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PAKISTAN INTERNATIONAL AIRLINE
University of Central Punjab
Punjab College of Business Administration
Faculty of Management Studies
Strategic Marketing – (MKTG5023)
Section D
Marketing Audit
Pakistan International Airlines
Submitted To:
Prof. Siddiq A. Khan
Submitted By:
Rabia Warsi L1F07MBAM1233
Zuhair Masood L1F05MBAM0069
Usama Shahid L1F07MBAM1221
Yasir Ali Khan L1F07MBAM0151
Submission Date:
January 12, 2008
PAKISTAN INTERNATIONAL AIRLINE ii
Acknowledgement
The credit for the publication of this report goes to our teachers and parents
from whom we got inspiration to write it. An assignment of this type naturally gained a
number of ideas.
The entire concept presented in the document is illustrated in a suitable manner
as and when required. This will enable the reader to use the document effectively for self-study.
It is carefully designed to provide an insight into the subject matter.
PAKISTAN INTERNATIONAL AIRLINE iii
Preface
We have a great pleasure in presenting this report. Reader will also find the assignment helpful
and informative. In the end, we would like to extend our special thanks our respected teacher
Prof. Siddiq Ahmad Khan whose moral support enables us to perform this job.
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Dedication
To our parents, teachers and friends who have always been a source of inspiration, support
and courage to us.
PAKISTAN INTERNATIONAL AIRLINE v
Table of Contents
EXECUTIVE SUMMARY......................................................................................................................... 1
COMPANY PROFILE ............................................................................................................................... 2
Products and Services offered by PIA ................................................................................................................... 2
Fleets ................................................................................................................................................................ 2
Business Class Services .................................................................................................................................... 2
In-flight Dining ................................................................................................................................................. 2
In-flight Entertainment ...................................................................................................................................... 3
PIA Cargo ......................................................................................................................................................... 3
Logo & Slogan of PIA .......................................................................................................................................... 3
PIA‟s Network............................................................................................................................................ 4
Domestic Network ................................................................................................................................................ 4
International Network ........................................................................................................................................... 5
SITUATION ANALYSIS: Macro and Task Environment Analysis & Internal Environment Analysis ........ 6
PEST Analysis ..................................................................................................................................................... 6
Political Factors ................................................................................................................................................ 6
Economic Factors ............................................................................................................................................. 6
Social Factors ................................................................................................................................................... 6
Technological Factors ....................................................................................................................................... 6
SWOT Analysis ................................................................................................................................................... 7
Strengths ........................................................................................................................................................... 7
Weaknesses ...................................................................................................................................................... 7
Opportunities .................................................................................................................................................... 8
Threats .............................................................................................................................................................. 8
Internal Factor Evaluation (IFE) Matrix ................................................................................................................ 9
External Factor Evaluation (EFE) Matrix ............................................................................................................ 10
Michael Porter‟s Five Forces Model & PIA ........................................................................................................ 11
1. Bargaining Power of Suppliers ................................................................................................................ 11
2. Bargaining Power of Buyers .................................................................................................................... 11
3. Threat of New Entrants ............................................................................................................................ 12
4. Threat of Substitutes ................................................................................................................................ 12
5. Competitive Rivalry ................................................................................................................................ 12
THE MARKETING INTERFACE OF PIA: 7 P’s Audit ........................................................................... 12
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Product Portfolio Analysis .................................................................................................................................. 12
Price Strategy of PIA .......................................................................................................................................... 12
Distribution Channels of PIA .............................................................................................................................. 13
Promotional Strategy of PIA ............................................................................................................................... 13
Human Resource of PIA ..................................................................................................................................... 13
Process Strategy of PIA ...................................................................................................................................... 13
Physical Evidence............................................................................................................................................... 14
CREATING COMPETITIVE ADVANTAGE .......................................................................................... 14
Mission Statement of PIA ................................................................................................................................... 14
PIA‟s Existing Mission ................................................................................................................................... 14
New Mission Statement .................................................................................................................................. 15
Flaws .............................................................................................................................................................. 15
Vision Statement of PIA ..................................................................................................................................... 16
PIA‟s existing vision: ...................................................................................................................................... 16
Audit: ............................................................................................................................................................. 16
Flaws: ............................................................................................................................................................. 16
Recommendations: ............................................................................................................................................. 17
New Vision Statement of PIA: ............................................................................................................................ 17
Market Segmentation of PIA .................................................................................................................... 17
PIA‟s Existing Segmentation .............................................................................................................................. 17
Demographic Segmentation of PIA: ................................................................................................................ 17
Geographic Segmentation ............................................................................................................................... 17
Behavioral Segmentation: ............................................................................................................................... 17
Psychographic Segmentation of PIA: .............................................................................................................. 18
Flaws in the Existing Segmentation: ................................................................................................................ 18
Recommendations .............................................................................................................................................. 18
Levels of Market Segmentation of PIA ............................................................................................................... 18
Segment Marketing ......................................................................................................................................... 18
Targeting Strategy of PIA ......................................................................................................................... 19
PIA‟s Existing Target Audience.......................................................................................................................... 19
Flaws in the existing target audience of the PIA .................................................................................................. 21
Positioning of PIA .................................................................................................................................... 21
PIA‟s existing Positioning Strategy ..................................................................................................................... 21
Positioning by Attributes ................................................................................................................................. 21
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Positioning by Price and Quality ..................................................................................................................... 22
Introduction of Additional Low Cost Flights ................................................................................................... 22
Positioning by Product User. ........................................................................................................................... 22
Strategic Recommendations ................................................................................................................................ 22
Competitors Analysis ............................................................................................................................... 22
Competitive Advantages of PIA.......................................................................................................................... 23
Competitive Position of PIA ............................................................................................................................... 23
Competitive Moves ............................................................................................................................................ 23
Competitor Attack Strategy ................................................................................................................................ 23
Existing Competitors of PIA ............................................................................................................................... 23
Domestic Competitor .......................................................................................................................................... 24
Achievements and Recognitions ...................................................................................................................... 24
International Competitors of PIA ........................................................................................................................ 24
Competitive profile matrix (CPM) ...................................................................................................................... 25
PRODUCT DECISIONS & STRATEGIC RECOMMENDATIONS ........................................................ 26
Product Portfolio Audit....................................................................................................................................... 26
Product Life Cycle .......................................................................................................................................... 26
BCG Matrix .................................................................................................................................................... 27
Product Decision & Strategic Recommendations ................................................................................................ 27
PRICING DECISIONS & STRATEGIC RECPMMENDATIONS ........................................................... 28
Pricing Audit ...................................................................................................................................................... 28
Pricing Decision & Strategic Recommendations ................................................................................................. 28
PROMOTION DECISIONS & STRATEIC REOMMENDATIONS ........................................................ 28
Communication with External Customers ........................................................................................................... 28
Advertisement ................................................................................................................................................. 29
In Flight Entertainment ................................................................................................................................... 29
Future Campaign............................................................................................................................................. 29
Corporate Branding ......................................................................................................................................... 29
Recommendations .............................................................................................................................................. 30
Marketing Communications and the Internet ....................................................................................................... 30
Promotional Budget ............................................................................................................................................ 30
Television Commercials (TVC) :..................................................................................................................... 30
Print Media, “Newspapers”: ............................................................................................................................ 31
Radio Ads: ...................................................................................................................................................... 32
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PEOPLE DECISIONS & STRATEGIC RECOMMENDATIONS ............................................................ 33
Organizational Hierarchy of PIA ........................................................................................................................ 33
Marketing Department of PIA ............................................................................................................................ 34
People in a Service Oriented Company ............................................................................................................... 35
No. of Employees ........................................................................................................................................... 35
The Essential Job Functions ............................................................................................................................ 35
Flaws.................................................................................................................................................................. 35
Strategic Recommendations ................................................................................................................................ 36
PROCESS DECISIONS & STRATEGIC RECOMMENDATION S ........................................................ 36
Process Audit ..................................................................................................................................................... 36
Process Decisions & Strategic Recommendations ............................................................................................... 36
PHYSICAL EVIDENCE DECISIONS & STRATEGIC RECOMMENDATIONS ................................... 37
Physical Evidence............................................................................................................................................... 37
Strategic Decisions & Recommendations ............................................................................................................ 37
DISTRIBUTION CHANNEL DECISIONS & STRATEGIC RECOMMENDATIONS............................ 37
Distribution Audit............................................................................................................................................... 37
Distribution & Strategic Recommendations ........................................................................................................ 38
Distribution Channel .......................................................................................................................................... 38
Strategic Recommendations ................................................................................................................................ 38
CONTROL ............................................................................................................................................... 38
PIA„s Control System ......................................................................................................................................... 38
1. The Financial Perspective ........................................................................................................................ 39
2. The Customer Perspective ....................................................................................................................... 39
3. The Business Process Perspective ............................................................................................................ 39
4. Learning and Growth Perspective ............................................................................................................ 40
Appendices ............................................................................................................................................... 41
References ................................................................................................................................................ 42
PAKISTAN INTERNATIONAL AIRLINE 1
EXECUTIVE SUMMARY
This report is about the Marketing Audit of Pakistan International Airlines. Now a days PIA is facing financial
losses and currently it‟s a problematic company and by identifying the flaws in the marketing strategies of PIA
we can tend to improve its existing positions by following the recommendations. As PIA is a service oriented
company so the marketing audit of Pakistan International Airline consists of 7 P‟s of Marketing Interface.
Through this exercise we come to know that if the promotional activities of PIA improve, the whole company
will automatically be improved because PIA has under positioned itself in both domestic and international
markets. The marketing audit of the company is a strategic tool through which we identify the paths from
which PIA deviates or working in the right direction.
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COMPANY PROFILE
Pakistan International Airlines Corporation is a Pakistan-based company that is principally engaged in the
provision of air transport services. Other activities of the Company include provision of engineering and other
allied services. The Company operates in two business segments: airlines operation and hotel operation. The
airlines operation segment provides air transport and other allied services. Hotel operation segment provides
accommodation and related services in Pakistan, United States and Europe. Its wholly owned subsidiaries
include Sky rooms (Private) Limited and Midway House (Private) Limited. Pakistan International Airlines
Corporation has a 99% interest in PIA Investments Limited.
Products and Services offered by PIA
Fleets
PIA's fleet of modern aircraft is spacious, comfortable, and designed to get you to your destination safely. PIA
operates a range of advanced aircraft, ranging from the world's preferred Boeing 777 airplane to the super-
quiet Airbus A-310. Currently PIA has 42 aircraft in its fleet.
Business Class Services
PIA‟s Business Plus class offers a range of exclusive services, from the time you leave your home till you land
at your destination. It‟s the only Business Class service that feels like First Class
In-flight Dining
You're in For a Special Treat!
Whether you are traveling within Pakistan or around the world, PIA's in-flight dining menu is sure to tantalize
your taste-buds. Enjoy the best of what Pakistan has to offer, as well as a delectable selection of international
cuisine.
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In-flight Entertainment
Let the fun begin!
Aboard a PIA flight, there is so much to do that you really won't feel like landing. Movies, Music, Games,
Duty-Free Shopping, Tourist Information, Maps, and Real-Time Flight Information will keep you entertained
for hours.
PIA Cargo
PIA Cargo, the air freight division of Pakistan International Airlines, commenced freighter operations in 1974,
with initial flights to the USA, Europe, and Hong Kong. Within a short time-span, PIA Cargo has built a
reputation for timely deliveries, operational excellence, and a high standard of customer service. In addition to
its country-wide, domestic network in Pakistan.
Logo & Slogan of PIA
The existing logo and slogan of Pakistan International Airline both are the true representative of the company.
The green color depicts the national flag color of Pakistan and the Urdu logo represents the national language
of the country, Pakistan. The slogan of the company is attractive in sense that it truly depicts that the core
business of the company is traveling.
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PIA‟s Network
Domestic Network
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International Network
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SITUATION ANALYSIS: Macro and Task Environment Analysis & Internal
Environment Analysis
PEST Analysis
Political Factors
The political arena has a huge influence upon the regulation of businesses, and the spending power of
consumers and other businesses. These factors have not been favorable for PIA. These factors include the
stability of political environment, government policies and etc. Pakistan‟s political conditions have been
unstable all the time. There has been a lot of government interference in PIA. Defense ministry and
government is very much involved in the decision making so there are many restrictions and barriers in the
operations of PIA. Political factors are not very much in favor of PIA.
Economic Factors
The Economic factors influence the operations of PIA and are very much favorable because the long-term
prospects for the economy like GDP and per capita income are improving which means that the buying power
and standard of living of consumers is increasing.
Social Factors
These factors include the changes in lifestyles etc, which is very much favorable for Pakistan International
Airlines because there is much increase in travelers from Pakistan to other countries and vice versa which is a
positive thing for PIA.
Technological Factors
Technology is vital for competitive advantage, and is a major driver of globalization. There is a problem of
technology obsoleteness in PIA. The planes are very old, although maintained well, and require more
maintenance and flying costs. Adopting new technology will result in more fuel efficient airplanes as well as
PAKISTAN INTERNATIONAL AIRLINE 7
less cost of maintenance and offer consumers better services. Furthermore, distribution changed by new
technologies e.g. flight tickets (e-tickets)
SWOT Analysis
Strengths
National Flag Carrier / Commercial ambassador of Pakistan in the entire world.
PIA‟s Domestic Network
PIA‟s International Network
Convenient Schedule
Ethnic Carrier
One of the safest airline (minimum crashes)
Aggressively competitive fares (Revenue Management). Fares have become much more affordable in
lower classes.
Over 50years of experience in airline aviation
Strong engineering
Weaknesses
Flight Delays.
Large overheads
Old/Obsolete Fleet
Inconsistency in Flight operations (sector-wise)
No capacity allocation for stations to facilitate agents/passengers during peak season
Limited capacity, especially on European sectors (Amsterdam, Copenhagen, Oslo)
Flight bans for European Destinations
Continuous fare and schedule revisions
Ethnic Airline (Very few foreigners travel with PIA)
Centralized decision making
Bureaucratic work environment
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Limited or no authority and only responsibility at station level
No funds at station level to develop local market
Ticket stock issues
Opportunities
Expansion of Air Travel Market
Huge scope from improvement in product and service
Huge potential for Tourism Travel Abroad
Massive influx of foreign direct investment
Increased number of returning residents (post 9/11 security effect)
Improving relations with India, resulting in Cross border movement
Increased access points and frequency to India can also provide PIA with 6th
freedom traffic
Threats
Increased international competition
Emergence of Abu-Dhabi and Qatar as major tourism/shopping hubs
Ever increasing security measures (especially against Pakistan)
Emergence of Air Blue as a choice alternate (in some cases priority) carrier for domestic routes
Upcoming fleet and route expansion of Air Blue
Increasing fuel prices
Increasing domestic and international competition
Unnecessary government intervention
Rapidly changing market
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Internal Factor Evaluation (IFE) Matrix
Strengths Weight Rating Score
1 National Flag Carrier / Commercial ambassador of Pakistan in the entire world. 0.05 4 0.20
2 PIA‟s Domestic Network 0.08 4 0.32
3 PIA‟s International Network 0.03 3 0.09
4 Convenient Schedule 0.04 3 0.12
5 Ethnic Carrier 0.03 3 0.09
6 One of the safest airline (minimum crashes) 0.06 4 0.24
7 Aggressively competitive fares (Revenue Management). Fares have become much
more affordable in lower classes.
0.03 3 0.09
8 Over 50years of experience in airline aviation 0.05 3 0.15
9 Strong engineering 0.03 3 0.09
Weaknesses Weight Rating Score
1 Flight Delays. 0.05 2 0.10
2 Large overheads 0.04 2 0.08
3 Old/Obsolete Fleet 0.04 1 0.04
4 Inconsistency in Flight operations (sector-wise) 0.05 2 0.10
5 No capacity allocation for stations to facilitate agents/passengers during peak
season
0.03 2 0.06
6 Limited capacity, especially on European sectors (Amsterdam, Copenhagen, Oslo) 0.08 2 0.16
7 Flight bans for European Destinations 0.04 1 0.04
8 Continuous fare and schedule revisions 0.03 1 0.03
9 Ethnic Airline (Very few foreigners travel with PIA) 0.05 2 0.10
10 Centralized decision making 0.04 1 0.04
11 Bureaucratic work environment 0.04 1 0.04
12 Limited or no authority and only responsibility at station level 0.04 1 0.04
13 No funds at station level to develop local market 0.03 1 0.03
14 Ticket stock issues 0.04 2 0.08
Total 1.00 2.33
The company scored 2.33 on the IFE matrix which means that PIA‟s weaknesses are prevailing over its
strengths. PIA should focus on its weaknesses and overcome them to become strong internally.
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External Factor Evaluation (EFE) Matrix
Opportunities Weight Rating Score
1 Expansion of Air Travel Market 0.10 2 0.20
2 Huge scope from improvement in product and service 0.10 3 0.30
3 Huge potential for Tourism Travel Abroad 0.05 2 0.10
4 Massive influx of foreign direct investment 0.05 1 0.05
5 Increased number of returning residents (post 9/11 security effect) 0.05 2 0.10
6 Improving relations with India, resulting in Cross border movement 0.05 1 0.05
7 Increased access points and frequency to India can also provide PIA with 6th
freedom traffic
0.05 2 0.10
Threats Weight Rating Score
1 Increased international competition 0.10 2 0.20
2 Emergence of Abu-Dhabi and Qatar as major tourism/shopping hubs 0.10 1 0.10
3 Ever increasing security measures (especially against Pakistan) 0.05 2 0.10
4 Emergence of Air Blue as a choice alternate (in some cases priority) carrier for
domestic routes
0.05 2 0.10
5 Upcoming fleet and route expansion of Air Blue 0.05 2 0.10
6 Increasing fuel prices 0.05 2 0.10
7 Increasing domestic and international competition 0.05 3 0.15
8 Unnecessary government intervention 0.05 3 0.15
9 Rapidly changing market 0.05 2 0.10
Total 1.00 2.00
The company scored a 2.00 on the EFE matrix. This means that Pakistan International Airlines has not
adequately positioned itself to take advantage of opportunities which arises as well as the ability to handle and
cope with threats which may arise or are arising.
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Michael Porter‟s Five Forces Model & PIA
1. Bargaining Power of Suppliers
The airline supply business is mainly dominated by Boeing and Airbus. For this reason, there isn't a lot of
cutthroat competition among suppliers. Also, the likelihood of a supplier integrating vertically isn't very likely.
In other words, you probably won't see suppliers starting to offer flight service on top of building airlines.
2. Bargaining Power of Buyers
The bargaining power of buyers in the airline industry is quite low. Obviously there are some costs of
switching airplanes, like cost of ticket and the in-flight services. But ask yourself if the seat in one airline is
more comfortable than another?
PAKISTAN INTERNATIONAL AIRLINE 12
3. Threat of New Entrants
Airline industry is not pretty tough to break into because you'll need to look at whether or not there are
substantial costs to access bank loans and credit. If borrowing is cheap, then the likelihood of more airliners
entering the industry is higher. As there is open sky policy in Pakistan so the threat of new entrants is high and
the more new airlines that enter the market, the more saturated it becomes for everyone.
4. Threat of Substitutes
For PIA‟s domestic travel there may be a threat of substitutes like trains, buses and car travel but in case of
international Flights there is no threat of substitutes. But still in domestic travel if time, personal preference
and convenience are considered then the threat of substitutes minimizes.
5. Competitive Rivalry
Airline industry is one of the highly competitive industries and generally earns low returns because the cost of
competition is high.
THE MARKETING INTERFACE OF PIA: 7 P’s Audit
Product Portfolio Analysis
Pakistan International Airline lies on the later parts of the maturity stage. We can say company is enjoying the
proliferation stage presently. It has 65% market share in the airline market and it gives coverage to the
domestic market as well as the international market, in the international market PIA has market share of
48.4%. In Pakistan PIA is performing their services in the areas, from where company is not even earning
profit and in international market.
Price Strategy of PIA
PIA is using competitive price policy in the market which is some limits based on IATA pricing policy. In
other words, PIA has the seasonal price policy that in off season it gives low price to the customers and in peak
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season it gives the high prices. PIA never prefers the profit. Sometimes more profit and some times they get on
the margin line.
Distribution Channels of PIA
PIA‟s tickets service are based on the following categories,
1. IATA
2. Non- IATA
The ticketing procedure mostly go through from travel agents, on line service is also available. Then a new
way to check out the confirmation of tickets through (short message service) sms. We can say the distribution
service, end to the customers.
Promotional Strategy of PIA
As far as promotional campaign is concern, as PIA is suffering from financial losses, they haven‟t use the TV
campaign or go towards the bill boards, because it costs them a lot. So PIA mostly prefer or regular in
advertising through radio and newspapers plus pamphlets.
Human Resource of PIA
Approximately 15000 people are doings jobs in PIA. It is an over staffing according to PIA‟s average and due
to over staffing they are facing the losses because in any case whether they are earning profit or not they have
to pay the salaries of the employees.
Process Strategy of PIA
Travel agents falls under the head of the before sale process because customers contact to the travel agents and
they expect the travels agents to give them reliable information regarding the flights. During sales process
involves the pattern through which customers really buy the tickets with the help of the travel agents. After
PAKISTAN INTERNATIONAL AIRLINE 14
sales process involves all such queries and process which are held after the sales. In here are few examples of
the after sales process of PIA. If any passenger wants to cancel the ticket or having some complaints regarding
the seats or if any passenger calls in for the confirmation of the seat. All such queries will be handled by the
travel agents in the after sales process.
Physical Evidence
The physical evidence of the PIA contains Cabin Crew Services, Cabin Services, Aircraft Furnishing, Aircraft
Appearance, and Base Maintenance.
Cabin Crew Services
Airline Training infrastructures are approved by local and international regulatory authorities such as CAA,
ICAO, IATA.
Cabin Services
PIA engineering Complex is committed to defect free cabin and the spotless appearance of the craft which
includes Cabin and Crew Seat, Survival Equipment, Galley and Upholstery.
Aircraft Furnishing
Aircraft Appearance
Base Maintenance
CREATING COMPETITIVE ADVANTAGE
Mission Statement of PIA
PIA‟s Existing Mission
“Employee teams would contribute towards making PIA a global airline-of-choice.”
Offering quality customer service and innovative products.
Participating in global alliances.
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Using state-of-art technologies.
Ensuring cost effective measures in procurement and operations.
Achieving adequate returns for all stakeholders.
Being an equal opportunity employer.
Providing competitive compensation and a congenial working environment.
Adhering to business ethics and zero tolerance for corruption.
Linking remote regions of Pakistan.
Fulfilling our Corporate Social Responsibility (CSR) in all the fields.
New Mission Statement
PIA is successful to achieve the half of the existing mission statement. Like PIA always come up with the new
products every time with variations in the existing products. For example discounts on the tickets etc, it also
fulfilled the promise of offering quality customer service. PIA has also practiced the real concept of the state
of art technologies. Engineering is an established Aircraft Maintenance and Repair organization that provides
world-class solutions to the aviation industry. PIA's Engineering Base, head-quartered at Jinnah International
Airport, Karachi, is acclaimed as one of Asia's best. PIA being the equal opportunity employer has given
source of income to many families by providing congenial n healthy working environment. PIA fulfilled their
Social Responsibility in true sense by providing free services when earth quake stroked the Northern Areas.
They also linked the remote areas of Pakistan e.g. flights to Chitral.
Flaws
Ensuring cost effective measures in procurement and operations.
Achieving adequate returns for all stakeholders.
The loopholes in the existing mission statement are the above ones. As PIA is suffering from financial losses
they are failed to achieve the cost effective measures both in procurement and operations. And due to the
losses sufficient returns are unable to earn for stakeholders.
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Vision Statement of PIA
PIA‟s existing vision:
“To be a world class profitable airline, exceeding customer expectations through dedicated employees,
committed to excellence.”
Audit:
Futuristic essence of PIA‟s vision statement is there because they want to become the world class
profitable airline.
In the vision statement of PIA there is a goal of the airline. The goal is to achieve the position of the
world class airline, which has the maximum profits and highly reputed throughout the world.
Flaws:
Vision Statement of a company is usually about the goal, that they want to achieve in the near future.
But PIA‟s visions statement is presentably mixed up the mission statement because it‟s stated in the
vision statement of PIA that they want to become the world class airline exceeding customer
expectations through dedicated employees committed to excellence.
The statement, “exceeding customer expectations through dedicated employees who are committed to
excellence” is a part of the mission statement‟s element “strategy”; this is a statement that how
company expects to distinguish itself from companies offering similar benefits to the customers.
Many years back PIA was considered the world class airline but due to financial crisis and some other
issues related to the management, PIA failed to achieve the goal of remaining the world class airline.
So it is very clear that Pakistan International Airline does not fulfill the vision in its core sense.
PAKISTAN INTERNATIONAL AIRLINE 17
Recommendations:
New Vision Statement of PIA:
“Our vision is to expand our locations both domestic and overseas by being the largest and most profitable
airline company to achieve both short and long-haul carriers efficiently. Also to be an airline carrier that has
the most productive workforce to guarantee the best flight possible for every passenger.”
The new vision statement is company oriented.
The new vision statement includes all the necessary features that should be there for a comprehensive
vision statement for PIA.
Market Segmentation of PIA
PIA‟s Existing Segmentation
Demographic Segmentation of PIA:
Income Segmentation
Occupation Segmentation
Geographic Segmentation
In this segmentation PIA focuses both on segments domestic and international
Behavioral Segmentation:
Occasion Segmentation.
Hajj‟s Occasion.
Eid‟s Occasion.
New Years‟ Occasion.
Loyalty Status.
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Psychographic Segmentation of PIA:
Social Class
Tourists
Religious Travels
Pakistani Expatriates
The existing market segmentation strategy of PIA is reasonable enough because it covers all necessary
parameters that are to be focused in doing market segmentation for Airline Company.
Flaws in the Existing Segmentation:
They are not taking into account the Geo-Demographic Segmentation.
Recommendations
The only flaw in the segmentation strategy of PIA is that they should also focus the “geo-demographic
Segmentation”. People who are having business in Karachi but they are settled in Lahore should also be
focused because such people will be the frequent fliers of the Airline and PIA can get healthy revenues. In
such case if PIA gives them few benefits the passengers will become loyal to the Airline.
Levels of Market Segmentation of PIA
Segment Marketing
PIA has the segmented marketing level because the company‟s offerings are so that they more closely match
the needs of one or more segments.
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Targeting Strategy of PIA
PIA‟s Existing Target Audience
From the Demographic Segmentation, PIA is targeting the income and occupation oriented people. The
classification of both categories is as follow.
Income Segmentation
From income segmentation of PIA, those who falls under the category of upper class and upper middle
class.
Occupation Segmentation
From occupation Segmentation that PIA is taking in to account, there are two main sub heads of working class
and business class. The working class includes all those who are working as an employee inside and outside
the country. In business class all those people are included who are having business.
From the Geographic Segmentation of PIA. All the audience from the domestic and international regions are
included. In domestic people within the country are included and people residing outside Pakistan.
From the Behavioral Segmentation PIA„s target audience is categories as follow.
In the occasion based market segmentation of PIA.
Hajj‟s Occasion.
When Hajj operation in going all those people flying from different cities of Pakistan to Saudi Arabia for the
performance of Hajj.
Eid‟s Occasion.
When Eid occasions are near people within the cities and outside the country move to their homes for having
Eid Occasion together with family.
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New Years‟ Occasion.
Now people prefer to have New Year with their family that‟s why all those people coming back to Pakistan
from different countries or moving outside Pakistan to different countries and also all those people moving
within the country are targeted over here.
Loyalty Status.
PIA gives different benefits to the fliers. But all those who travel a lot get the benefit of frequent fliers which
carries few discount rates on the tickets. To such audience PIA not only gives the discount facility but also the
facility of pick and drop to them.
From the Psychographic Segmentation of PIA, the target audience of PIA will be the following.
Social Class
In Social Class PIA targets the tourists, religious travelers and Pakistani Expatriates.
Tourists
All the tourists from different regions of the country or from different countries come to Pakistan for tourism
purpose or go outside the country. Because PIA is having highest rate of linking the remotes areas of Pakistan.
Religious Travels
All the religious travelers for example people going for Hajj etc are targets over here.
Pakistani Expatriates
As PIA is a national flag carrier airline that‟s why people residing outside the country feel a unique sort of
feeling to get into the National Airline. PIA is not just and Airline but also acts as the ambassador of Pakistan
in the whole world.
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Flaws in the existing target audience of the PIA
There is not any flaw with the targeting of PIA. PIA has taken into accounts all those target audiences from
which it can generate enough revenue.
Positioning of PIA
PIA‟s existing Positioning Strategy
Currently PIA positions itself within the following positioning strategies.
Positioning by attributes.
Positioning by price and quality.
Positioning by product user.
Positioning by Attributes
In this strategy PIA positions itself in the mind of the consumers as the reliable air transport service provider.
Because from all the airline companies of the world PIA has the least crash rate. By positioning the reliability
attribute of the airline in the minds of the consumers, people prefer to travel from PIA. Because of the safety
attached with the PIA.
Attribute of speed is also attached with this positioning strategy of PIA. No matter the flight takes-off half
hour late but it will reach to the destination on the exact time i.e. will not be late.
Attribute of safety is also associated with the airline as PIA has the following certifications.
European Aviation Safety Agency (EASA)
IATA Operational Safety Audit (IOSA)
Civil Aviation Authority of Pakistan ( in accordance with the International Civil Aviation
Organizations Standards)
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Positioning by Price and Quality
In this positioning strategy, PIA paints the image of being the less price taker and providing high quality to the
customers as compare to the competitors. Examples is given below
Introduction of Additional Low Cost Flights
“PIA express”
PIA has introduced additional low cost flights. PIA express at 20% less fare.
This facility is available in Business Plus, Economy Plus & Economy C lass.
No meals.
Stand by fares applicable.
Positioning by Product User.
PIA positions itself as an ambassador of Pakistan in the world. Pakistani expatriates residing outside the
country feels proud when they see an airline of their own home- country carrying the national flag. This arises
the loyalty factor in the hearts of the expatriates and they prefer to travel by PIA.
Strategic Recommendations
PIA has Under-positioned itself, a positioning error referring to failure to position a company, its product or
brand. For the better positioning of PIA, airline should position itself with respect to the personalities. Because
it can enhance the image of the airline in better position in the eyes of the customers.
Competitors Analysis
Competitor analysis in marketing and strategic management is an assessment of the strengths and
weaknesses of current and potential competitors. Created by Michael Porter competitor analysis focuses
on four key aspects: competitor's objectives, competitor's assumptions, competitor's strategy, and
competitor's resources and capabilities.
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Competitive Advantages of PIA
Reliability an d safety
Has best engineering facilities.
Has best trained pilots.
National flag carrier.
Pakistani expatriates when step in the PIA plane they get they homely feelings because of the
national airline which plays a role of ambassador.
High linkage to the remote areas of Pakistan.
Using state of art technologies and highly equipped engineering.
Competitive Position of PIA
The competitive position of PIA is Differentiation because PIA has created highly differentiation products
e.g. for the economy class and for the business plus class. PIA has different and unique product
characteristics and features which cater the needs of the respective customers.
Competitive Moves
PIA is having 48.4% market share internationally and 65% domestically, and PIA has the Market Leader
Competitive Move in Pakistan.
Competitor Attack Strategy
The attack strategy of PIA against its competitor Air Blue is Flanking Attack Strategy. Air Blue has not
that much access to the remote areas of Pakistan than PIA has. Due to this weak point of Air Blue, PIA is
attaining the flanking attack strategy against the Air Blue.
Existing Competitors of PIA
PIA operates both domestically and internationally. So it has different competitors on both scales of
operations.
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Domestic Competitor
Within the country PIA has Airblue as a competitor. Airblue is a private airline based in Karachi, Pakistan. It
is a scheduled domestic and international airline operating 30 daily services linking seven domestic
destinations and international services to Dubai and Manchester. Its main base is Jinnah International Airport,
Karachi. Airblue was the first airline in Pakistan to introduce e-ticketing, wireless check-in and self check-in
kiosk facilities.
Achievements and Recognitions
Pakistan's fastest growing airline.
First airline in Pakistan and only the third carrier in the region behind Emirates Airline and Royal
Jordanian to introduce the latest self service check-in facilities at Jinnah International Airport, Karachi
First private airline in Pakistan to fly long-haul international route (Islamabad-Manchester) with a
refueling stop at Ankara, this has since been moved to Trabzon.
International Competitors of PIA
PIA is having market share of 48.4% in the international market and having tough competition from its
international competitors. Following international competitors of PIA.
Thai Airline
Ethad Airways
Qatar Airways
Singapore Airline
Emirates Airline
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Competitive profile matrix (CPM)
Competitive profile matrix for Pakistan International Airlines
Critical Success Factors Weight PIA Air Blue Emirates
Rating Score Rating Score Rating Score
Market Share .10 4 .40 2 .20 4 .40
Quality of Service .10 3 .30 3 .30 4 40
Fleet Size .20 4 .80 2 .40 4 .80
Fuel Efficiency of planes .20 2 .40 3 .60 3 .60
Effective Management .20 2 .40 2 .40 3 .60
Destinations .20 4 .80 2 .40 4 .80
Total 1.00 3.1 2.3 3.6
The company scored a 3.1 on the CPM matrix as compared to Air Blue which scored 2.3 and Emirates the
score of 3.6. This means that Pakistan International Airlines has a competitive edge over its competitor which
is a good thing for the company. The company should try to maintain and capitalize the edge over its
competitors.
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PRODUCT DECISIONS & STRATEGIC RECOMMENDATIONS
Product Portfolio Audit
Product Life Cycle
Pakistan International Airlines has gone through its introduction stage; introduction stages is basically very
expensive and there are no sales revenue or may be some loss, now currently PIA is in the latter part of
maturity stage, its market share is favorable in the air travel industry. Further in maturity stage it is in
maintenance because PIA is trying to keep the service in the public eye and maintain sales.
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BCG Matrix
In BCG matrix Pakistan airline lies in Cash Cows category because the market growth rate of the airline is
decreased and is not high anymore and the relative shares of Pakistan international Airlines is still favorable in
the overall airline industry of Pakistan as well as international.
Theoretically Cash cows generate cash more than they consume, but in case of Pakistan international airlines,
it is not generating very good cash, in fact it is going in losses.
Product Decision & Strategic Recommendations
PIA is in the maintenance stage so it should improve its services to keep itself in the public eye. PIA should
further improve their in-flight services and improve the performance of their fleet by introducing new
airplanes in its fleet and remove the old planes.
PAKISTAN INTERNATIONAL AIRLINE 28
PRICING DECISIONS & STRATEGIC RECPMMENDATIONS
Pricing Audit
PIA uses documentary pricing strategy and is based on market feedback; looking at their capacity (seats
available in fleet), looking at their corporate tours, and getting feedback from CRC and then passing the data to
pricing section (competitor analysis) who makes the price structure.
PIA uses normal fare policy, it is the maximum price set by IATA which cannot be exceeded. PIA charges low
in off peak seasons where there are very few travelers and charges maximum in the peak season when there
are a lot of travelers. PIA‟s prices are highly competitive with its competitors, almost all the airlines in
Pakistan charge the same, and there are very few differences in the prices. One of the problems in PIA prices is
of frequent price revisions which is not a good thing for the airline.
Pricing Decision & Strategic Recommendations
The prices of PIA in Pakistan are according to the standards but the frequent revisions in fare should be
avoided. As there is open sky policy in Pakistan, any airline can come and take away the passengers of PIA, so
PIA should have highly competitive prices
PROMOTION DECISIONS & STRATEIC REOMMENDATIONS
Communication efforts are not only to attract the new users but also to maintain contact with an organization‟s
existing customers and build relationships with them. The marketing department of PIA is not only
communicating with the external customers but also with the service employees.
Humsafar, magazine is one of the ways of PIA to communicate with the service employees. Also the service
employees get the handbooks of PIA to make t he service employees well aware to the Airline.
Communication with External Customers
PIA spotlights promotions more than its previous one. PIA has taken many steps to promote its brand and
products.
PAKISTAN INTERNATIONAL AIRLINE 29
Advertisement
PIA is advertising its products (destinations) through different mediums. PIA has advertised in News papers
(DAWN NEWS, THE DAILY NEWS, JUNG and planning for other newspapers also,); PIA‟s advertising is
also being done through radio on FM Channel. PIA is also advertising through transports (painted corporate
image of PIA on transport sides). The firm is also advertising through press releases, in the news articles.
Public relations are being made by the employees of PIA which enhances the firm‟s image. PIA had sponsored
in the Cricket events.
In Flight Entertainment
The In Flight Entertainment (IFE) system is one of the most crucial systems as far as the brand equity of an
airline is concerned, since it directly impacts a passenger‟s comfort during long haul flights. This IFE system
gives an airline a competitive edge in the passenger transport. PIA IFE system offers Video-on-Demand,
Internet Access, Satellite Telephony, Interactive Games and In Flight Telephony with regular offerings of
Music and Movies on passenger‟s seats.
Future Campaign
PIA is planning to run a campaign in near future, when it will be eligible for another destination (product). The
type of campaign will be direct response, so the firm can easily judge the effectiveness of the campaign by the
number of response it gets from its customers.
Corporate Branding
PIA is having Monolithic structure for corporate branding as its centre; all the products carries the same logo
and brand values, but with little variations to distinguish the products (destination). The corporate identity is
the “Curved Green Line” on all of its products.
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Recommendations
PIA should advertise on TV channels like other airlines are advertising. BBC and CNN would be great for
advertising, because most of the people watch these channels in the present days. TV ads give competitive
advantage to the competitors of PIA.
Marketing Communications and the Internet
Internet is playing a vital role in marketing communication. The most remarkable aspect of the internet is that
the website of a company can be accessed al most anywhere in the world. Only few companies are now
without the website.
PIA is also having a user friendly web site, www.piac.com.pk ,which can be accessed from anywhere in the
world. The website is having the facility of electronic ticketing, reservations etc. This website encourages
customers to voluntarily learn about PIA‟s different products, flight destinations, tourism and much more
because they can anticipate receiving information or something else of value in return.
Promotional Budget
Management of PIA sets the promotional budget according to their product (destination), the promotional
budget details were kept confidential with the management. The estimated budget is for PIA‟s new product for
30 days (from June 1st – June 30
th 2008) will be 1.953 Billion.
The budget will be distributed in 3 different Channels.
Television Commercials (TVC) :
PTV
Timings Cost (PKR) Total Spots Total Cost (PKR)
(Per Second) (Spots of 20 sec)
7:00AM-7:59AM 18,000 2 7, 20,000
8:00AM-8:59AM 18,000 2 7, 20,000
PAKISTAN INTERNATIONAL AIRLINE 31
12:00PM-12:59PM 18,000 1 3, 60,000
2:00PM-2:59PM 18,000 2 7, 20,000
5:00PM-5:59PM 18,000 3 10, 80,000
6:00PM-6:59PM 18,000 2 7, 20,000
7:00PM-7:40PM 82,500 2 3, 30,000
7:40PM-9:00PM 82,500 2 3, 30,000
Total 4980000
Total budget of 30 days for TVC ads will be:
4980000 x 30 = PKR 1, 49,400,000
Print Media, “Newspapers”:
PIA will launch Advertisements for new product (destination) in Jang and DAWN News. Following are the
details of newspaper budget for 30 days (from June 1st – June 30
th 2008)
DAWN News
PIA will launch half page ads in PAGE-2 of Dawn News for 30 days, following are the budget details:
Weekdays Standard Rate =PKR1900 (per centimeter) +50% (page premium)
(MON, TUE, WED, THU, FRI, SAT) =PKR 2850
Total weekdays (25 days) budget will be = 2850 x 216(half page) x 25 (days)
= PKR 15390000
Sunday Standard Rate =PKR 2500 (per centimeter) +50% (page premium)
=PKR 3750
Total Sunday (5 days) budget will be =3750 x 216(half page) x 5 (days)
=PKR 4050000
Total Dawn News Budget =15390000 + 4050000
= PKR 19,440,000
JANG News:
PIA will launch half-page ads on PAGE-2 with Jang news for 30 days (from June 1st – June 30
th 2008).
Following are the budget details.
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Weekdays Standard Rate =PKR1310 (per centimeter) +200% (page premium)
(MON, TUE, WED, THU, FRI, SAT) =PKR 3930
Total weekdays (25 days) budget will be = 3930 x 216(half page) x 25 (days)
= PKR 21222000
Sunday Standard Rate = PKR1506.5 (per centimeter) +200% (page premium)
(1310 + 15% of 1310 =1506.5) =PKR 4519.5
Total Sunday (5 days) budget will be = 4519.5 x 216(half page) x 5 (days) =PKR 4881060
Total JANG News Budget = 21222000 + 4881060 = PKR 26,103,060
Total Newspaper budget
(DAWN + JANG) = 19440000 + 26103060
= PKR 45,543,060
Radio Ads:
PIA will launch radio ads for its new product (destination) in FM 103 Channel.
Following are the details of budget for 30 days.
Per Second price = PKR 15
Length of Advertisement = 30 second
Per advertisement cost = 15 x 30 =PKR 450
No of times to be played per day = 30
Total no of days =30
Total times to be played in 30 days =30 x 30 =900
Total cost for 30 days =900 x 450
= PKR 405,000
Grand total of Promotional budget:
(TVC + NEWSPAPER + Radio) = 149400000 + 45543060 + 405000 = PKR 1, 95,348,060
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PEOPLE DECISIONS & STRATEGIC RECOMMENDATIONS
Organizational Hierarchy of PIA
CEO
DMD
SVP
Manager (Comp Analysis) Pricing
Manager International
Affairs
Manager Hajj
Manager CRC
Manager Brand
Manager Agency Affairs
Offices
America
Europe
Far East
South Asia
Domestic
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Marketing Department of PIA
\
CEO
DMD
SVP (Marketing & Sales)
maMarketing & Sales
Manager (Comp Analysis) Pricing
Manager International Affairs
Manager Hajj
Manager CRC
Manager Brand
Manager Agency Affairs
Offices
America
Europe
Far East
South Asia
Domestic
PAKISTAN INTERNATIONAL AIRLINE 35
People in a Service Oriented Company
An essential ingredient to any service provision is the use of appropriate staff and people. Recruiting the right
staff and training them appropriately in the delivery of their service is essential if the organization wants to
obtain a form of competitive advantage. Consumers make judgments and deliver perceptions of the service
based on the employees they interact with. Staff should have the appropriate interpersonal skills, aptititude,
and service knowledge to provide the service that consumers are paying for.
No. of Employees
In the PIA‟s Marketing Department, Lahore, there are around 20 employees working.
The Essential Job Functions
The Marketing Manager will have responsibilities including, but not limited to, the following:
Communication: Assist Senior Account Managers in all areas. Ensure that requests are accurate and
well thought through, follow budget, and executed in a timely manner.
Creating and proofing marketing materials in conjunction with all accounts.
Develop, execute, and maintain promotions and incentive programs. Scheduling of debrief meeting
after promotion/incentive is done.
Ensure that marketing department expenses are within budget.
Media-buying and marketing purchase activities. Use expertise in print production and media
purchasing to ensure best price is obtained, etc.
Work with Marketing Coordinator on projects as needed while serving as the main point of contact for
internal and external sales requests.
Supervise marketing team, delegate tasks to appropriate team member(s), adhere to budget, and meet
weekly with Director of marketing.
Flaws
Following are the drawbacks which the employees are facing.
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Employees are not motivated because of the compensation policies. Because of the low salary
packages employees working in the marketing department tend to leave the organization wherever they
get an attractive opportunity.
Strategic Recommendations
The compensation packages of the employees of the marketing department should be raised up.
Employees should get incentive based programs so that they can feel motivated.
Employees should be involved in the corporate decision making so that they can feel themselves as an
important asset for the company.
PROCESS DECISIONS & STRATEGIC RECOMMENDATION S
Process Audit
The Sales and Marketing process of PIA is gone through certain steps (departments). IATA (International
Airline Transport Associates) agents gives the Bank Guarantee, the document used in the process is Ticket.
PIA serves its customers by this guarantee. Then the document is sent to BSP. The system shows the stock
condition, the system checks the past history of agents. Agents then granted tickets in certain percentages as
per the BSP. If the agents need more tickets than, PIA decides whether to give the agent extra tickets or not.
Process Decisions & Strategic Recommendations
The PIA system is Document based; it should be in PKR Value. This PKR value process means; the agents get
PKR Value in which he has to distribute tickets instead of documents to distribute.
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PHYSICAL EVIDENCE DECISIONS & STRATEGIC
RECOMMENDATIONS
Physical Evidence
PIA always tries to fulfill the needs of customer and try to provide good services to the customer. As far as
customer loyalty has concerned PIA gives gifts to the children in the flight to attract the customers
emotionally. The engineering department of PIA is highly professional their Pilots and engineers are one of the
best in the world. The uniform of PIA staff is highly presentable and professional. They mostly require less
time for maintenance of airplane after the flight. They have a systematic way of dealing with the customers at
the airport. They have a monopoly because PIA has the maximum access to the remote areas of the country
where no other airline can have access. So people will have to travel with PIA. PIA has the drastic
improvements and with every passing day they are making their operations more efficient and effective. PIA
always gives proper accurate information to their customers even though there is high illiteracy rate in
Pakistan but PIA always deals with those people wisely no matter during the flights or before/ after the flights.
Due to the cooperative behavior of the staff customers are mostly satisfied.
Strategic Decisions & Recommendations
PIA should purchase the new aircrafts for the airline because many of the existing aircrafts have gone through
their life time period. By purchasing new presentable aircrafts people tend to travel more and feel much more
secure in terms of safety.
DISTRIBUTION CHANNEL DECISIONS & STRATEGIC
RECOMMENDATIONS
Distribution Audit
PIA is using efficient methods to get their tickets to a point where travelers can buy the tickets most
conveniently. PIA checks and provides the ticket stock available to their distributors.
PAKISTAN INTERNATIONAL AIRLINE 38
Distribution & Strategic Recommendations
The main distributors of PIA are the Travel Agencies which sell the ticket to their customers. Sales Promotion
Officers give their tickets to different travel agencies, travel agencies then sell those tickets to the end
consumers (travelers). There are direct agencies as well who have the stock available to sell the tickets to the
travelers. These direct agencies sell the PIA tickets only. Others travel agencies have other airline tickets also,
for the sale. PIA is having a facility of E-Ticket also, through this system travelers can get their tickets at their
current position (wherever they are).
Distribution Channel
PIA has SPO‟s who give tasks to their agents (travel agent). PIA is the largest airline in Pakistan; its size
creates the greater economic power for their agents. PIA gives incentives to their agents on selling their
tickets.
Strategic Recommendations
PIA can have exclusive contracts with travel agencies instead of tying contract, which will be beneficial for the
firm.
CONTROL
IMPLEMENTATION, MEASUREMENT, MONITORING, REVIEWING, UPDATING AND
MODIFYING
PIA„s Control System
The control system of PIA is based on the feedback system. This feedback is attained from the customers i.e.
passengers and also from the higher management from the course of the audits done annually. Every
department has its own control system like HR department has the appraisal system of the performance of the
employees which ensures that the employees are going in the right direction and work for the attainment of the
goals settled by the higher management. If the appraisal of any employee is below the average that she/he gets
PAKISTAN INTERNATIONAL AIRLINE 39
the warning notices and if still there is not any improvement in the performance of the employee she/he will be
fired.
PIA has certifications like IATA, EASA (European Aviation Safety Agency), Civil Aviation Authority,
Pakistan Approved Maintenance Organization, IOSA.
For the purpose of accessing the strategy, PIA should do this with the help of the Balance Scorecard Method.
1. The Financial Perspective
The Financial Perspective of PIA results into the current financial situation of the company. PIA is facing
financial losses and suffering from the threat of liquidation. It means that the mission of the company of being
the most profitable airline of the world has not been yet accomplished. Due to the financial reasons company
is unable to accomplish the mission and also the vision statement. Because due to insufficient financial losses
that company is facing, it is unable to put the strategies into an action.
2. The Customer Perspective
Recent management philosophy has shown an increasing realization of the importance of customer focus and
customer satisfaction in any company. These are called leading indicators: if customers are not satisfied, they
will eventually find other suppliers that will meet their needs.
PIA‟s performance in the minds of the customers is the indicators that in future where will PIA be standing.
Because customers are the source of revenue for the PIA and if the passengers are not satisfied with the service
quality of the airline they will find other airline for the traveling purpose. PIA really acknowledges this fact
and in every flight there passengers are given the comment cards which they will fill regarding the service
quality, food quality, interior of the aircraft etc.
3. The Business Process Perspective
This perspective refers to internal business processes. Measurements based on this perspective will show the
managers how well their business is running, and whether its products and services conform to customer
requirements.
PAKISTAN INTERNATIONAL AIRLINE 40
PIA‟s internal business process include the These metrics have to be carefully designed by those that know
these processes most intimately. In addition to the strategic management processes, two kinds of business
processes may be identified:
Mission-oriented processes. Many unique problems are encountered in these processes.
Support processes. The support processes are more repetitive in nature, and hence easier to
measure and to benchmark. Generic measurement methods can be used.
4. Learning and Growth Perspective
PIA is a knowledge worker company, this perspective includes employee training and corporate cultural
attitudes related to both individual and corporate self-improvement. As technology is growing rapidly so the
up to date training of all the employees has become necessary.
Objectives, Measures, Targets, and Initiatives
Objectives: according to the PIA, objective of remain in the market is achieved.
Measures: the observable parameters that is used for measuring the progress toward reaching
the objective of PIA is attainment of the mission, vision and marketing strategies. PIA has achieved
the objective of remaining in the market by introduces new traveling packages for the customers.
Targets: the specific target values for the measures, for example, 7% annual decline in
manufacturing disruptions.
Initiatives: projects or programs to be initiated in order to meet the objective. According to
PIA‟s point of view the new initiative of attaining the objectives more accurately is by opening new
routes to different cities and countries of the world. E.g. PIA is planning to open new route to Africa
and Australia.
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Appendices
PAKISTAN INTERNATIONAL AIRLINE 42
References
www.google.com
www.piac.com.pk
www.wikipedia.org
PIA Sales Promotion Officer, Lahore
DAWN News Marketing Department (contact no: 5711579, 111365365)
FM radio Marketing Department (contact no: 111111103)
Jang News Marketing Department (contact no: 6367480)
PTV Marketing Department