A Marketing Plan for Emirates Airlines Marketing Plan

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Market Analysis – Emirates Anilines 37Market Analysis – Emirates AirlinesTABLE OF CONTENTS1 PART I 41.1 Macro-environment Analysis 41.1.1 PESTLE Analysis 41.2 Micro-environment Analysis 91.2.1 Five Forces Analysis 91.3 Internal environment Analysis 121.3.1 SWOT Analysis 122 PART II 162.1 Market Segmentation 162.1.1 Demographic Segmentation 162.1.2 Psychographic Segmentation 162.1.3 Behavioral Segmentation 172.1.4 Geographic Segmentation 172.2 Targeting 182.3 Market Positioning 182.3.1 Perceptual Map 192.3.2 4Cs of Positioning 223 PART III 243.1 Strategies for Growth and 243.1.1 BCG Matrix 243.2 Marketing Objectives 284 PART IV 304.1 The Marketing Mix 304.1.1 Product 304.1.2 Price 314.1.3 Place 314.1.4 Promotion 324.1.5 People 334.1.6 Process 344.1.7 Physical Evidence 345 PART V 365.1 Budget 365.2 Implementation 365.3 Control 385.3.1 Critical Success Factors 385.3.2 Key Performance Indicators 396 References 42iiRunning Head: MARKET ANALYSIS – EMIRATES ANILINESPART IMacro-environment AnalysisPESTLE AnalysisThe PESTLE framework shows that there are political, economic, social, technological, legal, and environmental factors to consider in the macro-environment.Political FactorsThe political factors in the case of Emirates are not particularly daunting since Emirates Airlines is essentially a state-run enterprise. Dubai is not going to issue any political obstacles to Emirates Airlines\' success because that would go against its interests in leadership and for the success of the state. The separation between state and business does not exist in Dubai as far as Emirates is concerned. When it comes to monarchies, much of the modern world has rejected them, though the West used to be ruled by monarchs. Today, monarchs thrive in the Middle East, particularly in the United Arab Emirates (UAE), where a monarchical system of government has enabled the UAE to bring stability and leadership. The pros of a monarchical system are that there are stability and consistency of vision and leadership. A monarch rules for life and the vision presented by the monarch can be implemented over a lifetime instead of rushed through in the brief span of a few years, as is the case in democratic countries where elected leaders have term limits. The monarch can proceed more slowly and cautiously and adopt a long-term vision. In contrast, in democratic countries, the vision is more short-term and reactive rather than proactive simply because the nature of the political system does not allow for long-term visions to be implemented slowly as that vision could change from one administration to the next. Monarchies are more stable in this respect.With more stability, there is also the opportunity to engage in reform and root out corruption. However, if the monarch himself is corrupt or appoints corrupt officials throughout his court, corruption can undermine the advantages of the system. This can lead to civil unrest, especially if the governed feel that the monarch looks more after his self than after the needs of the people. If the people revolt, the monarch may be toppled, and he and his family removed from power through violent force—a threat that other countries may look to aggravate if they see in it some advantage for themselves. Thus, monarchies must be very careful not to lose the love and loyalty of the people. For Emirates Airlines, the rulers of the UAE are transparent in their rule, and their reputation is good with neighboring countries and on the world stage. Thus, there is little risk for Emirates Airlines at the political level.Economic FactorsThe economic issues that Emirates faces are the same as every other nation and industry today. The COVID 19 pandemic has disrupted economies all over the world, and it is still unclear at what point these economies will get back to normal. The novel coronavirus spreading the COVID 19 disease first appeared in Wuhan, China, in 2019…

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…MarketAnalysis–EmiratesAnilines37MarketAnalysis–EmiratesAirlinesTABLEOFCONTENTS1PARTI41.1Macro-environmentAnalysis41.1.1PESTLEAnalysis41.2Micro-environmentAnalysis91.2.1FiveForcesAnalysis91.3InternalenvironmentAnalysis121.3.1SWOTAnalysis122PARTII162.1MarketSegmentation162.1.1DemographicSegmentation162.1.2PsychographicSegmentation162.1.3BehavioralSegmentation172.1.4GeographicSegmentation172.2Targeting182.3MarketPositioning182.3.1PerceptualMap192.3.24CsofPositioning223PARTIII243.1StrategiesforGrowthand243.1.1BCGMatrix243.2MarketingObjectives284PARTIV304.1TheMarketingMix304.1.1Product304.1.2Price314.1.3Place314.1.4Promotion324.1.5People334.1.6Process344.1.7PhysicalEvidence345PARTV365.1Budget365.2Implementation365.3Control385.3.1CriticalSuccessFactors385.3.2KeyPerformanceIndicators396References42iiRunningHead:MARKETANALYSIS–EMIRATESANILINESPARTIMacro-environmentAnalysisPESTLEAnalysisThePESTLEframeworkshowsthattherearepolitical,economic,social,technological,legal,andenvironmentalfactorstoconsiderinthemacro-environment.PoliticalFactorsThepoliticalfactorsinthecaseofEmiratesarenotparticularlydauntingsinceEmiratesAirlinesisessentiallyastate-runenterprise.DubaiisnotgoingtoissueanypoliticalobstaclestoEmiratesAirlines\'successbecausethatwouldgoagainstitsinterestsinleadershipandforthesuccessofthestate.TheseparationbetweenstateandbusinessdoesnotexistinDubaiasfarasEmiratesisconcerned.Whenitcomestomonarchies,muchofthemodernworldhasrejectedthem,thoughtheWestusedtoberuledbymonarchs.Today,monarchsthriveintheMiddleEast,particularlyintheUnitedArabEmirates(UAE),whereamonarchicalsystemofgovernmenthasenabledtheUAEtobringstabilityandleadership.Theprosofamonarchicalsystemarethattherearestabilityandconsistencyofvisionandleadership.Amonarchrulesforlifeandthevisionpresentedbythemonarchcanbeimplementedoveralifetimeinsteadofrushedthroughinthebriefspanofafewyears,asisthecaseindemocraticcountrieswhereelectedleadershavetermlimits.Themonarchcanproceedmoreslowlyandcautiouslyandadoptalong-termvision.Incontrast,indemocraticcountries,thevisionismoreshort-termandreactiveratherthanproactivesimplybecausethenatureofthepoliticalsystemdoesnotallowforlong-termvisionstobeimplementedslowlyasthatvisioncouldchangefromoneadministrationtothenext.Monarchiesaremorestableinthisrespect.Withmorestability,thereisalsotheopportunitytoengageinreformandrootoutcorruption.However,ifthemonarchhimselfiscorruptorappointscorruptofficialsthroughouthiscourt,corruptioncanunderminetheadvantagesofthesystem.Thiscanleadtocivilunrest,especiallyifthegovernedfeelthatthemonarchlooksmoreafterhisselfthanaftertheneedsofthepeople.Ifthepeoplerevolt,themonarchmaybetoppled,andheandhisfamilyremovedfrompowerthroughviolentforce—athreatthatothercountriesmaylooktoaggravateiftheyseeinitsomeadvantageforthemselves.Thus,monarchiesmustbeverycarefulnottolosetheloveandloyaltyofthepeople.ForEmiratesAirlines,therulersoftheUAEaretransparentintheirrule,andtheirreputationisgoodwithneighboringcountriesandontheworldstage.Thus,thereislittleriskforEmiratesAirlinesatthepoliticallevel.EconomicFactorsTheeconomicissuesthatEmiratesfacesarethesameaseveryothernationandindustrytoday.TheCOVID19pandemichasdisruptedeconomiesallovertheworld,anditisstillunclearatwhatpointtheseeconomieswillgetbacktonormal.ThenovelcoronavirusspreadingtheCOVID19diseasefirstappearedinWuhan,China,in2019andquicklyspreadaroundtheworld.Theinfectiousdiseaseisanewformofaprevioussevereacuterespiratorysyndromecoronavirus(SARS)andhasledtonationwidelockdownsfromtheEasttotheWest.Anothermysteriouscharacteristicisthatonecanbeacoronaviruscarrierandyetbecompletelyasymptomatic(Chenetal.,2020).Thosewhodoexhibitsignsofinfectiontendtohaveflu-likesymptoms,especiallyifthepersonisalreadysufferingfrompriorhealthissues.Symptomscanrangefromfevertocoughtobreathingdifficulties,musclepain,headache,confusion,lossofenergy,sorethroat,chestpain,andevennausea(Chenetal.,2020).Pneumoniacanquicklydevelopinpatientsifnottreatedrightaway.However,becausecasesofthevirusarestillbeingstudied,thereisnoclear-cutanalysisofwhatsymptomsarereadilylinkedwithCOVID19.Somewhopresentexperiencechestpainandpalpitations.Othershaveshortnessofbreath.Still,othersshownosignsofinfectionorsymptomsatallandwouldnotevenbeclinicallydiagnosedashavingCOVID19.Forthatreason,though,theyarestillbeingcountedasinfectedpersonsbymostmediaoutlets(NationalAcademiesofSciences,Engineering,andMedicine,2015).Themostcommonsignsarefever,cough,andfatigue,anditisasofyetuncleartherateofthepopulation,whichcarriestheviruswithoutevershowingsymptomsatall.Withsomuchuncertainty,somepeoplearewaryoftraveling,andthathasbeendevastatingtotheairlineindustry.Thecriticaldevelopmentinthecomingmonthswillbewhetherpeoplearemoreorlesswillingtoflynowthatcoronavirushasarrived.Iftheycontinuetostayaway,themarketforEmiratesAirlinescouldsuffermajorlySocioculturalFactorsThesocialissuesthatimpactEmiratesAirlinesincludefalloutfromCOVID19aswellsinceithasdisruptedlifeinjustabouteveryway.PreventionofthespreadofCOVID19isstillbeingdebated,andtherearepresentlytwocampswithregardstoprevention.Thefirstcampincludesthosewhoviewthevirusasacrediblethreat.Thesecondcampincludesthosewhoviewitasanissue,blownoutofproportion,bythepoliticiansandmedia.Thefirstcampbelievesthattotallockdown,thesocialdistancingof6feet,andtheshutdownofallnon-essentialbusinesses,alongwiththewearingoffacemaskswhendoingbusinessatessentialplacesofbusinesswillhelptopreventthespread.Thereare,however,problemswiththiscamp\'sarguments.Thefirstbeingthatthevirushaslikelyalreadymadetheroundswithinthecommunity.Thisisbecausepeoplewerepermittedtofly,inandoutofChinaforoveramonth,afterthefirstcaseemergedinWuhan.Thatmeansthishighlycontagiousvirusthatspreadslikewildfirehadanentiremonthtospreadaroundtheworldbeforeanyoneliftedafingeranywheretoimplementpreventivemeasures.Inshort,thevirushaslikelyalreadybeencontractedbyeveryone,atleastintheory.Anotherproblemwiththeargumentofthefirstcampisthatthewearingoffacemaskswilldolittletostopthevirus-spread.Ifitcanbespreadairbornebecausethevirusitselfissosmall:itwouldbelikea6fttallmanwalkingthrougha60fthighdoor—theviruscouldpenetratetheporesofthemaskwithease.Thus,themaskismoreasocialplacebothananythingandprovidesnomedicalorscientificsecurityifthevirusisascontagiousandinfectiousaspeoplehavebeenledtobelieve.Socialdistancingisalsounlikelytohaveanypositivepreventiveeffectonthemitigationofthespreadofthevirusastheviruscanliveonsurfacesforweeks(Oliver,2020).Thepreventionstrategiesarehavingafundamentallydisastrousimpactonthenationalandglobaleconomies,however,anditcouldbeacaseofthe\"cure\"beingworsethanthediseaseifthequarantinemeasuresarenotliftedsoonforstates.Managingthepandemichasnotbeenaneasyjobbyanymeasure,andfewpeoplehaveescapedcriticism.Chinahasbeencriticizedformismanagingtheoutbreakwhenitfailedtocommunicatethelocaleventstotheworld.TheWorldHealthOrganization(WHO)hasbeencriticallyquestionedfornotaddressingthedisease-severityandfordelayingapandemicinthemaking.PresidentTrumphasbeencriticizedforbeingslowtoclosetheU.S.bordersandforfailingtocutallflightstoChina,Italy,andotherpartsoftheworld.Andyetontheoppositeendofthespectrumarethosewhobelievethewholeviruspandemicstoryislargelyincredibleandfantastic,andtheyseeitasnothingmorethanahighlymismanagedcaseoftheflu.Foronething,theskepticslookatthedeathrateofthosewhohavebeenputonventilators.Theythenclaimthatthevirusisnotwhatiskillingpeoplebutratherthemismanagementofpatients\'healthbyhealthcareproviders.Moreover,theventilatorisbeingviewedasabigproblembecausefouroutoffivepeopleplacedonaventilatorendupdyingfromabacterialinfection(Kekatos,2020).Aretheirbetterwaystomanagethespreadofthedisease?Becausethisisanovelcoronavirusandfearisspreadingasquicklyasthevirusitself,itoughttonotbesurprisingtoobservesomuchconfusionwithregardstowhattheworldisfacing.SowhetherapersonisdyingfromCOVID19orfromhealthcomplicationsthatariseowingtothetreatment-type,theyarereceivingfromhealthcareworkers,orsomeotherissueisstillunknown.TechnologicalFactorsTechnologicalissuesthatEmiratesfacesarefew,asithasthemostuptodatestateofthearttechnologyinitslargefleet,andthatappealstobusinessclassfliers.TheBoeingMaxdisastershavenotaffectedEmirates,anditisstillinagoodplacetechnologicallyspeaking,astherehavenotbeenanymajoradvancementsintheindustrytonegativelyimpacttheAirline\'spositioning.LegalFactorsLegalissuesthattheAirlinemayfaceareessentiallynon-existentasthereissuchastrongconnectionbetweenthemonarchyandthebusiness.EnvironmentalFactorsEnvironmentalissuesarealsoanon-factor,astheMiddleEastisessentiallyallonthesamepageintermsoftheenvironment.Theflyingofplanesisnotviewedasnegativelyintheregionasinothermoreprogressivestates.Micro-environmentAnalysisFiveForcesAnalysisPorter\'sfiveforcesanalysisisaninstrumentthatenablesafirmtocomprehendthevariouscompetitiveforcesthatputpressureonabusiness.Theseforcescompriseofthreatsofnewentrants,bargainingpowerofbuyers,thethreatofsubstituteproducts,bargainingpowerofsuppliers,andcompetitorrivalry(Cheverton,2005).RivalryamongExistingCompetitorsEmiratesconductsitsbusinessoperationswithintheairlineindustry,wherethereisanintenselevelofcompetitionamongstorganizations.ThekeyrivalsbattlingEmiratesformarketsharecompriseofEtihad,QatarAirlines,andJazeerAirlines.AlthoughEmiratesisoneofthekeyplayersintheindustrywithnumerousyearsofexperienceandcompetence,thecompanycontinuestofaceseverecompetitionfromtheseotherbrands.Thecompetitiveorganizationsholdaparticularmarketshareand,atthesametime,spendagreatdealoftimeandresourcesonmarketingandadvertising.Emiratesfacesseverecompetitionnotjustonthepricingfrontbutalsoregardingproductvariety,ingenuity,consumernecessity,andalsopromotionaloffers.Thestructuraldiversityandcapacityofallplayersintheindustryarehigh.Alloftheserivalingairlineshaveseveralfleetsthatoperateinglobalmarketsofferingvariouspackagesthatareappealingtoconsumers.Moreover,theairlinemarketissaturatedwithoptions.WhetheraconsumerisinpursuitofFirstClass,BusinessClass,orEconomyservices,severalairlinesareofferingsuchservices.Also,inrecenttimes,therearelow-costairlinessuchasEasyJet,SouthwestAirlines,AirAsia,andJetstarAirways.Bearingthisinmind,allofthesecompanieshavetoworkhardtosustaintheirmarketshareandgenerategreaterprofits.Therefore,themarketrivalryisintense.BargainingPowerofBuyersandCustomersThebargainingpowerofbuyersandcustomersishigh.Forstarters,themarketissaturatedwithairlineprovideroptionsfrommultiplecarriers,andbuyerscaneasilyleveragethisplethoraofoptionstotheiradvantage.Thebuyersholdahighbargainingpowerduetotheintenserivalrythatisprevalentinthemarket.Theconsumerscaneffortlesslyswitchfromonebrandtoanotherwithoutfacingplentyofinconveniences.Forthatreason,therearelowswitchingcostsintheindustry.Also,severalotherairlinesprovidesimilarservicesandproducts.Inthisregard,Emirateshastoensurethatthebuyersaresatisfiedatalltimesandalsoseekoutconsumerloyaltybyproducingqualityproductsanddiversityinitsportfolio.Secondly,purchasesaremadetypicallyonceayearoreveryfewyearsforbudgetfliers,morefrequentlyforbusinesstravelers—rangingfromroundtrippurchasesperweektopermonthtoperquarter.Asaresult,buyershavethepowertoselecttheAirlinetheyprefertousebasedontheirneeds,budget,timing,andalsodestination.BargainingPowerofSuppliersSinceCOVID-19,supplychainshavebeendisrupted,andglobalizationnowfacesanewhealthriskunlikeanythingbeforeseen.Suppliersarenotaspowerfulasbeforeasaresult.Fuel,food,parts,andhumanresourcesarefacingdownwardpressure.Arpresent,suppliersareatthemercyofthenearestbuyerandwilllikelymeetanynumbertostayinbusiness.Gettingsuppliestoportisthechallenge.Still,thepercentofpurchasesfromasinglepoolofsuppliersishigherthanEmirateswouldlike,buttherearecostsforswitchingsuppliers.Secondly,EmiratesholdsthelargestmarketsharewithintheairlineindustryintheMiddleEast.Forthisreason,theAirlineisinconstantneedofsubstantialquantities,whichmakestheorganizationtobeasuitableprocurerforthesuppliers.Bearingthisinmind,inadditiontotheprevailingCovid-19crisis,anysupplierthatsuppliesitemstoEmiratescanhardlychoosetointerferewiththebusinessaffiliation.Atthesametime,suppliershavesomebargainingpowerinthesensethatsuchamassiveentityinclineslong-termrelationshipswithitssupplierstoensurethequalityofcommodities.Therefore,theswitchingcostthatEmiratesfacesinoptingforadifferentsupplierishighbecausethefirsthastoinstitutenewagreements,terms,andconditionsandalsoguaranteethatthecommoditiesareofthehighestquality.Therefore,thesuppliersholdamedium-rangedbargainingpower.ThethreatofNewEntrantsThethreatofnewentrantsislow.Imperatively,theairlineindustryisextensiveandwide-ranging,whichmakesitchallengingforanynewentrant.Oneofthekeyentrybarriersisthattheexistentplayersintheindustryhavehugemarketshares.AnynewmarketentrantwillfaceadauntingchallengeinfacingexistentairlinessuchasEmirates,Qatar,British,andLufthansa.Secondly,theexistentairlineshavebeeninoperationforseveralyearsand,asaresult,haveexperienceandcomprehendtheconsumers\'necessitiesandpreferences.Also,theexistingplayershavebeenabletodevelopstrongandextensivedistributionnetworksandattainedeconomiesofscalethatallowthemtoproposetailor-madeproductsandservicesanddeliverthematidealcosts.Furthermore,entryintotheairlineindustrynecessitatessignificantoutlaysencompassingthepurchasesoffleetsandalsotheformationofhubs,whichischallengingforanynewentrant.Consequently,thethreatofnewentrantsislow.ThreatofSubstitutesSeveraloftheproductofferingsfromEmirateshavesubstitutesthatarereadilyavailableinthemarket.Severalbrandsandairlinesareexistentforvariousconsumers.Onefliercanbesubstitutedforanothersolongasthedestinationandpriceareright.Emiratesfliestomoredestinationsthananyotherairlineandisthusabletodifferentiateitselfinthismanner.Therefore,thethreatofsubstitutesismedium.InternalenvironmentAnalysisSWOTAnalysisAnorganizationoperatesintwodifferentenvironments,whicharetheinternalandexternalenvironments.Ontheonehand,theinternalenvironmentencompassestheforcesexistentwithintheboundaryoftheorganization.Ontheotherhand,theexternalenvironmentencompassestheforcesthattheorganizationdoesnothavecontrolover.Ananalysisofboththesetwoenvironmentsispivotalforcomprehensivestrategicplanningandstrategicmanagement.Inthisregard,aSWOTanalysisisimportant.Indelineation,SWOTanalysistakesintoaccountanalysistodecideonthefactorsthatinfluencethemanagementoftheindustry.SWOTanalysisemphasizestheinternalfactors,includingstrengthsandweaknesses,andexternalfactors,includingopportunitiesandthreats.Thesefactorsareresultantfromthesituationanalysisofthefirm,whichprovidestheentitywithparticularadvantagesanddisadvantagesinguaranteeingtheneedsofitstargetmarketaresatisfied.Furthermore,thefactorsshouldbeexaminedconcerningmarketneedsandrivalry.Thistoolisbeneficialforthefirminascertainingwhatitundertakeswellandwhereitisnecessitatedtomakeenhancements(FerrellandHartline,2012).ThefollowingisaSWOTanalysisforEmiratesAirlines:StrengthsStrengthsofthecompanyincludeitsbrandrecognition,itsworkinresearchanddevelopment,thevariousproductsandservicesitoffersintermsofflightaccommodationsanddestinationsatentry,midandupper-tierlevels,anditsfairpricingfornon-elitecustomers.WeaknessesWeaknessesofthecompanyincludethereputationofbeingastate-sponsoredairline,whichmeansoversightisnotalwaysgoingtoalignwithwhatstakeholdersrequire.TheAirlineisknownglobally,butitsmainfocusisontheMiddleEast,whichlimitsitsrange.OpportunitiesOpportunitiesexistintermsofgrowingmoreglobaldestinationsandincreasingitsfleetsizetotakeonthebiggestairlinesintheworld.Itsbrandnameisbecomingmorerecognizabletheworldoverasaresultofsponsorshipsandadvertising,butthereisstillroomtotapintomoreWesternmarkets.ThreatsThreatsexistfromcompetitorsatthelocalandgloballevels,aswellasthefalloutfromcoronavirus.Manyairlinesaresuffering,evenbig-nameairlineslikeDelta.TheimpactofcoronavirusontheindustryandEmiratesisstilluncertain,butsofar,ithastakenatoll.ThefollowingaremarketingobjectivesforEmiratesairlinesandcouldbeinfluencedbySWOTanalysisandtheFiveForcesFactors:1.IncreasesalesByincreasingbusinessoperationsintomoreinternationaldestinationsandalsoincreasingthefleetsizes,theAirlineisexpectedtogenerategreaterrevenues.Secondly,thecontinuedresearchanddevelopmentoftheproductsandservicesarebeneficialinrealizingconsumerneedsandpreferences,thereforegeneratinggreatersales.1.BuildbrandawarenessEmiratescontinuestohaveroomforexpansionofitsbusinessoperationsintoothermarkets.TheAirlinecanincreaseitsbusinessoperationsintheEuropean,NorthAmerican,African,andAsianregions.Throughheightenedadvertisingandpromoting,inadditiontosponsorships,theAirlinecanimproveitsbrandawareness.1.Growmarketshareontheworld\'sstageTheAirlineneedstoexpanditsfocusfromsolelytheMiddleEasttointernationalmarkets.ThiswillensurethattheEmiratesrangeisnotlimitedand,therefore,canincreaseitsmarketshareglobally.1.TargetnewcustomersacrosstheworldWithmountingcompetitionintheindustryandwiththethreatofsubstitutionbeingdaunting,Emiratesneedstodelveintonewtargetconsumersacrosstheglobetonotonlymaintainhighrevenuesbut,atthesametime,greatermarketshares.1.EnhancecustomerrelationshipsBearinginmindtheconsumershavelowswitchingcostsfromoneAirlinetoanother,Emiratesmustensurethatthebuyersaresatisfiedatalltimesandalsoseekoutconsumerloyaltybyproducingqualityproductsanddiversityinitsportfolio.Bycontinuallyexaminingtheconsumerneedsandpreferences,andalsoguaranteeingtheirsafety,theAirlinewillbeabletoformstrongerandlong-termbondswithconsumers.PARTIIMarketSegmentationMarketsegmentationistheprocessofsplittingthetotalmarketforacertainproductorproductlineintocomparativelysimilarsegmentsorgroups.Tobeefficacious,segmentationoughttocreategroupswheregroupmembershavethesamepreferences,needs,tastes,andalsolikes,yetwherethegroupsaredifferentfromeachother(FerrellandHartline,2012).DemographicSegmentationDemographicsegmentationencompassessplittingthemarketintogroupsthatarerecognizableintermsofphysicalandrealisticdata.Thedemographicvariablesmaycomprise;age,gender,income,profession,maritalstatus,familysize,race,religiousconviction,andnationality.Thissegmentationapproachisaprevalentwayofsegmentingthecustomermarkets,owingtothereasonthatdemographicvariablesarecomparativelysimpletomeasure(Kotler,2010).Concerningage,Emiratesairlinessegmentthepassengersintermsofinfants,children,andadults.Specifically,newbornswhoareone-yearbelowarenecessitatedtositontheparents.Kidsbetween1to3yearscantravelintheflightbutarepositionedoncarseats.Childrenagedthreeandaboveareprovideddiscountsfromthefullfarechargedtoadults.Emiratesembracesconsumersofallgenders,nationalities,religions,ethnicity,andalsoracialbackground.Concerningincomelevelsandpopulation,thereisnoconfinementforhouseholds,aslongastheconsumerscanpayfortheflighttickets.PsychographicSegmentationPsychographicsegmentationfacilitatesbusinessestorecognizethereasonwhytheydoit.Inthiscase,themarketisclassified,whichvarybasedonlifestyle,socialclassinadditiontopersonality.Thecharactertraitineveryindividualplaysafundamentalroleintheirpurchasingbehavior(Kotler,2010).Emiratesairlinestargetconsumersthathaveaninclinationforhighqualityandpremiumairlineservicesandthathavehighclassorbusinessclasslifestyles.EmiratesAirlinessegmentsitsmarketbasedonthebenefitssoughtafterbytheconsumers.Thisincludesthefirst-classpassenger,whoistheconsumerhandedsignificantadditionalluxurybenefitsintheirtravelingexperience.Secondly,thereisthebusinessclasspassenger,whoobtainsanumberoftheperksofferedtothefirst-classpassengerandadditionalperkslinkedtobusinesssuchasaworkstation.Third,thereistheeconomyclasspassenger,whodoesnotexperienceanyluxuriousexperiencebutratherenjoysbasicbenefitsonthesameflight(Brennanetal.,2007).BehavioralSegmentationBehavioralsegmentationiscenteredonactualconsumerpurchasingconductandmannerism.Behavioralsegmentationtakesintoaccountdividingthemarketintocategoriesbasedonconsumerknowledge,attitude,use,orreactiontoaproduct(Kotler,2010).Toclassifytheconsumersintovariousgroups,itisimperativetotakeintoconsiderationthevariouspatternsofpurchasingandspendingaswellastheirresources,time,inadditiontowaysofliving(Kotler,2010).Inthismarketsegment,Emiratestargetspersonswhohavefrequentlytraveledorhaveendeavoredtobecomewell-traveled,andwhoalsoespousetheprospecttotrywhatisunfamiliartothem.Thisencompassestravelerswhoareeithertravelingforbusinesspurposes,leisure,orforspecificpurposessuchasvisitingfamilyorothertours.Furthermore,Emiratestargetsconsumerswhoplacegreatervalueonconvenientflights.GeographicSegmentationThismethodisutilizedbyfirmstoprovideproductsandservicestoconsumersinacertainareaorwhenthewide-rangingtargetaudiencehasdissimilarpreferencesbasedonwheretheyaresituated.Geographicsegmentationtakesintoaccountthecategorizationofthemarketintodifferentgeographicalexpanses(Kotler,2010).EmiratesAirlinesprovidesservicestobothlocalregionsintheMiddleEastandinternationalregionsacrosstheglobe.ThedomesticflightsaresetintheUnitedArabEmiratesandtheMiddleEastregion,andthisismostlyapplicabletoeconomyclassflights.Concerningbusinessclassandfirst-classflights,theseservicesapplytointernationalexpansesinEurope,Africa,Asia,andtheothercontinents.Itisapproximatedthatmorethan5billionpersonslivewithinaneight-hourflightfromtheMiddleEast,renderingtheprospectforamassivesectionoftheworld\'spopulacetoconnectthroughonesinglestopattheDubaiterminal.Basedonthegeographicallycentrallocation,EmiratesairlineshavebeentargetingtheconventionalairtrafficroutesbetweentheairlinehubsinEuropeandAsiaefficaciously.TargetingEmiratesAirlinestargetinghaslargelyfocusedonthelocalizedandlong-distanceairtrafficroutesintheMiddleEastandotherregionssuchasAsia,Africa,andEurope,throughitsmainhubinDubai.Specifically,theAirlineoffers22differentgatewaystoEuropefromDubai,handingtheorganizationacompetitiveadvantagewithpassengerswhoendeavortotraveltoothercitiesinEurope.Inthiscase,theorganizationtargetsconsumerswishingtotravelfrequentlyandnecessitatingbothFirstClassandBusinessClassservices.Inrecenttimes,theAirlinehasincreaseditsfrequencylevelstodifferentdestinationstohavegreaterconsumers.MarketPositioningPositioningtakesintoaccountthepracticeofestablishingabrandwithinthemindsetsofconsumersinasuitablerelationshiptorivalbrands.Thebrandpositioninginthemindsofconsumersispivotaltoitssuccess.Inessence,thepositionistheplaceoccupiedbyaproductconcerningitsrivals,anditissolelyintermsofconsumerpointofviewthatpositionismeaningful.Positioningimpliesplacingtheproductintoasuitablepositioninthemindsoftheconsumer(Blythe,2009).PerceptualMapProductpositioningiscenteredonperceptualmaps.Significantly,perceptualmapsarebeneficialtocorporationsincomprehendingwheretheconsumersrankthebusinessregardingspecificcharacteristicsandincomparisontorivalingfirm.ThediagrambelowisillustrativeofEmiratesairline\'sperceptualmap:PriceLohmeierandHess(2008/09)highlightthatAirlineisagrowingindustryattractingseveralconsumers,notlimitedtomultinationals,students,tourists.Theysuggestthatthepricesofticketsaffecttheconsumerinasignificantmanner.ThisisbecauseMartin,Chen,andSangraula(citedinwww.dosomething.org,2018,non-paginated)statesthat80%oftheworldpopulationlivestoearnlessthan$10aday.Theairlineindustrybecomessuccessfulonlyiftheybenefitfromeconomiesofscale.Thismeansthatanairlinehastobeabletokeeptheirpricesundercontroltocatertomorethanjust20%oftheworld.Whatismore,therichpeoplethatdon\'tfallunderthetop5%owneitheraprivatejetortravelprivately,notusingcommercialairlines(IBID).Thismeansthattheairlinesthatfallunderpremiumpricingonlycaterto15%oftheworldasawhole.Thisisadisappointingnumberintermsofmarketsize.SincethereisahugecapitalinvestmentintoEmirates,forthemtosucceed,theyneedtoeffectivelymonitortheirprocesstoeffectivelyattractconsumersoutofthis15%rangeforthemtoobtainahighermarketshare.Thewholeconceptofexponentialgrowth,attracting80%oftheworldpopulation,hasbeendemonstratedbyairlinessuchasAirAsia,VirginAtlantic,Indigo,SpiceJet,etc.Theseairlinescloselymonitortheirpricestoboosttheirsales,andthishasworkedoutperfectlyfineforthemastheseairlineshavealeadingnetprofitintheindustry.Furthermore,sinceEmiratesalreadyhasaneconomyclass,theycanadapttocompetitivepricingtotheselow-costairlinestoboostsales.Consumersalreadyrecognizethebrandimageandhighqualityofserviceforemirates.Iftheycanjustreducetheircostsbynolongergivingfreemealsoneconomyclass,andaddingfaresforadditionalbaggage,thentheywillbenefitfromincreasedsales.AlthoughthereisapotentialthreatthatEmirateswillloseoutontheirmarginsintheeconomyclass,itisrecommendedthattheyincreasethepriceofbusinessclassandfirstclass.Owingtothereasonthattheconsumersofbusinessandfirst-classarefinanciallyhealthyandwouldn\'tmindpayingtheextracostforthequalityofservicethatEmiratesmaintains.Thisway,Emirateswillboostitssales,benefitfromincreasedbrandrecognition,maintainitsprofitmargin,andhavesustainablegrowth,whichultimatelyleadstoabettermarketposition.QualityofServiceEmiratestakesprideinits\"world-classquality\"ofservice(www.emirates.com,2018,non-paginated).Thisserviceisacollationofexcellenceincheck-inservices,e-commerce,loyaltyrewardprograms,onlinedatasecurity,airportlounges,beforeandafterflightservices,conciergeservices,Inflightfacilitiessuchasworld-classcuisine,entertainmentandmagazines,engineeringandmaintenance,well-trainedstaff,andexcellentoperationsmanagement.BeingaleaderintheindustrysuggeststhatEmirateshastospendanotoriousamountofmoneyforbenefitingfromthevalue-addedservices.ThismeansthatEmiratesairlineswillhavesignificantlyhighercostsofoperating,whichisreflectedinthestatementoffinancialpositionandstatementofprofitandloss.However,thecatchisthatthequalityofserviceisanintangibleassetandcannotbeaccuratelymeasured.Itisavalueadditiontothebrandnameanditsvalue.Thiswillonlybereflectedintheintangibleassetandamortizationsectionwithinthebalancesheet.Nevertheless,sinceinvestingmoremoneyintothebrandvalueaddsontoaperceptionofpremiumbranding,themoneyisrecoveredfromtherelativelyhighpricedairticketsofEmirates.Although,peoplegenerallytaketheeconomyclassnottobenefitfromthequalityofservicebutthecheapairfare(Ariely,2011).ThereforeitisrecommendedthatEmirateswithdrawsuchheavyinvestmentsintomaintainingthequalityofservicefortheEconomyclasstoreducetheairfaretoboostsales.Nonetheless,Emiratesshouldcontinueifnotimprovetheirqualityofservicetotheirbusinessandfirst-classpassengersandthenchargeamorepremiumpricetobenefitfromincreasedmargins.4CsofPositioningPositioningsuccessisdependentonfourfundamentalelements,includingclarity,consistency,credibility,andcontrasting.Ontheconditioningthatthefirmhasconveyedabrandmessagethatisclear,consistent,credible,andcompetitive,thenthepositioningwillbeprosperous,andthebrandwillselltothetargetmarket(Blythe,2006).ClarityInsuccessfulpositioning,claritytakesintoaccountthenotionthatthedesiredandsoughtafterpositioningstrategyissensibletothetarget.Thisideologyisreliantonwhetherthekeyidearemainsasanentityorwillitbediminishedbypeoplewithtime.Thatis,itisessentialtohaveaclearvisionoftheproductandalsothetargetmarket(Blythe,2009).TheclearvisionoftheEmiratesproductandtargetmarketistobecomethemajorglobalAirlineacrosstheglobeandberenownedforitsremarkableonskyservices.ConsistencyRegardlessofthepositionthatisadopted,marketersmustsustainaconsistentbrandmessage(Blythe,2009).Throughitall,Emirateshasmaintaineditsslogan,\"FlyBetter.\"ThisbrandmessageisinlinewiththeAirline\'sconnectiontotheworldthroughitsglobalhubsituatedinDubai,operatingcuttingedge,efficientandcomfortableaircraftwithhigh-qualityservicesandbenefitstoallconsumers.CredibilityNotably,credibilityrepresentstheactualitythatthepositioningstrategyhastobeintandemwiththevision,values,anddistinctivenessofthecompany.Orelse,thecompanyisboundtolosethetrustofthetargetaudienceandthepeopleingeneral(Blythe,2009).ThepositioningoftheAirlineiscredibleasitisinlinewithitsvisionofbecomingtheleaderininnovationinairtravelinadditiontobeingthebestandmostrenownedAirlineintheworldwithaninternationalnetworkofcoverage.Furthermore,theAirlineconstantlyensuresthattheservicesrenderedaretimely,exceptional,andappropriateforconsumersatalltimes.CompetitivenessThisfinalnotionofpositioningtakesintoaccountthecompetingbrands.Imperatively,asuccessfulbrandpositioningstrategyhastobeincontrastwiththerivalingone.Thepositioningstrategyistheretoemphasizethevariancefromonebrandtoanotherinasimilarmarket.Itispivotalforbrandstodemonstratetheirdifferences.Effectivepositioningimpliesthatthefirmisnotattemptingtotaketheplacethatisalreadytakenbyamarketrival(Blythe,2006).Emirateshascutoutitsdistinctivenicheofprovidingpremiumhigh-classflightsandseveraldistinctivefeaturesthatdifferentiatetheAirlinefromothermarketrivals.Someofthesefeaturesincludeprivatelounges,in-flightadvertising,entertainmentsystems,andothers.PARTIIIStrategiesforGrowthandBCGMatrixTheBGCMatrixisaframeworkestablishedbytheBostonConsultingGroupthatfacilitatesanalysisofbusinessprospectsconcerningmarketshareandmarketgrowthrate.Itisbeneficialincircumstanceswheremanagersoughttoundertakestrategicdecisionsthatapportionscarceorganizationalresourcesamongstseveralandrivalinguses.Thisframeworkcategorizesproductsintofourstrategickinds,includingCashCows,Dogs,QuestionMarks,andStars(Schermerhorn,2010).StarsInthematrix,starshavehigh-marketsharesinmarketswithhighgrowth.Theygeneratemassiveprofitsviasignificantpenetrationofexpandingmarkets.Thedesiredandfavoredstrategyforstarsisgrowth,thereforesuggestiveforcarryingoutadditionalresourceinvestment.Notably,Starsarenotjusthighperformersinthecontemporarysetting,buttheyalsoofferthepotentialforthefuture(Orcullo,2007).Emirates\'starservicescompriseofFirsClassserviceandBusinessClassservice.Significantly,thesetwoaretheleadingservicesoftheAirlineandhaveahighmarketshareinthealreadymountingindustry.Thereisamassivepotentialinthesetwoservices.Inrecenttimes,theAirlinehasadvanceditsflightsandunveiledthecutting-edgegenerationofseatinginbusinessclass.Emirateshascapitalizedonthemaximumpotentialofitsservices,sufficientinvestmentinbothFirstClassandBusinessClasswillfacilitatefurthergrowthtoachievehighermarketshare.Intheadventofthecoronavirus,thereisananticipateddemandforfirst-classservices,whicharemorespaciousandprivate.Therefore,astheappealandyearningfortravelinginthesetworespectiveclassesincrease,itwillresultinadditionalgrowthprospectsfortheAirline.ThemajorconcernfortheAirline\'sexecutivemanagementisalthoughbothclassesareasubstantialsourceofsales,adeclinecouldharmtherevenuesgenerated.Inthisregard,additionalfeaturessuchasgreaterspace,increasedscanningfortemperatures,andbiggeronboardloungeswillhaveapositiveimpactontheinvestments.Themajorityofthepassengerscanaffordandprefereconomyclass.Therefore,enticingthisconsumerpackageandincreasingfleetsindevelopingmarketshaveurgedthebrandtocapitalizeonlargeamountsofinvestmentstodistinguishtheservicesfromcompetitorsinmaturemarketsandgrowbrandawarenessinemergingmarkets.Also,tosustainthesetwo-starservices,itisrecommendedthatEmiratesoughttoemphasizeadvancingtheseglobalservicesbyguaranteeingthatthequalityoftheaircraftandthein-flightservicesareprogressiveforallconsumers.DogsDogshavelowmarketsharesinmarketswithlowgrowth.Theygenerateminimalifanyprofitandtheyhaveminimalpotentialforfutureenhancements.Thepreferredtacticfordogsissimple,cost-cuttingbydivestiture(Orcullo,2007).TheproductsforEmiratesairlineswithalowmarketshareandlowgrowthisSkywardsgiftcardsorvouchers.Forconsumers,SkywardsMilesaredeemedtoberewardcurrencythattheyearnasmembersofEmiratesSkywards.Inthisregard,theconsumerscanearnSkywardsMileswhentheyflywithEmiratesairlinesinadditiontobeingconsumersofglobalaffiliationorganizationssuchashotels,bankingentities,andalsocaragencies.TheseSkywardMilescanbepurchasedasagiftcardforconsumers.However,inrecenttimes,thisproductpackagehashadalowmarketshareandhasbarelyexperiencedanyincreasinggrowth.Thisislargebecausethegiftcardcannotbetransferredfromoneindividualtoanother.Secondly,althoughtheycanberedeemedforfaretrips,theycostasignificantamount,withtheprevailingratesbeing1SkywardMilebeingequivalenttosolely0.2dollars.Becauseflightfaresareexpensive,rangingfrom$600toover$1,500,thismakesitharderfortheproducttogrow.Furthermore,thegiftcardscanbeusedforshippingwithEmiratesbyamassiveamountofcashthatusuallyaccompaniesthem.ItisrecommendedthatEmiratesshouldnotplacefurtherinvestmentinthisproduct.QuestionMarksQuestionmarkshaveminimalmarketsharesinmarketswithhighgrowth.Eventhoughtheydonotproduceasubstantialprofitatthemoment,thepositivepotentialisexistentbecauseofthegrowingmarkets.Theframeworkrecommendstargetingthemostauspiciousquestionmarksforgrowthsolelywhilecuttingbackonthosethatshowlesspromise(Orcullo,2007).ThequestionmarkforEmiratesairlinesreferstothenovelpackage\"EmiratesHolidays.\"Albeithavingalowmarketshare,thisrelativelynewservicepackagehasmassivepotentialinbecomingakeyrevenuesourcefortheorganization.TheEmiratesHolidaypackagesforafamilyvacationindifferenttouristdestinationssuchasDubai,theMaldives,andalsoMauritiushavebeenexceptionalandappealing.TheseservicesofferedbytheAirlinefacescompetitionfromtheAmericanairlineindustry.Toovercomethis,Emiratesneedstodemonstratethatitistheforthcominggoldenageoftraveltohaveadominantnameinthemarket.Thesalesgeneratedbythecompanyhavebeenminimum,buttakingintoconsiderationthenumerousandprogressivelygrowingtourismservices,thisservicepackageforEmirateshasverymassivepotential.CashCowsCashcows,inthematrix,havehigh-marketshareswithinmarketsthathavelowgrowth.Theygeneratemassiveprofitsandstrongcashflow,however,withminimalpositivepotential.Sincethemarketsofferminimalgrowthprospects,theidealstrategyforcashcowsusmodestgrowthorstability.Companiesshouldmilksuchbusinessestoproducecashforinvestmentinotherareasthatshowgreaterpromise(Orcullo,2007).ThecashcowsforEmiratesAirlinesareEconomyflightsandSkyCargo.TheEmiratesEconomyClasshashadamassivemarketshareovertheyearsbuthasnothadsignificantgrowth.BeforetheonsetofEmiratesAirlines,Qatarairlinesistheorganizationthatdominatedthemarket.Inthecontemporarysetting,numerousconsumershaveapreferenceforEconomyclassontheirflights.Takingintoconsiderationtheemergingmarkets,theAirlineneedstomilkthisbusinessarea.BearinginmindthatEmiratesexperiencesasteadymarketperformanceintheMiddleEastandalsoinEurope,itisrecommendedthattheAirlineemphasizetheAsianandAfricanmarkets.Bearinginmindthattheeconomyclassisprogressivelymoreaffordableforseveralconsumers,advertisingthebusinesstothesemarketswillbeabletofacilitateincreasedrevenuefortheorganization.Secondly,SkyCargoforEmiratesairlineshasattainedtheexceptionaldeedofexpandingitsbusinessoperationinadiminishingglobalfreightmarket,attaininggrowthagainsttheairlineindustry\'snorm.Inrecentyears,itgeneratedplentyofrevenuesforEmiratesgroup,easilymaintainingthegroup\'sbiggestnon-corebusinesssegmentinadditiontothebiggestcargoairlineintheworldbyaccessiblefreighttonne-kilometers.Notably,SkyCargohassubstantiallygrownthroughthenaturalinitiationofcapacityfromtheAirline\'spassengergrowthinadditiontocapitalizingonpurefreighters.EmiratesneedstomilkonSkyCargobyincreasingfreighterflights.Furthermore,independenceonthefreighteroperationsfacilitatesthebusinesstooperateproperlyanddriveupefficiencylevels(Redpath,O\'Connell,andWarnock-Smith,2017).Emirates\'FirstClassandBusinessClassservices,inadditiontoSkyCargohaveastrongandsubstantialholdinthemarketplaceandhavemajorconsumerloyalty.Theproductnecessitatesveryminimalinvestmenttosustainitsmarketshareandwardoffanycompetition.MarketingObjectivesBasedonthemarketanalysisconductedaboveusingtheBCGmatrix,thefollowingarepossiblerecommendedstrategicdirectionsforEmiratesusingSMARTmarketingobjectivesfortheorganization:1.PromoteEmiratesHolidayspackagesasthegoldenageoftravelinthenext12monthsandachievea10percentmarketshare2.Retainandimprovefrequentfirst-classandbusiness-classtravelers\'marketshareinthenextthreeyears.3.Increasethemarketsharefortheeconomyclasstravelerstomorethan40percentinthenextfiveyears.PARTIVTheMarketingMixProductTheproductstrategyofEmiratesencompassesdifferentfleetsandschedulesinadditiontodifferentdistinctiveproductfeatures.First,EmiratesAirlineshasawiderangeoffleetsthatincludeEmiratesA380,Boeing777,anAirbusA340.Secondly,theAirlineprovidesremarkablein-flightservices.FirstClassservicesincludespaciousseatsandprivatesectionsorpassengers,entertainmentandleisurefacilities,finediningexperiencesduringtheflight,andalsoanin-flightlounge.BusinessClassservicescompriseofacomfortableseatthatcanbetransformedintoflatbedsbyswitchingabutton,powersupplyforlaptoporphonecharging,andalsoanadditionaltablethatcanbestretchedoutintoaworkstation.Third,EmiratesairlineshasadistinctiveproductofferingtotheirconsumersintheformofaninteractivemediaandentertainmentservicethatispackagedintoICE(Information,Communication,andEntertainment).Informationfacilitatesthepassengerstokeepupwiththelatestnewsandinformation.Passengerscanalsohaveabeautifulviewastheflightadvancestoitsdestination.Communicationfacilitatespassengerstoreachfriendsandfamilyandalsoworkcolleaguesacrosstheglobethroughmessages,e-mails,orphonecalls.Entertainmentencompassesthelatestmusic,movies,televisionshows,andalsointeractivegames.AnadditionalproductfeatureforEmiratesisOpenSkies,whichistheAirline\'sin-flightmagazineexplicatingallmattersaboutEmirates.Akintoothercorporations,EmiratesAirlinesexaminesvariouswaysofresolvingproblems,diminishingcosts,andsavingadditionaltime.Eventhoughithassustaineditsconventionaltravelagentsapproachtofacilitatetravelingtickets,theAirlinehasespousede-bookingande-ticketingovertheinternet.Thishasresultedinincreasedconsumerconvenience,efficacy,andsatisfaction.Therearealsokioskswithintheairportthatenableconsumerstoself-check-in.Moreover,FirstandBusinessClasspassengersmayaccessachauffeurtotransportthemfromtheirlocationtotheairport.Also,forpassengerstravelingwithchildren,Emiratesprovidesstrollerservices,changingtables,andalsoprioritizedboarding.PriceTheleadingpricingstrategyespousedbyEmiratesAirlinesisvalue-addedpricing.ItisnoteworthythattheAirlinehascutoutanichewithinthepremiumairlinebusinesscategory.TheflightfaressetoutbytheAirlinearehighercomparedtothemajorityofitsrivals,suchasQatarAirwaysandBritishAirways.Usingthisvalue-addedapproach,theAirlinecansubstantiateitspremiumpricingstrategyviathelimitlessservicesrenderedtothepassengers.Forinstance,theaspectoffinediningofferedbyEmiratesisintricatelypositioned.Moreover,theAirlineoffersseveralotherservicesthataugmentthetravelvalueofthepassengerandmakeacontributiontoconsumerconvenienceandluxury.Also,awell-renownedpricingapproachthatisespousedbyEmiratesAirlinesisthePeakandOff-Peakpricing.EmiratescapitalizesondifferentfestivityperiodssuchasEaster,ChristmasandThanksgiving,Eid,NewYear,andothersandincreasesitspricestoareadilyavailableconsumerbase.PlaceEmiratesairlinesundertakethemanagementofallitsoperationsfromitsmainhub,Dubaiinternationalairport.TheAirlineoperatesmorethan3,600flightsweekly.TheAirline\'sworldwidenetworksencompasssixdifferentcontinents,morethan80nations,and150cities.Also,forEmiratesairlinestotakeupitspositionofinternationaltransporterofbothcargoandpassengers,theentityhascapitalizedonitsstrategichublocalitiestotakefulladvantageofbenefits.Moreover,theAirlinehasunveilednumerousfreshairlineroutesthataresuccinctandhavesubstantiatedtobebeneficialforboththeentityandthepassengers.Besides,theAirlinehasbeenabletoenternewmarketsasaresultofitsrisingnumberoffleets.Inthepresentday,EmiratesAirlineshasseveraltravelshopofficesintheUnitedArabEmiratesandmorethan120branchesinternationally,whichprovideremarkableservices.TheAirline\'sdistributionapproachencompassestheapportioninganddispensingofticketsusingtouroperatorsandtravelagents.Moreover,ontopoftheAirline\'sphysicaldistributionshops,thereisafullyfunctionalanduser-friendlywebsitewhosedesignhasseveraldifferentlanguagestoreachthewide-rangingtargetsegmentsfromvariouspopulations.Viatheofficialwebsite,itisconceivableforconsumerstoaccessthelatestinformationabouttheAirline,booktheirflights,check-inaswellasascertainthelatestairlineoffers,andalsohaveeasierprocessessuchashotelbookingsforaccommodationintheirtraveldestinations.PromotionDibbetal.(2005)explainthatthisencompassesthecommunicationactivitiesthatareutilizedtoenlightenapersonorgroupsofpersonsregardinganorganizationanditsproductsandservices.Emiratesairlinesareexceptionalinmarketingandregularlypromotetheirproductsandservicesthrougharangeofchannels.Firstofall,theAirlinehasvideoadvertisementsintendedtopromoteandmarketjustabouteveryelementofthebusiness,includingitsrangeoffleets,diversecrew,anditsmainhubinDubai,luxurioustravelservices,andthevarietyofdestinationsacrosstheglobe.Emiratesalsohasin-flightpromotionstocaptivateitsaudience.In-flightmediaprovidesadistinctiveenvironment,renderingauniqueadvantageoverotherkindsofmassmedia.TheentertainmentofferedbyEmiratesin-flightisanessentialandexceedinglyprevalentpartoftheAirline\'spassengerexperience,andthisissubstantiatedbytheaccoladesreceivedforairlineexcellence.TheseformsofadvertisementenableEmiratestohaveanefficaciousapproachtoreachmillionsofindividuals(Emirates,2020).Withtheadvancementoftheinternetandtechnology,socialmediaplatformshavebecomeapivotalmeansforadvertising.AmajorinvestmentfromEmiratesguaranteesthattheyhavepersonnelworkingatalltimestocopewithanyinquisitionsmadeonsocialmediaplatforms.TheorganizationhasprofilesonInstagram,YouTube,Twitter,andFacebook.AnadditionalformofpromotionfortheAirlineissponsorship.Mostnotably,EmiratesistheofficialsponsorforrenownedfootballclubssuchasRealMadrid,Arsenal,andACMilan,whichensuresthattheAirlineobtainssubstantialexposurewhentheseteamsplaytheirmatches.TheAirlinewentastepfurthertosponsorEmiratesstadium,whichistheplayingfieldandtraininggroundforArsenalF.C.Moreover,Emiratessponsorsdifferentsportingeventssuchasrugby,tennis,cricket,andalsogolf.PeopleThismarketingmixelementreferstothepersonswhoareindirectcontactwithconsumersinthedeliveryoftheproductsandservices.Allorganizationsaredependentuponthepersonswhooperatethem,rangingfromthefrontlinepersonneltotheexecutivemanagementteam.Theacquisitionandsustenanceoftherightpeoplearepivotal,owingtothereasonthattheyareafundamentalconstituentoftheorganization\'scompetitiveadvantage(Alshubaily,2017).Emiratesairlinesmanagementteamheartenthecoregoalsoftheorganizationamongstthepersonnel,therebypromptingtheentitytoworkefficientlywithoneanother.Byworkingintandem,personscanconcentrateonthenecessitiesoftheorganizationasawholetosustaintheircompetitiveadvantage.Thepilots,cabincrew,andotherpersonnelacrossthehubsstrivetoguaranteeanexceptionalexperienceforallconsumers.ProcessThiselementofthemarketingmixtakesintoaccountthesystemsandproceduresthatdeliverproductsandservicestocustomers.Emiratesairlinesemphasizeefficiencylevelsofallitsoperationstoavoidanyerrorsordelays,whichtopsoffthefactorscausingconsumerdissatisfaction(Alshubaily,2017).Furthermore,theAirlineconcentratesonthequalityofitsservices,whichhavedevelopedintothepillarofitsprocesses.Emirateshasadvancedfirst-classlounges,distinctiveservices,consumerassociations,andextraservicesthathaveamodernizedandwell-runendtoendprocesses.Significantly,theAirline\'sinternationalbusinessoperationandservicesarehighlymonitoredbymanagementandemphasizecustomerservices.Partoftheairlineservicestakesintoaccounttheuniqueandexceptionalservicessuchashelpingdisabledcustomersandaccompanyingchildren,consumerrelations,andbaggageservices.TheAirlinealsofacilitatescheck-inprocessesforthepassengersinadditiontoboarding.PhysicalEvidencePhysicalevidence,asacomponent,alludestothecomponentsofthephysicalenvironmentoftheconsumerexperiences.Thistakesintoaccountthedifferentelementsthataidinthevalidationoftheparticularaspectsofaparticularlocation.TheAirlineoperatesindissimilarairportsacrosskeytownsandcitiesallovertheworld,particularlyintheexpansesbuzzingwithcommercialbusinessesdependentonairtransportservices.Also,theorganizationistakingintoconsiderationunveilingbranchesofficesinvariousexpansesallovertheglobetoconveyandstamptheirphysicalpresence(Alshubaily,2017).EmiratesisoneofthetopandprominentairlineswithadevotedterminalinDubaicomprisingofavant-gardeandultra-modernfacilitiestoguaranteecomfortandextravaganceforpassengers.Moreover,thedifferentfleetsoftheairlinesarewellfittedwithstate-of-the-artentertainmentforconsumers.Thesesophisticatedoffices,airportlounges,andentertainmentservicesin-flightportraythephysicalevidenceabouthighqualityandluxury.PARTVBudgetBudgetItemCostTelevision,printandvideoadvertising$1,550,000In-flightadvertising$200,000Outsourcedmarketingresearch$600,000Acquisitionofnewflightsdesign$500,000Socialmediaadvertising$450,000Marketingtravel$200,000Directmailpostage$20,000Humanresources$4,000,000Total7,520,000ImplementationStrategy1:MarketDevelopmentCarryoutastrategicprogramoperatingnewroutesanddestinations.Theimplementationtaskscompriseof:1.Conductingextensiveresearchanddevelopmentaboutthemarketgapsexistenttooperatenewroutesanddestinations1.FeasibilityStudy1.Affiliationswithtouristagenciesandhotelsatthenewmarketdestinations1.Formingeffectivestrategicallianceswiththelocalairportsindifferentcitiesacrosstheglobeforoperation1.ConductingextensivemarketingandpromotiontothetargetmarketTimeScaleFiveroutesanddestinationstobeincludedeveryfiscalquarterstartingJanuary2021CostAspectsFacilitatingextracapitalinvestmenttoacquireandoperatenewaircraftandfleetsforapproximately$1.4billionThemarketingexpensesprojectedtobe$400,000foreveryrouteStrategy2:ProductDevelopmentCarryoutastrategicprogramunveilingnewandcuttingedgefirstclassandbusinessclasssuitesthatfacilitateincreasesocialdistancingandprivacyinlightofCovid-19concerns.Theimplementationtaskscompriseof:1.Conductingatechnicalstudy1.Carryingoutafeasibilitystudy1.InstallingandalteringonboardfacilitieswithintheEmiratesaircraftandfleetsforFirstClassandBusinessClass1.Marketingthenewconceptionstothetargetaudience1.Affiliationswithtouristagenciesandhotelsatthenewmarketdestinations1.Formingeffectivestrategicallianceswiththelocalairportsindifferentcitiesacrosstheglobeforoperation1.ConductingextensivemarketingandpromotiontothetargetmarketTimeScaleNewproductsandservicelaunchstartingJanuary2021CostAspectsFacilitatingextracapitalinvestmenttomodifytheaircraftandfleetsforapproximately$20millionforeveryaircraftThemarketingexpensesprojectedtobe$150,000Strategy3:MarketPenetrationCarryoutanextensivestrategicproductdevelopmentprogramtopresentconsumerswithgreaterperceptionsofthebeautifuldestinationsandnewroutesthattheycantakeforholidays,vacations,andtrips.Theimplementationtaskscompriseof:1.Conductingatechnicalstudy1.Carryingoutafeasibilitystudy1.Partneringwithtouristagenciesandhotelsatthenewmarketdestinations1.Marketingthebeautifuldestinationstotheaudience1.Presentingappealingandcost-effectiveholidaypackagesforconsumersTimeScaleNewproductsandservicelaunchstartingSeptember2020CostAspectsThemarketingexpensesprojectedtobe$300,000forvariousadvertisingchannelssuchastelevision,magazines,andsocialmediaplatforms.ControlCriticalSuccessFactorsCriticalsuccessfactorsencompassaconfinednumberofkeyvariablesorelementsthathaveasignificantimpactonhowefficaciouslyorsuccessfullyanorganizationcanrealizeitsstrategicormarketingobjectives.ThecriticalsuccessfactorsforEmiratesAirlinesinclude:CostcompetitivenessThisfactorisfundamentalforacapitalintensiveindustrysuchastheairlineindustry.Itispivotalthateffectivemanagerscanrunoperationaloutlaysataminimumleveltofacilitatetheattainmentofthehighestprofitlevels.Toachieveacounterbalanceofthetotaloperationalexpenses,themanagementteamofEmiratesoughttosolvetheissueofcost-cuttingtomaintainprofitability.EconomiesofScaleEmiratesairlinesareproperlyestablishedwithstrongnetworkaffiliationsoverglobaldestinations.Furthermore,theAirlinehasincessantlyplacedinvestmentsinitsfleetsandenjoyedhighlevelsofprofitability.ThisimpliesthatEmirates,asanorganization,willbeabletoincreaseitscapacitylevelswholeatthesametime,cansustainfixedoutlaysincomparisontoothermarketplayers.TheAirlinecanhaveaccessibilitytointernationalmarketswithheightenedgeographicalcoverage.Asaresult,thisgeneratesamajorobstacletoothermarketentrantsowingtothehighoutlaysandscopeofbusiness.Product/ServiceQualityandBrandLoyaltyOverthepasttwodecades,Emiratesairlineshavebeenabletobuildupitsbrandnameandimagesignificantly.Progressivelymoreconsumershavebecomepartoftheirloyalconsumerbase.TheyhaveEmiratesastheirpreferredoptionwhentravelingtowardsvariousglobaldestinations,includingtheMiddleEast,Europe,andAfrica.Thisisowingtotheirhigh-qualitylevels,productinnovation,andalsoremarkablecustomerservice.KeyPerformanceIndicatorsKeyperformanceindicatorsarepivotalinthecontrolaspectofafirmastheyareanidealwayofmeasuringanddeterminingwhethercriticalsuccessfactorsarefunctionalandeffective.Theyareanidealwayofenablingabusinesstoremainfocusedonthefundamentalactionsthatwillguaranteethattheentityisontracktoattainingitsgoals(ChaffeyandSmith,2017).Thefollowingaretheconstructedkeyperformanceindicatorsintendedtoassesstheprogressoftheorganizationtowardstheachievementoftheset-outobjectives.CustomerSatisfactionThiskeyperformanceindicatorwillbepivotalinassessingwhetherconsumersaresatisfiedwiththeproductsandservicesrenderedbyEmiratesAirlines.Itisessentialtoensurethatafirmcanconsiderthesteadilychangingconsumerneedsandpreferencesandaddressthemall.Thiswillbeascertainedusingthefollowingmetrics:1.CustomerSatisfactionScoreInthiscase,theconsumersaredirectlyquestionedtoratetheirsatisfactionlevelswithEmiratesAirlines\'products,services,andbusinessoperations.1.CustomerretentionrateInthiscase,thecompanywillmeasureitsperformanceintermsoftheabilitytosustainpayingconsumerswhoreturntotraveltodifferentdestinationsusingtheAirline.SalesRevenueAnadditionalKPIsalesrevenues.Revenueisakeyperformanceindicatorthatoutlinestheprofitabilityofaprojectoractivity.BeingprofitableimpliesthatEmirates\'businessoperationissustainableforthetask.Thistakesintoaccounttheamountofrevenuethatthemarketingcampaignsgeneratedfortheorganization.UnderstandingthesalesrevenuesforEmiratesissignificanttoknowhoweffectivetheoutboundresearchanddevelopmentandinboundmarketingcampaignis.CostpermileandClick-Through-RateTakingintoconsiderationthatthemarketingcampaignwillbecarriedoutthroughsocialmediaplatformssuchasInstagram,Twitter,andFacebook,asignificantkeyperformanceindicatortodefineandcontrolencompassesthecostsofthecampaign.Thecostpermileusuallyvariesextensivelybetweenthedifferentaudiences.ThemoredetailedtargetingthatEmiratesapplies,thehigherthecostpermiletheywillreach.Thecostpermilewillbedissimilarfordifferentplacementoralignmentoptions.Emiratesoughttotakeintoconsiderationthecostpermileprocesstogetherwiththeclick-through-rateowingtothereasonthatthesetwofactors,intheend,willbedeterminantsofthecostperclick(Kamran,2017).NetNewRoutesandPassengersCarriedNewnetroutesareametricNetnewroutestakeintoaccountthenumberofneworfreshdestinationstakenbytheairlines,lessthenumberofdestinationsthatarenolongerservedbytheairlinewithinthepastyear.Also,thisdoesnotencompasstheroutesthathavelowerthan100frequencieswithinthepastyear.ThepurposeofthisKPIwillbetoexaminetheefficacyofEmiratesintheattainmentofitsobjectiveofoperatingnewroutesanddestinations.Thiswilldemonstratetheairline\'sattainmentintheexpansionofitsbusinessoperation.Inthesameperspective,theairlinewillexaminethetotalnumberofpassengerscarriedinthepast12months.Internally,theairlinewillcomparethenumberofpassengerscarriedineveryfinancialyeartodeterminewhethertherehasbeenanincreaseordecrease.Moreover,owingtothecurrentpredicamentwithCovid-19,thisKPIwillbepivotalfortheorganizationindeterminingjusthowmuchtheairlinehasbeenaffectedbytheprevailingcircumstances.Externally,theairlinewillcomparethefiguresofthepassengerscarriedbyotherrivalairlinesinthepastyear.ThiswillenableEmiratestodeterminewhethertheyarestillapreferredoptionbyclientsnotjustintheregionbutalsointernationallyincomparisontootherairlines.

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