Classic Airlines Marketing Solution
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- Date Submitted: 02/22/2011 02:47 PM
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Classic Airlines Marketing Solution
Marketing/571
Industrial expansion and fierce competition for market supremacy has led to technological competition in the aviation industry. To remain in existence in this unpredictable market Classic Airlines and its competition must constantly implement changes by design or by market events instigated by its competitors. Classic Airlines has become the fifth largest airline company since its establishment 25 years ago among its competitors. The firm’s fleets consist of more than 375 aircrafts, which fly to 240 cities, and have more than 2,300 scheduled flights daily. Classic Airlines in the past have done very well for itself infiltrating the market. The firm recently earned $10 million on an $8.7 billion in sales. This financial stability and wealth has permitted the firm to grow/employ 32,000 employees to operate/manage the organization’s daily operation. Although the firm is profitable, it is no stranger to challenges that have bestowed a level of uncertainty on the organization, which has affected the firm’s stock prices. Consumer confidence has declined and loyal customers are opening up to other airlines marketing and advertisement offering. The rising cost of fuel and labor has put a strain on the firm’s operation. For Classic Airlines to maintain and enhance on its existing situation as the fifth largest airline, the firm will need to make some difficult decisions/changes.
Internal and External Pressures
Although Classic Airlines was profitable the previous year, the firm experienced a 10% drop in market share prices. This occurrence is blamed on the firm internal employee’s morale and external customer scrutiny, which has been at its highest. Customer loyalty and dissatisfaction has led to 19% decline on the firm internal customer’s reward program. There is a 21% decline in flights with its remaining member (Classic Airlines, 2011). Also to make the situation worst, the events that occurred on September...
Marketing/571
Industrial expansion and fierce competition for market supremacy has led to technological competition in the aviation industry. To remain in existence in this unpredictable market Classic Airlines and its competition must constantly implement changes by design or by market events instigated by its competitors. Classic Airlines has become the fifth largest airline company since its establishment 25 years ago among its competitors. The firm’s fleets consist of more than 375 aircrafts, which fly to 240 cities, and have more than 2,300 scheduled flights daily. Classic Airlines in the past have done very well for itself infiltrating the market. The firm recently earned $10 million on an $8.7 billion in sales. This financial stability and wealth has permitted the firm to grow/employ 32,000 employees to operate/manage the organization’s daily operation. Although the firm is profitable, it is no stranger to challenges that have bestowed a level of uncertainty on the organization, which has affected the firm’s stock prices. Consumer confidence has declined and loyal customers are opening up to other airlines marketing and advertisement offering. The rising cost of fuel and labor has put a strain on the firm’s operation. For Classic Airlines to maintain and enhance on its existing situation as the fifth largest airline, the firm will need to make some difficult decisions/changes.
Internal and External Pressures
Although Classic Airlines was profitable the previous year, the firm experienced a 10% drop in market share prices. This occurrence is blamed on the firm internal employee’s morale and external customer scrutiny, which has been at its highest. Customer loyalty and dissatisfaction has led to 19% decline on the firm internal customer’s reward program. There is a 21% decline in flights with its remaining member (Classic Airlines, 2011). Also to make the situation worst, the events that occurred on September...