TAP Portugal<br />MARKETING PLAN<br />Brazil 2010/11<br />
Agenda<br /> TAP as market leader<br />Current marketing plan<br />Marketing objectives<br />Target market<br />Marketing ...
TAP as market leader<br /><ul><li> strategic hub location</li></ul>            for EU – Brazil connections<br /><ul><li>hi...
bright outlook</li></ul>            - growth market<br />
Current marketing plan<br /><ul><li> TAP as the leading airline on routes into Europe
 Portugal as tourist destination
Differentiated & highly developed product</li></ul>“1 Flight. 5 ways to travel.” campaign:	tap|discount 	  tap|basic  	 ta...
Business simplification
Innovative IT strategy & significant presence online</li></ul>Chart: Ticket sales breakdown by region; TAM Annual Report 2...
Marketing Objectives<br /><ul><li> To increase brand awareness in Brazil
To promote TAM as the most convenient airline</li></ul>	   to Portugal & beyond<br /><ul><li> To increase the share of pre...
To target the VFR Europe-bound traffic
To target the Brazil-bound leisure traffic
To increase the Brazil-Portugal O&D revenue
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TAP Portugal - Commercial Planning

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  • (see: Portuguese Tourism Board venture)
  • TAP Portugal - Commercial Planning

    1. 1. TAP Portugal<br />MARKETING PLAN<br />Brazil 2010/11<br />
    2. 2. Agenda<br /> TAP as market leader<br />Current marketing plan<br />Marketing objectives<br />Target market<br />Marketing strategy<br />Marketing Programs<br />Conclusion<br />
    3. 3. TAP as market leader<br /><ul><li> strategic hub location</li></ul> for EU – Brazil connections<br /><ul><li>highest frequency in the market</li></ul> - 65 connections weekly<br /><ul><li>extensive network </li></ul> through partnerships<br /><ul><li>strong customer proposition
    4. 4. bright outlook</li></ul> - growth market<br />
    5. 5. Current marketing plan<br /><ul><li> TAP as the leading airline on routes into Europe
    6. 6. Portugal as tourist destination
    7. 7. Differentiated & highly developed product</li></ul>“1 Flight. 5 ways to travel.” campaign: tap|discount tap|basic tap|classic tap|plus tap|executive<br /><ul><li>Strong joint alliance branding targeting the business traveller
    8. 8. Business simplification
    9. 9. Innovative IT strategy & significant presence online</li></ul>Chart: Ticket sales breakdown by region; TAM Annual Report 2008<br />
    10. 10. Marketing Objectives<br /><ul><li> To increase brand awareness in Brazil
    11. 11. To promote TAM as the most convenient airline</li></ul> to Portugal & beyond<br /><ul><li> To increase the share of premium travellers
    12. 12. To target the VFR Europe-bound traffic
    13. 13. To target the Brazil-bound leisure traffic
    14. 14. To increase the Brazil-Portugal O&D revenue
    15. 15. To rip off the most of the “1 Flight. 5 ways to travel” product mix
    16. 16. To further expand the market using social media campaigns
    17. 17. To promote TAP as a fair company to deal with</li></ul>Chart: Online sales increase in EUR 000’s; TAM Annual Report 2008<br />
    18. 18. Target market<br />Premium Traffic<br />VFR<br />Leisure<br />Traffic<br />Focus on connections <br />into / from Europe<br />Chart: Growth by market 2000 - 2008; TAM Annual Report 2008<br />
    19. 19. Marketing strategy 2010 - 2011<br /><ul><li> To strengthen TAP’s niche position in South Atlantic
    20. 20. To market on TAP’s connectivity
    21. 21. To increase the brand recognition in Brazil
    22. 22. To attract a higher share of premium passengers
    23. 23. To become the carrier of choice for VFR & leisure traffic
    24. 24. To support joint alliance campaigns</li></ul>...by means of an effective mix of marketing programmes<br />using both established and innovative communication channels<br />Chart: Growth in Brazil 2000 - 2008; TAM Annual Report 2008<br />
    25. 25. Product<br /><ul><li> Pressure on marketing TAP’s strong product mix
    26. 26. Further improvement within different product lines</li></ul>i.e. on-board internet, <br /> better specs, <br /> customer service upgrade<br /><ul><li>Simplification of the product across the board:</li></ul>i.e. online & mobile check-in, <br /> online flight tracking, <br /> mobile flight updates<br /><ul><li> Joint product development with Star Alliance</li></ul>i.e. shared airport lounges, <br /> schedules coordination, <br /> FFP incentives<br />
    27. 27. Place<br /><ul><li> VRF & Leisure</li></ul>Through traditional channels<br /> customer magazines<br />sponsorship (i.e. football games, carnival)<br />joint ventures with tourism agencies<br />outdoor advertisement (i.e. taxis, buses)<br />Through innovation<br />social media (i.e. Facebook, Badoo, Twitter, YouTube)<br />joint ventures with leading hospitality establishments<br />gimmicks (i.e. beach-based marketing actions)<br /><ul><li>Business</li></ul>Through traditional channels<br />trade exhibition presence<br />business networking<br />Through innovation<br />social media (i.e. LinkedIn)<br />location-based services<br />
    28. 28. Price<br /><ul><li> Competitive price offering in all bands of the “1 flight. 5 ways to fly” </li></ul> product mix<br /> tap|discount High price sensitivity tap|basic tap|classic tap|plus tap|executive Low price sensitivity <br /><ul><li>Direct price competition on the European routes with KLM-AF</li></ul>Wide array of fares targets all sectors of the market<br /><ul><li>Code-shares with Star Alliance airlines reduce costs </li></ul> & lessen the pressure of price competition<br />
    29. 29. Promotion<br /><ul><li> Increasing the market share in the South Atlantic will involve :</li></ul>Special deals for through routes into Europe<br />Packages for holidays in the O&D BR/PT market (JVs)<br />Social media-based package of fares & incentives<br />Aggressive advertisement of the product mix<br /><ul><li>Increasing brand awareness through:</li></ul>Social media<br />Traditional media<br />Star Alliance<br />Gimmicks<br />Major sports/cultural events presence<br />Trade shows presence<br />Business networking<br />
    30. 30. Marketing plans schedule<br />Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec<br />Twitter fares<br />E-bay auctions<br />All you can fly<br />FB & Badoo<br />development<br />Outdoor <br />campaigns<br />Promo with <br />hospitality <br />outlets<br />Viral online <br />campaigns<br />Football <br />sponsorship<br />Carnival <br />sponsorship<br />Custmags<br />campaigns<br />
    31. 31. Conclusion<br /><ul><li> TAP is the market leader but needs to remain active
    32. 32. TAP needs to invest into brand awareness building
    33. 33. marketing campaigns need to use more of social media
    34. 34. product offering to be mastered in each band
    35. 35. competition not only price-based</li></li></ul><li>Thank you<br />for attention<br />

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