A

Project Report On

Messaging Strategies Adopted by

“Aviation Industries In India”: An Overview

Submitted in partial fulfillment of Post-Graduate Diploma in Management

SUBMITTED TO: SUBMITTED BY: Dr. Urvashi Makkar Amit Dubey (BM-010187)

Dean Academics

INSTITUTE OF MANAGEMENT STUDIES C-238, BULANDSHAHAR ROAD, LAL QUAN, P.B. NO – 57,

GHAZIABAD - 201009

Table of Contents

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1. Executive Summary ………………………………………..………(4)

2. Introduction …………………………………………………..……(5)

a. A Glimpse Of The Indian Aviation Industry …...…..……(5)

b. Present Indian Scenario ………………………………….(5)

3. Messaging Strategy? ………………………………………………..(7)

4. Objectives of The Study ……………………………………………(8)

5. Messaging Strategies of Different Aviation Industries……………...(9)

a. Indian Airlines …………………………………………....(9)

b. Jet Airways ……………………………………………….(11)

c. Jet Lite …………………………………………………....(18)

d. Spice Jet …………………………………………………..(23)

e. Go Airways …………………………………………….....(26)

f. Kingfisher Airlines ………………………………………..(31)

g. Indigo Airlines …………………………………………….(37)

h. Paramount Airlines ………………………………………..(45)

6. SWOT Analysis of Aviation Industry ……………………………….(50)

7. Consumers Choice Parameter ……………………………………….(51)

8. Conclusion …………………………………………………………..(52)

9. References ……………………………………………………..……..(53)

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Executive Summary

India is one of the fastest growing aviation markets in the world. The Airport

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Authority of India (AAI) manages a total of 127 airports in the country, which include 13 international airports, 7 custom airports, 80 domestic airports and 28 civil enclaves. There are over 450 airports and 1091 registered aircrafts in the country. The genesis of civil aviation in India goes back to December 1912 when the first domestic air route between Karachi and Delhi became operational. In the early fifties, all airlines operating in the country were merged into either Indian Airlines or Air India. and, by virtue of the Air Corporations Act 1953, this monopoly continued for the next forty years. The Directorate General of Civil Aviation (DGCA) controlled every aspect of aviation, including granting flying licenses, pilots, certifying aircrafts for flight and issuing all rules and procedures governing Indian airports and airspace. Finally, the Airports Authority of India (AAI) was assigned the responsibility of managing all national and international airports and administering every aspect of air transport operation through the Air traffic Control. In 1990s, aviation industry in India saw some important changes. The Air Corporations Act was abolished to end the monopoly of the public sector and private airlines were reintroduced. With the liberalization of the Indian aviation sector, the industry has witnessed a transformation with the entry of the privately owned full service airlines and low cost carriers. In 2006, the private carriers accounted for around 75% share of the domestic aviation market. The sector has also seen a significant increase in the number of domestic air travel passengers. Some of the factors that have resulted in higher demand for air transport in India include the growing middle class and their purchasing Power, low airfares offered by low cost carriers like Air Deccan, the growth of the tourism industry in India, increasing outbound travel from India, etc. Increasing liberalization and deregulation has led to an increase in the number of private player. However, Airlines today face issues from multiple quarters. While on one hand the economy faces the brunt of recession, on the other hand most airlines In India find themselves in the red. What was once hailed as one of the fastest Growing sector in the economy, now is struggling to keep it self-afloat. While it is still premature to declare that the industry is seeing a downtrend, many domestic players are seeing a bleak future. In our analysis we look at factors that influence the industry and key indicators.

Introduction

A Glimpse of Indian Aviation Industry

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Though the Open Sky Policy was announced 11 years back, for all practical purposes, the Indian aviation industry actually took off with the entry of as many as 6 companies in the first half of 1991 when the state run Indian Airlines was facing industrial strife.

After reporting a Rs.11 crore profit in 1988-89, Indian Airlines, suddenly saw it’s market share drop and it’s supremacy challenged. Pilots let the airline in hordes to more lucrative jobs with the private operators, which resulted in under utilisation of it’s Boeing fleet. Passengers, too, suddenly realised that there were airlines willing to offer that little extra bit that means so much, and Indian Airlines suddenly saw it’s market share drop to 53 per cent from it’s earlier unassailable position.

In the early fifties, all airlines operating in the country were merged into either Indian Airlines or Air India and, by virtue of the Air Corporations Act, 1953 this monopoly was perpetuated for the next forty years. The Directorate General of Civil Aviation controlled every aspect of flying including granting flying licenses, pilots, certifying aircrafts for flight and issuing all rules and procedures governing Indian airports and airspace. Finally, the Airports Authority of India was entrusted with the responsibility of managing all national and international airports and administering every aspect of air transport operation through the Air traffic Control.

With the opening up of the Indian economy in the early Nineties, aviation saw some important changes. Most importantly, the Air Corporation Act was repealed to end the monopoly of the public sector and private airlines were reintroduced. Domestic liberalization took off in 1986, with the launch of scheduled services by new start-up carriers from 1992. A number of foreign investors took an interest. Modiluft closed after failing to meet financial obligations to lassoers and its technical partner, Lufthansa. In 1996-1998, Tata and SIA tried to launch a domestic carrier, but the civil aviation minister had publicly stated his opposition on numerous occasions (Airline Business 1998).

The Indian government introduced the open sky policy for domestic players in 1991 and partial open sky policy for international players only in November 2004. Increasing liberalization and deregulation has led to an increase in the number of players. The industry comprises three types of players full cost carriers, low cost carriers (LCC) and many start-up airlines that are making/planning an entry.

Present Indian Scenario

It is a phase of rapid growth in the industry due to huge build-up of capacity in the LCC space, with capacity growing at approximately 45% annually. This has induced a phase of intense price competition with the incumbent full service carriers (Jet, Indian, Air Sahara) disk-counting up to 60-70% for certain routes to match the new entrants ticket prices. This, coupled with costs pressures (a key cost element, ATF price, went up approximately 35% in recent months, while staff costs are also rising on the back of shortage of trained personnel), is exerting bottom-line pressure.

The growth in supply is overshadowed by the extremely strong demand growth, led primarily by the conversion of train/bus passengers to air travel, as well as by the fact that low fares have allowed passengers to fly more frequently. There has, therefore, been an increase in both the width and depth of consumption. However, the regulatory

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environment, infrastructure and tax policy have not kept pace with the industry‘s growth.

Air India was set up by J.R.D. Tata, who ran it successfully until it was nationalized in 1953. In the 1960s the ―Maharajaǁ‖, as the national flag-carrier was affectionately known, was flying to 32 destinations (it now flies to 46 destinations) and making profits. For many years in India air travel was perceived to be an elitist activity. This view arose from the ―Maharajahǁ‖ syndrome where, due to the prohibitive cost of air travel, the only people who could afford it were the rich and powerful. In recent years, however, this image of Civil Aviation has undergone a change and aviation is now viewed in a different light - as an essential link not only for international travel and trade but also for providing connectivity to different parts of the country. Aviation is, by its very nature, a critical part of the infrastructure of the country and has important ramifications for the development of tourism and trade, the opening up of inaccessible areas of the country and for providing stimulus to business activity and economic growth. Until less than a decade ago, all aspects of aviation were firmly controlled by the Government.

Messaging Strategy?

Common Messaging Strategies followed by the Different Aviation Industries-

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Messaging strategy is being formulated by the organization in different ways, and via different media.

Messaging Strategy generally followed by this process only by all the Aviation Industries-

Objectives Of The Study

The Persuasion Process of

Advertising is through a variety of effects

Awareness/familiarity

Brand Benefits / Attributes Info

Creating image / personality

Associating feelings with Brand

Linkage of Brand with peers/experts/group norms

Reminder / Brand trial inducement

Positive Brand Attitude

Purchase Behavior

These Intervening Variables between Advertising & Action are more effective Advertising Objectives than Sales

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• To get an insight into the messaging strategies of the Aviation industries in India.

• To do a messaging strategy analysis of the various Aviation Industries.

• To understand the services provided by the different Aviation Industries.

Messaging Strategies of Different Aviation Industries

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INDIAN AIRLINES-

Indian Airlines, India‘s premier airline, has now been renamed as Indian. But Indian Airlines (IA) had establish itself as such a strong brand name that majority of people are still not aware that its name has been changed to Indian. Indian Airlines is fully owned by the Government of India and came into came I to being with the enactment of the Air Corporations Act 1953.

Indian Airlines began its operation on 1st August 1953 and was entrusted with the responsibility of providing air transportation within the country as well as to the neighboring countries. Indian Airlines came into existence after nationalization of eight private airlines. At the time of nationalization, Indian Airlines inherited a fleet of 99 aircraft consisting of various types of aircrafts. With nationalization Indian Airlines started modernization in Indian civil aviation industry. Year 1964 heralded the beginning of the jet era in Indian Airlines when the Caravelle aircraft was inducted into the fleet. Continuous up-gradation in its fleet has been going on ever since.

Different Messaging Strategies-

Advertising Campaign and Differnet Messaging Strategy Air India kick-start campaign in style -

Air India started their campaign in the BCCI Corporate Trophy with a 71-run win over Customs and Excise at the Chinnaswamy stadium here on Thursday.

Air India Couples Between Cities-

Air India presents the benefits of international travel in two out of home advertisements, “Bangalore Dubai” and “Mumbai New York”, winning a Silver Outdoor Lion at Cannes International Advertising Festival 2009. Children pose with their parents, evidence of their parents making the most of daily international flights.

Air India to launch new branding and ad campaign–“mother’s love” new positioning-

India’s national airline, Air India, which has long been criticized for its aging fleet and even older flight attendants, has finally got the message. In a press conference yesterday at New Delhi, Air India Chairman Rohit Nandan announced a completely new branding campaign and a radical new positioning for the airline to set it apart from the competition.

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“The new campaign will be centred around the concept of “Maa Ka Pyaar” and will position the elderly flight crew as care-givers who treat passengers with motherly love, unlike the new breed of airlines who have only brash crews of inexperienced youngsters.”, explained Nanda. “When you are thousands of feet in the sky, anxious to get through with your flight, wouldn’t you rather have someone like your mother to look after your needs?”, he continued.

The new campaign aims to turn one of Air India’s perceived weaknesses and turn it into a notable strength. For this, Air India has roped in well-known award-winning advertising agency Olives and Marshmallows (O&M) and laid out a budget of Rs. 100 crore for a nationwide rebranding campaign. O&M’s National Creative Director, Arnab Kushti, also present at the conference, was visibly excited when he explained the long-term branding strategy. “India has long had ‘Maa‘ – the mother – as a caring symbol of the Indian family. Your mother looks after you unconditionally, and takes care of your needs. Air India’s flight attendants too deliver this same level of love and affection, and we are going to make sure the rest of the world knows about it.”, he explained.

Mass Communication:

Social Research and Development Wing: An in-depth participative study and survey of National issues like Election-Politics, Education, Population, Religion and Media problems with an ambitious aim to create a national Platform for debate on National issues.

Print Production: One of the largest and fully integrated, Pre-press one-press and post press print production facilities in India.

Audio-visual Production House in Bombay is the biggest and the best Audio-visual facility in India, in the Pvt. Sector.

JET AIRWAYS.

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Jet Airways is India‘s premier private airlines. Naresh Goyal is currently the chairman of Jet Airways. Jet Airways operates over 320 flights daily to 43 destinations in India and currently controls about 40% of India's aviation market. Jet Airways was the first private airline of India to fly to international destinations. It operates daily international flights to Colombo, Katmandu,Singapore, Kuala Lumpur and London (Heathrow). Jet Airways has won a number of awards in recognition of standards of its service and has also received the ISO 9001:2000 certification for its In-flight Services. Jet Airways was established on 3 May 1991 with a fleet of 4 Boeing 737-300 aircraft, with 24 daily flights serving 12 destinations. Jet Airways presently operates 55 aircrafts and is now a public limited company. Its fleet of 55 aircrafts include 3 Airbus 340-300E, 4 Boeing 737-800, 1 Airbus 330-200, 1 Boeing 737-700, 18 Boeing 737-800, 8 ATR 72-500, 2 Boeing 737-900, 12 Boeing737-700, and 6 Boeing 737-400. Jet Airways was recently involved in a controversy. On January 19, 2006 Jet Airways announced its decision to buy fellow airlines Air Sahara for 500million in an all-cash deal. The deal was touted as the biggest in India's aviation history. But the deal fell midway and now the two parties are involved in a fierce court battle.

Their primary marketing strategy is to attract new customers and retain existing customers by widely communicating their high-quality value proposition. They market their services through advertising and promotions in newspapers, magazines, outdoors advertising such as bill boards, radio, and through targeted public relations and promotional efforts. They believe that their brand is widely recognized in India as representing high value service. Their brand has been selected as a“superbrand” by the Indian Super brands Council. Jet Airways is expected to end its creative AOR with M&C Saatchi, in favour of an alliance with Interpublic Group. The development comes 18 months after M&C secured the business, at the time valued at US$11 million. AD AGENCY: McCann and Erickson are other who are associated with jet airways for planning their advertisement and support in messaging industries.

They estimate that in fiscal 2011 and the six months ended September 30, 2011approximately 80% of their passengers were business travellers. The remaining passengers were largely leisure travellers and travellers visiting friends and relatives. They have a leading loyalty program among those offered by domestic airlines in India. Their five-tier frequent flyer program had 413,970 members as of September 30, 2011. They have a dedicated service center in Mumbai, which manages this program and communicates with members. Members can also accumulate miles by using the services of their partners such as airlines, domestic and international hotels and their co-branded credit card and car rental companies. The miles earned and accumulated by their customers under this program can be redeemed for upgrades and free tickets.

They currently have GSA representation in 74 countries to promote the sale and distribution of their tickets to international in-bound passengers. Their airline reservation system is hosted on SABRE. They offer 24-hour reservations services at

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Mumbai, Delhi, Kolkata and GDSs, including Abacus, Amadeus, Galileo, Sabre GDS and World span

Effective message delivering through different Ad campaigns-

Delivering value and sales proposition in low pricing

They offer several fare options as set forth below:

1. Economy and club premier fares; 2. Discounted fares for senior citizens and defense personnel; 3. Advance Passenger Excursion, or APEX fares; 4. “One Fare” scheme that allows passengers to buy four or six coupons for a

fixed fare and use them on any sector; 5. “Night saver” fares for night flights which we operate on certain routes;

“Check fares” on certain flights with no requirement for advance booking; and

U.S. Dollar fares and “Visit India” fares for overseas travellers.

They introduced e-ticketing and direct Internet booking in April 2004. They intend to encourage the use of direct bookings by their customers because it is an efficient distribution channel. No sales commission is payable on direct e ticketing and therefore increased use of direct e ticketing will reduce distribution costs. They pay an overriding commission of 3% to Jet air for all Internet passenger bookings and 2.5% on all internet cargo bookings. They are already a part of BSP systems in North America, UK, France, Germany, Switzerland and other key locations

Yield management and pricing form the backbone of their revenue generation strategy and are also strongly linked to their route and schedule planning and their sales and distribution activities. Yield management involves the use of historical data and statistical forecasting models to produce knowledge about their markets and maximize operating revenues.

Shahrukh Khan Jet Airways Ad Campaign

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In times of rising fuel prices and lower occupancy rates what do you do ? logic says you cut your costs but if you are Jet Airways than you come out with a lavish ad featuring the most expensive brand ambassador of our time Shahrukh Khan. The Shahrukh Khan TVC, which broke on September 1, is the first of three campaigns Jet has planned (the ones on economy and premier will follow), and is running across most news channels and some specialized travel channels. Produced by Red Chillies Entertainment and shot by filmmaker Shekhar Kapur, the ad marks the television debut of Jet Airways, which had previously relied heavily on the print medium. While competition Kingfisher relies on showcasing complete range of Consumer experience Jet is trying to highlight its product superiority. Jet had come out with Boeing 777 last year, which has some superior features and this ad is merely an aim to highlight those features besides trying to latch on to the celebrity appeal of Shahrukh Khan enjoy the video of the ad embedded .

Big picture: A Jet Airways hoarding in Mumbai. The company is a large user of outdoor media and is believed to spend Rs10-Rs12 crore a year, some 20% of the airline’s marketing spend.

After having removed a row of seats from some of its planes to increase overall leg room for passengers, Jet Airways (India) Ltd is using an innovative, three-dimensional billboard campaign to sell the concept.

Developed by Mudra Group’s outdoor unit Prime site, the Mumbai billboards have images of two chairs sitting close to each other, and then one drifting on railings to reveal the message: “We’ve removed a row to give you more space.”We wanted to create an impact and effectively communicate that we have removed a row of seats from our domestic flights, thereby giving more space on our domestic flights. The outdoor innovation has only been done in Mumbai considering the restrictions on the same in other metros. They would be communicating through hoardings in Delhi, Chennai, Kolkata and Bangalore.”

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The campaign has a budget of Rs55-60 lak. Jet is a large user of outdoor media and is believed to spend as much as Rs10-Rs12 crore a year, some 20% of the airline’s marketing spend. Jet Airways was one of the early entrants in the aviation business, as also the first private airline to fly to overseas destinations and had a relatively simple creative message: “Jet Flies to 44 Domestic and 8 International Destinations”.

The positioning of the Jet brand was such that it reflected aspirational value. It was an aspired brand while all the rest were tired and perspired brands. Today it’s different. They have found a competitor in their own league in form of Kingfisher. There is a switch taking place, with some customers shifting loyalties to Kingfisher.”

They classify Jet’s growth in terms of three Ss: Sustenance, Service and the need to (Speed Up). “In spite of not being the first entrant in the aviation space, the Jet brand grew steadily, sustained and survived. Later on, Jet grew to be the best premium brand in the whole country by highlighting the service aspect. In service, they were unparalleled and premium.

Fuels Jet Airways' Messaging

Jet Airways, now deliver its consumer and trade communications through leading digital marketing company Epsilon’s email solution to enhance customer relationships. While Jet Airways ranks favorably amongst passengers in terms of in-flight service, entertainment, value and efficiency, the company is striving to improve its customer relationship management and increase brand loyalty amongst its frequent fliers, corporate clientele and trade partners, said a press release.

Based on customer feedback and surveys, Jet Airways found that email was the preferred channel of message communication. For a scalable solution to keep pace with the company’s market growth, Jet Airways selected Epsilon’s email marketing services. Epsilon delivers a solution that provides a holistic view of all its customers and prospects, as well as detailed analytics across all its campaigns. This complete insight allows the airline to design and execute personalized and targeted customer initiatives that increase brand equity and cultivate more profitable, loyal customer relationships.

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To provide a world-class customer experience, they chose Epsilon for their best-of-class email marketing solutions that enable them to stay close to their customers throughout the relationship lifecycle and ensure that they are providing the most relevant information, optimized in a timely fashion as and when they want it. Epsilon’s email platform optimizes email delivery, has deep tracking and reporting features as well as segmentation and optimization tools that enable Jet Airways to reap the benefits of relevancy in its communication with customers.

The email solution also allows Jet Airways to monitor and track a specific email communication all the way to a booking or enquiry transaction. This allows the airline to leverage profile and transactional behavioral data to ultimately achieve one-to-one marketing with its customers. Jet Airways currently sends a monthly email newsletter to Jet Privilege members, travel agency partners and corporate clients. The company will soon introduce transactional e-mailing through the Epsilon platform, such as registration confirmation, welcome messages and purchase confirmations.

Advertise with Us-

Citibank Jet Airways Platinum Credit Card has launched a new campaign in a bid to acquire new customers by highlighting the features of the card. Publicist Ambience has designed the campaign. The campaign consists of three TVCs, which show the situations when the protagonists are faced with problematic situations because of the absence of the Card.Jetairways.com is the website of India's premier domestic airline Jet Airways (India) Ltd. A brief snapshot of the advertising opportunities is given above. Citibank, ICICI Home Loans, ICICI Prulife Insurance, Ford, Lenovo, HDFC, etc. are some of the brands that have advertised with on their portal. They have planned the messaging strategy in the close compliance of security motive. This has portrayed them as highly trustable and secure. This sort of messaging strategies encompasses both party need.

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VisitorProfile- Their website attracts over 2.25 million visitors every month who view an average of 10 million pages per month. These are serious flyers who come to purchase their flight tickets online and to get information on schedules, fares and other products offered by Jet Airways. The portal is flooded with their value and sales proposition such as low cost and excellent services. As the figure estimates high exploration and visibility they have acquired it as a tool to deliver the messaging.

Banner sizes

To advertise on their site, the various banner sizes are available . Banners and pop unders are available on all pages. They have also started to advertise on their homepage banner. The dimensions are 338 x 208. Max 25 Kb. Along with this, they also need a small thumbnail, with only image in it and no text, which should be of dimensions 50 x 31.All these are engraved with messages flaunting their milestones travelled and premium services offered.

Jet Airways Advertisement: Montreal

This is something they don't see everyday there in Montreal. An Asian airline advertising to people on the streets.. In fact they have never seen this even when Air India flew here back in the 80s. They are introducing their Toronto-Brussels-Mumbai run and it's a self-promotion introducing the airline to people in this city. Along Pie IX north though is a really strange place to put these billboards. Montreal's Indian community is mostly out on the West Island or western half of Montreal as . People in this northeast working class district would likely have trouble just paying for a trip to New York let alone India.

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Jet Airways Print Media Ad in NY Times

While it was a pleasant surprise to see a full page Jet Airways advertisement in Sunday’s New York Times, it was baffling why they would want to spend so much money to announce to people in United States that they fly daily from Mumbai to Brussels. Hopefully Jet Airways will fly from various cities in United States to India and capture that lucrative market. This is their print media advertisement internationally to grab and aware audience attention.

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JETLITE (Previously Sahara Airline) - Warmth: Free. You’re welcome!

Jet Airways acquired JetLite a wholly owned subsidiary of Jet Airways India Ltd, in April 2007. Positioned as a Value based Airline, JetLite promises to offer value for money fares, in flight meals at no extra cost, in flight shopping and much more. JetLite, the low cost carrier of Jet Airways, is taking the service-positioning route instead of low fare, to beat competition in this space. With the tagline-Warmth: Free. You’re welcome! JetLite has unveiled its brand proposition and has replicated the Indian look and feel of Air Sahara.

Leveraging on the strengths of Jet Airways, they are targeting a service positioning for JetLite instead of product positioning. Air Sahara always had a reputation for its service delivery, which is planned to be retained. Sahara was associated with Indian warmth and hospitality and therefore the same cabin crew was maintained.

To add to the Indian service style, the airhostesses of JetLite would continue to wear sarees. Also in contrast to other low cost carriers such as Deccan, Indigo and SpiceJet, JetLite is betting on quick meals that are offered on board free of cost.

In the last few months post-acquisition, JetLite was focused on making 24 aircraft airborne. Currently 20 out of 24 aircraft are operational. The carrier operates 141 flights daily across 32 cities. In October, the airline registered a load factor of around 70% and its market share was about 12%.

JetLite reported a loss of Rs 192 crore during the first half of current fiscal. It plans to lease six to eight aircraft next year to service the Gulf region, besides operating the remaining 4 aircraft by the end of the year. Its current overseas destinations are Colombo and Kathmandu.

MERGER JET-SAHARA The Jet-Sahara deal has aroused much fear among other domestic airlines. Immediately after the merger announcement, smaller airlines such as GoAir, IndiGo, Air Deccan and Kingfisher had talks on forming an alliance to combat Jet's emerging dominant position in the Indian skies. Their fear is based on the fact that Jet would then have more than 50 % market share.

Moreover, the combine, with a fleet strength of 79 aircraft, would also garner a lion's share on routes such as Delhi-Mumbai, which account for nearly 50 per cent of the domestic traffic. Jet would also have control over parking bays and other infrastructure in some airports.

However, according to an analyst with a leading broking firm, while the Jet-Sahara combine would have an edge over other private airlines, it should be seen as a free- market phenomenon. Mergers and acquisitions are happening in other sectors too. What is required is a strong regulator, to ensure that no single player enjoys a monopoly on any route.

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Messaging Strategy

JetLite, the low cost carrier of Jet Airways, is taking the service-positioning route instead of low fare, to beat competition in this space. With the tagline-Warmth: Free. You’re welcome!

Henceforth the messaging done in all the IMC is based on the prevailing theory. The main reason being the difference in message proposition with the parental organization i.e. JETLite Airways. Though Jetlite is a low fare but the messaging id done on the basis of adhering the services not the product. The airways is using integrated channel to flow the message i.e. digital, print and OOH, here are few deliverables which will portray the multifarious way of messaging strategy be it the transfer of message in the form of services offered or aired.

Jetlite Airways’ electronic ticketing service is offered on Error! Hyperlink reference not valid.. It enables passengers to book tickets to any destination on the airline’s route network through the Internet. Jetlite Airways has set up call centers for International and Domestic flight and services that operate round the clock. The billboards in metropolitan city stating the message are planted.

Jetlite Airways stations have also tele check-in facilities for First class, Première passengers as well as Jet Privilege Blue Plus, Gold, Silver and Platinum Card members. Platinum and Gold Card members can tele-check-in 48 hours in advance. Silver and Blue Plus members can tele-check-in 24 hours in advance. Passengers may tele check-in upto one hour prior to departure and must arrive at the airport check-in counter at least 30 minutes prior to departure’s promotional activity with throw mentioned VISA and credit card delivering firms are reciprocating the message.

Jet Lite Airways’ online facility for Web Check-in is currently available for passengers holding a confirmed and valid E-ticket, anytime between 48 hours and 60 minutes prior to their flight departure, in most of the airline’s destinations across India. E-tickets are also issued through Travel Agents, Jet Airways portal, Jet Airways airport and city offices. Even the E-ticket hold the message offering superior service which has flourished up to a great extent.

All the airport corner areas addressing the message as stated ahead shows the visibility and benchmark in customer service to position its USP, the message is as following- Jet Lite Airways introduces "check-in while walk-in" at Mumbai and Bengaluru airports. With a view to ease the process of check-in, this new initiative would facilitate the airline’s passengers as also the airport staff and will supplement the kiosks as well as the existing check-in counters of JetLite Airways. Using this solution, the mobile agent can quickly access and verify the travel reservation details of the passenger, complete check-in functions and generate a boarding pass, either Premiere or Economy, and book them on their choice of seats.

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Benefits and Privileges:

Jetlite Privilege members are entitled to a range of special benefits and privileges befitting their tier status, as mentioned below: Web check-in, Tele check-in, Kiosk check-in, Check-in at First class, Première counters for

Jetlite Privilege platinum, gold and silver member can check in the First Class, Première counters, even when traveling Economy class. JetLite Airways Citibank Gold Credit Cardholders can avail of this facility at airports in India. JetLite Privilege Platinum and Gold members and Première passengers can also check-in at the exclusive Park Avenue counter at London Heathrow, Lounge access Additional baggage allowance, Guaranteed reservation up to 24 hours before departure, Priority stand-by, Upgrade vouchers.

A large and varied list of Programmed Partners allows Jet Privilege members to enjoy special benefits across various travel-related industries. Their Programmed Partners include some of the leading names in banking, airlines, hospitality, car rental, telecommunication services and publishing. The official premises and associated areas are flooded with message, which is sighted, by large number of viewers stating “Some of our global partners have a prominent presence in the international cities that Jet Airways now flies to. JetLite Privilege members not only earn JPMiles when they fly with us, but also when they avail the services of our carefully chosen partners”.

A Jet Airways frequent flier member also earns JPMiles through programmed partners like– Hilton Family hotels, Hyatt Hotels & Resorts, The Leela Palaces & Resorts, ITC- Welcomgroup, Oberoi Hotels & Resorts, Radisson Hotels & Resorts, The Park Hotels, Hertz Car Rentals and Avis Car Rentals, Matrix cellular services. It also provides other facilities to its JetPrivilege members

Experienced Messaging Strategy-innovational

As part of an evolutionary strategy to deliver a superior guest experience, JetLite, the wholly owned subsidiary of Jet Airways India Ltd, has unveiled a new uniform for its staff. Renowned Italian fashion designer Roberto Capucci has designed the uniform, an important constituent of the company’s comprehensive brand experience strategy. The new blue and white uniforms with embroidered collars draw inspiration from the traditional Jodhpuri style of Rajasthan, while maintaining the contemporary and vibrant outlook for the airline, with the light blue colour representing the sky connoting optimism and calmness. Guests traveling JetLite will also experience more seating comfort, all of which are initiatives undertaken by the airline to offer a truly enjoyable and memorable flying experience.

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Commenting on the new look and feel for the JetLite brand, Sudheer , Jet Airways said, “JetLite’s mission is to be the leading value carrier in India with a reputation for on-time performance and reliability, while offering passengers true value, beyond mere low fares, in terms of a quality product and friendly service”. In line with this mission JetLite has evolved to form an integral part of the product offering from the Jet Airways group, embodying important brand values like warmth, reliability and courtesy, delivered by an attentive staff. What they have sought to do is give their JetLite guests a more up-to-date expression of those values, by giving a contemporary look to Indian traditions as a major point of differentiation through the new uniforms. they are confident that JetLite will emerge as the carrier of choice for our guests in the value carrier segment. Other measures undertaken by JetLite to give its guests an enhanced brand experience include the introduction of Jet Café – a menu plan on domestic flights. This was followed with the introduction of a new interactive website, which features a state- of– the-art online booking engine. A move that has allowed JetLite to afford its guests a flexible web-sale solution with a clear road map to cater to the increasing e-commerce activities in ticket purchasing pattern in the Indian market.

Jetlite Airways, is looking at enhancing its ancillary revenues by opening itself up in a big way to advertising and formulate messaging strategy. The airline plans to offer the fuselage, the exterior of the aircraft body, and in-flight space for advertising. Fuselage advertising was previously seen in India during the heydays of Air Deccan, when Sun Microsystems had advertised on the exteriors of the aircraft. The airline ended up charging a premium for the ads. JetLite is banking on the same strategy. A source close to the development said that the airline is looking to garner revenues worth Rs 50-60 lakh a month from the move.

Advertising experts say it gets limited eyeballs. But niche advertisers could find it an attractive proposition. Willis D’Monte, the director of Big Street, the out-of-home (OOH) media company of the Reliance Anil Dhirubhai Ambani Group, said, “Eyeballs for fuselage are from niche consumers and so, the brands that advertise there will be very niche. It will definitely work. And thus has worked for jetlite too. “This type of challenging message strategy had added to the delivery process of JetLite.

On the revenue potential, D’Monte said that JetLite’s expected numbers look decent when both fuselage and in-flight space are considered.

Only low-cost carrier Spice Jet offers in-flight advertising space on the tray tables attached at the back of seats. Kingfisher and Jet have advertising space in their in-flight entertainment systems.

JetLite also sees bucks in in-flight advertising, catering and in-flight sales. The airline has already started catering services in its flights and has mailer in-flight sales systems. “We don’t store items for sale in our flights, but are looking forward to providing more services to our customers,” Message added.

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eDynamic delivers innovative new eCommerce Website Design & Development project for JetLite Messaging Strategy

Using the latest in Web technologies, the creative staff at eDynamic built a unique, high-concept Web presence that delivered on all of JetLite's requirements. The new site provides a single source location for all the information the customer might need. Transactions can now be made online in an easy, secure manner, and instant confirmations for ticket reservations made available to the travelers through email, solving the slow booking engine problem that plagued the original site. This feature also reduces much of the cost associated with running the live help center for customers. This has added to the USP propagated in terms of service excellency the main messaging strategy of JetLite.

Of the utmost importance to JetLite was consistency in both their online and offline promotions and offers, and that the online messaging remain consistent with JetLite's long-term business strategy. The eDynamic team worked with JetLite’s marketing team to understand which campaigns and offers were being rolled out and when, and aligned site messaging with the campaign calendar to support and enhance JetLite's marketing strategy. Since the launch of their new website, JetLite has seen a steady increase in online bookings.

“This B2B website design is one of the success stories in eDynamic 's history of designing eCommerce websites. We guarantee that we will keep delivering valuable customer service and successful quality work on time”

– JetLite, eDynamic.

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SPICEJET AIRLINES

SpiceJet is a low-cost airline based in New Delhi, India. It began service on May 23, 2005. It was earlier known as Royal Airways, which was earlier known as ModiLuft. It is promoted by the Kansagra family. By 2008, it was India's second largest low-cost airline in terms of market share. SpiceJet was voted as the best low-cost airline in South Asia and Central Asia region by Skytrax in 2007.

Marketing Strategies

SpiceJet has a unique marketing strategy that focuses on word-of-mouth marketing, supported by print and Internet media initiatives. To build further on its branding value, SpiceJet has introduced on-board merchandise sales such as goggles, airplane models, perfumes, caps and watches. Sales of branded merchandise will also be available through the company's website.

Different Messaging Strategies of SpiceJet-

SpiceJet Q400 launch campaign, used Facebook, Twitter and YouTube to target air travellers and air enthusiasts.

In a bid to create a buzz around the launch of the Q400 aircraft, SpiceJet airline leveraged the social media platforms for its online activities. The SpiceJet Q400 launch campaign, targeted at air travellers and air enthusiasts made use of Facebook, Twitter, YouTube and the SpiceJet website.

The campaign, which was launched in two phases, had pre-launch, as well as some post-launch initiatives.

The low-cost airline, which has a tradition of naming aircrafts after spices, initiated this campaign by inviting its community members to suggest some names of spices for the soon-to-be launched aircraft. The new SpiceJet Q400, which was to be launched primarily to offer regional connectivity, decided to name the aircraft after names of Indian spices. The winner of this contest was invited to inaugurate the first flight which took off from Hyderabad last month.

The next stage in the campaign was to give information, through quizzes and trivia format, about the salient features of the aircraft like quiet engines, and comfortable seats.

This was followed by another initiative designed to let interested flyers know the sectors in which the aircraft will operate. For this, an application was created on Facebook called 'Guess the Destination'. Participants were provided with a key upon answering questions that were asked each day. Each participant received six numeric digits as a key at the end of the contest. After receiving the digits, they had to guess the destination by putting the launch city's pin-code in the right order.

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Winners of this contest were gifted SpiceJet goodies bag and return tickets.

In addition to these contests, search marketing optimization (SMO) channels were used to provide updates regarding the flying and landing of SpiceJet's Q400 aircrafts. Intended for the Twitter audience, the airlines managed to gear massive interest through this activity.

Pictures of the delivery ceremonies, and the landing of the aircrafts in India were released. Also, for the delivery of the aircraft, eminent aviation bloggers were flown to Canada for the ceremony.

SpiceJet beefs up campaign with ‘Get more when you fly’ peg-

In a bid to stand out amid the highly competitive low fare airlines, SpiceJet is set to launch its new national campaign, ‘Get more when you fly SpiceJet’, which aims to highlight SpiceJet’s unique value offerings. The campaign will run toll December 2009-January 2010. Contract Advertising is the creative agency behind the campaign.

SpiceJet’s unique value offerings include complimentary supervision of unaccompanied minors, free of charge web check-in, sale of hot tea and coffee in flight at a reasonable price of Rs 20, discounts on return fares, and waiver for sports kits, among others.

SpiceJet has taken a 360-degree approach to advertising. From advertising in magazines they plan to move to radio and the Internet eventually.

Messaging Media and Value-addition to customer’s through-

• Print: Complex, ESPN, Entertainment Weekly, Game Informer, GQ, Maxim, Men's Fitness, Nylon Guys, Official Xbox, People, Rise, Rolling Stone, Sports Illustrated

• Television: o Cable – MTV2, BET, Comedy Central, Adult Swim, Fuse, G4, Spike,

History o Sports – ESPN, ESPN News, FOX's NFL Coverage, FOX's NFL

Thanksgiving Coverage, NBC's Sunday Night Football, ESPN's Monday Night Football, ABC's NCAA Football Coverage, CBS's NCAA Football Coverage, FOX's MLB ALCS Coverage, FOX's World Series Coverage, ESPN's Sprint Cup Coverage

o Network – FOX's "Simpsons"

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• Online: YouTube Mobile, YouTube TrueView, Facebook, Dailymotion, Gizmodo, ESPN.com, BleacherReport.com, DeadSpin.com, SBNation.com, Stack.com, Break.com, CollegeHumor.com, TheOnion.com, GameSpot.com, Kotaku.com

SpiceJet’s new communication strategy attempts to deliver ‘value’

Internet Giving its growing reach & penetration amongst flyers, internet has been a very effective medium. The international launch campaign aimed at driving more traffic on spicejet.com.

Along with ads across web pages and publishers with high footfall like yahoo and cricinfo etc, we used google ad words and various other ad networks to create high visibility and recall.

To increase the reach and excitement by means of an interactive forum, social media marketing initiative were launched across networking sites like Facebook, Twitter etc.

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GO AIRLINES

Go Airlines (India) Ltd. is the aviation foray of the Wadia Group, The airline

operates its services under the brand GoAir. GoAir launched its operations in

November 2005. GoAir, a low-fare carrier launched with the objective of

commoditizing air travel, offers airline seats at marginal premium to train fares across

India. The airline currently operates across 21 destinations 156 daily flights and

approximately 1092 weekly flights. Low-cost carrier GoAir operates 387 weekly

flights across ten destinations in India with a 5% share of the domestic aviation marke

Destinations

The GoAir route network spans prominent business metropolis as well as key leisure

destinations across the Indian subcontinent. GoAir is currently servicing the airports

at Ahmedabad, Bagdogra, Bengaluru, Chandigarh, Cochin, Delhi, Goa, Guwahati,

Jaipur, Jammu, Kolkata, Leh, Lucknow, Mumbai, Nagpur, Nanded, Patna, Port Blair,

Pune, Ranchi and Srinagar. Through this route network GoAir ensures a smart value-

for-money option for both business and leisure travellers, without compromising on

either safety or service factors.

“Fly Smart”

GoAir is positioned as 'the Smart People's Airline'. It's captivating theme, 'Fly

Smart' is aimed at offering passengers a consistent, quality-assured and time-efficient

service through 'pocket-friendly' fares. The airline uses the state-of-the-art Airbus

A320 aircraft fleet.

Unique Services

GoAir is based on 'punctuality, affordability and convenience' business model. The

airline has also partnered with Radixx International, a leading technology provider of

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automated aviation and travel related software solutions, for the use of its Air

Enterprise. The adoption of such technology solutions enables GoAir to achieve

superior process efficiency, thereby helping transfer a greater portion of time savings

to its passengers.

Since january 2007, go air has been consistently recording highest load factors in the

industry. It has been recording an average load factor of 86% achieved through a

balanced mix of good on-time performance and consistent quality of customer service

coupled with smart fares. As part of its aggressive future outlook, go air is inducting

aircrafts which will take its fleet size to 10 aircrafts up to 2010 and will induct new

routes while efficiently servicing existing ones.

Corporate Strategy And Customer Focus by GoAir

• Go Air’s objective is to offer its passengers a consistent, quality-assured and

efficient performance at affordable fares.

• Go Air airlines has tried to target the First, Second and Third A/C Railway

passengers and Volvo Bus Passengers. GoAir has strategically divided the fare

structure in such a way that the railway passengers can benefit most from this

arrangement.

• Its fares are 40% lower than that of traditional airlines.

• The chief motto of GoAir is to provide a consistent, time-efficient operation

while maintaining the low fare scheme through the state-of-the-art Airbus

A320 Aircraft fleets

• GoAir and as part of its strategy to maintain quality, it has strategically tied-up

with the Radixx International, a leading technology provider of automated

aviation and travel related software solutions

• Initially, the airline was limited to Mumbai, Ahmedabad, Goa and

Coimbatore. With induction of more aircraft, the network has expanded its

wings and now GoAir services can be availed in 13 cities. GoAir has 61

flights daily to all theses places.

• Focuses on providing quality service

• Best on-time performance

• Quick turnaround of aircraft that average around 25 minute

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• Ease in Booking: The passengers who may not have a credit or debit card or

access to a Computer need not travel long distances to book their GoAir

tickets, but can book them from any of the distribution mediums, which

include GoTravel Agents, Go Tata Indicom Outlets, GoInlott outlets, GoCyber

café and GoPCOs.

DIFFERENT MESSAGES STRATEGIES OF GO AIR :-

1)Mumbai based outdoor advertising agency.Bright Outdoor Media has rolled out a

nation wide outdoor campaign for GoAir, the Wadia group promoted budjet airline.

The campaign has been executed in 13 cities , where Goair provides services such as

Mumbai,Ahmedabad,delhi,Bangalore,Cochin,Jammu,Srinagar,Jaipur,Bagdogra,Guwa

hati,Goa,Indore and Chandigarh.

Go Air positions itself as the smart people’s airline. Hence the outdoor campaign

highlights the airline’s on-time performance,low fare ,youngest fleet in the Indian

Aviation sectorand the reliability of services that it offers, having the lest number of

flight cancellations in the industry.

The brief was to Target all the people visiting the airport and the key areas in the

cities.

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Accordingly, a wide array of outdoor displays was displayed such as hoardings,

unipoles and duopoles on roads leading to airports, railway stations and other high

traffic areas. Different creative have been used in hoardings at different places

keeping in mind the target audience.

The outdoor campaign had focused on railway stations as the low-budjet carrier

wanted to lure the upper class travelers who can afford to travel by air and save time

while spending nearly te same amount of money One of the creative used highlights

the business class amenities that the passengers can enjoy at economy class process

such as extra baggage allowance, extra leg space and in-flight meals.

Also the campaign has been conceptualized keeping in mind the holiday season. The

message on the display boards try to emphasize the benefits of booking a round trip

such as saving money coupled with the reliability of the airline .

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2) Go Air Launches Online campaign:

GoAir and PaGaLGuY.com have launched an online campaign based on virtual

marketing.

Commenting on the launch of the new campaign GoAir managing director Jeh Wadia

said, ''This campaign will spread awareness through the fastest growing medium, the

internet, and give us vital information and feedback from our target audience as well.''

''We already have over 60 per cent of our bookings done online and the launch of this

campaign is further testimony to the importance of the internet,'' he added.

GoAir, in association with PaGaLGuY.com, will carry an online advertising

campaign to increase the visibility, recall, retention and reach of the airline, a release

issued by GoAir said.

3) Bhaskar to publish GoAir’s in-flight Magazine:

Bhaskar to publish GoAir’s in-flight magazine

The magazine is called Go-Getter and has around 100 pages

Bhaskar Custom Media Publications, which is part of the Bhaskar Group, has recently

launched an in-flight magazine, Go-Getter, for GoAir Airlines. The print run of the

magazine depends on the number of flights the airline will run. Currently, GoAir

operates 561 commercial flights every week, connecting 11 destinations across India.

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The target group (TG) for the magazine is young people in the age group of 18-45

years in SEC A. Pravin Agarwal, business head, Bhaskar Custom Media Publications,

says the name of the magazine has been chosen keeping in mind the profile of its

target audience. This audience has high aspirations and is willing to put in the

required efforts to accomplish their dreams. Go-Getter is reflecting this philosophy in

its branding.

JehWadia, managing director, GoAir, says, “The colorful

features of the magazine exactly reflect the personality of

the GoAir passenger and the GoAir brand.”

The magazine provides reading material in tune with the

aspirations of the TG and thus aims to be an effective vehicle to reach a multitude of

flyers with modern and trendy consumption patterns. The content of the magazine has

been designed to be in sync with the brand proposition. It will include topics such as

food, travel, lifestyle, shopping, culture and arts.

4) OOH Ambush Advertising of GoAir:

Services offered to the passengers:

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5) Mumbai-based low-cost carrier (LCC) GoAir, promoted by the Wadia Group, has

roped in Bollywood star—the lady with sweet dimples and smash hits like Koi Mil

Gaya, Kal Ho Na Ho, Dil Chahta Hai, Veer Zaara—Preity Zinta to be its

BrandAmbassador and promote the no-frills, low-cost airline with its nationwide

advertising and brand awareness campaign 'Chalo India, Let's Fly Smart' (Come

India, Let's Fly Smart).

Preity Zinta promotes GoAir with the 'Chalo India, Let's Fly Smart' nation-wide campaign that exhorts people to act smart, take more holidays, and enjoy themselves by buying GoAir tickets and flying instead of spending time travelling by train or bus.

GoAir hopes that the dazzling, gorgeous, and charming Bollywood actress Preity Zinta with her sweet and cheerful dimpled smile, cherubic face, lovely dimples, infectious enthusiasm, vibrant personality, celebrity status, and 'glam' quotient will improve brand visibility and build brand credibility for GoAir as a youthful, fun, exciting, energetic, dynamic, vibrant, colourful, on the go, and forward-looking airline for the people of India.

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Kingfisher Airlines

Brand: Kingfisher Airlines

Agency: Rediffusion Y&R

TAGLINE- FLY THE GOOD TIMES.

It was the first time that an Indian private airline had bought a brand new aircraft for commencing its commercial operations. KFA, which started its operations in India on May 7, 2005, positioned itself as a budget carrier and not as a low cost carrier (LCC). Vijay Mallya (Mallya), Chairman and Managing Director of the UB Group, said "Kingfisher Airlines will have a 'Fly the Good Times' approach and this will reflect in the experience we will offer to passengers. With costs lower than economy class travel on full service airlines and marginally more than the 'bus services' type low cost competition, Kingfisher Airlines offers a far better value proposition. The aircraft and service will reflect the Kingfisher lifestyle imagery and credibility that has been built over the years." As of December 2005, KFA had a fleet of nine aircraft (seven A320s and two A319s) and operated on 56 routes. KFA also managed to corner a six percent market share within the first six months of its launch. As of January 2006, KFA had a 7.6% market share of the domestic air travel market (Refer to Exhibit II for the market shares of major airlines in India).

KFA is a private airline based in Bangalore.Currently, it holds the status of India's largest domestic airline, providing world-class facilities to its customers. Owned by Vijay Mallya of United Beverages Group, Kingfisher Airlines started its operations on May 9, 2005, with a fleet of 4 brand new Airbus - A320, a flight from Mumbai to Delhi to start with. The airline currently operates on domestic as well as international routes, covering a number of major cities, both in and outside India. In a short span of time, Kingfisher Airlines has carved a niche for itself in the civil aviation industry.

History Kingfisher Airlines proved to be a stiff competition for other domestic airlines of India, with its brand new aircraft, stylish red interiors, stylishly dressed cabin crew and ground staff. The airline introduced in-flight entertainment (IFE) systems, for the first time to Indian consumers. The IFE systems were provided on every seat, even on the domestic flights. The airline offers attractive services to its on board passengers. Years following its inception proved to be beneficial for the airline, in terms of its booming business, with a good track record of customer satisfaction. However, it faced a worsening economic scenarioin2008.

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UniqueServices Kingfisher Airlines offers several unique services to its customers. These include personal valet at the airport to assist in baggage handling and boarding, exclusive lounges with private space, accompanied with refreshments and music at the airport, audio and video on-demand, with extra-wide personalized screens in the aircraft, sleeperette seats with extendable footrests, and three-course gourmet cuisine. Fleet Kingfisher Airlines was the first airline in India to operate with all new aircrafts. It was also the first airline in the country to order the Airbus A380. Kingfisher Airlines currently operates ATR 42, ATR 72 and Airbus A320 aircraft for domestic and Airbus A330s for international services. In the present time, the airline operates with a fleet of 74 aircrafts, which include 25 Airbus A320-200 aircraft, 6 ATR 42-500, 27 ATR 72-500, 3 Airbus A319-100, 8 Airbus A321-200 and 5 Airbus A330-200. Delivery of A380s is due in 2010 and A350s in 2012.

Kingfisher airlines launched its domestic air service operations in May 2005.KFA was promoted by UB group and offered a single class- “Kingfisher Class”. KFA successfully leverage the youthful and vibrant image of its kingfisher beer brand and called its airlines as ‘Funliners’ to emphasize the fun-filled experience. Within the first six months of its launch, KFA managed to corner a 6% market share in the domestic air travel mark.

KFA started its operation in May 7, 2005, positioning itself as a budget carrier and not as Low Cost Carrier (LCC). Customer Analysis Kingfisher Airlines has a clearly defined target audience- SEC A, SEC B+ (socio-economic class) in the age group of 25-45 years of age. This segment has traveled extensively and is aware of international travel trends. They are modern, trendy and upwardly mobile looking for a great flying experience. Kingfisher Airlines offers brand new aircraft, designer interiors, gourmet cuisine and in flight-entertainment (there are five channels of FUN TV and 10 channels of Kingfisher Radio, which are personalized). Today, the air traveler not only wants to commute faster but also be entertained Kingfisher Airlines has a very well rounded marketing strategy in place. They apply a 360-degree approach towards marketing. They communicate with guests at multiple touch points. The idea is to create brand recall and get the message across effectively. Given this they use all media of communication be it television, print, radio, outdoor, malls, multiplexes, clubs, pubs, in-flight etc. Our guests are constantly informed of our new offers.

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Kingfisher Airlines operates in the full service true value category and in that sense is not targeting the same consumer as the LCCs. Given that there is little reason for them to worry as in their category they offer the best service and have become the most preferred and favorite of our target audience. Kingfisher Airlines won the Skywars Most Preferred Airlines Survey conducted by IMB across categories of consumers as well as the CAPA and Skytrax awards. With our 360-approach Kingfisher finds it pretty easy to connect with their consumers both in-flight and on-ground. Their loyalty program/frequent flyer program better known as the King Club uses DM and CRM to keep all our King Club members constantly updated on the ongoing and upcoming offers apart from the day to day developments at Kingfisher Airlines. They have over 100,000 members in their program and offer specialized offers to specific profiles among them depending on their interests. In the past, they have offered tickets to theatre screenings, fashion shows, sports screenings etc.

MEDIA USED

Out of Home (OOH) media-Billboard

Digital media –LED TVs

DIFFERENT MESSAGE STRATEGIES ADOPTED BY KINGFISHER AIRLINES

The marketing team of KFA showcased the airlines as 'the new flying experience'. Advertisement hoardings at airports depicted the stylish interiors of the 'Funliners', which conveyed a youthful, fun-filled, and world-class image.

1)Kingfisher Airlines has announced the launch of an OOH media campaign .The new advertising creative re-affirms the superiority of the products and services offered by the airline and to reinforce KFA as a best-in-class experience in the Indian skies, across segments.

Kingfisher Airlines have planned an innovative advertising campaign over the next few months, with a clear focus on highlighting Kingfisher Airlines’ brand strength of providing superior service and care compared to LCCs.

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The hoardings are up at strategic locations in major metros .

2)Kingfisher Airlines Ltd launched a tongue-in-cheek campaign using primarily non-traditional platforms such as outdoor and digital media to woo passengers travelling in low-cost carriers, or LCCs.

“Due to the current market conditions a lot of people, who were earlier flying Kingfisher, started downgrading to low-cost carriers and by doing so, these people were

letting go of the comforts that come with a full-service airline,” says Nisha Singhania, executive vice-president, Rediffusion Y&R Pvt. Ltd, the creative agency behind the campaign. “So the company wanted to highlight this point and win back its consumer base.”

How they did it: Kingfisher Airlines briefed the agency on what it wanted the campaign to achieve in the beginning of April, based on consumer insights that pointed out why passengers make the switch from full-service carriers to low-cost ones and their experiences in both.

The agency created an advertising campaign similar to that of LCC IndiGo Airlines, where the left side of the ad usually includes a witty message against a blue background and the corresponding side has the IndiGo brand name and logo.

The Kingfisher Airlines campaign is text-oriented, based on a similar blue background but on the left side, the message imprinted takes a jab at the passenger experience on an LCC. On the right side, which has the red Kingfisher colour, the advantage of flying this airline comes through. For example, in one such ad, the left side says “Indi-fferent”, while the right side says “Different”. This is followed by “Why fly low-cost carriers? Fly Kingfisher”.

The company and the agency refuse to accept that the ads take potshots at rivals. “There’s nothing deliberate about it and it’s not a take on any rival airline,” says Singhania. “Kingfisher has always had a tongue-in-cheek and aggressive way of taking its message forward.”

The media plan for the campaign includes hoardings in the top 16 cities in strategic high-traffic areas, an 8x8 LED display screen at Marine Drive in Mumbai to run a flash film of the creative work for a month, branding on Meru cabs—a cab service mostly used by firms for airport services, and LCD TV display screens placed in malls, restaurants and multiplexes.

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Billboard Ambush Advertising in India

It all started when Jet Airlines innocently put up this billboard title: “We’ve Changed”.

Kingfisher - "We Made Them Change" Kingfisher Airlines comes up with a cheeky billboard above Jet's hoarding that says, "We made them change!" Fly Kingfisher and experience the finest service in the sky.

4) Kingfisher Airlines, India's only Five Star Airline rated by Skytrax, in association with Royal Challenge, today held an exclusive limited-over match where 11 lucky winners of a promotional contest matched their skills against the Royal Challengers Bangalore (RCB) at the Chinnaswamy Stadium today. The special limited over match witnessed an impressive effort from Winners XI who put up a spirited fight against the Royal Challengers Bangalore.

Kingfisher Airlines recently ran a promotion whereby any guest who booked a ticket from May 6, 2011 through May 15, 2011 were entitled to enter and 6 guests were flown down to Bangalore on an all-expense-paid trip to play against the Royal Challengers Bangalore. Similarly, 5 winners were selected by Royal Challenge via a promotion run on social media.

The team members of Winners XI with Royal Challengers Bangalore at Chinnaswamy Stadium today. The 11 winners were chosen as part of a promotional contest ‘Play RCB’ organized by Kingfisher Airlines in association with Royal Challenge.3

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5) Kingfisher Airlines introduces the King Mobile service

Kingfisher Airlines has launched an SMS service, King Mobile to update guests on latest flight schedules. The service enables a guest to get the latest flight information on their cell phone on schedules, flight status and guest assistance numbers in various cities and flight schedule alerts instantly.

All a guest needs to do is type "King" and send a SMS to 6388 to get the entire menu and details on how to avail each of these services. Kingfisher Airlines has a plan to cover all guest touch points so that latest and updated information of all its flights is easily available to every guest 24X7, states an official release.

Kingfisher Airlines Ltd general manager marketing Girish Shah says, "The service comes in at a very appropriate time as, in the months of December and January; the northern and eastern regions of the Indian subcontinent are subject to a very high degree of fog which hampers visibility and movement. The same has an adverse effect on all aircraft movement in these regions, which in turn has a spill over effect on airline schedules across India. Hence it is imperative for all airlines to derive an effective communication plan to minimize any instances of guest inconvenience. King Mobile service is a very effective tool to cater to guest needs at such times."

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INDIGO Airlines-

Go Indigo IndiGo is a private, low-cost airline based in Gurgaon, Haryana, India. Since commencing operations in August 2006, it has positioned itself as one of India's leading airlines using its model of efficient, low-cost operations and by attracting customers with low fares.

IndiGo was founded by Rakesh Gangwal and Rahul Bhatia. The parent company of the airline is Gurgaon-based InterGlobe Enterprises. It took delivery of its first Airbus A320-200 aircraft on 28 July 2006 and commenced operations on 4 August 2006 with a service from New Delhi to Imphal via Guwahati. By the end of 2006, the airline had six aircraft. Nine more aircraft were acquired in 2007 taking the total to 15.Former US Airways Executive vice-President and Marketing and Planning Bruce Ashby joined IndiGo as its Chief Executive Officer.

IndiGo operates to 31 destinations in India and abroad with 272 flights each day. It obtained a license to operate international flights after completing five years of domestic operations. On 22 August 2011, it was announced that the airline planned to begin international services on 1 September, initially on the New Delhi—Dubai route, but over the following weeks expanding to serve Dubai, Bangkok, Singapore, Muscat and Kathmandu from New Delhi and Mumbai.IndiGo's domestic flights operating within India have no Business class or First class sections. It offers only Economy class seating. As a low-cost carrier, IndiGo offers only complimentary mineral water to passengers on board its domestic flights. Snacks, meals and drinks are available as a buy-on-board option.

Core Competencies

• One type of airplane - brand-new Airbus A320s

• One type of fare - low

• One type of customer service - professional

• One type of route - serving destinations within India

• One way to deal with delays and cancellations

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Message Strategy

In one of the best examples of an Indian company engaging in Viral Marketing,

IndiGo Airlines has demonstrated a strong commitment towards using word-of-mouth

(WOM) marketing by sending out emails. These emails are simple, easy and contain

plain text only – to avoid making it look like SPAM. You just need to click on a link

to get to the page of the actual content.The content also has been carefully crafted.

Two snapshot of such type of email are shown below

Email1:

“Desperation is in the air” is the title of an uncharacteristically hard-hitting print advertisement run by IndiGo, operated by InterGlobe Aviation Pvt. Ltd, which doesn’t mention SpiceJet Ltd by name, but leaves no doubt which competitor it’s referring to

The second email strategy (below) clearly has been to attack “claims made by competition” – claims which say that others have better ‘on-time performance’, for instance.

Low-cost airlines (popularly and colloquially known as “LCCs”), are often accused of poor levels of customer service and lack of attention to detail with res.pect to hygeine. Both of these have been adequetely dealt with. In fact, in another of the BOLD statements, IndiGo has this to say about Customer Service:

At IndiGo we respect our customers.

We don’t belittle you, talk you down or insult you.

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Two marketing strategy lessons here:

Attack false claims (backed by validated research data)

USE your loyal customers by spreading word about false competitor claims

Email 2:

Promotional Strategy

Indigo has been promoting the below three things majorly as part of its advertising programme-On-time performance, Affordable fares and Hassle free passenger experience. Advertisement Strategy

• Advertisement through social networking medium- Facebook, Twitter, YouTube etc.

• Collaboration with Multiplexes in major cities to promote the airline and its special offers

• Advertisement hoardings in multistoried buildings and offices

• Advertisements in magazines targeting Urban population

• Collaboration with consumer banks, credit card companies, hotels, ticketing websites to promote special offers, discounts and cash back

• Giving IndiGo promotion a local flavor by promoting in regional languages in respective sectors

• Sending special offer details to frequent fliers by sms, email etc.

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In a country where most people nearly make a virtue out of the notion of 'Indian Stretchable Time', IndiGo Airlines, in its new campaign, highlights the benefits of being on-time, while drawing attention to the brand's own track record of operational efficiency. The stylish execution of the campaign also serves to bring home the point that despite operating in the LCC category, IndiGo is chic - not cheap.

The ad, created by Delhi-based Wieden+Kennedy, shows how the airline's crew does their job on time, thereby enabling IndiGo's patrons to be punctual, which, in turn, eventually leads to the development of the country.

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Another campaign of Indigo:

Prime Focus has delivered a new ad campaign from Wieden + Kennedy for IndiGo Airlines. The spot, which is titled 'On Time', was directed by Harvey B-Brown for Bang Bang Films.

The challenge was to match the live action camera movement with the simulated one and to make it look as seamless as possible within the given length of the shot.

The campaign, which has been created by Delhi-based Wieden + Kennedy, conveys the airline's promise of on-time performance and has shown as to how the airline's crew do their job on time, enabling IndiGo's guests to reach their meetings and strike deals on time, which helps India become the world's most powerful economy on time. A team of over 10 artists delivered this stylish ad campaign 'On Time' in 2 weeks.

Some other emailers, outdoors (OOH) and print media messages of IndiGo are given below. The visual says it all. This did not have a series of statements. Just these images.

Emailers:

The airline uses multiple channels for communication and messaging. They have also

adopted Emailers in their electronic advertisement to spread their USP and thereby

enhancing the brand positioning. So as to maintain the customer relationship, they

have maintained loyal customer database to address them directly and personally. The

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mailer constitute of messages portraying their handheld Q-buster devices, web check-

in and mobile booking, bypass the queues and avoid stress, making check-in a breeze

“Easy come easy go” is the messaging strategy that they convey by this type of

personal messaging.

Above is the other message stating the convenience and loyalty possess by their

passengers. This is another service deliverable USP i.e. “Gift of the gap” which

shows their persuasion and caring attitude. A passenger is overwhelmed by the gift

given in form of travel comfort.

OOH:

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Indigo has got direct flight to Bangkok and same day return flight to Mumbai, flying

twice daily in its basket. The message was suppose to be targeted towards mass

segment and hence the used OOH medium for message delivery. Large billboards and

hefty signboards were planted in metropolitan with beautiful style of portrayal as

above.

So as to connect to the regional passenger and grab their eyeballs large hoardings with

messages asking their well wishes were hanged in non-Hindi speaking states like

Gujarat, Andhra Pradesh, Chennai etc.The above strategy was innovational in a sense

that although the scripting was English but the appeal was in local tongue. This sort of

messaging strategy differentiates the product or services in the same segment as the

touch luring.

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Messaging via Print media Ads:

The messaging strategy deliver in print media is different from other channels. In this

particular medium they have targeted the cognitive arousal of motive. A comparative

and differentiated methodology is used to attract the passenger. On-time performance,

Affordable fares and Hassle free passenger experience, service qualities are the

messages highlighted to fly in go times and in bad times. They have tried to convey

the message that they are genuine candidate to be addressed on their efficiency.

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Paramount Airlines

 

Paramount Airways India is one of the newest low cost airlines which have already gained a lot of popularity. Paramount Airways India started working from October 2005. The Airline operates scheduled services. Passengers favour paramount airways booking for their journey as Paramount Air offers cheap plane tickets for their travel. Presently, paramount airways india covers the domestic sector and covers a number of cities in India. Making paramount airways booking is very easy as the paramount online booking aggregation is available online. The travelers can see for cheap paramount airways tickets over the internet and book their travel without worrying about the expenses. The airlines not only get them cheap air fare but also provides with a easy journey.

Paramount Airways won the "Arch of Europe" Award.Paramount Airways was awarded the "Award of Excellence" conferred by the Institute of Economic Studies.

Paramount to enter North by year-end

Chennai-based Paramount Airways plans to become a national player by the end of 2009 by foraying into the northern region. They expect to saturate the entire western region by mid-2009 and then foray into the northern market,". Paramount Airways, an all-business-class airline, enjoys market leadership in the South with 27% share. "Despite the recession our market share for December grew by about 2%. "

Messaging Strategies adopted-

Email Strategy

Even the most seasoned marketers will tell you that the best way to achieve consistently high results is to keep informed about new email marketing strategies. Does this mean you should embrace every initiative someone predicts will be "the next big thing" in email marketing?

Paramount has worked hard to establish and uphold our reputation as the email service provider who provides "the knowledge behind the technology" to busy online retailers. So yes, we'll make sure you hear about new email marketing strategies and tactics. But more importantly, we'll do our homework first, cutting through any rhetoric or hearsay, giving you our candid opinion, and helping you evaluate whether an initiative makes sense for your needs and big-picture online marketing objectives.

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Email Strategy Via Paramount's Account Management Team

Paramount's expert account management team is available as part of a full-service or collaborative service agreement. Or, you can tap into our team's knowledge on an ad-hoc basis to receive personal engagement on key areas of email marketing strategy, including:

• List acquisition and hygiene • Lifecycle messaging programs • Viral and interactive email marketing campaigns • Segmentation strategy • Deliverability audits and recommendations • Best practice information • Creative guidelines for HTML templates • Copywriting • Custom development

Paramount may tie up with two foreign airlines to fly overseas

Chennai-based Paramount Airways is likely to form tie-ups with two foreign airlines in order to attain the required size to fly abroad. The move will also help Paramount to offer an integrated service to international travellers visiting India. According to the present regulations, airlines need to complete five years in the domestic market and also have a minimum fleet size of 20 aircraft to be eligible to fly in international routes. Paramount is currently talking to four airlines, including Singapore Airlines, Lufthansa, Qatar and Thai Airways, and expects to close a deal in the current quarter, sources close to the development said.

Paramount to launch Tiruchi-Chennai-Tiruchi services in July

Paramount Airways will launch Tiruchirappalli-Chennai-Tiruchirappalli services effective from second or third week of July this year, Airlines Managing Director M Thiyagarajan said. Paramount was already operating 52 flights daily covering Chennai, Coimbatore,Madurai, Bangalore, Hyderabad, Trivandrum, Kochi and Visakhapatnam, he told reporters. As of now the fleet comprised five new generation ENBRAER 170/175 aircraft and by July end, two more similar aircraft would be put into operation,he said.

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Email Strategy Via Webcasts, Whitepapers, Events, and More

It's true that everybody loves Paramount account managers. And through our relationship with Digital River our entire team works together to produce a steady stream of email marketing strategy and best practice information that we provide every Paramount client through these engaging venues:

• Monthly training courses that include strategic marketing recommendations and how-to information

• Case studies, whitepapers, and email marketing success stories • Client-only quarterly best practice webcasts • Email marketing strategy articles written by our team of experts, delivered

monthly via e-Market Share, Paramount's client-only newsletter • The annual Digital River User Forum, where keynote speakers, industry

experts, fellow Paramount users, and our own team gather in a resort setting to share email marketing strategy, case studies, new eMS features, and more

• Special Paramount discounts on industry events that deliver email marketing strategy and other information relevant to online marketing

• "Notes from the field" reports on Paramount representation at professional organization meetings and industry insider-only function.

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Swot Analysis Of The Aviation Industry

Strengths:

• Growing tourism: Due to growth in tourism, there has been an increase in number of the international and domestic passengers. The estimated growth of domestic passenger segment is at 50% per annum and growth for international passenger segment is 25%

• Rising income levels: Due to the rise in income levels, the disposable income is also higher which are expected to enhance the number of flyers.

Weaknesses:

• Under penetrated Market: The total passenger traffic was only 90 million as on 31st Dec 2010 amounting to only 0.05 trips per annum as compared to developed nations like United States have 2.02 trips per annum.

• Untapped Air Cargo Market: Air cargo market has not yet been fully taped in the Indian markets and is expected that in the coming years large number of players will have dedicated fleet.

• Infrastructural constraints: The infrastructure development has not kept pace with the growth in aviation services sector leading to a bottleneck. Huge investment requirement for physical infrastructure for airports.

Opportunities:

• Expecting investments: investment of about US $30 billion will be made.

• Expected Market Size: Average growth of aviation sector is about 25%-30% and the expected market size is projected to grow up to 100 million by 2011.

Threats:

• Shortage of trained Pilots: There is a shortage of trained pilots, co-pilots and ground staff which is severely limiting growth prospects.

• Shortage of Airports: There is a shortage of airport facilities, parking bays, air traffic control facilities and takeoff and landing slots.

• High prices: Though enough number of low cost carriers are already existing in the industry, majority of the population is still not able to fly to other destinations.

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Consumer Choice Parameters

Factors affecting consumer perception-

We identified the following factors that make the demand function of consumers.

a) Price b) Service c) Promotional Scheme

d) Loyalty programs e) Flight Schedules f) Comfort with the brand

g) Corporate tie-ups

Price appears to be most important factor for the consumer followed by service provided and flight schedules. Indian Airlines has been rated high on most parameters while Jet Airways, although rated low on price, is rated highest in most other factors. Air Deccan, which has been ranked best on prices, has succeeded in its mission to provide reliable low-cost air-travel to common man by constantly driving down airfares. Air Sahara’s many services such as In-flight entertainment and Wings n' Wheels coach service, exclusive business lounges being operated at departure halls at airports in a number of cities, providing for business and refreshment services has made it second most popular under services. It has taken the lead in introducing novel initiatives such as Steal-a-seat flexi fare options, Sixer/Super Sixer and Square Drive/Super Four.

Corporate tie-ups were a trend significant by their absence on the brand preference parameters. While the only major tie-ups were by Indian Airlines with government agencies, these were not perceived as strictly ‘corporate’ tie-ups. This segment is hence a possible opportunity which can be explored as a non-price differentiator, given the large frequency of use by business travellers.

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Conclusion

The Objective was to do the analysis of messaging strategies in Aviation Industries

after doing that analysis, we get to know that most of the Airlines uses Integrated

Communication Channels (IMC) for delivering their messages. They have tried to

position their unique selling proposition (USP) and values delivery either through

Price benefit, Services and Conveniences.

The message drafted henceforth is either in cognitive or emotional/behavioral motive

arousal. We came to know that these are the following ranked factors according to the

consumer’s tastes and preferences ie. Price, Service, Promotional Scheme, Loyalty

programs, Flight Schedules, Comfort with the brand and Corporate tie-ups.

The media used for the communication are generally find to be Hoardings, Billboards,

Newspapers, Magazines, Celebrity endorsements, E-mailers, E-ticketing, Web-pges,

SMS etc. mediums.

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References

Bibliography Websites:

www.airindia.com www.123articles.com www.bloomberg.com www.capitaline.com www.flykingfisher.com www.foolonahill.com www.findarticles.com www.goair.in www.iata.com www.Indianairlines.nic.in www.invvestopedia.com www.jetairways.com www.paramountairways.com www.spicejet.com www.yatra.com www.interglobe.com

Magazines and Articles References:

The Civil Aviation Act, 2000 (Draft) Economic Survey, 2011 Articles (Alliance Library) 4 P‘s Marketing July-October 2011 Edition Report-Blue Sky/Prabhudas Liladhar

Other Sources

http://www.grida.no/climate/ipcc/aviation/index.htm http://ec.europa.eu/environment/climat/pdf/aviation_et_study.pdf http://civilaviation.nic.in/ http://www.iata.org/whatwedo/environment/sustainability.htm http://en.wikipedia.org/wiki/Aviation http://en.wikipedia.org/wiki/Aviation_and_the_environment http://www.jetstar.com/au/travel-info/carbon-offset/aviation-impact.html http://www.aai.aero/about_us/aai_today.jsp http://in.reuters.com/article/businessNews/idINIndia-32200020080228 http://europa.eu/rapid/pressReleasesAction.do?reference=MEMO/05