Classic Airlines and Marketing
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Classic Airline and Marketing
Classic Airlines and Marketing
Classic Airlines serves 240 cities, and is the world’s fifth largest airline (University of Phoenix, 2013). According to the Classic Airlines Scenario (2013), the organization currently has 32,000 employees and most recently scored $8.7 billion in sales, earning $10 million. Waning consumer confidence has caused a significant decline in the number of Classic Rewards members as well as the number of flights taken by remaining members; in conjunction, Classic Airlines is said to be operating “under a microscope” with both upper-management and stakeholders wondering how they plan to reestablish themselves in the market (University of Phoenix, 2013).
With more than 160,000 customers now flying airlines other than Classic, it is proposed that the airline become more customer-focused (University of Phoenix, 2013). The scenario suggests that consumers’ desires are not being met because the company lacks the service elements, operations procedures, or marketing programs in place to deliver. It further states that “Customers don’t always put price at the top of their decision-making criteria when choosing an airline, and, as a result, simply lowering prices would not be an efficient means of luring them back (University of Phoenix, 2013). Because marketing centers on communicating the value of a product or service to customers for the purpose of selling it, concentrating on this facet of business is critical to attracting customers, and, at this point, should be a primary focus of Classic Airlines (Kotler & Keller, 2006).
Classic Airline’s demand, or estimated share of market demand, has reached a new low. Kotler and Keller (2007) write that it is contingent on how, among other things, Classics’ services, prices, and communications weigh against those of competitors. As the company admittedly does not possess the capabilities to meet customer’s needs, and are, therefore, losing them to...
Classic Airlines and Marketing
Classic Airlines serves 240 cities, and is the world’s fifth largest airline (University of Phoenix, 2013). According to the Classic Airlines Scenario (2013), the organization currently has 32,000 employees and most recently scored $8.7 billion in sales, earning $10 million. Waning consumer confidence has caused a significant decline in the number of Classic Rewards members as well as the number of flights taken by remaining members; in conjunction, Classic Airlines is said to be operating “under a microscope” with both upper-management and stakeholders wondering how they plan to reestablish themselves in the market (University of Phoenix, 2013).
With more than 160,000 customers now flying airlines other than Classic, it is proposed that the airline become more customer-focused (University of Phoenix, 2013). The scenario suggests that consumers’ desires are not being met because the company lacks the service elements, operations procedures, or marketing programs in place to deliver. It further states that “Customers don’t always put price at the top of their decision-making criteria when choosing an airline, and, as a result, simply lowering prices would not be an efficient means of luring them back (University of Phoenix, 2013). Because marketing centers on communicating the value of a product or service to customers for the purpose of selling it, concentrating on this facet of business is critical to attracting customers, and, at this point, should be a primary focus of Classic Airlines (Kotler & Keller, 2006).
Classic Airline’s demand, or estimated share of market demand, has reached a new low. Kotler and Keller (2007) write that it is contingent on how, among other things, Classics’ services, prices, and communications weigh against those of competitors. As the company admittedly does not possess the capabilities to meet customer’s needs, and are, therefore, losing them to...