Marketing Strategy of British Airways – British Airways Marketing Strategy: British Airways is the largest international airline in the UK. It serves more than 45 million passengers annually.
The Waterside, located near London Heathrow Airport’s main hub, has been in operation for more than 97 years since its inception in 2016. In January 2011, British Airways merged into Iberia to create the International Airlines Group (IAG).
The IAG, a holding company in Madrid, Spain, is the third-largest international airline group, and the second-largest European.
British Airways At A Glance – Marketing Strategy of British Airways
Company : British Airways PLC
CEO: Sean Doyle
Founder: In 1974 British Airways was created by the merger of BOAC and BEA.
Year founded: 31 March 1974, London, United Kingdom
Headquarters: Harmondsworth, United Kingdom
Annual Revenue: Pound£3.7 billion
Profit | Net income: Pound£335 million
Number of employees : 30,000
Products & Services: Low-cost airline service | Air transport | Travel classes | Lounges | Food and drink | Entertainment | Fleet facts | Family travel | Group travel
British Airways Competitors
Competitors: EasyJet | Virgin Group | Singapore Airlines | Cathay Pacific Airways Ltd. | Air India | Singapore Airlines | Etihad Airways | Malaysia Airlines | Qatar Airways | Qantas Airlines | Indigo Airlines
British Airways Fun Facts: British Airways has affected more than 1,000 flights when BA suffered a computer power failure. All flights were cancelled, and thousands of passengers were affected.
Marketing Strategy of British Airways
British Airways’ Marketing Strategy covers various aspects of the business right from segmentation and targeting to the overall mission and vision of the company and the various parameters which the company executes to become the top brand that it has in the market. So what is the Marketing Strategy of British Airways? Let us discuss.
Segmentation, Targeting, Positioning – British Airways Marketing Strategy
BA uses a mix of demographic, and psychographic segmentation strategies in order to identify and determine the key characteristics of the marketplace. This helps the company evaluate the nature of each customer segment.
The company has rewarded customers from different segments through loyalty programs. Therefore, the company uses a differentiated targeting strategy in order to determine the attractiveness of each segment.
The company’s leadership position in the strategic markets, alliances, and diverse customer groups has been its defining characteristic. It uses a customer class-based strategy.
British Airways Mission Statement
British Airways Vision Statement
“To become the world’s leading global premium airline”
British Airways Tagline
“To fly …to Serve”
Competitive Advantage – Marketing Strategy of British Airways
Global Presence: The company has been expanding its operations to more than 82 countries, with more than 300 aircraft in its fleet. This has allowed them to expand their reach beyond the UK and has helped mitigate sovereign failure risk.
Subsidiary business: The company has operated in many countries around the world through subsidiaries like Beeline Plc, British Airways Holdings Limited, and British Midland Limited.
BCG Matrix – British Airways Marketing Strategy
British Airways operates in business segments like Passenger and Cargo. The profitability is currently being evaluated based on route profitability. However, demand patterns and other segments make it easy to operate the business.
It operates in several segments, including the passenger business. However, the BCG matrix is Stars for the passenger business. The Cargo business is still a question mark.
Distribution Strategy – Marketing Strategy of British Airways
The Group has traveled to over 200 destinations in over 82 countries worldwide. British Airways operates a fleet including Airbus 318–100, Airbus 319–100, Airbus 320–200, Airbus 320–100, Airbus 320–200, Airbus 319–100, Airbus 320–200, Airbus 320–200, Airbus 320–800, Airbus 380–800, Boeing 747–400, Boeing 757–200, Boeing 767–300, Boeing 777–300, Boeing 787-97, Embraer 170, Embraer 190, Embraer 170, Embraer 170, Embraer 190 and Embraer 170
In addition, 11 stretches Boeing 7877-9s and two Airbus A380s were also introduced to service in 2016.
Brand equity – British Airways Marketing Strategy
British Airways’ holding company is International Airlines Group (IAG). It has been ranked 405 in Forbes magazine’s list of global 2000 brands (as of May 2017). According to the market capitalization value method, the brand is valued at $13.7 million and generates revenue of more than 25 billion.
The company’s Buy-onboard (BOB), service whereby customers of the economy class must pay for in-flight meals, has been a source of bad publicity.
Competitive Analysis – British Airways Marketing Strategy
British Airways competes against the direct and indirect players on the market. Other airlines compete with British Airways on routes, charter services, connecting/indirect flights, and other modes of transport.
Some competitors enjoy a competitive edge over other competitors due to government intervention in the business, capacity growth in particular markets, and a cost structure lower than British Airways.
It is competing with other players such as Virgin Atlantic, American Airlines, and Singapore Airlines.
Market Analysis – Marketing Strategy of British Airways
Different political events such as unrest in European Unions, the rise in militant groups, US election results, terrorist attacks, Brexit, and fuel prices are all affecting market players.
The industry is growing due to a decrease in fuel costs and an increase in fleet capacity to improve long-haul and short-haul flights. Regional transportation for short distances is also a driving force.
Globally, the airline industry is tightly regulated and subject to changes in customer behavior.
Customer Analysis – British Airways Marketing Strategy
British Airways customers are mostly between 20 and 50 years old, and they are frequent flyers of the Airlines. Customers of global premium airlines include a majority of corporate customers or people from the upper-middle and upper-income classes.
Company surveys and research methods are used to continuously monitor customer satisfaction levels. This is done in order to reduce the possibility of losing customers and control new customer acquisition costs.
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