AE 413 Module No. 06

PHILIPPINE STATE COLLEGE OF AERONAUTICS
INSTITUTE OF ENGINEERING AND TECHNOLOGY

AERONAUTICAL ENGINEERING DEPARTMENT
Learning Module 06: Airline Passenger Marketing
LEARNING
MODULE 06:
Airline Passenger
Marketing
Air Transport Economics and

Management
Prepared by:
AERO-AT FACULTY
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TABLE OF CONTENTS
TIME
TOPIC PAGE
ALLOTMENT
AIRLINE MARKETING 6
DEVELOPMENT OF THE MARKETING CONCEPT 8
THE MARKETING MIX 10 1.5 hours
THE CONSUMER-ORIENTED MARKETING CONCEPT 18
MARKETING STRATEGIES SINCE DEREGULATION 21
TIME
ACTIVITY PAGE
ALLOTMENT
ENRICHMENT ACTIVITY 6.1 8

1.5 hours
RESEARCH 2 10
HONESTY CLAUSE
As an institution of higher learning, students are expected to display highest degree

of honesty and professionalism in their class work, requirements, and activities; thus,
in no case that cheating—or any form of it, may it be plagiarism, copying other
students' works, and fabrication of materials—shall be tolerated. The college
assumes as a simple and minimal preferred of habits in academic matters that
students be truthful and that they publish for deposit solely the merchandise of their
personal efforts.
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REFERENCES
Brenner, M. & Leet, J. & Schott, E. (1985). Airline Deregulation. Westport, Conn.: ENO
Foundation for Transportation.
Doganis, R. (2001). The Airline Business in the 21st Century. London: Routledge.
Doganis, R. (1991). Flying Off Course: The Economics of International Airlines (2d ed.).
London: Harper Collins Academic.
Gronau, R. (1970). The Value of Time in Passenger Transportation: The Demand for Air
Travel. New York: Columbia University Press.
Grumbridge, J. (1966). Marketing Management in Air Transport. London: Allen & Unwin.
Hollander, S. (1968). Passenger Transportation: Readings Selected from a Marketing
Viewpoint. East Lansing: Business Studies, Michigan State University.
Hughes, G. (1978). Marketing Management: A Planning Approach. Reading, Mass.:
Addison-Wesley.
Kotler, P. (1999). Marketing Management: Millennium Edition (10th ed.). Englewood Cliffs,
N.J.: Prentice-Hall.
Quandt, R. (1970). The Demand for Travel: Theory and Measurement. Lexington, Mass.:
Lexington Books/Heath.
Shaw, S. (1985). Airline Marketing and Management. London: Pitman Books.
Shaw, S. (1982). Air Transport: A Marketing Perspective. London: Pitman Books.
Shaw, S. (2002). Transport, Strategy and Policy. London: Blackwell.
Radnoti, G. (2002). Profit Strategies for Air Transportation. New York, NY: McGraw-Hill.
Wensveen, J. (2005). Wheels Up: Airline Business Plan Development. Belmont, CA:
Thomson Brooks/Cole.
Zapanta, A. L. (2005). One hundred (100) years of Philippine aviation, 1909-2009: A focus
on airline management. Taytay, Rizal, Philippines: ALZ Pub.
What is Marketing? - The Definition of Marketing - AMA. (n.d.). Retrieved September 16,
2020, from https://www.ama.org/the-definition-of-marketing-what-is-marketing/
"The Impact of Marketing" by the Chartered Institute of Marketing (CIM): What Did They
Find? (2020, September 09). Retrieved September 12, 2020, from
https://lionspiritmedia.co.uk/main-findings-cmi-study/
Hardy, J., Onukogu, G., Stoller, L., Adewale, A., Ward, G., Holmes, S., & Ashley. (2020,
June 16). The History Of Marketing: From Trade to Tech. Retrieved September 14,
2020, from https://historycooperative.org/the-evolution-of-marketing-from-trade-to-
tech/
S, S., Says, R., Raja, R., Says, M., Mazumder, M., Says, M., . . . Anurag. (2018, April 17).
Difference Between Marketing and Selling Concept (with Comparison Chart).
Retrieved September 14, 2020, from https://keydifferences.com/difference-
between-marketing-and-selling-concept.html
What is Marketing Mix? Definition of Marketing Mix, Marketing Mix Meaning. (n.d.).
Retrieved September 14, 2020, from
https://economictimes.indiatimes.com/definition/marketing-mix
Cartels. (2020, September 11). Retrieved September 16, 2020, from
https://www.economicsonline.co.uk/Business_economics/Cartels.html
Airline Passenger Marketing: Evolution and Analysis. (n.d.). Retrieved September 15, 2020,
from https://prezi.com/vxm4qfir0pdi/airline-passenger-marketing-evolution-and-
analysis/
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Cheramakara, D. (2017, July 18). Airline Marketing 2 principle of marketing. Retrieved

September 15, 2020, from https://www.slideshare.net/DrNarudhCheramakara/
airline-marketing-2-principle-of-marketing
Learning, L. (n.d.). Introduction to Business [Deprecated]. Retrieved September 16, 2020,
from https://courses.lumenlearning.com/wmopen-introbusiness/chapter/promotion-
integrated-marketing-communication-imc/
Taneja, N. (1682). Airline Planning: Corporate, Financial, and Marketing. Lexington: Heath.
Richardson, J. D. (1981). Essentials of Aviation Management 2nd Edition. Iowa:
Kendall/Hunt Publishing Co.
Shaw, S. (2007). Airline Marketing and Management. Burlington: Ashgate Publishing
Company.
Vasigh, B., Fleming, K., Tacker, T. (2013). Introduction to Air Transport Economics Second
Edition. Burlington: Ashgate Publishing Company.
McKinsey & Company. (2001). Making mergers work. Airline Business. Retrieved on from
Air Transport Intelligence.
James, G. (1982). Airline Economics. Lexington, Mass.: Heath.
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LEARNING OUTCOMES
Course Learning Outcomes [CLO]
CLO 6. Explain the economic and Module Learning Outcomes [MLO]

financial concepts relevant and related
to air transport industry by identifying Topic Learning Outcomes [TLO]
the factors that affects the economy MLO 1. Explain the concept of
and financial status of air transport marketing in air transport industry
through defining the principle of TLO 3. Identify the marketing
industry. strategies in the air transport industry
marketing and marketing mix.
CLO 7. Acknowledge key economic by comparing different concepts of
and regulatory issues affecting air MLO 2. Identify different concepts of marketing.
transport industry by determining the marketing through understanding the
purposes and effects of different marketing strategies.
aviation organizations in the industry.
CLO 9. Display professional
commitment by complying with the
academic requirements such as
problem sets, research papers, and
other modular activities.
This module will explore the marketing aspects of the airline: the concept and principle
of marketing mix and the development of marketing concept; differentiate producer-
oriented marketing concept and consumer-oriented marketing concept; and
distinguish the marketing strategies.
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AIRLINE MARKETING
Marketing is certainly one of the most important activities in any company, and the
airlines are no different. Approximately one-half of a major or national carrier’s
employee are engaged in the marketing process. Reservations personnel, ticket and
customer service agents, baggage handlers, flight attendants, food service
representatives, passenger and cargo sales representatives, and pricing and market
research analysts are involved in marketing the company’s product—air
transportation.
Marketing is that broad area of business activity that directs the flow of services
provided by the carrier to the customer in order to satisfy customers’ needs and wants
and to achieve company objectives. Marketing is more than selling: it involves a
number of business activities, including forecasting, market research and analysis,
product research and development, price setting, and promotion, including
advertising. Marketing also involves the finance activities such as credit and collection
that are associated with ticket sales. Marketing is customer oriented. Creating
products and services that fulfill the needs of existing customers and attract new
customers is the primary goal. Determining who the customers are or could be and
what their needs are is part of the process. Marketing must also assist in achieving the
company’s objectives: an acceptable return on investment, a reasonable level of
profits, and an adequate market share. Marketing is the stimulus that encourages
innovation, research, and investment. A carrier can have the latest equipment and the
most efficient human and capital resources available, but unless somebody is there to
sell the output produced, it is all for naught.
Historically, airlines have not done a good job when it comes to market research
concerning route networks which ultimately has an impact on airline passenger
marketing. The type or types of passengers the airline serves determines specific
routes, therefore, determining specific airports the airline will operate at. Many airlines
have failed because of the poor quality of their research. Airlines did not have a need
to do research because there was almost no competition. In other words, airlines had
a monopoly on certain routes and passengers were forced to fly certain airlines
regardless of price or desire.
Supplemental Video:
Link Video 01: Airline Distribution in the Past and the Present
https://drive.google.com/file/d/1vL4plO3hCzQQk9IArW2fPvBFq-
40pc3G/view?usp=sharing
Link Video 02: Selling and Marketing Concepts
https://drive.google.com/file/d/1bN0fW0f7KBNWaBOaQwKAkR9FfQXVL6bs/view?usp=sh
aring
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Selling Concepts and Marketing Concepts
Fig. 6-1. Selling Concept.
Source: Keydifferences.com
The selling concept claims that if companies and customers are left separated, they
will not purchase its goods. In the case of products, the definition can be applied
belligerently, i.e., the product that the consumer does not think of buying. Even when
the business runs at more than 100 percent capacity, the business wants to sell what
they make, but not what the market needs.
Fig. 6-2. Marketing Concept.
The marketing concept is a business theory that states that the organization aims to
become more successful in producing, distributing, and communicating more
outstanding consumer value to the target market than the competitors.
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Fig. 6-3. Comparison Chart.
DEVELOPMENT OF THE MARKETING CONCEPT
The carriers’ marketing history before World War II was considerably different from
what goes on today. In the early years, emphasis was placed on the carriage of mail,
not passengers. There was more profit in carrying mail, and besides, the mail didn’t
complain if it arrived late or was too hot or too cold. Furthermore, people still had a
love affair with railroads and automobiles. Market demand for air travel was just
sufficient to absorb the available capacity. This era was the production-oriented period
in airline marketing history—a time when services were so scarce that customers
accepted whatever was available.
After the war, airline executives knew much more about how to operate their
companies than they knew about how the product they produced—air transportation—
should be sold. This was natural in an industry in which the first task had been to
develop a product in which the public would have confidence, an industry that aer the
war was confronted with selling something relatively new, and an industry that
basically had to improve its product entirely out of capital, not out of earnings.
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Furthermore, while many of the newly hired airline personnel in the postwar period
brought technical skills acquired in the military, nobody really had any experience in
marketing the product.
For hundreds of years, people had traveled by land and water. The airlines in the
postwar period had to offer a higher-quality product than consumers demanded at the
time. Probably no other product ever offered to the public had to be so perfect, so safe,
so convenient, so passenger oriented, and so reliable as did air transportation before
public acceptance could be expected.
In the past, airline marketing was used to be equated to plain selling. There was a
period when business managers realized that injecting too much preparation into the
selling process to make the sale was more satisfying, but not anymore. It has been
proven insufficient. There was a period when business managers realized that
injecting too much preparation into the selling process to make the sale was more
satisfying. Selling has grown into a concept in which the purpose of making the sale
continues to be the core. The focus of allied operations and roles of service and
support is rolled into an integrated structure now widely known as marketing (Zapanta,
2005).
In the airline industry, the term marketing did not exist even when the airlines began
to bloom in the 1920s. The selling function was incorporated in the Traffic and Sales
Unit in the case of PAL in 1941. At that time, there is no such thing as a marketing unit
or marketing function.
Even at the time of the Chicago Convention in 1944, in the formation of ICAO, there
was no definition of any ICAO activities termed marketing. It was more the commercial
aspects as distinguished from the technical, the legal, and the financial.
According to Hardy (2016), during the Industrial Revolution, the concepts of marketing,
as they are known in the modern period, started. The late 18th century spanned this
era and lasted into the 19th century. In the scientific and technical industries, it was a
period of rapid social change powered by inventions.
As the carriers’ capacity increased, many companies assumed much more active roles
in convincing consumers to purchase the new services offered. At this point, it could
be said that the airlines entered their sales-oriented period. More often than not, this
approach produced services that reflected the operations and selling talents of the
company, and only secondarily the needs of the flying public. It was basically a
shotgun approach to marketing, convincing people to fly rather than drive or take the
railroad. The airlines’ success cannot be disputed in light of the tremendous growth
during the two decades following the war, combined with the demise of passenger rail
service in the United States. By the late 1960s, market demand had outstripped
available capacity, and so the widebodies were developed to alleviate this problem.
It was never the same again for airlines in the 1960s, when marketing theorists
synthesized marketing principles into what is now popularly known. It has become
more systemic and advanced in product branding, service marketing, pricing control,
and rationalization of distribution and operating networks.
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Unfortunately, the airlines have been plagued with excess capacity ever since the
introduction of the wide-bodies in the early 1970s. Since that time, many carriers have
focused on the marketing concept, which stresses shaping services to meet consumer
needs rather than molding consumer needs to fit the available services. This concept
has played an important part in the emergence of the consumer-oriented period in the
airline business, with its many tests and new-product surveys designed to discover
what consumers really want. We have moved from the shotgun approach of marketing
air transportation to the target market approach—that is, identifying the specific groups
of customers to whom the company wishes to appeal with its services. Once this is
determined, the next step involves the selection of the appropriate blend of marketing
activities, the kind and amount of activities necessary to reach the target market.
With the modernization that set in, travel became costly. A demand for a reasonably
priced air transport grew at the unreasonably high levels of fares that ensued. Thus,
in 1971, the first generation of low-cost, no-frills airlines was born, originating with the
resilient Southwest, which continues with its earlier established tradition.
At first, the low-cost airlines lost because they did not have the embellishments, like
American Airlines, which had Crandall's computerized reservations, magical screen
displays, the multiclass system, and the frequent flyer program that stole the thunder
from the price discounters. During that time, travelers that's what they wanted. Due to
the series of accidents of old Air Tran and deregulation of 1978 pulled the rug off the
low-cost carrier's feet. They lost the public confidence except for Southwest Airlines,
which saw an opportunity in the tragedy. It expanded out of Texas towards the
Southwest and has been known as the pioneer of the LCC (Zapanta, 2005). The
physical pipeline vanished as time passed, and the electronic system came into place;
the ticketing agents became an unnecessary functionality; now, the distribution of the
airline lies on an inanimate yet highly efficient and responsive approach, which is
better than humans. Airline marketing has succeeded in inducing and satisfying
customer needs and wants in the process of exchange that is almost purely electronic,
which is faster, convenient, efficient, and accurate.
M ARKETING MIX
The Economic Times defines marketing mix as the set of actions or tactics that a
company uses to promote its brand or product in the market. The 4Ps make up a
typical marketing mix - Price, Product, Promotion, and Place.
4Ps of MARKETING
1. PRICE: refers to the value that is put for a product. It depends on production
costs, segment targeted, ability of the market to pay, supply - demand, and a
host of other direct and indirect factors. There can be several types of pricing
strategies, each tied in with an overall business plan. Pricing can also be used
as a demarcation to differentiate and enhance the image of a product.
2. PRODUCT: refers to the item being sold. The product must deliver a minimum
level of performance; otherwise, even the best work on the other marketing mix
elements won't do any good.
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3. PIPELINE/PLACE: refers to the point of sale. In every industry, catching the

consumer's eye and making it easy for her to buy it is the main aim of a fair
distribution or 'place' strategy. Retailers pay a premium for the right location. In
fact, the mantra of a successful retail business is 'location, location, location.'
4. PROMOTION: this refers to all the activities undertaken to make the product or
service known to the user and trade. This can include advertising, word of
mouth, press reports, incentives, commissions, and awards to the trade. It can
also include consumer schemes, direct marketing, contests, and prizes.
Product Pipeline
4Ps
Marketing
Mix
Price Promotion
Figure – 4Ps Marketing Mix
What is the importance of the marketing mix?

All the components of the marketing mix influence one another. They make up a
company's business strategy and manage it well, will give it great success. But it was
done wrong and it could take years for the company to recover. The marketing mix
involves a great deal of understanding, market analysis and consultation with a variety
of individuals, from consumers to manufacturing to trade and many others.
It must be recognized that the marketer must contend with certain uncontrollable
variables. Unfortunately, the marketing team does not work in a vacuum. Its actions
and strategies will be affected by some or all of the following variables:
1. Cultural and social differences. These are the traditions and values of various
ethnic groups that represent potential customers. Such traits as eating habits can
vary considerably in different parts of our own country, to say nothing of different
countries.
2. Political and regulatory environment. Political climates are constantly changing.

New levels of taxation and government spending can affect marketing strategies
set by the carriers. Regulatory requirements, such as allocations of landing quotas
at certain airports because of extreme peaking in the number of flights, can
undermine the best of marketing plans.
3. Economic environment. A good marketing program might be a flop if the economy

is going through a recession or rapid business downturn. Airlines are very sensitive
to changes in the economy.
4. Existing competitive structure. The number and types of competitors the marketing
team must face in its target markets may vary considerably.
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5. Resources and objectives of the company. Top management really controls these
variables, and the marketing team must work within the restraints imposed on
them. For example, if management has placed great emphasis on short-term
profits and less emphasis on long-term market share on a particular route, the
marketing team must develop a strategy consistent with the company’s goal.
Although the marketing team can do little or nothing about these uncontrollable
variables, it certainly must recognize them and be in a position to respond to them by
altering its marketing strategy. The term marketing strategy is used to describe the
process by which the marketing mix is changed.
A IRLINE MARKETING MIX: PRODUCT & SERVICES
Definition: The product or service is anything that can be offered to a market for
attention, acquisition, use, or consumption that might satisfy a want or need. It may be
tangible (goods) or intangible (services, ideas, or experiences). The airline product is
easy yet difficult to place among the myriad of concrete and conceptual, live and
inanimate products or services.
Typical Marketing Decisions:
• Product Design – features, quality
• Product Assortment – product range, product mix, product lines
• Branding
• Packaging and labeling
• Services (complimentary service, after-sales service, service level)
• Guaranteed and warranties
• Return
• Managing products through the life cycle.
AUGMENTED PRODUCTS
After sales & service, Sales Calls, Product Presentations, Sales Blitz,
Community service, mercy missions, money-back guarantees, ticket raffles

TANGIBLE PRODUCTS
Computer Reservation Systems (CRS), Crew Control Packages Center,
Crew Resource Management (CRM), School, VIP Lounge, Ticket/Cargo
Offices,
CORE PRODUCT
AIR TRANSPORT
Crew Scheduling System, Operations System, Tour, Air Parcel, Learning Aviation,
Ground Equipment, Aircraft, Frequent Flyer Program (Mabuhay Miles, Get Go)
Denied boarding compensations, claims settlement, liability insurance, credit lines, pick-up service, delivery
service, packing service, shuttle service, city check-in, agency network, sports tournament
Figure – Three Levels of Airline Products

Source: Zapanta, 2005
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The Core Product is the centerpiece of the firm's existence. It is what they produce or
do best. In the airline, the air transportation is its core product. In the course of time,
the airlines embellished the core product with tangible products that would make the
core product so much more appealing.
The airlines came up with augmented products as well – those products meant to
improve the airline's efficiency particularly in servicing its customers as seen in the
figure above.
To the average consumer, a product is simply a physical item with certain uses and a
particular appearance. In terms of the marketing mix, it is much more than this. A
product purchased by consumers encompasses functional, psychological, and
aesthetic features as well as convenience, reliability, and so forth. The product or
service is anything that can be offered to a market for attention, acquisition, use, or
consumption that might satisfy a want or need. It may be tangible (goods) or intangible
(services, ideas, or experiences). The airline product is easy yet difficult to place
among the myriad of concrete and conceptual, live and inanimate products or services.
The airline product is not a physical item at all, but services that consumers find useful.
Safety, on-time reliability, convenience in terms of airport proximity or seat availability,
frequency of departures, in-flight cabin services, ground services including ticketing
and baggage handling, aircraft type, and even the carrier’s image are part of the airline
product. This definition is consistent with the airline marketing concept, which stresses
the importance of services that satisfy certain consumer needs.
Quite frequently, airline marketing analysts discuss the product differentiation that
exists in the industry. If we consider the output of an airline to be a seat departure,
some analysts will argue that we are basically dealing with an undifferentiated or
standardized product.
In marketing the airline product, certain unique characteristics must be recognized:
a. The product (service) cannot be kept in inventory to match fluctuations in

demand. The revenue lost as a result of an unfilled seat when the aircraft
departs is lost forever.
b. The service is usually personalized. Two people who take the same flight might
come away with completely different opinions about the service, depending on
their individual experiences.
c. There is no such thing as replacement of a bad product, as is the case in the
sale of other products.
d. It is difficult to check the quality of the service before the final sale. There is no
showroom to visit to test the product before purchase.
e. Delivery of the product cannot always be guaranteed, due to mechanical
problems or the unpredictability of the weather.
f. The service can be produced only in batches, as opposed to individual units.
These characteristics have prompted the airlines in today’s extremely competitive

environment to intensify their efforts in two areas: (1) offering better qualitative and
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quantitative service to passengers, and (2) enhancing their image. Qualitative service
includes such things as courtesy and efficiency in contacts with passengers.
Quantitative service primarily includes such subtle additions as wider variety of on-
board magazines and entertainment and greater seat-pitch angle. Enhancing the
company image is most evident in recent advertising campaigns in which the general
theme projects an airline team ready to serve any and all customer needs.
In the airline industry, there are many different types of services that can be offered
and the business plan should be focused on a particular area or niche market. In most
cases, the more specialized the airline is, the better the chance of success.
1. Scheduled or Non-Scheduled Service. For the most part, an airline will offer
either a scheduled service or a non-scheduled service. A scheduled airline will fly
to different destinations using a published time schedule. A non-scheduled airline
will offer services to different destinations but will not fly according to a published
time schedule.
2. Luxury, Mid-Range, Low-Cost and No-Frills, Shuttle, and Charter. When

building the airline business plan, the developer must know what type of service to
operate in terms of the amenities it will offer. Generally, a luxury-oriented airline
stands a good chance of failing from the start due to high overhead costs.
A mid-range airline will cater to passengers wanting a reasonable airfare with some
inflight amenities including food, drink, and entertainment. Generally, mid-range
airlines have a reasonable chance to survive as long as the cost structure is well
maintained. For the most part, major airlines are categorized as mid-range.
Low-cost carriers cater to passengers wanting cheap airfares with little demand for
inflight services. However, it is important to distinguish between a low-cost and a
no-frills carrier. In terms of cost structure, a low-cost airline offers a reasonable
airfare resulting from low-cost management strategies. A no-frills airline also offers
reasonable or cheap airfare resulting from what might be considered extreme low-
cost management strategies. Basically, a no-frills airline offers a seat from point A
to point B with no in-flight service.
A shuttle airline caters mainly to business travelers seeking movement between

two major city centers. The shuttle concept is similar to a conventional bus service
offering a reasonable airfare with no reservation. High frequency and easily
remembered times are typical attributes of a shuttle.
A charter airline offers services to destinations based on demand without using a

published time schedule. In other words, the aircraft might be rented one time or
multiple times to transport people or goods to specific destinations. This type of
service is referred to as an ad-hoc charter. The more common type of charter
caters to passengers seeking leisure-oriented destinations. Most airlines in the
charter market operate by a non-published time schedule to specific destinations
on a seasonal basis.
3. First, Business, Economy. Historically, major airlines offered three types of

seating configurations: first, business, and economy. Today, as it becomes more
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difficult to operate a successful airline from a financial perspective, many airlines

are doing away with the three classes and moving toward two classes. First class
is being removed and replaced with increased business class seating and
increased economy class seating. The marketing geniuses at many major airlines
have renamed the expanded business class first class for psychological reasons.
Increasing deck capacity means more revenue is generated for the airline. In short,
“putting more butts in the seats”, is the new trend. If an airline offers a first-class
seat, extra space is occupied by the seat because the first-class passenger
demands extra leg room meaning increased seat width and pitch. Alongside extra
room, this particular passenger type demands a costly in-flight service consisting
of food, drink, and personal entertainment.
Business class seating is important to airlines wanting to attract business travelers

willing to pay a high air fare.
Economy class seating is more important than ever before. Business travelers that
once traveled in business class are being forced to travel in economy meaning that
many of the major airlines are no longer receiving the same high yields they
previously did. For the first time in aviation history, major airlines are realizing that
their “bread and butter” are economy class passengers. Low-cost airlines typically
offer a single economy class and generate revenue based on volume rather than
by seating class. An aircraft can accommodate more seats with a single seating
configuration meaning that airlines operating with maximum deck capacity have
lower operating costs passing the difference on to the passenger resulting in a
reasonable ticket price.
4. Food and Bar. The airline product seems to be changing as the global airline
industry continues to evolve. Some industry experts claim the industry is maturing.
In reality, the industry is still young and is anything but mature. Until recently, the
airline product was defined as a seat combined with additional services like food,
beverage and entertainment. Today, anything other than a seat is considered an
add-on. In the United States, most airlines do not serve complimentary food items
or alcoholic beverages. Today, passengers are forced to purchase such items. In
some cases, even the option of purchasing add-ons is non-existent. Unfortunately,
for the passenger, this provides an extra expense on top of the airline fare. The flip
side is that in-flight meals are often restaurant quality.
5. Entertainment. Although many aircraft are equipped with various types of in-flight
entertainment, offering such entertainment can be a costly decision. The
technology associated with offering movies, radio, television, and telephone is very
costly and someone has to pay. Historically, such entertainment was
complimentary. Just like food and drink, entertainment is now offered by many
airlines for an extra charge. Many airlines have realized the profit to be made by
selling headsets, live satellite television and movies to the passenger.
6. Cargo and Freight. If a passenger airline plans to offer cargo or freight service,
there are some important factors to consider. Firstly, due to height and weight
restrictions, it is important that the transport of such goods does not interfere with
the primary revenue generator – the passenger. Also, the type of aircraft operated
will impact the amount of cargo and freight that can be hauled. A wide body aircraft
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is necessary to offer a pallet and container system. Prior to any operations, the
airline business plan should identify how much involvement with cargo and freight
the airline plans for the future. The answer to this could impact the type of aircraft
flown having a significant impact on costs.
7. Duty-Free. The offering of duty-free goods only applies to airlines flying on an

international basis. For the most part, offering such a service is a positive move
because it makes two parties happy. Firstly, the passenger appreciates the
opportunity to purchase duty-free goods on board the aircraft. Secondly, the airline
benefits by earning a profit on each sale.
8. Baggage Restrictions. As mentioned previously, many airlines are increasing

deck capacity with increased economy and/or business class seating. Due to
increased passenger weight, airlines are finding that they have to limit the amount
of baggage a passenger can check-in. Passengers checking-in baggage beyond
the airline’s restriction are often charged an excess baggage fee. Many airlines
have realized how much revenue can be earned as a result of such a fee.
9. Interline Agreements. Because the major airlines operate on a hub-and-spoke

system, they have the ability to offer interline agreements with other airlines.
Although this is positive from a marketing perspective, one of the potential
downfalls is that interlining can cause contractual nightmares and baggage transfer
headaches. It is also important to note that when interlining passengers, often the
passenger is not aware of what airline they are flying on. As a result, bad service
offered by one of the interlining airlines can be associated with your airline. On the
other hand, a positive experience may also be associated with your airline. New-
entrant airlines are finding it beneficial not to interline with competing carriers in
order to keep operations simple. Also, because many new entrant and low-cost
airlines do not utilize hub airports, there is no reason to interline passengers
because there is no need for connectivity.
10. Other Amenities. To increase an airline’s chance of success in an increasingly

competitive industry, the carrier should be able to offer amenities that competing
carriers do not offer. Adding a sense of uniqueness will become more important as
the 21st century progresses.
A IRLINE MARKETING MIX: PRICING
Definition: Price refers to the amount a customer pays for a product. Price may also
refer to the sacrifice consumers are prepared to make to acquire a product. Price is
the only element of the marketing mix that produces revenue.
• Price Strategy
• Price Tactics
• Price-setting
• Allowances – e.g., rebates
• Discounts
• Payment terms
16
The significant areas of airline pricing considerations include timeliness, integrated

systems, approach, price structuring, and cartelized pricing, if legally feasible.
Timeliness of Airline Pricing

The timeliness of pricing requires that the decided levels of prices, whether for the lean
or the peak season, be disseminated to all of the network's involved segments.
Sometimes marketers are so indecisive they decide at the last minute when the
competitors have already captured the traffic. Thus they end up with empty seats and
vacant spaces in the flight. Even at the previous minute realization of an impending
pricing debacle, quick remedial measures could be employed. The sales team could
do fire sales and sales blitzes, but most of all, they should continuously be sensitive
to demand fluctuations.
Integrated Approach to Airline Pricing

Considering the other elements of the marketing mix, the importance of setting prices
cannot be overemphasized. Remember that:
• One cannot put a price that does not ensure that it is commensurate with the
benefits and quality of the goods and services being offered.
• One cannot set a price and not have a sales network that would be implemented
in many of the targeted markets.
• One cannot set a price and not communicate that price to the public.
A good product with an appropriate price, which is communicated to the public, is not
complete unless the product is placed at the strategic markets where it is expected to
make the sales. The following are the steps in the process of setting prices that ensure
an integrated fashion:
1. Selecting a Pricing Objective
2. Determining the Market Demand
3. Computing Cost of Production
4. Analyzing the Competitors' Price
5. Selecting a Price Method
6. Strategizing Price Modification
Price Structuring
As one of the most dynamic industries that ever developed, airline pricing drastically
evolves. From very simple structures of the past when fares and charges were
computed based on sector distance travelled, they have been influenced by many
environmental factors that airline pricing has become quite complicated.
Limiting the extent of diversification to air transport-related industries, a typical
diversified airline has to deal with the following:
17
• Passenger Pricing
• Cargo Pricing
• Ground Handling Pricing
• Catering Pricing
• Aviation School Pricing
• Learning School Pricing
• MRO Pricing
• IT Sales and Services
• Aircraft and Engine Leasing
Cartelized Pricing
Economics Online defines a cartel as a group of producers that work together to
protect their interests. Cartels are created when a few large producers decide to co-
operate with respect to aspects of their market. Once formed, cartels can fix prices for
members, so that competition on price is avoided. In this case, cartels are also
called price rings.
There was a time when the airlines were a cartel when the IATA was a price-setting
organization, among many other functions. One of its more controversial tasks then
was to police and enforce agreed levels of fares until it ran encounter to the growing
number of anti-trust laws in countries of member airlines. That function had to be
eliminated. It took time before the airlines were able to shed off the influence of pricing
setting.
For some time, certain groups of airlines would get together and jointly search for a
structure of cooperation to achieve a "Yield Improvement Program (YIP)" later on
known as "Market Development Program (MDP)" which the collective intention was to
hike fares on levels that would be mutually acceptable. The problem was, as soon as
the airline executive turn their backs on one another at the end of a meeting, whatever
was agreed upon was immediately thrown out the window. The YIP and MDP never
did work well for the airlines, and they continue to operate pretty much on their own
in high competitive gears.
Despite the loss of the price setting and policing functions, the IATA nevertheless
continues to operate as a vital link among airlines, particularly in the many aspects of
interlining and in account settlement among members through the IATA
clearinghouse, among many other collective activities. While airline pricing has
become an individual player's area of responsibility, IATA and its original counterpart
still act as a cartel on many other issues.
Once a rather docile element in the marketing mix because of its control by the Civil
Aeronautics Board, price has become one of the most volatile areas today. In fact,
since deregulation, pricing has become the major competitive variable. This is not
18
surprising in an industry with relatively few companies, each aware of the other’s
pricing policies and having to match the competition or lose market share.
Basically, two general factors—demand and supply—determine the level of prices in

any market. Demand factors are the intensities and loyalties that customers bring: how
willing and able they are to pay for air transportation. Supply factors involve the
quantity of seats that a carrier places in a particular market. The major component of
supply is the total cost of producing and marketing the seats that are made available.
Thus, we will consider here the two major factors that determine price levels: demand,
and production and marketing costs.
1. Demand. The quantity of tickets purchased by customers in a particular market will

largely depend on the price; as the price of an item falls, the quantity of that item
purchased by customers normally rises.
2. Production and Marketing Costs. Production and marketing costs also have a
bearing on the prices an airline set. The cost per seat-mile flown must be covered
by the price of the ticket. Included in an airline’s total cost of operation are its direct
operating costs—fuel, crew salaries and expenses, landing fees, and so forth.
Indirect operating costs, or fixed expenses, such as maintenance costs, general
administrative costs, and the marketing expenses associated with passenger
servicing, all must be covered by the revenue generated on flights throughout the
system. Thus, in a sense, the production and marketing costs of the carrier
represent the floor under the price set for the carrier’s product.
A IRLINE MARKETING MIX: PROMOTION
Definition: This refers to marketing communications. May comprise elements such

as: Advertising, Public Relations (PR), Direct Marketing and Sales Promotion.
Marketing Decisions:
• Promotional mix – appropriate balance of advertising, PR, direct marketing and
sales promotion
• Message Strategy – what is to be communicated
• Channel / media strategy – how to reach the target audience
• Message Frequency – how often to communicate
The product has been manufactured. It has been priced accordingly. The goods have
been positioned in the strategic locations that make them much closer and easily
accessible to the target market. There is just one thing wrong. The target market does
not even know the product they desire exists. Even if the do, they are probably
wondering where it can be bought and how much it cost.
The end of the promotion is to let the target market know the basic information such
as:
• the product exists
• it is manufactured to his discriminating taste and preference
• it is available in the specific places that are named
19
• and that they come at prices that the customers realize is well within their
means
Seven common methods of marketing communication are described below:
• Advertising: Any paid form of presenting ideas, goods, or services by an
identified sponsor. Historically, advertising messages have been tailored to a
group and employ mass media such as radio, television, newspaper, and
magazines. Advertising may also target individuals according to their profile
characteristics or behavior; examples are the weekly ads mailed by
supermarkets to local residents or online banner ads targeted to individuals
based on the sites they visit or their Internet search terms.
• Public relations (PR): The purpose of public relations is to create goodwill
between an organization (or the things it promotes) and the "public" or target
segments it is trying to reach. This happens through unpaid or earned
promotional opportunities: articles, press and media coverage, winning awards,
giving presentations at conferences and events, and otherwise getting
favorable attention through vehicles not paid for by the sponsor. Although
organizations earn rather than pay for the PR attention they receive, they may
spend significant resources on the activities, events, and people who generate
this attention.
• Personal selling: Personal selling uses people to develop relationships with
target audiences for the purpose of selling products and services. Personal
selling puts an emphasis on face-to-face interaction, understanding the
customer's needs, and demonstrating how the product or service provides
value.
• Sales promotion: Sales promotions are marketing activities that aim to
temporarily boost sales of a product or service by adding to the basic value
offered, such as "buy one get one free" offers to consumers or "buy twelve
cases and get a 10 percent discount" to wholesalers, retailers, or distributors.
• Direct marketing: This method aims to sell products or services directly to

consumers rather than going through retailer. Catalogs, telemarketing, mailed
brochures, or promotional materials and television home shopping channels
are all common traditional direct marketing tools. Email and mobile marketing
are two next-generation direct marketing channels.
• Digital marketing: Digital marketing covers a lot of ground, from Web sites to
search-engine, content, and social media marketing. Digital marketing tools
and techniques evolve rapidly with technological advances, but this umbrella
term covers all of the ways in which digital technologies are used to market and
sell organizations, products, services, ideas, and experiences.
• Guerrilla marketing: This newer category of marketing communication

involves unconventional, innovative, and usually low-cost marketing tactics to
engage consumers in the marketing activity, generate attention and achieve
maximum exposure for an organization, its products, and/or services. Generally
20
guerrilla marketing is experiential: it creates a novel situation or memorable

experience consumers connect to a product or brand.
A IRLINE MARKETING MIX: PIPELINE OR PLACE
Definition: This refers to providing customer access and considering their

convenience.
• Strategies such as intensive distribution, selective distribution, exclusive
distribution
• Franchising
• Market Coverage
• Channel member selection and channel member relationships
• Assortment
• Location decisions
• Inventory
• Transport, warehousing, and logistics
The proximity and accessibility of the product to

the customer is a significant factor in successful
marketing. Customers often settle for
immediately available goods and would not take
the trouble of "walking a mile" for a particular
product or service easily obtainable from an
alternative and nearer source. Thus, placing the
products strategically, bringing it closer to the
customer, and in abundance that would satisfy
the market, demand is one of the significant marketing elements.
It is pointless to develop an excellent
product that is reasonably priced if it is
inconvenient for the customer to access
and obtain such a product.
Airlines provide customers various
channels to buy their flight
tickets/services through:
1. purchase the headquarter
office
2. purchase through a travel
agency
3. purchase through airline
counter at airports
4. Right away, purchase through airline websites via computer or mobile phones,
mobile applications, and the likes.
21
In addition, the figure below, shows the 7Ps or known as the extension of 4Ps, People, Physical
evidence and Process are added in marketing mix.
Sources: Google Images
4Ps: Place
Figure - 7Ps = The Extension of 4Ps Marketing
THE CONSUMER-ORIENTED MARKETING CONCEPT
Introduction of wide-body service in the early 1970s marked the climax of the
production sales orientation in the air transportation industry. Excess capacity and a
shortage of customers changed the marketing concept to a consumer-oriented
approach. According to many analysts, the industry was entering its mature stage after
rapid growth in the 1960s. In this stage in an industry’s development, many potential
customers have already tried the product, weaker competitors have lethe industry, the
remaining competitors have become well entrenched, and their marketing policies and
images are well known. Customer loyalties and market shares become stabilized.
Market research came to the forefront as the carriers began to learn all they could
about existing and potential customers for air transportation. The purpose was to
design products (services) to meet changing customer requirements as they arose, or
preferably before they arose. In other words, the carriers sought to develop services
that would be responsive to particular customer needs.
Market research became a vital component of the marketing mix during the 1970s and
has provided the foundation for the planning and execution of marketing programs to
the present day. During this consumer-oriented period, carriers have begun to focus
on increased market segmentation and more intensive growth strategies.
22
Market Segmentation
Market segmentation is the process of dividing potential customers for a product

(service) into meaningful consumer groups, or market segments, in order to identify a
target market. This process involves three steps:
1. Finding relevant characteristics that divide a market into smaller consumer groups.
For example, an airline market might be segmented by trip purpose (business,
pleasure, personal), traveler characteristics (age, sex, occupation, income, flying
experience), trip characteristics (length of haul, peak versus nonpeak, day of the
week, season), or length of stay (return same day, overnight, vacation).
2. Using these characteristics to identify all significant market segments and to relate
them systematically to the services each segment might buy.
3. Selecting target markets—the collection of market segments most consistent with

the company’s objectives and capabilities.
Because no two travelers are alike, the markets can be segmented and the marketing
mix shaped around their differences and needs. We can further grasp the overall trend
of finding needs and filling them by taking a closer look at some of the business
markets that contribute to the revenue of a typical major carrier.
Fig. 6-5. Market segmentation—groups of customers who share qualities that render the
segment distinct and make it of significance to marketing.
Source: Wensveen, J. (2007). Air transportation: A Management Perspective Sixth Edition.

Burlington: Ashgate Publishing Company.
1. Mercantile Travel. Retailers, wholesalers, and manufacturers account for a

considerable amount of air travel. For example, department store personnel,
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including buyers, managers, and executives, fly to numerous conferences, trade

shows, and special previews of seasonal fashions. Airline marketers view retail
establishments as an excellent place to promote travel on their airline, as well as
a good target market for air travel. The airline marketing staff assists department
store display personnel with various promotions by providing models of airplanes,
posters, and so forth.
2. Religious Travel. In addition to recognizing the particular needs of the members of

this market segment, carriers must be aware of the special protocol involved in
doing business with the various groups. Included in this segment are members of
the clergy as well as laypeople traveling for numerous reasons, including retreats,
conferences, and school related activities.
3. Funeral Travel. Some airlines have a close relationship with funeral directors
because they are among the best repeat customers. Funeral directors account for
not only the revenue from the shipment of human remains but also the revenue
from the grieving relatives (an average of three) who choose to accompany the
deceased or to travel on another flight. Here again, the marketing staff works very
closely with the customers because of the critical timing involved.
4. Educational Travel. The educational travel market segment includes colleges,

universities, secondary schools, and the like. Included are administrative
personnel, faculty members, students, athletic teams and their fans, along with
others, such as college athletic scouts, members of the news media, and
promoters. This is a large market segment that makes repeated use of air travel.
5. Military Travel. This segment represents a continual flow of travel by personnel on

official business, emergency leave, furlough, discharge, and relocation. Some
military bases are literally cities unto themselves that provide a significant volume
of traffic to carriers servicing nearby airports. Again, the marketing personnel work
very closely with the base commander and military staff personnel in developing
schedules and services to accommodate the needs of this segment.
6. Group Travel. An increasingly important segment of target marketing in recent

years has been group travel. The opportunities are unlimited, because most
everyone belongs to various groups—amateur athletes, teachers, doctors, post
office employees, trade associations, and so on. One of the reasons airlines have
promoted group travel extensively in recent years is the packaging aspect, which
generally includes air fare, hotel accommodations, certain meals, various tours,
and even rental cars. In this way, they avoid competing with other carriers only on
the direct price of air fare.
Intensive Growth Strategies
As the term implies, intensive growth strategies involve a concerted effort to (1)
penetrate existing target markets, (2) increase product development, and (3) develop
new target markets.
1. Market Penetration. One method of penetrating existing markets more deeply is

through the use of promotional fares. Promotional fares have been, and still are,
24
an effective way for carriers to fill empty seats with leisure travelers who are being
more carefully targeted in specific off-season markets and for off-peak travel
periods.
Another approach to greater market penetration is by varying the classes of

service.
The carriers have initiated a number of other promotions in their attempt to achieve
deeper penetration of existing markets: frequent-flier bonus awards for mileage
accumulated; buy-one-ticket-get-one-free certificates to selected cities; weekender
clubs in which travelers, for a nominal membership fee, receive exclusive notice of
vacation packages; and upgrading of coach-fare passengers to first class for a
small charge.
2. Product Development. Business travel is not as responsive to changes in the price

variable as is pleasure travel, because businesspeople typically must travel during
a particular period because of business needs. It is much easier for pleasure
travelers to change their plans to take advantage of price reductions.
Consequently, a greater emphasis is placed on product improvement when it
comes to the business flier. These are also the type of things that build loyalty to a
particular carrier.
In an effort to accommodate business people’s basic traveling requirements and

maintain the conservative environment they may desire, product improvements
such as the following have been added to the in-flight service:
a. In-flight telephone and fax, including Internet and e-mail access.

b. In-flight reservations for hotel and car rentals.
c. Comfortable seats with increased width and pitch.
d. Gourmet meals and complimentary beverages.
e. Enhanced entertainment systems, including direct TV and video games.
f. Reading and writing materials.
g. Larger lavatories with amenities.
h. Impressive duty-free services.
3. Market Development. Market development is the process of selling current

products to new target groups. Market research is continually searching for new
target markets based on the traditional method of demographic segmentation and
the newer psychographic segmentation. Demographic segmentation is the process
of distinguishing different groups based on age, sex, race, nationality, and so forth.
Psychographic segmentation attempts to differentiate groups along life-style or
personality lines.
MARKETING STRATEGIES SINCE DEREGULATION
Now that the marketplace determines profits, airlines have moved aggressively to
expand market share and to hold down costs. The tremendous growth in air travel has
been achieved through price competition, expansion of service into new markets, and
adjustment of service to meet consumer demands. Deregulation has dramatically
changed the methods by which airlines market their services. In the competition for
25
passengers, the major carriers have invested heavily in computerized reservation

systems (CRSs), developed aggressive techniques to recruit and reward travel
agents, built brand-name loyalty through frequent-flier programs, and established
affiliations with commuter airlines to provide feeder traffic to their hubs. These strategic
moves by the majors—spurred in part by the competitive environment introduced by
deregulation—have strengthened the competitive advantages of large carriers.
Behind many of the strategic moves of air carriers since deregulation has been an
effort to develop and exploit economies of scope. Economies of scope in the airline
industry are achieved as a function of the number of points served by a carrier and
should be distinguished from economies of scale, which are achieved as a function of
size. Economies of scope are generated as a result of traveler demand for service in
more than one city-pair market. For example, a large carrier can enjoy an economy of
scope by advertising on television because the carrier serves many markets, unlike a
carrier that serves only a few city-pairs. In addition, once travelers obtain information
about service quality, cost, and convenience in one city-pair market, they form an
impression about that carrier’s service in other markets. Economies of scope also
result from the generation of information through CRSs, reward structures for travel
agents, incentives built into frequent-flier programs, and service patterns made
possible by hub-and-spoke networks. Economies of scope confer competitive
advantages to large air carriers, even in the absence of economies of scale.
Computerized Reservation Systems
Computerized reservation systems/global distribution systems (CRSs/GDSs) display

airline schedules and prices for use by agents in making reservations. The economies
of producing and distributing information in the airline industry are fundamental to post
deregulation airline competition. Airfares and service patterns have become much
more complex and change much more often than in the past, contributing to the
importance of CRSs and the advantages that these systems confer on their owners.
Although CRSs create opportunities for the smallest carriers to have their flights and
fares displayed for travel agents nationwide, they also provide important marketing
advantages to the carriers that own them.
Because a CRS is programmed to select flights based on published schedules, airlines

find tremendous economic advantages in developing schedules that show flights to
major cities arriving and departing during the early morning and evening peak hours.
CRSs are potent marketing tools because travel agents, who rely heavily on them, are
a central part of the commercial air travel system, currently booking about 70 percent
of all tickets, compared with less than 40 percent before deregulation. It is estimated
that about half of leisure travelers and one-fourth of business travelers do not have a
preference for an airline; thus, travel agents can play a major role in influencing
consumer decisions.
Travel Agents
Travel agents provide an important service to consumers, especially since

deregulation, by supplying efficient access to a complex array of travel options. Agents
act as brokers of information and sellers of travel services to consumers often closely
affiliated with individual air carriers through CRSs and supporting services.
26
Frequent-Flier Programs
Frequent-flier programs have been perhaps the airlines’ most successful marketing
tool. The incumbent carriers, who had higher labor costs than the new entrants, soon
recognized the importance of retaining business travelers. These travelers are less
inclined to take advantage of the discount fares offered by the majors, which usually
come with a number of restrictions, but they might opt for the no-restriction low fares
offered by their upstart competitors. The importance of offering frequent-flier benefits
is heightened by the fact that roughly 5 to 6 percent of fliers account for about 40
percent of all trips taken annually. The use of frequent-flier programs by all of the major
carriers is testimony to their importance in building customer loyalty, especially from
business travelers. However, gaining and maintaining passenger loyalty is more
difficult than ever before. Passengers are more interested in low airfares than they are
in frequent flier miles.
Business-Class Service
Another program designed to attract business fliers was initiated in 1979 by Pan
American World Airways. Business-class service is aimed primarily at international
business travelers to overcome the regulatory restraints on increasing normal
economy (coach) fares in long-haul international markets. Initially, the service
consisted of not much more than a few on-board amenities: free drinks, movies, and
so forth. It has since become a major element on international routes for most carriers,
partly because corporations frequently prohibit, or severely limit, employees from
traveling at first-class fares.
Code Sharing
Code sharing refers to two airlines, usually a major and a regional carrier, that share
the same identification codes on airline schedules. By code sharing with a regional
airline, a major can advertise flights to a much larger market area and expand its
market at relatively low cost.
Code-sharing agreements became widespread by 1985, and the relationships

between the commuters and major carriers became so important that many
commuters were acquired in whole or in part by their affiliates. The majors were
motivated partly by a desire to control the commuters’ low-cost feed to their hubs, but
they were also concerned with gaining enough control to ensure levels of quality and
safety consistent with their image.
The effects of code sharing on competition are somewhat less direct, but they are still
important. Because the commuters provide service on routes with relatively low traffic
volume, many routes can be served only by a single commuter. By effectively
controlling the commuter traffic arriving at its hubs through CRS listings or outright
ownership of the commuter, the major further protects dominance at its hub. Code
sharing also makes it difficult for other regional airlines to compete with the code-
sharing partner in markets in which demand is sufficient to support more than one
carrier, because only one commuter can share the CRS code. This could ultimately
lead to reduced competition in the regional airline segment of the industry and higher
27
fares for consumers traveling from small communities. In addition, by extending the
service networks offered by large carriers, often at a cost lower than the large carrier
could provide directly, code sharing enhances the economies of scope enjoyed by
larger carriers.
Interactive Marketing Agreements
Interactive marketing agreements will soon be a common term used in the airline
business. Low-cost carriers (LCCs) and point-to-point carriers do not typically
participate in code sharing for various reasons therefore limiting market presence due
to simplified route structures. However, as LCCs and point-to-point carriers expand,
offering destinations outside the simplified network will increase in terms of
importance. Airlines will form “loose” relationships with other carriers that complement
the business model. Code sharing involves contractual, liability, connectivity and
accounting issues whereas interactive marketing agreements simply relationships.
An interactive marketing agreement is when two or more airlines develop a

relationship where each carrier agrees to promote the other carrier(s). The most
simplified form of promotion is use of the airline’s web site encouraging passengers to
click through to another carrier’s web site to get to an end destination. When the
passenger makes a financial transaction on-line, the participating carriers are
compensated.
Hub-and-Spoke Service
Airlines have tried to maximize the number of passenger seats filled by eliminating
unprofitable routes and concentrating on lucrative high-density routes serving large
and medium-size airports. The hub-and-spoke system establishes a number of routes
connected to a central hub airport where passengers are collected from feeder flights,
transferred to other flights on the same line, and then carried to their ultimate
destination. The traffic pattern at a hub airport consists of closely spaced banks of
arrivals and departures.
Hub-and-spoke networks are appealing to air carriers for several other reasons. Most
noteworthy, they allow carriers to provide service to a larger number of city-pairs,
without a commensurate increase in cost, than do point-to-point networks.
Advertising and Sales Promotion
Before deregulation, clever advertising and sales promotion material, extolling the
service virtues of one carrier over others, tended to be the prime basis of most
advertising. Ads focusing on schedule, frequency, and equipment also were run. The
principal difference between carriers, however, was the level and standard of service
on the ground and in the air. Pricing was a secondary feature under the relatively tight
rein of regulation. Today, most airline advertising has changed considerably. The
emphasis has shifted from service to a combination of price, destination, and
frequency.
28
ENRICHMENT ACTIVITY 6.1:

Select an airline inside or outside of the Philippines, then create a Presentation (i.e.
Powerpoint, Prezi, Emaze) of their 4Ps marketing mix. You can search their website for more
information. You may use the template provided in the Learning Management System (LMS).
Be creative as you can.
Product Price
4PS
Place Promotion
Example:
Note: For all the enrichment activities provided in this module: input your work on an
A4-sized paper with your complete name, year, section, course, and signature over
printed name indicating that you are accepting the terms indicated by the honesty
clause; saved as PPT file or other files appropriate with file name, “AE 413 Enrichment
Activity 6.1 – Surname”; and submit in the Learning Management System (LMS)
platform provided by the instructor on a designated deadline.
Follow the necessary rubric, “Rubric”, provided at the last page of the module for
pointing system.
29
4Ps MARKETING ASSESSMENT RUBRIC
Name: _____________________ Course/Yr/Sec:_________

Good Fair Needs
Excellent
CRITERIA (3) (2) Improvement SCORE
(4)
(1)
Price The presentation The Does not The
includes all presentation have all of presentation is
information includes all the relevant lacking in
relevant to the relevant information elements
topic in an information; in the required. There
organized however, is presentation. are many gaps
fashion. not well- There is not in information
organized. enough presented. Do
Mention and information not mention part
leaves the presented. of price.
audience with Information
an is presented
understanding in an
of their part of unorganized
price. fashion.
Mention part
of price but
doesn't
describe.
Place The presentation The Does not The
leaves the presented. of place.
an is presented
understanding in an
of their part of unorganized
place. fashion.
Mention part
of place but
doesn't
describe.
Promotion The presentation The Does not The
leaves the presented. of promotion
30

an is presented
understanding in an
of promotion. unorganized
fashion.
Mention part
of promotion
but doesn't
describe.
Product The presentation The Does not The
Mention and information not mention
leaves the presented. product
an is presented
understanding in an
product. unorganized
fashion.
Mention part
product but
doesn't
describe.
Work quality/effort The work done The work was Work is done Work is done
exceeds all done with with fair with little effort;
expectations and good effort effort, but quality is not
shows that the that shows the quality is what the learner
learner is proud what the still not what is capable of. It
of his/her work. learner is the learner is is evident that
The effort that capable of. It capable of. It the work was
was put into this is evident that is evident rushed and little
task is the best it time was put that the work time was spent
can be by the into this was rushed. on the final
learner. electronic product. Work is
presentation. incomplete.
TOTAL
Reference: Rubric Gallery. (n.d.). Retrieved September 14, 2020, from https://www.rcampus.com/rubricshowc.cfm?sp=true
31
RESEARCH 2
Research innovative and latest trends of marketing strategies of different local and
international airlines. Submit your research activity in a PDF file. Cite your references and use
APA format. Use of images, figures, and tables are encouraged and include additional
topics and information.
NOTE: Input your work on a A4-sized paper with your complete name, year, section,
course, and signature over printed name indicating that you are accepting the terms
provided and indicated by the honesty clause; saved as PDF file with file name, “AE
413 Research Paper 1 – Surname”; and submit it in the Learning Management System
(LMS) platform provided by the instructor on a designated deadline.
Follow the necessary rubric, “Rubric for Evaluating Research Paper”, provided at the
last page of the module for pointing system.
32
RESEARCH PAPER ASSESSMENT RUBRIC
Name: _____________________ Course/Yr/Sec:_________
Good Fair Needs

Excellent
CRITERIA (3) (2) Improvement SCORE
(4)
(1)
Topic focus The topic is The topic is The topic is The topic is not
focused focused but too broad for clearly defined.
narrowly lacks the scope of
enough for the direction. this
scope of this assignment.
assignment.
Depth of In-depth In-depth The student Cursory
discussion discussion & discussion & has omitted discussion in all
elaboration in elaboration in pertinent the sections of
all sections of most sections content or the paper or
the paper. of the paper. content runs- brief discussion
on in only a few
excessively. sections.
Cohesiveness Ties together For the most Sometimes Does not tie
information part, ties ties together together
from all together information information.
sources. Paper information from all Paper does not
flows from one from all sources. flow and
issue to the sources. Paper does appears to be
next without Paper flows not flow - created from
the need for with only disjointednes disparate issues.
headings. some s is apparent. Headings are
Student's disjointednes Student's necessary to link
writing s. Students writing does concepts.
demonstrates writing not Writing does not
an demonstrates demonstrate demonstrate
understanding an an understanding
of the understandin understandin any
relationship g of the g of the relationships
among material relationship relationship
obtained from among among
all sources. material material
obtained obtained
from all from all
sources. sources.
Spelling and No spelling &/or Minimal Noticeable Unacceptable
grammar grammar spelling &/or spelling & number of
mistakes. grammar grammar spelling and/or
mistakes. mistakes. grammar
mistakes.
33
Citations Cites all data Cites most Cites some Does not cite
obtained from data obtained data obtained sources.
other sources. from other from other
APA citation sources. APA sources.
style is used in citation style Citation style
both text and is used in is either
references. both text and inconsistent
refrerences. or incorrect.
TOTAL
Reference: Research Paper Rubric. (n.d.). Retrieved September 4, 2020, from https://www.cornellcollege.edu/library/faculty/focusing-on-assignments/tools-for-
assessment/research-paper-rubric.shtml
34

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PHILIPPINE STATE COLLEGE OF AERONAUTICS

INSTITUTE OF ENGINEERING AND TECHNOLOGY

Air Transport Economics and

ENRICHMENT ACTIVITY 6.1 8

As an institution of higher learning, students are expected to display highest degree

Cheramakara, D. (2017, July 18). Airline Marketing 2 principle of marketing. Retrieved

Course Learning Outcomes [CLO]

CLO 6. Explain the economic and Module Learning Outcomes [MLO]

Link Video 02: Selling and Marketing Concepts

Selling Concepts and Marketing Concepts

Fig. 6-1. Selling Concept.

Fig. 6-2. Marketing Concept.

Fig. 6-3. Comparison Chart.

DEVELOPMENT OF THE MARKETING CONCEPT

3. PIPELINE/PLACE: refers to the point of sale. In every industry, catching the

Figure – 4Ps Marketing Mix

What is the importance of the marketing mix?

2. Political and regulatory environment. Political climates are constantly changing.

3. Economic environment. A good marketing program might be a flop if the economy

A IRLINE MARKETING MIX: PRODUCT & SERVICES

Community service, mercy missions, money-back guarantees, ticket raffles

Figure – Three Levels of Airline Products

In marketing the airline product, certain unique characteristics must be recognized:

a. The product (service) cannot be kept in inventory to match fluctuations in

These characteristics have prompted the airlines in today’s extremely competitive

2. Luxury, Mid-Range, Low-Cost and No-Frills, Shuttle, and Charter. When

A shuttle airline caters mainly to business travelers seeking movement between

A charter airline offers services to destinations based on demand without using a

3. First, Business, Economy. Historically, major airlines offered three types of

difficult to operate a successful airline from a financial perspective, many airlines

Business class seating is important to airlines wanting to attract business travelers

7. Duty-Free. The offering of duty-free goods only applies to airlines flying on an

8. Baggage Restrictions. As mentioned previously, many airlines are increasing

9. Interline Agreements. Because the major airlines operate on a hub-and-spoke

10. Other Amenities. To increase an airline’s chance of success in an increasingly

A IRLINE MARKETING MIX: PRICING

The significant areas of airline pricing considerations include timeliness, integrated

Timeliness of Airline Pricing

Integrated Approach to Airline Pricing

Basically, two general factors—demand and supply—determine the level of prices in

1. Demand. The quantity of tickets purchased by customers in a particular market will

A IRLINE MARKETING MIX: PROMOTION

Definition: This refers to marketing communications. May comprise elements such

• Direct marketing: This method aims to sell products or services directly to

• Guerrilla marketing: This newer category of marketing communication

guerrilla marketing is experiential: it creates a novel situation or memorable

A IRLINE MARKETING MIX: PIPELINE OR PLACE

Definition: This refers to providing customer access and considering their

The proximity and accessibility of the product to

Sources: Google Images

Figure - 7Ps = The Extension of 4Ps Marketing

THE CONSUMER-ORIENTED MARKETING CONCEPT

Market segmentation is the process of dividing potential customers for a product

3. Selecting target markets—the collection of market segments most consistent with

Source: Wensveen, J. (2007). Air transportation: A Management Perspective Sixth Edition.

1. Mercantile Travel. Retailers, wholesalers, and manufacturers account for a

including buyers, managers, and executives, fly to numerous conferences, trade

2. Religious Travel. In addition to recognizing the particular needs of the members of

4. Educational Travel. The educational travel market segment includes colleges,

5. Military Travel. This segment represents a continual flow of travel by personnel on

6. Group Travel. An increasingly important segment of target marketing in recent

Intensive Growth Strategies

1. Market Penetration. One method of penetrating existing markets more deeply is

Name: _____________ Course/Yr/Sec:_

Name: _____________ Course/Yr/Sec:_