Strategies used to respond to competition
Dr Frankie O’Connell
Istanbul Technical University
Air Transportation Management, M.Sc. Program
Airline Business Models and Strategic Management
Module # 4
9th December 2016
Strategies used to respond to Competition and Diversification Strategies
Dr Frankie O’Connell
Turkish Airlines Executive MSc
December 2016
Outline
• Defending the position of the airline
• Strategy of Singapore Airlines
• Innovation
• Uplifting the Brand
• Methods adopted to respond to competition
• Strategies available to enhance and respond to competition
• Diversification Strategies
• Collaboration • Building Competitive advantage (Matching the requirements of passengers)
Hyper Competition in the Airline Industry
The Airline Business has changed over the years from:-
Regulated to Deregulated
No Nonsense to User Friendly
Rigid to Flexible (e.g. fares)
Government owned to Privitised
Procrastinate to Reactive
Inward to Outward Looking
Rules driven to Business Driven Profit Centres
Labour Driven to Technology Driven
Strategy can be viewed as the building of defenses to protect a company from
competitive forces or to position the company where competition is weak (Michael Porter)
Knowledge of the company’s capabilities and the forces of the surrounding
competition will become indicators to a company if it should confront or avoid
competition.
Kotler outlines a framework whereby a company can segment its defenses
depending on the objectives of the encroaching competition. (Source: Kotler, P. Marketing Management editions 1-14)
Objectives of Strategy for use in Competition
(1) Position
Defender
Position Defense
Source: Kotler, P. Editions 1 - 14
(6) Contraction
Contraction: Firms realise that they can no longer defend all the territory
(2) Flank
Erect Flanks: to protect a weak Front
(3) Preemptive
(4) Counteroffensive Attacker
Preemptive: Attack before being attacked
Counteroffensive: When attacked, counteract with an attack
(5) Mobile
Mobile: Leader streches its domain over new territories
Decision Making?
Poor
Decision
Making
Singapore Airlines is considered to be one of the world’s Best airline to benchmark against
Singapore Airlines’ organizational activity system
supporting cost-effective service excellence
Source: Heracleous, L., Wirtz, J. (2009). Strategy and organization at Singapore Airlines: Achieving sustainable advantage through dual strategy,
Journal of Air Transport Management, Volume 15, Issue 6, November 2009, pages 274-279
Hong Kong – San Francisco
Barcelona – Sao Paulo
Frankfurt – New York JFK
Moscow - Houston
Tokyo – Los Angeles Milan - Barcelona
Singapore Airlines
Bypassing the Hub 7th and 8th Freedom Traffic (2016 data)
Canberra – Wellington
(Capital) (Capital)
Seoul – San Francisco
Munich - Manchester
Johannesburg – Cape Town
SIN $ Million
Passenger Revenue 7,893.4
Bellyhold revenue from carriage of cargo 999.4
Others 2,793.3
Total Operating Revenue 11,686.1
Total Operating Expenses 11,210.0
Singapore Airlines 2015/16 financials
Operating Profit $476.1
20
09
/10
20
10
/11
20
11
/12
20
12
/13
20
13
/14
20
14
/15
20
15
/16 $0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
Total Revenues
Mil
lion
s
Total Expenses
Operating Revenues and Expenses
2011/12 2012/13 2013/14 2014/15 2015/16
65%
70%
75%
80%
85%
90%
Load Factor
78.0%
78.0% 82.0%
79.5% 80.2%
Break Even
Load Factor
77.4% 79.3% 78.9% 78.5% 79.6% 0.6%
1.4% 3.1% 1% 0.6%
Singapore Airlines
Operating Performance
Source: Singapore Airlines
Load F
acto
r
2015 data
Complexity
of SIA
Associated
Companies
within the
SIA Group
2003 0%
10%
20%
30%
40%
13%
LCC market share within S.E. Asia Seat capacity 2003 – 2015
2
015
50%
60%
70%
60%
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
Source: O’Connell, CAPA, OAG
(% o
f sc
hed
ule
d s
eats
)
The ASEAN liberalisation in its entirety would entail unlimited 3rd, 4th and 5th freedoms for all
designated points within the ASEAN sub-regions and unlimited 5th freedom traffic rights for the
capital city in each the policies to liberalise in wider Asia as well. This is underpinned by the
ASEAN Plus agreements that are underway, one of which was between the ASEAN states and
China providing for unlimited 3rd and 4th freedom opportunities for both sides except to Hong
Kong, Macau and Taiwan. The overriding factor is the availability of airport slots.
ASEAN Open Skies in 2016
Fleet On order
(2016) (2016)
Lion Air (737/A320 series) 110 472
VietJet Air (Vietnam) 37
Air Asia Group (A320s) 161 303
180
IndiGo (A320 series) 111 424
Jetstar Group (A320s) 101 99
To REACT: almost every flag carrier in Asia has set up a LCC subsidiary ..... Will it work?
LCCs are growing very quickly in Asia
2016 data
TigerAir (Singapore) 49 41
The Big Four
Will Thai Airways Survive after ASEAN?
79% 87%
71% 81% 85%
0%
20%
40%
60%
80%
100%
Passengers
11%
7%
15%
Cargo
6% 3%
1% 5% 12%
Other
7%
Revenue distribution of business units from Network Airlines
2013/14 data
Source: Company reports
5% 13%
MRO
3% 7%
Catering
IT
2%
Other: can include catering, charter flying, maintenance
Lufthansa Group
Revenue Contribution % of each Business Unit – 2014 data
(Lufthansa Group)
Source: Lufthansa Group
Passengers 69.7%
IT Services
2.1%
MRO
12.9%
Catering 8.1%
Logistics/Cargo
7.2%
Service
Companies
2009/10 2010/11 2011/12 2012/13 2013/14
0%
5%
10%
15%
-5%
-10%
) )
) )
MRO )
)
,
, ,
Catering ,
, , '
IT '
' '
'
'
$
$
Cargo/
Logistics $
$ $
$
Passenger
Opera
ting M
arg
ins
Operating Margins of Lufthansa’s Business Units
Source: Lufthansa
Lufthansa’s business units
* Partnerships include Porto Rico where it will conduct
heavy checks (C & D) on A320s. JetBlue is the largest
Airline serving this state and LH has a 19% equity
Its extensive know-how in culinary excellence and logistics
has led to its successful entry in adjacent markets, such as
train services and retail.
*
Operating Result for
2014 €380 million
Operating Result for
2014 €88 million
Lufthansa vision for 2020 for Revenue Growth
Source: Lufthansa
Ideas
Source: Goffin and Mitchell (2005): Innovation Management: Strategy and Implementation using the Pentathlon Framework
Innovation Strategy
Prioritization Implementation (New product development)
Innovation Strategy
People and Organization
Goals Communication
Measures
Culture
Appraisal
)
Technology
)
)
Motivation
)
)
)
)
Air New Zealand’s economy class Sky Couch
Computer storage in the 1970s
Computer storage … 2000s
How things change
Computer storage ... today
36% of Airline IT budget now spent on Innovation
Data (e.g. Movies) from onboard silo’s will be increasingly streamed to hand held devises
Increase in use of Smart watches – ‘Boarding pass’ on watch
Staff using Wearable technologies – 10% of Airlines worldwide are trialling such services
Frontline staff will increasingly use Tablets because of their larger screen – 70% are estimated by 2018
Location based notifications such as ‘Time to Gate’, which will increase On-Time departures
will be achieved by 70% of the Global carriers by 2019.
Resolving Customer Service issues such as Missed flights via Mobile phones will be added
to Apps .... Now in 30% of Airline Apps
Selling ancillary products via Mobile Apps have BIG potential: last minute impulse purchasing
like: Seat selection, more legroom, upgrades, change flights, car rental, hotels, etc
IT Trends for 2016
Mobile Aps
Over the coming years the majority of airlines will offer WIFI
Data (Movies) from onboard silo’s can be streamed to hand held devises
Mobile Apps will allow passengers to book destination services such as Taxi’s, Restaurants
Frontline staff will increasingly use Tablets because of their larger screen – 70% are estimated by 2018
Airlines can be notified of the passenger’s
location in the airport, which will ensure
On-Time departure. This will be essential when
passengers are connecting from different flights
Kiosks will offer a wider range of options
such as new issuing new tickets due to
disruptions and declaring lost baggage
IT applications that Airlines are investing in
Source: SITA, 2015
By 2018 70% of airlines plan to
keep passengers up to date with
the location of their Baggage
IT tools in the form of Beacons located in the Airport which will use Bluetooth, WIFI, NFC to
connect to passengers mobile devise, will assist passengers with:
Way finding
Flight & Gate info
Time to Gate
Baggage Collection
Checking in passengers
This is changing very quickly
Online
Kiosk Smart phone
Traditional method
Automatic: 30 hours before departure (AF)
Tablet
2015
Global Check-in Channel Mix (2015/16 data)
2018
% of passengers by channel checking in
Source: Airline IT trends, SITA 2015
Sourcing an Opportunity Changing the Cabin
• Dedicated Premium Economy check-in.
• A separate cabin with a maximum of five rows
• Up to 38 - 41 inches of leg room versus 31 inches in economy
• Seat Width is 20 inches vs 17 in economy
• Seat recline 8 inches vs 5 in economy
• Seat has adjustable headrest with Leg support & foldout foot rest
• Power port at every seat
• Superior IFE and extra baggage allowance
Premium Economy – Market opportunity
Premium economy fares typically cost 30-50% more than an economy ticket
Premium
economy
Air France B777-300ER
Air Canada Densification of 777-300ERs
Economy - 307 seats Business – 42 seats
• In 2009: Air Canada had a 2 class layout with 42 Business class seats and 307 Economy
• The economy class was configured in a 9 abreast configuration with a pitch of 32” and
a seat width of 18.5”
• By 2013 Air Canada had a 3 class layout with 40 Business seats; 24 PE; 336 Economy
• Densification: 1 seat per row added to economy, reducing the pitch to 31’’ & width to 17’’
349 seats
2009
Boeing studies indicate that that there is no significant difference in comfort perception
of 777 in 9 abreast & 10 abreast configurations as other factors influence comfort
Economy – 336 seats PE 24 Business – 40 seats
400 seats 2013 to Today
Purchasing an upgrade to premium economy
Middle Seat is
always kept empty
Lufthansa A320neo – from 2016 onwards
Lufthansa Seat Densification Strategy
Economy - 132 seats Business – 28
Lufthansa A320 – until 2015 ..... 160 Seats
... 172 seats
Economy - 144 seats Business – 28
• Reduce seat Pitch to 30’’ and install smart Lavatories and smaller galley’s
Configuration of A320
Newer Configuration
Traditional Configuration
Brand strength of Emirates
Emirates spends 4% of its revenues each year on branding
It is split evenly between Advertising and Sports Sponsorship
US $Billions
6.64
6.33
4.86
4.09
3.65
3.64
3.46
2.95
2.93
2.91
1
2
3
4
5
6
7
8
9
10
2.59 12
Top 2015 Brand values (US $Billions)
Source: Brand Finance, 2015
2.77 11
2.35 13
2.22 14
US $Billions
Yippie!
Emirates Sponsorship - Football
Football is a truly global sport and consequently has always been an important strand to
Emirates’ sponsorship portfolio. Emirates has arguably become one of the most
prominent airline brands within football.
Emirates was an Official FIFA Partner from 2007-2014. It ended its
partnership after the corruption allegations in the Summer of 2015
Asian Football Confederation Arsenal and Emirates stadium
Real Madrid Paris – Saint Germaine Hamburg SV
AC Milan
Portugal: S.L. Benfica Saudi: Zain Professional LeagueGreece: Olympiacos FC
Shirt sponsorship between Emirates and Real Madrid
Shirt deal is costing € 30 million a year
• Real Madrid is the world's richest football club in terms of revenue, with an
annual turnover of €513 million.
• The club is worth €3.3 billion
India, Pakistan & Sri Lanka are ‘Cricket Mad’
The umpires also weak the Emirates logo
Emirates is the Official Airline of 22 Major Golfing
tournaments worldwide.
Golf holiday packages sold worldwide represent
more than €1 billion per year.
The golf business is valued at around $38.8 billion
per year
Emirates tennis portfolio includes some of the most
high profile events on the ATP and WTA Tour.
It includes the US Open and the French Open
Emirates Sponsorship ….. cont
Emirates have sponsored the Emirates Team New Zealand since 2004
It started services to New Zealand in 2003
Emirates is involved in some of the biggest races across the
world including the Melbourne Cup Carnival, the Dubai World
Cup, Dubai International Racing Carnival & the Singapore Derby
Emirates will sponsor the Rugby World Cup 2015 and 2019
It sponsors the referee’s (International Rugby Board)
It sponsors the Dubai Rugby Sevens, US Rugby 7s & Glasgow 7s,
Emirates Sponsorship …. /Cont
Melbourne, Collingwood Football Club
Emirates sponsors the Collingwood Football Club which is
the most supported club in Australia – with 70,000 spectators/game
The team was won 15 premierships and has contested more
grand finals than any other club in the history of the sport
Countries that hosted a Grand Prix in 2015
Emirates signed a five-year agreement which will see its ‘Fly Emirates’ branding
trackside at 15 of the 19 races
Australia is sponsored by Qantas; Bahrain by Gulf Air; Abu Dhabi by Guess Who?
$40 million (Source: Forbes, 2013) Emirates’ investment for F1sponsorship each year is?
Emirates Sponsorship of Formula 1
F1 has a global television audience of 425 million people – many of these fly regularly
Emirates Cultural Sponsorship
Emirates and the Australian Symphony Orchestras are
organisations with similar values, sharing the same high
standards of excellence, innovation and quality. EK’s
brands are synonymous with luxury, creativity, style
and first class entertainment.
Australian Symphonies
The San Francisco Symphony is an orchestra that has
been an integral part of the city’s arts and culture
landscape since 1911. Nearly 600,000 people hear
over 220 concerts and presentations of the San
Francisco Symphony each year
San Francisco Symphony
Dubai International Film Festival Since its inception in 2004, the Dubai International
Film Festival. It attracts top talent including George
Clooney, Sharon Stone, Goldie Hawn, Oliver Stone,
Nicholas Cage, Danny Glover, Anil Kapoor, Abhishek
Bachchan, Mohammed Al Mansoor, Mirvat Ameen,
Richard Gere, Salma Hayek and many more
Emirates continuous brand development
Is this the way of the Future?
1-directional vertical
engagement
2-directional vertical
engagement
Multi-directional multi
lateral engagement
(Trialogue)
Shift between Traditional and Social Media engagements
Source: Blanchard, 2011
Number of Monthly Active Facebook’s Users (millions)
2004 - 2015
Source: Facebook
In 2006 , Yahoo gave an offer of $1 billion to buy Facebook
Facebook is now worth over $200 billion, But Yahoo value is $39 billion
2015
1 6 12 58
145
360
608
2004 2005 2006 2007 2008 2009 2010
0
200
400
600
800
1,000
1,200
1,400
1,600 1.44 billion
845
1,056
1,230 1,317
2011 2012 2013 2014
Mil
lio
ns
Facebook is the Second Largest and popular website in the Internet next to Google
Facebook has 936 million daily active visitors
79% of all users are accessing Facebook from their mobile phones
Businesses spent $2.66 billion on Facebook advertising on Q1 2015
an average ad in Norway costs $1.28 per click, while in Venezuela, it’s just 5 cents.
More videos are uploaded to Facebook than Youtube
The average Facebook user spends 21 minutes a day on the platform
136,000 photos uploaded to the site each minute
500,000 Likes are posted each minute
There are 1 billion different aps on Facebook
48% of 18-34 year olds check their Facebook when they wake up
Some Facebook facts
(Summer 2015 data)
Source: Facebook
Tweets
Come to the land of Dreams
The video has received 10 million hits (Airline Business)
Mentioned on ABC news, CNN, MSNBC and Fox According to YouTube – it was ‘Top 10 most shared video’s of 2010’
People took note of the fun, upbeat video and forwarded it to others via email and social media networking sites such as Facebook and Twitter
http://www.youtube.com/watch?v=Lqh8e2KYIrU
Virtually overnight, CeBu Pacific was instantly brought into the International Spotlight for the RIGHT reasons.
It showcased that the Philippine airline was warm, friendly and talented – an airline that people would become attracted to • It did not cost the airline anything
YouTube sensation – Viral Marketing
WestJet gift wrapped presents for each of the passengers
which totally surprised them and made them happy
The event was captured on video by Westjet and released
to YouTube
It got 36 million hits (Sept 2014) and was a PR masterpiece
Southwest Airlines encourages its passengers and crew to do
fun things onboard
Flash mob at Dubai airport
Creating a ‘Wow Factor’ - Uplifting the Brand
Airline
Marketing
Understand
Marketing
Passenger
Segmentation
- Business Traveller - Leisure Traveller
Connecting with
Passengers
- Customer Relationship Management - Frequent Flyer Program- Corporate Policy
Build a
Strong Brand
Shape the Market
Offerings
- Setting the Product Strategy- Develop Pricing Strategies
Advertising
Source: Adapted from the literature of Kotler and Keller (2006) and Shaw (2004)
Capturing the
insights of the
Passenger
- Customer Satisfaction
- Customer Perceived Value
- What does the Passenger
Want?
Important Aspects of Airline Marketing – Directly Related to Strategy
Source: O’Connell, 2007 - Adapted from the literature of Kotler and Keller and Shaw
The Importance of Corporate Contracts
• Corporate contracts are key to the profitability of an airline and are negotiated contracts
• Lufthansa’s corporate contracts accounted for 38.6% of its total passenger revenue in 2012
• Alitalia corporate contracts accounts for 25% of its total passenger revenues in 2015
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Total Corporate Travel Spending (Air fare, hotels, car, etc)
China now spends $250 billion on corporate travel is expected to spend and $500 billion by 2023
Continental Airlines (Brand development through Advertising) (Only US Airline that did not file for Bankruptcy at the time)
Source: Continental Airlines accounts and Nielsen Media Research
1995 1996 1997 1998 1999 2000 2001 2002 2003
0
5
10
15
20
25
-5
-10
% Change in RPK
% C
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10%
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-10%
-20%
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Fare Reduction
Benchmark In-flight Products
Continuous Training of Service Staff
Reduce the complexity
Customer Focus and CRM
Increased the leverage of FFPs
Cost Restructuring
More Transparency with Employees
Working closely with Unions
Increasing Productivity
Increase Advertising & Brand Awareness
Low Cost Airline within an Airline
Scheduling to improve productivity
Enhancement of IT
Strategic switch in Distribution Channels
Corporate Contracts with Companies
Strategies available to enhance competitive advantage
Passenger segmentation (Leisure and Business)
Cargo (bellyhold)
Increased use of Regional Aircraft
More cost synergies with alliances
More revenue synergies with alliances
Increased Code Sharing
De-hubbing
Smooth interlining at Hub
Anciliary Revenue
Cargo Revenue
Equity Investments
Cut unprofitable routes – regardless of politics
Stand alone business centres (e.g. Catering)
Become better Negotiators
Effective and Visionary Leadership
Source: O’Connell
Capability
Platform
Core Competencies
• Market position at hub
• Landing Slots
• Aircraft and Network
• Infrastructure/terminals
• In-house strengths (Maintenance)
• Brand
• FFP membership portfolio
• Lounges
• Staff Dedication
Airline Capability Platform
Source: O’Connell
Capability
Platform
Core Competencies
• Market position at hub
• Landing Slots
• Aircraft and Network
• Infrastructure/terminals
• In-house strengths (Maintenance)
• Brand
• FFP membership portfolio
• Lounges
• Staff Dedication
Growth-
Enabling
Competencies
• Code sharing/Block space
• Alliances
• Mergers & Acquisitions
• Equity Investment
• Deregulation Experience
• Negotiation Skills
• Alternate Financing
• Advertising
• Promotions
Business-
Specific
Competencies
• Network Management/Planning
• Consumer Marketing
• Yield Management
• Complex Operations Management
• Customer Services Management
• Inhouse/Outsourcing
Development
• Safety
• Training/Skills Development
• Forecasting
Special
Relationship
• Customers
• Frequent Flyers/CRM
• Alliances
• Governments
• Regulatory Agencies
• Airports
• Distribution (GDSs)
• Manufacturers/Leasing
Collaboration
Improved Competitiveness
by Collaboration
Interlining with LCCs e.g. JetBlue, Gol, WestJet
Code Sharing & Block
Space agreements
Alliance membership Equity Partnerships e.g. Etihad with Virgin Australia, Air Berlin,
Air Seychells, Alitalia, Air Serbia,
Jet Airways, Etihad regional
Franchising arrangements e.g. LAN, Air Asia, BA’s Comair
Regional Airlines e.g. Air Dolomiti with Lufthansa
Merger
General Interlining with
FSAs e.g. PIA with United
Source: O’Connell
Sustaining competitive advantage
Source: Johnson et al. Exploring corporate strategy
Sustaining competitive advantage
Price based strategies Differentiation
Lock in (keep)
- Accept reduced margins
- Win a price war - Reduced costs
- Focus on specific segments
- Create difficulties of imitation
- Achieve imperfect mobility
(of resources/competencies) - Reinvest margin
- Maintain size/market dominance
- First-mover advantage
- Reinforcement - Rigorous reinforcement
Most important strategies used by European Full Service Airlines to respond to Low Cost Carriers
S
ourc
e: O
’Conn
ell,
PhD
2007
Serving primary or hub airport
Satisfying the needs of the passenger
Frequent Flyer Programs
Product differentiation & innovation
Full union transparency
Revenues generated via alliances/code sharing
Interlining traffic
Ticket flexibility & refund ability
Partnership/ownership of regional airline
Driving profitability through Cargo operations
Building value through CRM
Travel policy arrangements with corporations
Dynamic packaging
Joint purchasing with partners
Equity investments in other airlines
Diversification strategies
Setting up a low cost carrier subsidiary
Maintaining business class in short-haul
Importance of advertising
Operating to secondary airport
Operate some routes point-to-point
0% 20% 40% 60% 80% 100%
extremely (5) some what (4) some (3) not very (2) not at all (1) .
5.0
4.80
4.53
4.40
4.26
4.26
4.20
3.86
3.80
3.73
3.70
3.66
3.66
3.60
3.53
3.46
3.40
3.20
3.20
3.0
2.93
Average
score
Satisfying the needs of the passenger
Driving profitability through Cargo operations
Serving primary or hub airport
Product differentiation & innovation
Frequent Flyer Programs
Interlining traffic
Revenues generated via alliances/code sharing
Setting up a low cost carrier subsidiary
Diversification strategies
Maintaining business class in short-haul
Travel policy arrangements with corporations
Equity investments in other airlines
Partnership/ownership of regional airline
Ticket flexibility & refund ability
Full union transparency
Importance of advertising
Joint purchasing with partners
Building value through CRM
Operating to secondary airport
Dynamic packaging
Operate some routes point-to-point
0% 20% 40% 60% 80% 100%
extremely (5) some what (4) some (3) not very (2) not at all (1) .
5.00
4.91
4.82
4.73
4.64
4.55
4.55
4.45
4.36
4.27
4.18
4.00
3.73
3.55
3.45
2.91
2.82
2.64
2.18
2.00
1.64
Average
score
Most important strategies used by Asian Full Service Airlines to respond to Low Cost Carriers
Source: O’Connell PhD, 2007
Virgin Atlantic has 3 main businesses
Virgin’s Earnings for 2012/13 are :-
Passenger revenue £1.9 billion
Virgin Cargo £230m
Other revenues (mostly Virgin Holidays) £193 million
Source: Virgin Atlantic
In 2009 Virgin posted a heavy group pre-tax loss of
£132 million. However its holiday division posted a
profit of £24 million
Diversification Strategies - Holiday Division with Virgin
Many airlines today have Holiday divisions – Brand dependent
Dynamic Packaging could be the future?
Important strategies used by the Middle East /Indian/ African
airlines to respond to Low Cost Carriers
Source: O’Connell PhD, 2007
Thank you all very much