WelcomeTo the brand plan of

Bangladesh Biman.

Re-branding Bangladesh Biman

Size of the market:

2008-2012 (2.1 Million people) Domestic Flights.

Growth rate of .8%

3.5 Million Passengers and 10 Million tons of cargo. (Existing business market)

Business Opportunity

Readymade garments.

Overflow of demand in cargo.

Medical purpose.

Labor traffic dominance

Justification of the opportunity

Recruiting right human resources.

Providing IT facilities.

Extended CRM database.

Ground and in-flight services.

Improving transit facilities.

Promotions.

Opportunities and actions

Segmentation based on age: Mostly below 45 Segmentation based on gender: Mostly

male. Segmentation based on income: High for

domestic, low for intercontinental. Segmentation based on socioeconomic

status: International flights: Middle class and lower-middle class.Domestic flight: Upper middle class and lower-upper class

Marketing Strategy

Competitors

Brand positioning

28%

8%

5%

5%5%5%

4%

4%

35%

Bangladesh International Capacity breakdown by airlinesBiman Bangladesh Emirates United airways

Jet airways Flydubai Air Arabia

POP: Same generic service and other facilities.

Competitive POP: We do it in a less cost.

POD:

Treat the customers like being in home.

National Flag carrier.

Specificity in labor economy flights.

POPs and PODs

We don’t have any specific competitors.

Not matching the values.

Reasonable service within the range of a big pool of customers.

Other companies don’t fall under the same category as we do.

Competitive frame of reference

customer

corporation

product

competition

Kenichi Ohmae’s 3c model

In the customer segment we look for the internal, external, suppliers, distribution channel and consumers.

segmentation by objectives

segmentation by customer coverage

segmentation by market

3c’s model

In the competitors segment we look for competition in the industry structure, direct and indirect, rivals and competitors.

Image

Capitalize on profit and different cost

Structure differences

3c’s model cont.

And in the corporaion segment we take account of culture and context, and purpose of being (mission and vission), operation supply anddemand chains.

Reducing basic cost

Excercise greater selectivity

Sharing key functions with corporation’s other businesses or even with other companies

3c’s model cont.

“Reasonably safe aviation within your price range.”

Reasonability :Exact price, exact service. Better CRM- Brand Resonance.

Safe: Positive response –Brand Judgments and feelings with brand imagery and performance.

Aviation: Category (Identity and brand salience)

Brand Mantra

Brand Name: Probash Airways andShodesh Airways.

URLs: http://biman-airlines.com/ To http://bangladesh-airlines.com/

Brand Element

Shodesh Airways

Logos and Symbols

Probash Airways

Logos and Symbols

Shodesh Airways: “Your Home In The Air.”

Probash Airways:“Feel comfortable like home.”

Slogans and Jingles

Tickets.

Nice designs covering symbols and logos.

Build brand awareness.

Convey descriptive and persuasive information (Brand Knowledge).

Packaging

Character

Memmorability.

Meaningfulness.

Likeability

Tranferability.

Adaptability.

Protectability.

Brand element problems

Core ServiceFormal service.Augmented service.

1. Perceived quality. 2. Value of our service.

Product strategy

Better Performance

Relationship Marketing.

Changing the future WOM

Reliability of service Mass customization

Style and design. Aftermarketing

Value Pricing.

Right product available and the right situation and at the right price.

Pricing Strategy

Destination Fare

Dhaka-Chittagong-

Cox’s Bazar

4500 BDT.

Dhaka-Kolkata 4500 BDT.

Dhaka-Oman 30,000 BDT.

Dhaka-Jeddah 30,000 BDT.

Channel Strategy

Promotions Strategy

TVC Place

marketing

Direct Marketing

Sales promotion

Bill Board

website Design

Print AD

Print Adverts

Print Adverts

CBBE

Capacity of sits per weak for all airlines

Sales Projection

Biman Bangladesh airlines International Capacity

Name

of

Airlines

Year of

startin

g

service

s

No. of

Aircraft

Type of

aircraft

No. of

seats

No. of

weekly

flights

Avg.

passen

gers

load

factor

Avg. no

of

passen

gers

Biman

Bangla

desh

Airlines

1972 4 F-28

ATP

85

70

68 55-60%

(approx

.)

5134

Aero

Bengal

July,

1995

3 AN-24

Y-12

48

17

18 75-80%

(approx

.)

1016

Air

Paraba

t

Limited

January

,

1998

2 LET-410

- UVPE

19 56 80-85%

(approx

.)

1294

GMG

Airlines

April,

1998

2 DASH

8-

SRS

100

37 35 80-85%

(approx

.)

1520

Airlines company in Bangladesh

Breakdown of Market Share

57%

11%

14%

17%

Sales

Biman Bangladesh Ltd Aero Bengal Airlines Air Parabat Ltd GMG Airlines

Sales

(No of

passen

gers

per

week)

Current

situation

2013 (F) 2014

(F)

2015

(F)

2016

(F)

2017

(F)

14,474 15,921 17513 19,264 21,190 23309

Sales

growth

per

year

752,648 827,892 910,67

6

1,001,7

28

1,101,8

80

1,212,0

68

Sales Target

Sales

(No of

passengers

per week)

Curre

nt

situat

ion

2013

(F)

2014 (F) 2015

(F)

2016 (F) 2017

(F)

2188 2625 3150 3780 4536 5443

Sales

growth per

year

113,7

76

136,5

00

163,800 196,56

0

235,872 282,03

6

Probashi Airways Shodeshi Airways0

50000

100000

150000

200000

250000

300000

Break Even Point by passengers

Break Even Point

Break even Point

Probashi Airways Shodeshi Airways0.00%2.00%4.00%6.00%8.00%

10.00%12.00%14.00%16.00%18.00%20.00%

Profitability

Profitability

Profitability

Probashi Airways: 10% Growth rateShodeshi Airways: 20% Growth rate.

Risks:Political influence.Corruption.Purchasing and leasing of Aircrafts.Repair and maintenance.Outstations of Biman.Buying tickets and reconfirmation.Problems of Human Resource.Flight schedule delay.Old Aircrafts.Poor customer service.

Operational Issue

Policy level. Operational Level on administrative. Planning. Human resources. Corruption. Modernization. Flight schedule delay. In flight services.

Contingency Plan

Thank you

Questions?