Classic Airlines

The Classic Airlines is in the process of reformation of its Frequent Flyer and Rewards Program to improve customer services,   satisfaction and consumer confidence. The airline industry is affected by consumer’s fear of flying due to the non- controllable event of September 11, 2001. “Classic has seen a 10% decrease in share prices last year. The current stock market crisis on wall street this summer, 2011 has attributed to this decline and the employee morale has been at its lowest”   (University of Phoenix ,   Scenario: Classic Airlines, 2011).
Classic Airlines key players and Chief Operating Officers, in marketing, customer services and human resources must incorporate marketing strategies to improve the company’s   growth.   Core business principles that are guided by quality services in travel which are based on the customer needs to improve the current decline in profits and shares by “ market sensing, new offering realization, customer acquisition process and fulfillment management by its marketing team and departments” (Kotler   & Keller , 2006)
On the other hand, the marketing team is responsible for research development, review of data and internal reports, cost inventory, secondary data that is available and cost effective.   An evaluation of marketing intelligence, focus groups and survey information.   An alliance will combine services and offset strengths and weaknesses and bring back their frequent flyers.
Classic Airlines employees, Kevin Boyle, Chief Marketing, Officer (CMO),   Renee Epson, Senior Vice President of Customer Service,   John Hartman, Senior Vice President Human Resources, must take a pro-active approach in their marketing strategy, because their bosses are concerned with saving money for the company and staying within its budget.   According to the scenario: Classic Airlines,   Core business principles and a customer centered approach to business can be   realized by a Holistic marketing plan that shows the interaction between...