Emirates Airline Company: Customer Needs Analysis

Customer Needs Analysis

Many passengers use different airline companies to fulfill their rational needs. However, Emirates Airline believes strongly that its services should fulfill the emotional needs of its customers. Emirates Airline supports the changing needs of its passengers. Many customers follow several steps before making their purchasing decisions (Lamp, Hair, & McDaniel, 2014). Emirates Airline focuses on the best products and services in order to sustain these customers. Marketers should, therefore, be aware of the needs of their targeted customers (Nataraja & Al-Aali, 2011).

Decision-Making Process Analysis

Many customers follow several levels of decision-making before purchasing a product. The “Sheth and Howard model offers three levels of customer decision-making” (Lamp et al., 2014, p. 63). The “first-level is extensive problem-solving” (Lamp et al., 2014, p. 62). During this stage, the customer lacks the required information about the targeted brand. The “customer develops specific structures in order to choose the targeted products” (Karadeniz, 2009, p. 99).

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The second stage “is limited problem-solving” (Lamp et al., 2014, p. 63). In this stage, the customer has a clear knowledge of every existing brand. However, the customer is still uncertain regarding the right brand to purchase. The “third level is routinized response behavior” (Nataraja & Al-Aali, 2011, p. 473). This decision-making process is characterized by internal and external consumer variables. Some of the major external variables influencing the decisions of different customers include “quality, availability, and distinctiveness of the targeted brand” (Nataraja & Al-Aali, 2011, p. 473). The social environment also dictates the purchasing behaviors of different customers. Such social aspects include reference groups and family members. Such factors affect the purchasing behaviors of Emirates Airline’s customers.

Segmentation and Targeting

Every business has its target customers. Such “customers have diverse needs and expectations” (Karadeniz, 2009, p. 102). Such companies use appropriate segmentation and targeting techniques in order to support their customers. The company’s market is characterized by international and regional passengers. Most of these passengers include businesspeople, Chief Executive Officers (CEOs), politicians, government leaders, and managers. The company also focuses on private passengers from different parts of the world. Some of these private passengers include tourists and couples. The firm should use powerful segmentation strategies in order to achieve its business goals.

To begin with, Emirates Airline offers customized products for these market segments. For instance, it has “business-class and first-class services for its customers” (Emirates, 2015, para. 4). The targeted passengers get competitive prices. The firm also uses powerful advertising strategies to inform its customers about the available services. The company is also focusing on new markets in the developing world. It has been providing its services to customers in Asia and Europe. It is planning “to attract more customers in other continents such as South America, North America, and Africa” (Knorr & Eisenkopf, 2007, p. 3).

This strategy will make Emirates Airline more competitive. The firm uses strategic approaches to address the needs of different market segments. For instance, the firm has located its airport in a strategic location. It “offers quality airport and in-flight services” (Knorr & Eisenkopf, 2007, p. 1). It monitors the needs of different customers. The major considerations include “motivation for travel, passenger behaviors, customers’ values, and type of passengers” (Karadeniz, 2009, p. 105). Such aspects have made it easier for the firm to achieve its business objectives.

Positioning Strategy

The company uses a powerful positioning approach in order to achieve its business goals. To begin with, the firm has identified powerful messages that encourage more customers to use its aviation services. Such messages are part of the firm’s core business strategy. It has “a powerful business model that reduces hierarchies and formalities” (Karadeniz, 2009, p. 102). The firm uses powerful placement approaches in order to get the best outcomes. For instance, Emirates Airline uses competitive prices. It also distributes its tickets using a wide range of business partners. Emirates Airline uses powerful strategies to withstand competition. The firm provides “differentiated services to its customers” (Knorr & Eisenkopf, 2007, p. 3).

Emirates Positioning Strategy: Conceptual Framework Map.
Fig 1: Emirates Positioning Strategy: Conceptual Framework Map.

Product Strategy

The “main product in the aviation industry is the cumulative experience of customers” (Karadeniz, 2009, p. 102). This product can be described as a mix of services aimed at delivering the best customer experience. Emirates Airline’s core product is its traveling experience. The product has a unique life-cycle. It has a maturity stage. However, the firm works hard in order to strengthen its brand. The firm uses a set of strategies to augment the product. The augmented product is characterized by “on-time reliability, airport proximity, safety, frequency, effective advertisement, cabin services, and convenience” (Emirates, 2015, para. 3).

The “airline offers services such as dinner, first-class, and business class” (Emirates, 2015, para. 4). Emirates Airline “augments its services using entertainment, access to information, and communication” (Knorr & Eisenkopf, 2007, p. 3). The planes have Wi-Fi, thus satisfying the needs of many clients. The firm improves its services depending on the changing needs of many customers. The firm must keep its current pace in order to emerge successfully.

Pricing Strategy

More people are traveling using different aviation companies. The demand for air travel services has increased due to the wave of globalization. The increasing number of companies has led to a price reduction. Many customers are focusing on the prices availed by different companies. Emirates Airline uses “a value-added pricing strategy” (Emirates, 2015, para. 3). The “niche approach explains why Emirates Airlines offers higher prices than companies such as Qatar Airways and Cathay Pacific” (Emirates, 2015, para. 3). The concept of value addition ensures the customers get quality services. The firm also uses a flexible pricing approach depending on the targeted season. For instance, prices can be hiked “during specific seasons such as Eid and Christmas” (Emirates, 2015, para. 6).

Distribution Strategy

A proper distribution strategy ensures that more customers have access to the firm’s tickets. The strategy also attracts more prospective travelers. Emirates Airline uses its website for online booking. The firm has several partners for effective distribution. The firm has collaborated with different travel agencies in order to satisfy its passengers. The “concept of e-ticketing continues to satisfy more customers” (Lamp et al., 2014, p. 87). Customers can, therefore, use “the internet to book seats, check the timetable, and order customized services” (Emirates, 2015, para. 3).). The distribution process consists of several travel agencies. These players offer convenience, thus supporting the organization’s distribution channel.

Promotion Strategy

Emirates Airline has been using diverse adverts and messages to promote its services. A good example of such messages “is the Fly Emirates: Keep Discovering” (Nataraja & Al-Aali, 2011, p. 478). The in-flight entertainment approach supports the company’s business strategy. The firm “uses different adverts to reach millions of global citizens” (Nataraja & Al-Aali, 2011, p. 478). It offers different profiles and stories to its customers. The use of sales promotions has attracted more customers.

The company uses different advertising approaches for its services and products. The company has been using powerful public relations. The firm “engages in public debates in order to dictate the future of the international aviation industry” (Knorr & Eisenkopf, 2007, p. 3). The firm has been fostering strong relations between the UAE and Europe. Emirates Airline promotes different sporting activities such as the ICC Cricket World Cup and rugby. It has been sponsoring a wide range of projects and individuals. Emirates Airline also sponsors different cultural functions. These approaches explain why the firm uses a pull strategy.

Customer Service and Relationship Activities

Emirates Airline offers competitive services to its customers. The firm uses a wide range of strategies to satisfy its global customers. The cabin crew members have the best training. Such individuals are sourced from different cultural backgrounds. The firm has opened new offices in various destinations. The practice has fostered the best relationships. The practice continues to satisfy the needs of more clients. Emirates Airline uses different strategies to retain its customers (Emirates, 2015). It improves its services frequently by purchasing modern planes. The airline uses modern technologies to offer customized services.

Emirates Airline uses “a continuous service improvement strategy to create value for its clients” (Emirates, 2015, para. 3). Emirates Airline also offers different loyalty programs to its customers. For instance, the “Emirates Skywards enhances the travel experiences of different passengers” (Emirates, 2015, para. 9). Passengers can also earn and redeem their points. This program continues to attract more customers.

Reference List

Emirates: Hello Tomorrow. (2015). Web.

Karadeniz, M. (2009). Product Positioning Strategy in Marketing Management. Journal of Naval Science and Engineering, 5(2), 98-110. Web.

Knorr, A., & Eisenkopf, A. (2007). How Sustainable is Emirates’ Business Model? Airlines Magazine e-zine Edition, 38(1), 1-4. Web.

Lamp, C., Hair, J., & McDaniel, C. (2014). MKTG: Principles of Marketing. Independence, KY: Cengage Learning. Web.

Nataraja, S., & Al-Aali, A. (2011). The Exceptional Performance Strategies of Emirate Airlines. Competitiveness Review: An International Business Journal, 21(5), 471-486. Web.

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