questions:
1. L'Oreal acquired The Body Shop to expand into the natural/ethical beauty segment, which was growing. However, some argue the brands' visions don't fully align. Time will tell if it was a sound long-term strategy.
2. L'Oreal's matrix structure with global brands/divisions allows localized execution while leveraging scale. However, managing brand identities across cultures is challenging and requires constant refinement.
3. L'Oreal segments consumers based on demographics, culture, values and beauty needs/preferences. They develop products catering to segments like ethnic
Brand management ppt
This document discusses brand management and customer-based brand equity. It defines a brand and explains the challenges of brand management. It introduces the concept of customer-based brand equity and presents a pyramid model with the key dimensions of brand identity, meaning, response, and resonance. It outlines the strategic brand management process and emphasizes the importance of building strong, favorable brand associations in the minds of customers.
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Loreal HBR case analysis- Global brand local knowledge
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This document discusses Porter's five forces model and its application to the airline industry. It analyzes the competitive forces of industry rivalry, threat of substitution, threat of new entry, bargaining power of customers and suppliers in the aviation industry. It also discusses Porter's generic strategies of cost leadership, differentiation and focus and how airlines have implemented these strategies. Common mistakes in airline marketing strategies are outlined such as unclear objectives, improper diversification, overexpansion and overoptimism. Alliance strategies between airlines are also covered.
Presentation1
The document discusses Michael Porter's cost leadership strategy, which involves establishing a competitive advantage through achieving the lowest costs of operation in an industry. It describes how cost leaders reduce expenses through efficiencies, economies of scale, access to capital, and low-cost resources. While charging average prices, cost leaders earn profits by gaining market share from their lower prices. The strategy risks competitors imitating the low-cost approach. Examples provided are Walmart and Dell utilizing scale and experience to drive down costs.
Kingfisher Airline
Dr. Vijay Mallya is the Chairman and CEO of Kingfisher Airlines, which launched in 2005 with one aircraft and daily flights between Mumbai and Bangalore. Kingfisher positioned itself as a lifestyle brand offering luxury amenities and hospitality. However, it faced challenges from low-cost carriers and changing consumer preferences. The document analyzes Kingfisher's business strategy, competitors, and recommendations to address its operational and profitability issues.
SPICEJET industry analysis
Spicejet is India's fourth largest airline and low cost carrier, headquartered in Gurgaon. It has a market share close to 14% with 312 daily flights to 47 domestic and 7 international destinations. In the last fiscal year, Spicejet reported revenues of Rs. 7933 crores and net income of Rs. 557 crores. As a low cost carrier, Spicejet focuses on minimizing operating costs through strategies like using secondary airports, rapid turnarounds, online ticket sales, and baggage charges to offer lower fares. It has been successful due to strong backing, branding, and over 35 domestic destinations.
Presentation air arabia
Air Arabia has managed to offer low-cost air travel through a strategic pricing approach. They estimate demand through surveys and price experiments to determine the optimal price that maximizes market share. They also carefully manage costs, such as through fuel hedging and high aircraft utilization, to keep variable costs low. Air Arabia analyzes competitors' costs and service quality to develop a strategy providing high quality at low prices. They use value pricing by re-engineering operations to attract price-conscious customers. Through this pricing strategy and maintaining low prices even during increases in fuel costs or inflation, Air Arabia has seen remarkable growth over the past decade.
Market driven+strategy
The document discusses the importance of adopting a market-driven strategy that begins with understanding customers and competitors in order to create superior value. It outlines the key characteristics of becoming a market-oriented organization such as acquiring market information, developing distinctive capabilities, and aligning organizational structure and processes around satisfying customer needs. The challenges of implementing a market-driven strategy in today's global and technologically changing environment are also addressed.
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Southwest Airline SWOT Analysis.
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5. Strategic Management.pptx
Pengantar ilmu manajeman, khususnya dalam bab strategi manajemen
Grant, R. M. (2016). Contemporary Strategy Analysis: Text and Cases. 9th Edition. UK: John Wiley & Sons.
Hitt, Michael A., Ireland, R. Duane, and Hoskisson, Robert E. (2017). Strategic Management: Concepts and Cases: Competitiveness and Globalization, 12th Edition. Boston, USA: Cengage Learning.
Robbins, Stephen P. and Coulter, Mary. 2016. Management 13th Edition. Pearson Education.
3 key influences:
The value of the product to customers
The intensity of competition
Relative bargaining power at different stages of the value chain.
OBJECTIVES
What are competitor’s current goals? Is performance meeting there goals? How are its goals likely to change?
ADOPTING BEST PRACTICES AND EMPLOYING PROCESS MANAGEMENT TOOLS
Competetive strategies
Competitive strategies aim to attract customers, withstand competition, and strengthen market position by exploiting competitive advantages. There are three generic competitive strategies: cost leadership, differentiation, and focus. Cost leadership involves having the lowest costs in the industry while differentiation involves offering unique products/services. Focus strategy pursues either approach but in a narrow customer segment. Functional strategies play a key role in determining and implementing the overall competitive strategy.
TURNING AROUND MALAYSIA AIRLINES (MAS)
Malaysia Airlines (MAS) faced significant financial losses from 1994-2005 due to poor management, increased fuel prices, and high maintenance costs. MAS operations were constrained by government intervention and lacked flexibility to change routes and pricing. Competition from local and international airlines also increased pressure on MAS. Over 60% of MAS routes were unprofitable. To address these issues, MAS terminated unprofitable routes, joined an airline alliance to expand networks, implemented fuel hedging strategies and surcharges, sold old aircraft and bought newer fuel-efficient planes, and established maintenance as a profit center to reduce costs. These recommendations aimed to make MAS a more competitive and profitable airline.
Global Competitive Analysis
This document provides an overview of competitor analysis and strategies for competing internationally. It discusses analyzing competitors and rivalry, how local firms respond to multinationals, DeBeers' competitor analysis focusing on scarcity, and defending markets with increased regulations. The document also covers global competitiveness analysis, fighting low cost rivals through differentiation, and whether to compete or cooperate with competitors through various strategies.
Business level strategy session 7
This document summarizes key aspects of business level strategy and how it relates to industry environment and life cycle. It discusses characteristics of fragmented industries and strategies for consolidating them like franchising, mergers, and using IT. It also outlines strategic implications and investment needs at different industry life cycle phases like embryonic, growth, shakeout, and mature phases. Finally, it discusses strategies companies can use at the maturity and decline phases of an industry's life cycle like deterring entry, managing rivalry through price signaling, capacity control, and leadership, niche, harvest or divestment strategies.
Blue Ocean Strategy Concepts
The document discusses strategies for transforming an industry through value innovation. It outlines strategies such as expanding industry boundaries, focusing on creating new customer value rather than competing on price, and growing demand by attracting new customer segments. Key elements of the strategy include focusing on a few compelling factors valued by customers, having a unique value proposition, and communicating a clear message of the value offered.
Southwest Airline company business model
Southwest Airlines has successfully implemented a low-cost business model through operational efficiency, market entry strategies, and customer focus. Key aspects of their approach include point-to-point and hub-and-spoke networks, a single aircraft type, innovative cost savings, and emphasizing customer service. Other airlines may find it difficult to copy Southwest's model due to operational complexity, brand differentiation, and risk aversion to changing traditional practices. While Southwest has been successful with their low-cost approach, they still face risks such as fuel price volatility, economic downturns, increased competition, and external shocks.
Ryanair bhaumik
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Europe's cheapest airline, best services at the lowest rates
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Toyota
- 2. OBJECTIVE Highest quality of customer service through low cost fairs, with a sense of warmth, hospitality, individual pride and respect Travelling with a fun experience
- 3. KEY ISSUE Provides only peanuts and drinks and not the meals Currently serve 64 cities in 32 states. Difficult to compete with Big Airlines Preffering only boeing 737s
- 4. KEY PROBLEM Didn’t use hub system which the rivals used
- 5. COMPETITIVE ADVANTAGE Focus on serving their needs of people, whom they care about, rather than profit maximisation Their humourous style of presenting the companies image and service
- 6. Core Competency Strong domestic network Operate only boeing 737s which load maintanance and operating cost Time saving
- 7. USP A low priced, reliable airline that renders their service with fun, uniqueness and punctuaity
- 8. SWOT ANALYSIS Strengths • Focused mainly in domestic Air industries • Customer satisfaction oriented • Offers low fares Weakness • Operating in a highly competitive market • Didn’t have hub and spoke system • Less multi country coverage
- 9. SWOT ANALYSIS Opportunity • Gain a market size even after 9/11 attack • More focuce on smaller urban airports Threats Terorist attack on air craft No of rivals and their size Replication of southwest business style
- 10. DIFFERENTIATION
- 11. BCG MATRIX Current status-Cash Cows Proposed status- Star
- 12. ANSOFF MODEL Current-Market penetration Proposed-Market diversification
- 13. Porter's model No intense segment rivalry Threat of substitute service – replication of business strategies
- 14. PORTER’S DIFFERENTIATION MODEL Current status-Difrentiation strategy Proposed status-Focus strtegy
- 15. GE MATRIX Current status- Proposed status-
- 16. BAV MODEL Current status-Low earning/High protential Proposed status-high earning/High protential
- 17. SUGGESTIONS