Marketing Mix Of Air France-KLM-Alitalia-Etihad Of Growth in Alliances B

Posted by Zander Henry on Aug-22-2018

1. marketing mix

1.1. Understanding the marketing mix

• The marketing mix is an important set of marketing tools and characteristics that a firm uses to increase penetration in the target market groups
• Using the marketing mix strategically includes focusing on seven important aspects of marketing and branding for an organization, namely: product, place, price, promotion, people, process, and physical evidence

1.2. Importance of marketing mix

• The marketing mix helps a company choose and decide on a suitable marketing strategy
• The marketing mix also helps a company in resource and budget allocation to different aspects of the marketing strategy and product development
• The marketing mix also allows a company to choose the right and effective marketing tactics for its promotional needs

2. Marketing mix for Air France-KLM-Alitalia-Etihad Of Growth in Alliances B

Air France-KLM-Alitalia-Etihad Of Growth in Alliances B makes use of the marketing mix strategically to achieve not only the marketing objectives but also the broader organizational objectives.

Marketing Mix Air France-KLM-Alitalia-Etihad Of Growth in Alliances B is presented below:

2.1. Product

Product is one of the most important components of the Air France-KLM-Alitalia-Etihad Of Growth in Alliances B Marketing mix. The distinctive characteristics of the product by Air France-KLM-Alitalia-Etihad Of Growth in Alliances B are:

2.1.1. Quality

• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B maintains the high quality of products
• High product quality is maintained by adding value during different stages of the value chain
• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B procures raw materials from reliable and trusted suppliers only
• These raw materials are processed under carefully maintained environments to maintain high and consistent quality of the products
• High quality promise and delivery also provides Air France-KLM-Alitalia-Etihad Of Growth in Alliances B with a distinctive competitive advantage

2.1.2. Ease of use

• The products manufactured and sold by Air France-KLM-Alitalia-Etihad Of Growth in Alliances B are relatively easy to use
• All products come with a user manual, which is easy to understand and which provides simple instructions for product use
• The consumers can also call the 24/7 helpline to understand details about product usage
• Also, retail representatives provide detailed instructions and explanations regarding the use of the product at the time of the sale

2.1.3. Portfolio broadness

• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B has a broad portfolio of products
• The broad portfolio helps Air France-KLM-Alitalia-Etihad Of Growth in Alliances B in reaching different target groups in the market
• Also, the broad portfolio allows financial strength to Air France-KLM-Alitalia-Etihad Of Growth in Alliances B
• The broader product portfolio also adds more value for Air France-KLM-Alitalia-Etihad Of Growth in Alliances B

2.1.4. Benefits of product consumption

• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B offers functional benefits to consumers of the product use
• These functional benefits are promised and delivered – however, they are also delivered by other similar products
• The distinguishing aspect of Air France-KLM-Alitalia-Etihad Of Growth in Alliances B is its delivery of emotional benefits to the consumer
• Products manufactured and sold by Air France-KLM-Alitalia-Etihad Of Growth in Alliances B promise consumers an ego boost, confidence, and security
• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B also promises fulfilment of psychological needs on product consumption
• These psychological needs include, for example, the need for empathy, the need for belonging, and the need of feeling loved.

2.1.5. Different SKUs

• The products by Air France-KLM-Alitalia-Etihad Of Growth in Alliances B are available in different sizes
• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B has made use of different SKUs to increase market penetration
• Different SKUs can be brought and used as per the consumption needs of the consumers, and the target markets
• Through the production of different SKUs, Air France-KLM-Alitalia-Etihad Of Growth in Alliances B has also increased the trial rate
• Different SKUs have also helped Air France-KLM-Alitalia-Etihad Of Growth in Alliances B improve its product accessibility

2.2. Price

Air France-KLM-Alitalia-Etihad Of Growth in Alliances B marketing mix focuses on a hybrid strategy for pricing to obtain maximum value for its products. The marketing mix Air France-KLM-Alitalia-Etihad Of Growth in Alliances B uses a combination of a number of techniques for pricing its products, which are detailed below:

2.2.1. Premium pricing

• By using premium pricing for some of its product ranges, Air France-KLM-Alitalia-Etihad Of Growth in Alliances B encourages favorable brand and product perceptions in target consumer groups
• Premium pricing for products also encourages a favorable quality perception of Air France-KLM-Alitalia-Etihad Of Growth in Alliances B products amongst consumers
• With premium prices, Air France-KLM-Alitalia-Etihad Of Growth in Alliances B has successfully also made some of its product ranges exclusive by restricting sales and production. This, in turn, leads to a perception g luxury in consumption products
• Premium prices add a touch of privilege and high value in Air France-KLM-Alitalia-Etihad Of Growth in Alliances B products
• Using elements of premium prices in other product ranges has also allowed Air France-KLM-Alitalia-Etihad Of Growth in Alliances B to maintain significantly high profits and a consistent business growth

2.2.2. Psychological pricing

• Since Air France-KLM-Alitalia-Etihad Of Growth in Alliances B has a number of different product ranges and product groups, the use of psychological pricing has been beneficial
• With the use of psychological pricing, Air France-KLM-Alitalia-Etihad Of Growth in Alliances B also successfully adds more value to its products from the point of view of customers
• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B also gains higher sales with psychological pricing
• Consumer purchase a higher amount of Air France-KLM-Alitalia-Etihad Of Growth in Alliances B products because of its use of psychological pricing
• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B is able to increase its target audience and broaden its target purchaser groups

2.2.3. Geographical pricing

• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B is able to penetrate different regional markets optimally with the use of geographical pricing
• For offshore locations, geographical pricing also allows Air France-KLM-Alitalia-Etihad Of Growth in Alliances B to cover shipping and customs expenses
• Geographical pricing also allows Air France-KLM-Alitalia-Etihad Of Growth in Alliances B to maintain consistent revenue growth by altering pricing in different markets based on local currency value

2.2.4. Bundle pricing

• For some product ranges, Air France-KLM-Alitalia-Etihad Of Growth in Alliances B is also known to use bundle pricing strategy popularly
• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B also uses bundle pricing during sales
• Bundle pricing increases the trial rate for consumers
• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B experiences higher return on the cost of gaining a new customer
• With bundle pricing, Air France-KLM-Alitalia-Etihad Of Growth in Alliances B is also able to control costs and prices by lowering marketing and distribution expenses
• The use of bundle pricing also adds value to the umbrella brand name of Air France-KLM-Alitalia-Etihad Of Growth in Alliances B.

2.3. Placement

Air France-KLM-Alitalia-Etihad Of Growth in Alliances B places high importance on the placement of its products because it directly relates to accessibility for consumers.

2.3.1. Company-operated stored

• The company maintains stores operated by the management of Air France-KLM-Alitalia-Etihad Of Growth in Alliances B in all markets
• Company-operated stores give Air France-KLM-Alitalia-Etihad Of Growth in Alliances B higher control over operations as well as store layout and design
• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B also interacts directly with the consumers and gathers important details regarding consumer behavior and consumer feedback through company-operated stores
• The company operated stores also give leverage to Air France-KLM-Alitalia-Etihad Of Growth in Alliances B in terms of decisions regarding the stocking of different product items

2.3.2. Licensed stores

• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B licensed stores also allow consumers to enjoy the various product offerings by the company
• Licensed stores also decrease the risk of financial and physical investment for Air France-KLM-Alitalia-Etihad Of Growth in Alliances B in unstable markets
• Licensed stores have also given Air France-KLM-Alitalia-Etihad Of Growth in Alliances B high business growth, and a boost for rapid market expansion and penetration
• Through licensed stores, Air France-KLM-Alitalia-Etihad Of Growth in Alliances B has also learned about local consumers and cultures
• Licensed stores and shops encourage sales of products by Air France-KLM-Alitalia-Etihad Of Growth in Alliances B by aligning it with local cultural values
• Licensed stores also help Air France-KLM-Alitalia-Etihad Of Growth in Alliances B in localizing its product offerings to enhance brand equity and band image

2.3.3. E-commerce

• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B has developed a successfully operational website for online order placement and order tracking
• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B also encourages sales through social media portals, where the company takes orders through direct messages, as well as through a mini-shop model
• The company also stocks products with online retailers such as Amazon and eBay, as well as smaller local online retailers as well
• Online retailing, and using the internet to make sales has boosted the sales for Air France-KLM-Alitalia-Etihad Of Growth in Alliances B and has also increased the accessibility of its products for consumers.

2.3.4. Supermarkets and hypermarkets

• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B also places its products in supermarkets and hypermarkets across the country
• A large number of Air France-KLM-Alitalia-Etihad Of Growth in Alliances B target groups shop from supermarkets and hypermarkets
• Placement in supermarkets and hypermarkets also improve cost efficiency for Air France-KLM-Alitalia-Etihad Of Growth in Alliances B

2.3.5. Partner agents

• In offshore locations, Air France-KLM-Alitalia-Etihad Of Growth in Alliances B also makes use of partner agents for its products’ placement
• These partner agents are assessed and evaluated on strategic compatibility and reliance
• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B contracts with partner agents in other countries and markets for its product placement to ensure quality control and terms of negotiation

2.4. Promotion

The marketing strategy for Air France-KLM-Alitalia-Etihad Of Growth in Alliances B also places high importance on the promotional tactics and strategies used. The promotional strategies allow the Air France-KLM-Alitalia-Etihad Of Growth in Alliances B to interact with the consumers and influence them directly. Air France-KLM-Alitalia-Etihad Of Growth in Alliances B uses a 360-degree approach in its promotional activities, and makes use of the following means of promotion:

2.4.1. Digital marketing

• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B has corporate profiles on all social media websites and portals
• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B uses its social media presence to directly, engage with consumers
• This direct engagement and interaction allows Air France-KLM-Alitalia-Etihad Of Growth in Alliances B to understand the customers, their needs and demands
• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B uses this feedback and incorporates it in its broader marketing and organizational strategy
• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B also maintains a corporate website – which highlights company information, product information as well as information regarding any ongoing campaigns and sales

2.4.2. Reward Programs

• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B has a loyalty card program for its customers
• The loyalty card allows customers to redeem points in exchange for products or other exciting gifts, as directed by the company
• Each purchase is entered into the loyalty card by Air France-KLM-Alitalia-Etihad Of Growth in Alliances B and is valued for points against the products’ monetary value
• The loyalty card can be purchased or is given complementary by Air France-KLM-Alitalia-Etihad Of Growth in Alliances B on high valued purchases
• Frequent usage and purchase of products by Air France-KLM-Alitalia-Etihad Of Growth in Alliances B also has rewards against the loyalty card

2.4.3. Community Influencers

• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B makes use of community influencers as its on-ground promotional efforts
• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B identifies strong and confident individuals to be brand ambassadors in their communities
• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B provides these brand ambassadors and community influencers with its product range and invites them to use it themselves to see benefits

2.4.4. Conventional marketing

• The company places advertisements in consumer-related magazines. This largely includes home decor, and home management magazines
• Magazine ads are not very frequent, but appear twice every quarter of the fiscal year
• In high-density locations, Air France-KLM-Alitalia-Etihad Of Growth in Alliances B also makes use of out of house hoardings
• Hoardings increase visibility for Air France-KLM-Alitalia-Etihad Of Growth in Alliances B and also work towards building stronger brand recall
• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B also produces TV advertisements
• All TV advertisements have an emotional appeal to them
• TV advertisements by Air France-KLM-Alitalia-Etihad Of Growth in Alliances B have progressed to include a slice of life elements and characteristics
• TV advertisements by Air France-KLM-Alitalia-Etihad Of Growth in Alliances B also highlight the functional benefits of the product

2.5. People

The marketing mix of Air France-KLM-Alitalia-Etihad Of Growth in Alliances B also places an essential focus on people development and people building. This is because Air France-KLM-Alitalia-Etihad Of Growth in Alliances B realizes the importance of employees in building strong customer relationships. Air France-KLM-Alitalia-Etihad Of Growth in Alliances B develops its employee and people by focusing on the following aspects:

2.5.1. Training

• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B makes sure that all employees undergo regular training sessions for skill development and enhancement
• Trainings at Air France-KLM-Alitalia-Etihad Of Growth in Alliances B are not the only field related, but also focus on essential management and organizational skills
• Training sessions and activities at Air France-KLM-Alitalia-Etihad Of Growth in Alliances B also identify with the employee's own needs of progression, development and growth
• All training sessions and activities designed and carried out by Air France-KLM-Alitalia-Etihad Of Growth in Alliances B take into consideration business goals and objectives, as well as employee's personal goals and aspirations
• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B, therefore, tries to develop the employee as an organizational member, as well as an individual
• All training is engaging, and hands-on so that employees do not only learn but also experience

2.5.2. Organizational ownership

• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B works on strengthening the organizational commitment in its employees
• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B builds employee loyalty so that people can reflect their optimal best at work
• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B also understands that satisfied employees will lead to happy and satisfied customers
• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B regularly shares different reward programs for employees, including stock sharing, so that their organizational commitment and ownership is enhanced
• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B also includes employees in decision making at different managerial levels, and regularly takes their feedback for different projects and products – which also work towards building organizational ownership

2.5.3. Motivation building

• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B employees are the face of the organization
• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B are motivated through the exciting and creative organizational culture
• Employees are also motivated through different reward programs and bonuses that Air France-KLM-Alitalia-Etihad Of Growth in Alliances B distributes
• Another source of motivation is appreciation programs where management appreciates and acknowledges the work and performance of different employees

2.5.4. Succession planning

• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B remains one of the leading players in the industry also because of its focus on succession planning
• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B conducts succession planning for all managerial levels
• Succession planning is done through internal promotions as well as external recruitments to meet the needs and demands of the vacant job position at Air France-KLM-Alitalia-Etihad Of Growth in Alliances B
• Strategic succession planning has allowed Air France-KLM-Alitalia-Etihad Of Growth in Alliances B to be prepared for different challenges, and also be resourceful enough to deflect them

2.6. Process

Air France-KLM-Alitalia-Etihad Of Growth in Alliances B has organized and systematic processes in place to make sure that the business experiences consistent growth.

2.6.1. Operations

• All operations at Air France-KLM-Alitalia-Etihad Of Growth in Alliances B are clearly defined and communicated to the employees
• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B makes sure that employees are well trained, and knowledgeable of all processes relates to operations
• All stages of operational processes focus on maintaining a high quality level and standard of the products
• Systematic process re in place for all operation – from procurement to the final sale of the products
• All operational processes are maintained, checked, and uploaded through the internal portal of the organization for supervisory purposes
• The use of online portals for operational processes also builds a strong backup for managerial purposes at Air France-KLM-Alitalia-Etihad Of Growth in Alliances B

2.6.2. People Management

• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B has also defined clear processes for people management through streamlining its human resource management department
• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B has defined guidelines regarding recruitment, training, compensation management, and performance appraisal of employees
• All people related processes are not only communicated to the management and supervisors, but also to employees to create a sense of transparency, and an environment of trust
• Progressive people management systems and processes have allowed Air France-KLM-Alitalia-Etihad Of Growth in Alliances B to keep its workforce motivated and happy – which reflects in satisfied customers

2.6.3. Quality maintenance

• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B also has defined policies and processes for managing and maintaining quality
• All products undergo triple quality checks to ensure that customers receive the best product
• In addition to quality checks at the production and distribution level, the management has also placed separate quality maintenance and quality check department
• The quality maintenance department has experts who make sure that not only the final product but also the processes involved in producing the product were infused with quality

2.6.4. Store management

• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B manages store management through stringent and closely monitored policies and processes
• These processes relate to not only the floor and space design but also to the performance of the employees at the store
• The processes for store management also regularly monitor footfall and work on strategies to increase footfall through different tactics, and changes in the store design and store management
• The company also has a systematic process for customers who interact with the products and feel them before making the purchase
• The final sale at the store is also clearly defined – for the employees and the customers both
• Processes and policies are important for Air France-KLM-Alitalia-Etihad Of Growth in Alliances B for maintaining quality of the products, and for ensuring that the company does not experience any unnecessary expenses and costs

2.7. Physical evidence

The physical evidence is also important in the marketing strategy for Air France-KLM-Alitalia-Etihad Of Growth in Alliances B as it works towards influencing the consumers in favor of the brand and its offerings. The physical evidence for Air France-KLM-Alitalia-Etihad Of Growth in Alliances B include:

2.7.1. Store atmosphere

• The store design and management for Air France-KLM-Alitalia-Etihad Of Growth in Alliances B is exciting and creative
• The store atmosphere makes the customers feel relaxed and comfortable –so that they can interact with, and enjoy product offerings by Air France-KLM-Alitalia-Etihad Of Growth in Alliances B at ease
• The store design is also important for Air France-KLM-Alitalia-Etihad Of Growth in Alliances B because it controls the level and nature of experience and interaction that the customers have with the product and the brand
• With company-operated stores, it is easier for Air France-KLM-Alitalia-Etihad Of Growth in Alliances B to control and manage the store atmosphere to be able to positively influence customers and to be able to appeal to them emotionally

2.7.2. Packaging

• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B has unique packaging, which is different from other players in the industry
• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B also has a vibrant touché to its packaging, which is regularly changed in terms of colors and patterns
• The logo for the company is simple, and recognizable by the consumers easily
• The brand logo has also become a symbol of confidence, ambition, and aspiration for consumers who use products by Air France-KLM-Alitalia-Etihad Of Growth in Alliances B
• The packaging of the products is sophisticatedly done and matches the brand image developed and maintained by Air France-KLM-Alitalia-Etihad Of Growth in Alliances B

2.7.3. Website design

• The website design is simple and easy to use
• Air France-KLM-Alitalia-Etihad Of Growth in Alliances B has a customer friendly user interface which allows easy navigation and understanding of its various product offerings
• The corporate website of Air France-KLM-Alitalia-Etihad Of Growth in Alliances B also has the brand logo, and is packaged similarly to the products offered by the company
• The design patterns, and color change on the website with changes to the product packaging to match various campaign needs and sale offerings