Customer-centric snapshot of American Airlines [4 of 4]

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Customer-centric snapshot of American Airlines [3 of 4]

D When you’re first hired as an agent… [F: and is it just agents?] …well, my group of people that I manage… [F: oh, I see] …are agents, but every department has training, as far as pilots and flight attendants, I’m not sure what the… [F: even baggage handlers, I’m sure] …period of time is, right, and in the computer, every 45 days you have some type of lesson due. [F: Wow!] It’s either learning about triggers in the baggage, or how to, let’s say, something unfortunate happened and the person is looking for compensation, you could look here, look there, deciding what to give the customer because we failed at some type of service… [F: whatever’s high-lit at that time] …right, right…


F Do you folks get acknowledged on your anniversaries or birthdays… [D: yes, absolutely; on the 10/20/30 years…] …on your frequent flier or repeat customer base, does American send them out a post card or anything, an e-mail, happy birthday, or…

D That’s a good question, I’m not sure, for a platinum and executive platinum’s and gold’s… [F: I’m thinking that would be an easy, extremely low cost marketing…] …that’s a good question, I’m not sure, I mean locally, with our agents here we post them, and we have cake and whatever, but, I would sure hope so, but…

F …and if not you can bubble it up. Supervisor on duty, thank you so much for your time. [D: you’re welcome] …I’m grateful… […sorry we’re a little stressed down here today (there was a baggage back up issue she was staying behind to handle), so…] …no, I’m extremely grateful you took a few moments for me, [D: yeah, no problem] I do appreciate it. I think I’ll get three pages out of this easy.

D …okay, alright…we appreciate everybody’s business, and we… (recording ends).



Evaluating the airline’s customer service quality.

Any institution that gifts its employees support training every six weeks is already aces in the mind of this researcher. That the Supervisor on duty kept cycling back to her agents as the base of responsibility for the consumers’ positive experience speaks volumes. Therefore, rather than looking at the customer, the majority of this customer centric conversation rightly settled on maintaining the high spirits and excellent training of those who would serve.



How marketing plans incorporate service quality.

One senses that the transcript speaks for itself. It would be ridiculous to presume that what we just shared as experienced by this dialogue was not a byproduct of marketing woven through the organization. Clearly, this conversation was the result of the marketing plan of high strategic caliber.



Concluding thoughts

This author reiterates again his deep appreciation to the Supervisor on duty. It was an honor to meet her. A privilege to have had the dialogue we did and that there is some confidence as we imagine American Airlines has a right to be proud to be represented by someone who has thoroughly integrated the AA way.

Ordinarily a document such as this carries with it an effort to embrace as much as possible. Taking this different approach yielded fresh insight, speaks to the topic in a way ordinary research would not have allowed and yielded something of a snapshot of exactly what we are talking about.

Customer-centric snapshot of American Airlines [2 of 4]

F But it’s not just AA…


D Oh gosh no… [F: oh, just to be clear] …it’s the whole industry has changed…

F …absolutely … I think (all) the airlines generally should work on re-branding that because is still [D: right] elegant, and I was noticing that, there’s a caché about, I mean, even when the first subways hit New York the first passengers came on board with suits and top hats and that sort of thing and that was the case with train travel when it first showed up, that was the case with plane travel when it first showed up, and yeah, and everybody’s like, and more than half the people getting on board are wearing jeans and they’re very casual, and that’s actually, in many ways, a good thing, but what’s also true is, you’re right, there’s a diminishment of, y’know, we begin to take things for granted. But I think American Airlines is one of those institutions in the industry that still goes out of its way to … [D: right, and that was my…] … we’re not going to buy into that, we’re still going to project the elegance.

D …point about all that. And we still want to promote that the customer is first, and it doesn’t matter what’s happening as far as … there’s a lot more problems at home nowadays, there’s a lot more financial, but when you go out that door you’re still American Airlines and we want this customer service that you provide, whatever, y’know, set aside from everything else the customer, we do try to go out of our way and do what we can for the customer.

F Do you folks do any kind of metric, any kind of customer survey or metrics, I am sure you guys do…

D Yes, Absolutely, yeah.

F And is that at the corporate level, or at the regional level, or…

D It’s the surveys that you get as you’re boarding the plane, they’ll pick certain flights and the flight attendant will give you the survey… [F: where do they end up?] …in headquarters, in Dallas… [F: okay] …and then every month they come out how we’ve ranked against the other airlines, unfortunately I don’t know… [F: no, no, no, I’m not gonna hold you to anything, I’m just lookin’ for conversation, feedback light, open ended…] …and then actually we get a small bonus if our metrics are met… [F: oh nice] …oh yeah, so there are incentives out there, we have a quarterly newsletter that they send to all the employees and any of the customer, some of the letters will come through acknowledging certain agents and managers and that [F: nice] sort of thing, there’s employee week, locally here, we have like an employee appreciation day, every couple of months, the GM at TPA, he’ll be out there grillin’ for everybody and … [F: Grillin’, wow!] …so, food all day and for the crews and for, and just anything boost the morale and keep ya going and any little thing – every little thing counts, so yeah, it’s a tough industry nowadays.

F …and this is an industry that knows every little thing counts.

D Yes, absolutely.

F …every little thing. And I do want to honor your precious time. Aside from any last thoughts, I had one other thought myself – and, of course, if you do want a copy of this I would need your card or an e-mail address or something. [D: yeah, uh huh] With regards to training I imagine that these kinds of listening skills and communication skills… [D: right] …are really hammered home in training, is training an ongoing, periodic, or that sort of thing?

Customer-centric snapshot of American Airlines [1 of 4]

Abstract


This intention of this paper is as a snapshot of sorts as regards the customer centricity as it appears/occurs with American Airlines.



Introduction

After more than a month’s worth of research, with margins so tight, fuel prices moving as they are and so much money on the line a fresh approach to the subject matter was sought to break through the proprietary information wall. This author chose to drive out to Tampa International Airport to engage someone in (American Airline’s) management as to their take on customer centricity. The transcription of the brief conversation will follow shortly. Despite the fact that this seven minute, 35 second conversation took place with the Supervisor on duty, a supervisor in ticketing and baggage, does not seem a huge leap to extend attributes of the customer centricity paradigm into the domains of pilots and steward/esses, baggage handlers, et.al.

It should be noted that the Supervisor on duty is not a corporate talking head. She was and is a very real person whose candor is refreshing. Some may nitpick the transcript, but that would miss the point. The Supervisor on duty should be both cloned and given a raise, as an authentic example of what any airline should be proud to employ.

That the Supervisor on duty would afford me a moment at all speaks to the trained sense of service that came so naturally, and I express my gratitude to her here (and indeed to American for fostering such diligent talent).





Transcript - American Air’s customer-centric orientation (Lipka, 2011).

(this was an impromptu dialog with the Supervisor on duty, represented as “D”, the author, Frank, as “F”)

F …Really? Just whatever your thoughts are as regards (to) American Airline’s sense of customer centricity. Y’know, your organization’s actually done quite a lot…

[phone ringing]

D …uh huh…

F …and, uh [phone ringing] customers come first, I’ll hold if ya…

D …yeah, I’m thinkin’ this probably might not be a good time for this, and maybe an e-mail would be better because I’ve got a lot going on here, but, go ‘head…

F …well, out of respect I wanna send you a copy [D: uh huh, okay] of the paper [D: excellent, okay] but, really, just your thoughts, you know, here’s an example of customer centricity … you had a baggage issue and here you are, a supervisor, you’re down here taking care of it in person [D: umhm], I could come up with all kinds of things based on research, but I’m just wondering what pops up into your mind when it comes to this legacy airline that’s been around since, like, 1934 (1930 literally, but first flight was in 1934) [D: yeah] … one of the best companies this country has … what comes to your mind when you think of the customer coming first and how you folks attend to customers?

D Well, I think the most important thing is to listen to them., as well, and hear what they’re saying and asking for … there’s many times upstairs, with technology, these days, it’s hard to give that … with the self service machines going, and all the cutbacks that we’ve had because of our financial situation … we used to have ten people on our counter, now you might see four [F: it’s a horrible industry for margins] … right… [F: and that’s across the board] …exactly… [F: and with fuel prices, absolutely, I understand] …so, we’re doing a lot more with a lot less, so to speak, that we had years ago. I think it was a very prestigious airlines to begin with, back twenty years ago, I mean, everybody wanted to work for the airlines, it was just, you know, this glamorous job. I think that’s kind of, the morale has gone down a little bit, unfortunately, because of the financial situation …

Motel SERVQUAL [3 of 3]

Concluding Thoughts, SERVQUAL in the Marketing Plan

Early on in any SERVQUAL, process is a gap analysis, a measure between expectation and perception. Of itself, this becomes valuable information. e-SQ is the online version of SERVQUAL.

It would be this author’s recommendation that, naturally depending on the particular institution, a given motel asking for or updating a marketing plan would need to be open to a holistic review of its entire operations, top to bottom. This statement is rests upon the appropriateness to weave SERVQUAL throughout the marketing plan as a way of re-engineering, and therefore necessarily has to include all considerations of management, operations, finance, et al. For contrast, a motel that asks for marketing and is not open to such a thorough review is actually just asking for advertising (which could mean anything from a logo or a website to media production). This latter is respectable and viable in its own right, but by contrast is a mere Band-Aid compared to the technology that real marketing can bring to bear.



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Motel SERVQUAL [2 of 3]

Think for a moment of all the configurations of consumer interactivity and experience even before arrival. Following each consideration please include the parenthetical “and how was that experience?” With arrangements often made ahead of time, there is the opportunity to measure [1] how the motel came to the individual's attention, [2] the extent to which and where research on the institution was performed, [3] were there any deals (was this part of the package, was there a coupon, or frequent flyer miles applied, etc.). We could easily go on, and if we were to actually move in the direction of this exercise proper we would have to. Other considerations just in this arena of experience alone would necessarily include distance from home, who is paying (and how), length of time spent and any special needs that would affect an initial choice. While one could certainly construe and even yet expanded the variety of possible things to measure pre-arrival, one begins to get a sense of exactly how many pieces are potential for measurement; and this is probably the easier part.
Upon arriving at the motel, and before going in, there are considerations such as signage, lighting and setting (including that which is nearby, whatever that may be). Also, parking lot considerations, security, whether or not there is an awning or overhang in front of the entrance (in case it’s raining), whether or not there is a bellhop and/or doorman, or luggage cart. These may seem obvious, but then there are some considerations, such as whether the parking lot is properly paved and newly marked, how the place looks from the outside, what the landscaping is like and is there an ashtray near the door or benches to sit on. This too could go on.

A trio of academics from Norway recently spoke at a conference about measuring the atmosphere of motels (Heide, Gronhaug, & Laerdal, [2008-2011]). Their inventory started with 600 unique descriptors! This is reasonable when one considers the detail involved in what is essentially a temporary living space for human beings of special circumstance; i.e., traveling executives, vacationing families (expecting more value for their money) and the like. Chances are fairly strong that when the day comes that a comprehensive body of work has been collected and cross organized, alternative temporary living spaces like the YMCA and youth hostels will likely clock in as a minority representation.

Significant sub considerations come from that which is data mined. As an example, Zeithaml and Parasuraman identify the ability to discover “heavy users”; this would be the type of consumer an enterprise would necessarily want to identify, (to cater to, retain more than others and to maximize profit) (Weitz & Wensley, 2002, p. 345).

Motel SERVQUAL [1 of 3]

Abstract


This document is a consideration of SERVQUAL as it relates to the accommodations industry.



Introduction

The primary purpose of this consideration is to explore and review SERVQUAL, an attempt at flattening subjectivity with a holistic metric with an eye toward a specific application (in this instance, the accommodations industry; hotels, motels, inns, Bed & Breakfasts and more). Devised in the 1980s by Zeithaml, Parasuraman & Berry, the ability of SERVQUAL to be adapted to a variety of purposes enabled it to gain traction of use. Others include LISREL, RMSEA, NNFI, CFI, GFI and AGFI, to name a few.

As one can imagine there are detractors for SERVQUAL. Among the considerations cited, include legitimate considerations like a lack of absolutism and a nonetheless present subjectivity. However, such an endeavor would naturally drawn to it such detractions (virtually by definition) in so far as the basic construct is a complete embrace of all possible abstractions, with the acknowledgment that each use will likely see a customization (which naturally will expand upon some areas while neglecting or zeroing out altogether as a possibility for other areas).

The use and value of SERVQUAL, as well as its deconstruction/demystification, is well laid out and chapter 14 of the Handbook of Marketing by two of its original authors, Valarie Zeithaml and A. Parasuraman (Weitz & Wensley, 2002, p. 339).



Motel Metrics

Let us consider for a moment the depth and breadth of that which is possible to measure as regards a consumer's experience in, will say, a motel. Even before we begin, we approach the task knowing we are walking into a staggering array of moving parts. Suddenly, holistic make sense (and it becomes convenient that we can accommodate ourselves configuring the metric is we need to).

Education and Marketing [2 of 2]

Literature Review of References

Article retrieved from the Argosy University Library specifically on Asia-based marketing executives' opinions regarding their companies' marketing and advertising strategies in the region.

AINSWORTH, G., & VLAS, A. (2000). INSIGHTS ON ASIA (Doctoral dissertation). Retrieved from http://web.ebscohost.com/ehost/detail?vid=7&hid=119&sid=f86b3af5-93a1-4152-b347-b89b0f1dbf97%40sessionmgr110&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bsh&AN=3015203



A great resource site for print, television and all other advertising media for most all countries in the world.

Ads of the World. (2011). Ads of the World: Turkey (reference/resource). Retrieved from Ads of the World / WebMediaBrands Inc.: http://adsoftheworld.com/taxonomy/country/turkey



Thee organization for marketing for marketing professionals in the United States.

American Marketing Association. (2005). the American Marketing Association’s (AMA) code of conduct . In the American Marketing Association’s (AMA) code of conduct . Retrieved from http://www.google.com/url?sa=t&source=web&cd=2&ved=0CBgQFjAB&url=http%3A%2F%2Fwww.marketingpower.com%2FCareers%2FDocuments%2FPCM%2520Application%2520Kit.pdf&ei=BMHnTOmZNsb_lgeM67i7Cw&usg=AFQjCNE3pngME_hdEkQOvKxtYa1GErAsUQ&sig2=nvERiaEYNIr1OxzKaGWEwg



Chris Anderson's groundbreaking insight on the abundance left in the margins by the big players so inextricably focused on making the most and fastest money. There is usually more left on the table in haste, plenty for entrepreneurs.

Anderson, C. (Speaker). (2006). The Long Tail. Why the future of business is selling more of less. [CD]. Hyperion Audiobooks: .



International negotiation resources by country.

Anonymous (2008). Negotiating International Business - Italy. Global Negotiation Resources. Retrieved from http://www.globalnegotiationresources.com/



David Arnold's most excellent book for Financial Times arguing how we will never be truly global, and to honor our wonderful differences.

Arnold, D. (2004). The Mirage of Global Markets: How Globalizing Companies Can Succeed as Markets Localize [for Education Management Corporation]. (1st ed.). [VitalSource Bookshelf]. Retrieved from ISBN 013047066X



A nice op Ed on the topic, by one of the major business schools in the region.

Australian School of Business UNSW . (2010, June 4, 2010). Marketing in Indonesia - challenges and opportunities ([under: News & Events]). Retrieved from Australian School of Business UNSW : http://www.asb.unsw.edu.au/newsevents/mediaroom/media/2010/april/Pages/marketingindonesia.aspx



Straightforward and thorough template information as regards the branding of an institution of higher learning.

Boston University. (n.d.). Boston University Brand Identity Standards. Retrieved February 14, 2011, from http://www.bu.edu/brand/



Insightful advice from a blog about the topic of this paper.

Branding Strategy Insider, the branding blog. (2007 (& 2010), ). Building A University Brand [Web log message]. Retrieved from http://www.brandingstrategyinsider.com/2007/11/rebranding-a-na.html; http://www.brandingstrategyinsider.com/university_branding/



Old enough now to give historic context, this BusinessWeek article nails down one aspect of one part of the challenge a multinational experienced with their larger entrée strategy for Indonesia.

BUSINESS WEEK ONLINE. (1998). OUT OF INDONESIA: WAL-MART SPLITS WITH LIPPO . Retrieved from http://www.businessweek.com/bwdaily/dnflash/feb1998/nf80225b.htm



This writer does not have the $275 for the 130 page report, yet sought to keep the reference anyway.

Bharat Book Bureau. (2009). Foreign Companies in Indonesia. Retrieved December 01, 2010, from http://www.bharatbook.com/bookdetail.asp?bookid=18780&publisher=



This writer's interview with his niece (about textbooks. Ribka is currently a student at the University Sumatra Utara, Indonesia).

Bukit, R. (2010, November 26). Interview by F. Davis [conversation on Skype]. [personal], .



One those golden references everyone should have in their favorites.

CIA - World Factbook. (updated bi-weekly [retrieved Feb. 12, 2011]). China, India, Indonesia & the US [respectively]. Retrieved 02.12.11, from https://www.cia.gov/library/publications/the-world-factbook/index.html



A great little article of tangential significance, ongoing global right from the smallest of starts.

Campbell , A. (2007, July 25, 2007 ). Go Global Without Waiting to Grow Up [Web log message]. Retrieved from http://smallbiztrends.com/2007/07/go-global-without-waiting-to-grow-up.html



This blog reviews and summarizes what is become one of the fundamental strategies for business.

Carter, P.. (2009, August 6). Corning’s Five-Stage Stage-Gate Process [Web log message]. Retrieved from http://www.drpatrickcarter.com/blog/?p=11



International business law reference of the highest order.

Cheeseman, H. R. (2009). Contemporary Business and Online Commerce Law (6 ed.). Upper Saddle River, NJ 07458: Pearson / Prentice Hall.



Citra Duta lingers as a reference, though admittedly not necessarily applicable. A decades established interior design firm, the principles are both Indonesian as well as from the West.

Citra Duta Artistry. n.d.). http://www.cda.co.id/; http://www.expat.or.id/sponsors/cda.html



Supporting commentary from broadcast television.

CNN (Producer). (2011, Jan. 17, 2011 - 8:30am EST). American Morning (Live) [Television broadcast]. [guest interviewed: Dr. Perry]: .



Culturegrams! Need I say more? Was this the first work of its kind? These works continue to be excellent reference.

David M Kennedy Center for International Studies, the. (1997). Japan, Sweden. In G. P. Skabelund (Ed.), Culturegrams, vol. 2; Africa, Asia, Oceania. Brigham Young University: Brigham Young University.



Part of the contemporary wave of creative thinking management.

Davila, T., Epstein, M., & Shelton, R. (2006). Making Innovation Work: How to Manage It, Measure It, and Profit from It.. Upper Saddle River, NJ: Prentice Hall.



This writer's self-referential writing, this being a new thought model.

Davis, F. (2009). Sketch of a Model; Leadership and Strategy. Unpublished manuscript, Argosy University, Tampa, FL.



This writer's self-referential writing, this being preliminary to a new thought model.

Davis, F. (2009). Solutions-Oriented Decision Models. Unpublished manuscript, Argosy University Business Department; Tampa, FL.



Part of the contemporary wave of creative global management.

Deresky, H. (2008). . In (Ed.), International Management; Managing across Borders and Cultures (6th ed, pp. 350-367). : Pearson / Prentice Hall.



This is a strong reference textbook for international business.

Dlabay, L. R., & Scott, J. C. (2006). International Business (3rd ed ed.). Mason, OH: Southwestern Cengage Learning.



This Scottish business school is among the very few online schools of any presumed caliber operating in Indonesia.

Edinburgh Business School; Heriot-Watt University. (2011). Welcome to EBS in Indonesia. Retrieved February 12, 2011, from http://www.ebsglobal.net/studying-globally/Indonesia



Simply a reference. The Indonesian school system has a nickname of Garden of Students.

Encyclopædia Britannica. (2011). Garden of Students. Retrieved February 12, 2011, from http://www.britannica.com/EBchecked/topic/225819/Garden-of-Students



Another one of those golden references. If it's multicultural business, it's best to check in here.

Executive Planet. (2010). Retrieved from http://www.executiveplanet.com/index.php?title=Main_Page



This is a sub page of the much larger website. As intercultural websites go, this truly is the gold standard. Living in Indonesia a site for ex-pats (http://www.expat.or.id/) is well maintained for decades now and deconstructs all things Indonesian for the Western professional in mind. It's beautiful, wonder filled and the treasure.

Expat Web Site Association Jakarta. (2011). International Schools in Jakarta. Retrieved February 12, 2011, from http://www.expat.or.id/orgs/schools.html



Instrumental web page offering both logos for Argosy University as they transitioned their brand across the first decade of the new millennium.

Free PDF ebook. (2010). Argosy University Logo PDF ebook. Retrieved February 14, 2011, from http://www.orthougm.com/argosy_university_logo.html



A milestone book, and I like Tom as a pundit also.

Friedman, T. (2005). The World Is Flat. New York: Farrar, Straus & Giroux .



A nice list of the most significant indigenous secondary schools.

FutureMELD, LLC. BrainTrack. (2011). Indonesia Universities And Colleges. Retrieved February 12, 2011, from http://www.braintrack.com/linknav.htm?pprevid=182&level=3



Once I discovered Malcolm I devoured everything he wrote all at once. I’m surprised I did not justify including Outliers in this reference list. If you are not familiar with him, go read him now. His biggest, overarching contribution has to do with perspective. Nice right brain stuff.

Gladwell, M. (2001). The Tipping Point: How Little Things Can Make a Big Difference. Boston, MA: Little Brown & Company.

Gladwell, M. (2005). Blink: The Power of Thinking Without Thinking . Boston, MA : Little, Brown and Company.



A very strong collection of reference data.

Global Business Indonesia [Interactive data sets, links to resources, etc.]. (2010). Time Inc.. Retrieved from http://www.time.com/time/global_business/Indonesia



A mother lode of international negotiation resource. Unfortunately, it's not all free.

Global Marketing Strategies. (1997-2010). Global Negotiator [[muscular collection to internal pages with developed information] http://www.globalnegotiator.com/]. Retrieved from : Global Marketing Strategies.



Seth Godin continues to guerrilla market Seth Godin. From this perspective it would be easily dismissed. But the guy keeps putting fresh perspective on marketing considerations that are often overlooked in an entertaining way, so it turns out he's actually worth checking out.

Godin , S. (Speaker). (2004). Free Prize Inside / Purple Cow [audiobook]. Seattle, WA: Penguin Audio.



I know it says so in the reference, but let me say it again: this is a podcast (if your speakers are on it in while you have a surprise). As stated, it has to do with global pay.

Hay Group. (Producer). (2010). 2009 Global Management Pay Report [podcast; 9:37.]. Retrieved from http://www.haygroup.com/uae/Media/Details.aspx?ID=22275



This is a website promoting one book on international negotiation. I think I kept it because I may have come across something from within it that I had used elsewhere (something tells me that when I used from within this book I actually got from one of those other websites).

Hernández Requejo, W., & Graham, J. L. (2008 - 2010). . In Global Negotiation: The New Rules (p. ). Retrieved from http://www.globalnegotiationbook.com/



Trying to teach leadership or innovation is tricky business. Aside from the book making sense, the writer was most impressed with how well they were able to articulate so many layers of thought. Nonetheless, this is the arena from which the writer naturally come from, so of course he would keep it in here.

Hesselbein, F., Goldsmith, M., & Somerville, I. (2005). Leading for innovation and organizing for results.. New York, NY: Jossey-Bass.



Another awesome reference textbook.

Hill, C. W. (2008). . In (Ed.), Global Business Today (5th ed, pp. 519-522). NY: McGraw Hill/Irwin.



How can you talk about international business without talking about Geert? Great site, another of the standards.

Hofstede, G. (2009). Geert Hofstede™ Cultural Dimensions. Retrieved from http://www.geert-hofstede.com/



Dry! But I love the idea of it, and any passage that I've been able to push myself through.

House, R., Hanges, P.J., Javidan, M., Dorfman, P.W., & Gupta, V. . (2004). Culture, Leadership, and Organizations-The GLOBE Study of 62 Societies. In Culture, Leadership, and Organizations-The GLOBE Study of 62 Societies. Thousand Oaks, CA 91320: Sage Publications.



Indonesia's Ministry of Trade.

Indag - Ministry of Industry and Trade - The Republic of Indonesia. (2000). Indag - Ministry of Industry and Trade - The Republic of Indonesia. Retrieved from Ministry of Industry and Trade: http://depperindag.tripod.com/eng_2000/organ/organ1/organ_t.htm



It is convenient that the next two sites are so close alphabetically, for they are among the two strongest search engines for business in Indonesia.

Indobizdb. (2010). indobizdb [search engine, country specific]. : http://indobizdb.com/.

Infomedia Nusantara a member of TELKOM Group. (2010). Yellow Pages Indonesia [search engine, country specific]. : http://www.yellowpages.co.id/en .


IKEA actually put its marketing strategy plan for Indonesia online, and this is it!

Ingvar Kamprad Elmtaryd Agunnaryd . (2009). Strategic Marketing Plan 2009, IKEA Expansion toIndonesia ((pdf) Marketing Plan). Retrieved from (publicly published internal information): http://www.google.com/url?sa=t&source=web&cd=3&sqi=2&ved=0CCQQFjAC&url=http%3A%2F%2Fherdianti.com%2FIKEA_in_Indonesia_files%2FHerdiantiW-IKEAExpansiontoIndonesia-StrategicMarketingPlan.pdf&rct=j&q=IKEA%20Indonesia&ei=8tnKTIXoMML68AbMutTtAQ&usg=AFQjCNES4FE00IJbyD5z4v79le_uf68QiQ&sig2=ssmgjPlP9LX5f5fbjFAcIg



Perhaps the best textbook Argosy has made me read. I love feeling validated, and I have always striven to think outside the box.

Kim, W. C., & Mauborgne, R. (2005). Blue Ocean Strategy: How to create uncontested market space and make the competition irrelevant. Boston, MA: Harvard Business School Publishing.



Another reference textbook.

Kotler, P. (Ed.). (2000-2001). Marketing Management (Custom Edition for University of Phoenix ed., Vol.). Upper Saddle River, NJ: Prentice Hall, Inc..



This was a nice reference pace when working on papers having to do with textbook publishing in Indonesia. It is a well written article, though I was able to take the work further, producing a more exhaustive database, but I appreciate the entrée gave me.

Kratoska, P. H. (n.d.). Academic Publishing in Southeast Asia (Singapore University Press; hispaulk@nus.edu.sg). Retrieved from : www.iias.nl/nl/icas4/ICAS4_2005_08.pdf



A nice reference for international marketing. I can't seem to find out what Kumar's first name is to save my life.

Kumar, V. (1999). International marketing research. [VitalSource Bookshelf]. Retrieved from ISBN 0130453862



Along with executive planet, Kwintessential seems the other major multicultural business site. Of course, this is also one of those golden favorites.

Kwintessential Ltd. (2010). Language, Culture, Customs and Etiquette - Japan - Language, Culture, Customs and Etiquette - Sweden. Retrieved September 25, 2010, from http://www.kwintessential.co.uk/resources/global-etiquette/



Links to a few of the other online schools in Indonesia.

Learn4Good Ltd. (2011). Business & Management Schools in Indonesia. Retrieved February 12, 2011, from http://www.learn4good.com/great_schools/business_schools_indonesia.htm



An academic article referred to previously referencing lower marketing costs, albeit lower results, in Asia.

Legendre, F., Sherman, M., & Taylor, C. (2001). Performing in Asia (Doctoral dissertation). Retrieved from http://web.ebscohost.com/ehost/detail?vid=5&hid=119&sid=f86b3af5-93a1-4152-b347-b89b0f1dbf97%40sessionmgr110&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bsh&AN=26260536



My all time favorite reference book on negotiation. Well written, beautifully deconstructed.

Lewicki, R. J., Barry, B., & Saunders, D. M. (2010). Negotiation (6th ed. ed.). NY: McGraw-Hill / Irwin.



This reference has to do with an utterance by Madeleine Albright, former Secretary of State, referencing the relatively peaceful transition to democracy in Indonesia.

MSNBC (Producer). (2011, February 3). the Rachel Maddow Show [Television broadcast]. NY:



Academic article acknowledging the shift to the new Asian marketing capital of Shanghai.

Madden, N. (2002). Shanghai rises as Asia’s newest marketing capital (Doctoral dissertation). Retrieved from http://web.ebscohost.com/ehost/resultsadvanced?vid=6&hid=119&sid=f86b3af5-93a1-4152-b347-b89b0f1dbf97%40sessionmgr110&bquery=(Multinational+Corporations+AND+Host+Country+Receptivity%3a+Perceptions+from+Three+Asian+Countries)&bdata=JmRiPWJzaCZ0eXBlPTEmc2l0ZT1laG9zdC1saXZl



Management strategy reference textbook.

Marcus, A. A. (2005). Management strategy: Achieving sustained competitive advantage ( ed.). New York: McGraw-Hill/Irwin. []. doi: Retrieved from



The gold standard website for any and everything legal (including globally).

Martindale.com. (2010). http://www.martindale.com/?WT.srch=1



Management strategy reference textbook.

Mintzberg, H., & Lampel, J. (2005). Strategy Safari: A guided tour through the wilds of strategic management.. New York: The Free Press.



Not the most user-friendly, but a muscular international search engine nonetheless.

NationMaster.com. (2005). http://search.nationmaster.com/cgi-bin/search.cgi?query=Indonesia+publishing



Zip leaf is another Indonesian search engine (I usually have to go back and forth between all of them).

Netcode, Inc. . (2010). ZipLeaf [search engine, country specific]. : http://id.zipleaf.com/.



The Ministry of Trade in New Zealand giving pointers for doing business in Indonesia!

New Zealand, Trade & Enterprise (Government of) . (2010). Doing business in Indonesia. Retrieved from New Zealand Trade and Enterprise: http://www.nzte.govt.nz/explore-export-markets/south-and-southeast-asia/doing-business-in-indonesia/Pages/Doing-business-in-Indonesia.aspx



The Advertising Association for all of Indonesia.

PPPI (the Indonesian Advertising Agency Assoc.). (n.d.). (home page). Retrieved November 17, 2010, from http://www.pppi.or.id/



What people get paid in Indonesia!

PayScale, Inc. [Indonesia Index]. (2010). http://www.payscale.com/index/ID



I wish I could be Mike Peng when I grow up. Have you seen his 28 page CV online? This is the best global textbook for reference that I have ever had to teach from.

Peng, M. W. (2009). . In Global Business ( pp. 442-444). Mason, OH: Southwestern Cengage Learning.



Can really have a conversation about business without mentioning Michael Porter, can we? Decent strategy article.

Porter, M. E. (1996). . In What is Strategy (November-December, pp. 61-78). : Harvard Business Review.



Loved the book when I read it, keeping the reference since that is how this writer often operates anyway, but looking back it seems the whole book was spun out of a sentence or two worth of information.

“It's like driving a car at night. You never see further than your headlights, but you can make the whole trip that way.”

- E. L. Doctorow

Quinn, R. E. (2004). Building the Bridge as you Walk on it (1st ed.). 989 Market St., San Francisco, CA 94103-1741: Jossey-Bass; a Wiley imprint.



This writer declined to spend the $34 but appreciated the contribution the abstract may with regards to global ethics and conduct.

Rallapalli, K. C. (1999). A Paradigm for Development and Promulgation of a GlobalCode of Marketing Ethics. Retrieved from Journal of Business Ethics: http://www.springerlink.com/content/w783265523872h20/fulltext.pdf



A succinct little essay on primary education in Indonesia.

Red Apple Education Ltd. (2011). Indonesia: understanding our nearest neighbours . Retrieved February 12, 2011, from http://www.skwirk.com.au/p-c_s-1_u-149_t-453_c-1610/education/nsw/hsie/indonesia-understanding-our-nearest-neighbours/culture



Okay, if the writer cannot be Michael Peng, Jeffrey Sachs will do. As an early member of the Hunger Project (1980s), this work struck me to the core. As a business student I was consoled by the options.

Sachs, J. (2005). The End of Poverty: Economic Possibilities for Our Time. E Rutherford, New Jersey: Penguin Group USA.



Blog post on a tangential aspect of marketing in Indonesia.

Sauvin , S. (2010, October 1, 2010). Print advertising up 20% in Indonesia. snfblog.com. Retrieved from http://www.sfnblog.com/advertising/2010/10/indonesian_newspapers_continue_reliance.php



An older academic article from the Columbia Journal of World Business on marketing in Asia. Should be relegated to history by now, but a lot of what should be obvious by now gets overlooked. Solid reference.

Schmitt, , & Bernd, H. (1995). Language and Visual Imagery: Issues of Corporate Identity in East Asia (Doctoral dissertation). Retrieved from http://web.ebscohost.com/ehost/resultsadvanced?vid=3&hid=119&sid=f86b3af5-93a1-4152-b347-b89b0f1dbf97%40sessionmgr110&bquery=(Language+AND+Visual+Imagery%3a+Issues+of+Corporate+Identity+%22in%22+East+Asia)&bdata=JmRiPWJzaCZ0eXBlPTEmc2l0ZT1laG9zdC1saXZl



This writer senses Peter Senge as a cross between Michael Porter and Malcolm Gladwell … your base business icon blended with some wise Zen hippie.

Senge, P. (2008). The Power of Presence. Publisher: Sounds True Inc., U.S., US Edition: Sounds True Inc.

Senge, P. M., Smith, B., Kruschwitz, N., Laur, J., & Schley, S. (2008). The Nessesary Revolution, How Individuals And Organizations Are Working Together to Create a Sustainable World. Retrieved from



Useful regional reference.

Singapore Economic Development Board. (2009). . Retrieved from http://www.edb.gov.sg/edb/sg/en_uk/index.html



Great inside look at what, how and why the Argosy University brand shifted.

Speak , K. D., & Hanson , G. (2008, April 1). Brand Inside Meets Brand Outside (pdf article). Retrieved from : http://www.google.com/url?sa=t&source=web&cd=6&sqi=2&ved=0CD8QFjAF&url=http%3A%2F%2Fwww.brandtoolbox.com%2Farticles%2FKarl_Gil_Links.pdf&ei=hjxZTe7OPIOEtgfmvrykDQ&usg=AFQjCNFvCGlaC1eBFHBhbxJ0NkeD4ya-Tg&sig2=wcBEnSUhDFVeagGbHHYyIQ



Awesome reference for outsourcing (in this case to Indonesia, but most other countries are also present).

Sourcingline. (2009). http://www.sourcingline.com/outsourcing-location/indonesia/.



See also Business Week. This article (along with the BusinessWeek article, and others) was part of a study of the evolution of Wal-Mart coming into Indonesia, and Wal-Marts are raised bumps along the way.

Staff (2010, Thu, Nov 04, 2010). Wal-Mart eyes bid for Indonesia Matahari units . Reuters. Retrieved from http://www.asiaone.com/Business/News/Story/A1Story20101104-245751.html



Another Golden book. What Tapscott and Williams are calling Wikinomics has always been around (look what just happened in Egypt), but now we can leverage the Internet (in whole or in part).

Tapscott, D., & Williams, A. D. (2006). Wikinomics: How Mass Collaboration Changes Everything. New York, NY: Penguin Group.



The author interviews his wife from time to time, for academic purposes, as she is an Indonesian national.

Tarigan, K. U. (2010, November 24). Interview by F. Davis [conversation]. [personal], , .



For economic context.

The World Bank Group. (2010). World Bank - Indonesia. Retrieved from World Bank - Indonesia: http://web.worldbank.org/WBSITE/EXTERNAL/COUNTRIES/EASTASIAPACIFICEXT/INDONESIAEXTN/0,,menuPK:224605~pagePK:141159~piPK:141110~theSitePK:226309,00.html



For economic context.

US Dept. of Commerce. (2010). Doing Business in Indonesia. Retrieved December 01, 2010, from http://www.buyusa.gov/indonesia/en/doingbusinessinindonesia.html



For Indo US matters, from yet another perspective.

United States - Indonesia Society, the. (2010). [various]. Retrieved from the United States - Indonesia Society: http://www.usindo.org/



Dry, but a most excellent reference textbook.

Usunier, J., & Lee, J. A. (2005). Marketing Across Cultures (4th ed.). Essex, England: Pearson Education Limited.



Useful insight to riff off of, lending sound perspective to this larger document.

Whisman, R. (2007). Internal Branding: A University’s Most Valuable Intangible Asset (academic paper). Retrieved from [pdf file]: http://www.google.com/url?sa=t&source=web&cd=4&ved=0CDQQFjAD&url=http%3A%2F%2Fwww.brandchannel.com%2Fimages%2Fpapers%2F460_Internal_Branding_final.pdf&ei=AR5ZTeqrJZOEtgfmpaiJDQ&usg=AFQjCNGO5C1sUqd-ksY2Oa7ZMufT_QPGZA&sig2=LBHUdcm36_BUpCGDr0B7wA



Used as a reference for what it did not give.

WorldWideLearn. (2011). All Online Programmes. Retrieved February 12, 2011, from http://www.worldwidelearn.com/outside-us/country/indonesia.php

Education and Marketing [1 of 2]

Abstract


This is a conversation on evaluating customer service within the service offered in the education industry.



The Nature of the Service

The nature of the service of higher education invariably runs the spectrum from providing an experience and conveying information, through knowledge itself to the fullness of integration of all that a given major subject offers in concert with realities on the ground. This tends to occur through every method and sensory experience available, Aristotelian, through the likes of Maslow, Trompenaars and Bloom's taxonomy.

The value also ranges from exposure, and an individual who simply wishes to have an experience, to a comprehensive and complete forming of subject matter expertise (at its best, extending the current knowledge base).

Configuration of particulars include amount of tuition (and a variety of offsets which may or may not be available), caliber of faculty and admittance, location and ground, blended or holey online, books and / or other materials beyond books as well as technology or not (provided or not), and class sizes. “Second tier” considerations may also factor, such as the availability of work-study, dormitories, various reputations the school may be associated with, extracurricular activities, etc.



How Do We Know

How the success of institutions of higher learning occurs are measured variously by a variety of stakeholders. Students’ surveys occur at most schools regularly to measure the school and all it entails. Measuring outcomes of the students classically is the domain of the instructor, although other stakeholders also participate in their own metric of this as well. To avoid being tagged with arbitrary subjectivity most instructors are either given a rubric or craft one of their own (or some other metric).

Ultimately, the student themselves becomes the product, and the successes and contributions of alma maters is esteemed to be a senior judgment of the school.



Examples of Consumer Centricity

Obvious expressions of consumer centricity at the university and collegiate level include a wide range of services and opportunities made available to any given student body. In this writer’s estimation, they all pale to a muscular and successful placement department that not only addresses the needs of its graduates, but its alma mater as well. Dorms with swimming pools may make for great memories, but the ability to stand behind and support one’s “product” is paramount.

Less obvious consumer centricities of consequence, and along the lines of the former assessment, include assistant faculty positions, internships, industry based interactions (guest speakers, field trips, etc.), community-institution interactive consortia and the like. Schools that actively promote networking also afford such a value add.



Marketing Service

Marketing such an institution is as elusive as a poets muse is, with similar a currency. Much like doing the necessary research to find the true price of a product before going to market, most students have their higher education narrowed for them by circumstance. Such factors often include price and aid, distance, the entrance ability and the subjects offered.

Here subtle considerations play a larger role; the look of the school (from logo to bathrooms), what the course schedules look like, the apparent availability of the staff, parking and security, access to food.



Concluding Thoughts

This author has written extensively on this topic with two specifics added in, marketing and operationally realizing Argosy University in particular and doing so in Indonesia. After a period of research and subsequent writings, these culled into a singular comprehensive writing, and then published online between March 15 and 25 of this year.

http://businessglobalmarketingtheappliedarts.blogspot.com/2011/03/strategy-for-argosy-university-online.html

http://businessglobalmarketingtheappliedarts.blogspot.com/2011/03/strategy-for-argosy-university-online_16.html

http://businessglobalmarketingtheappliedarts.blogspot.com/2011/03/strategy-for-argosy-university-online_17.html

http://businessglobalmarketingtheappliedarts.blogspot.com/2011/03/strategy-for-argosy-university-online_18.html

http://businessglobalmarketingtheappliedarts.blogspot.com/2011/03/strategy-for-argosy-university-online_21.html

http://businessglobalmarketingtheappliedarts.blogspot.com/2011/03/strategy-for-argosy-university-online_22.html

http://businessglobalmarketingtheappliedarts.blogspot.com/2011/03/strategy-for-argosy-university-online_23.html

http://businessglobalmarketingtheappliedarts.blogspot.com/2011/03/strategy-for-argosy-university-online_24.html

http://businessglobalmarketingtheappliedarts.blogspot.com/2011/03/strategy-for-argosy-university-online_25.html

Within this work are addressed all the concerns across these slides, yet in significant depth.

Unfortunately, there is no apparent way of knowing who actually reads the blog (which clearly is a curiosity). Nonetheless, a handful of the following links have received in excess of a dozen hits individually (one link over 2 dozen), making this serialized blog posting among the strongest posted across the past year.

[Japanese telecom NTT Docomo] excellence

simple elegant marketing at its best


no sex, violence, screaming, stupidity

the narrative is a wholistic emotive meditation taking you ["in & out & in again"] through the essence of all that is wood

http://answer.nttdocomo.co.jp/touchwood/

Segments of American Airlines Considered [3 of 3]

References


Anonymous (2010, October). Competition policy. European Policy Analyst. doi: ISSN: 13642758

Associated Press. (2011, April 11). Analysts cuts airline industry ratings, citing bottom-line pressure from rising fuel prices (article). Retrieved from CB Online: http://www.canadianbusiness.com/markets/market_news/article.jsp?content=D9MHJ67O0

Associated Press. (2011, April 5). American Airlines adding more flights in markets (article). Retrieved from Business on MSNBC.com: http://www.msnbc.msn.com/id/42437266/ns/business/

Booth, K. (2008, December). INTERNATIONAL COUNCIL ON ACTIVE AGING CONFERENCE 2008. In K. Booth, Journal on Active Aging. Symposium conducted at the , Texas.

Brown, C. M., Mack, S. D., & Alleyne, S. (2011). TOP MANAGERS. Black Enterprise. Retrieved from http://www.blackenterprise.com/

Davis, F. (2011, April 10). DavisF_M6_A2.doc; a New B2B for an Airline (white paper). Argosy University: .

Johnson, B. (2010, October 11). Why (and how) you should go after the gay dollar.. Advertising Age, 81(36), p22. doi: Accession Number:54401100

Jones, C. (2010, March 16). Airlines get ready for return of elite fliers. USA Today.

Kuancheng , H., & Ko-chen, C. (2011, March). A model for airline seat control considering revenue uncertainty and risk. Journal of Revenue and Pricing Management, 10, 161-171. doi: ProQuest Document ID 856737394

Martin, C., Melville, G., Adams, E., Court, B., Kita, P., Kotch, A., Lombardi, L., ... Weber, J. (2010, July). 50 guy trips that will change your life. Men’s Health, 25(6), p138-145. doi: ISSN:10544836.

Novelli , P., & Sroka, S. (2010). A passion for diversity: Harnessing the power of Hispanic consumers. Public Relations Tactics.

Segments of American Airlines Considered [2 of 3]

A further breakdown of this personalized market segmentation, demographic, finds American seeking to cater to as many as they can as intimately as possible (Booth, 2008)(Brown, Mack, & Alleyne, 2011)(Johnson, 2010)(Martin et al., 2010)(Novelli & Sroka, 2010). These recent articles just cited find American, one special group of the time, evidencing real care. The Black enterprise article features Sonja Whitemon, Americans’ Advertising and Promotions Manager is a featured top executive. Johnson's article lays out an ethical framework by which the GB LT community can spend its dollars consistent with those who support its voice and sites and American sub site is an example: www.aa.com/rainbow. A recent issue of Men's Health magazine highlights “guy trips”, 50 adventure travel destinations for men, exciting destinations to experience paddling, camping, kayaking with blue whales and hiking, etc. Other recent publications include a convention for active seniors and an acknowledgment of the growing Hispanic population (and their subsequent growing voice).




Focusing on the Profitable Markets

American continues to covertly posture itself generally (and overtly to this demographic) as elegant, a choice for the refined palate. Whether this expression is a matter of pride is immaterial, constantly seeking to bolster its business class customer base is simply smart economics.

Soon, its commuter line American Eagle will add business-class, further extending the choices (and especially during this depressed economic market) it can offer to its luxury target (Jones, 2010).



Concluding thoughts - Toward More Effective Target Marketing

Americans’ marketing operations, (both Marketing and Operations) may find itself with a large ship of state, and it may not be as nimble as small lines like USA 3000 or charter lines like Alaska Air, but it certainly pays attention and makes all necessary adjustments to ensure its survival.

As stated elsewhere, this writer acknowledges there seem no other segments to pursue than already are. Equally so, it appears that the only real way to more effectively target a more profitable market is to create one. In the past, this writer has suggested personalizing technology as one approach. Another suggestion included closing off the back row (on at least some flights) and creating an infant/toddler friendly space. Finally, specific to the already targeted luxury demographic of business-class, another idea offered was to create a subunit (of AA) with (or linking to) continuing education unit opportunities and conferences (Davis, 2011).

The conclusion, in sum, is American is doing as fine as ordinary will allow. It seems extraordinary is what is left to pursue.

Segments of American Airlines Considered [1 of 3]

Abstract


This consideration reviews AMR group (American Airlines, American Eagle and American Connection) by way of its segmentation with an eye toward more effective marketing and greater profitability.



Introduction

There will be some degree of redundancy here, as the recent past (since early March) has seen this author approach this topic from various perspectives before (Davis, 2011). Nonetheless, this is a current effort to create something fresh. If nothing else, this represents a new review based on ostensibly new source material.

Other introductory remarks should likely include the nature of what we are looking at, for the new reader. American Airlines, (actually part of AMR group, along with commuter sister carrier American Eagle and regional sibling (based out of Chicago) American Connection) is among the largest carriers in the world (the fourth), and has been active since 1934, making it one of the primary and legacy carriers for the United States, and in the world. Obviously, having evolved to a point where the umbrella organization has three distinct expressions already is recognition of customer-centricity segmentation. Beside the code-sharing announcements of the strategic alliance structure OneWorld, American maintains code-sharing agreements with more than a dozen other airlines. Last year, tweaking this dynamic a bit further, American announced a partnership with JetBlue to enhance its New York operations (AA.mediaroom.com, 2010-03-31). A new alliance between American Airlines Inc., British Airways PLC (BA), and Iberia was recently approved (Anonymous, 2010). This is on top of its already ongoing efforts to upgrade and enhance services, including expanded routes. These are all ways to extend an effective reach and provide more personalized service by sharing with other providers; and in this economic environment, such alliances and partnerships have become a necessity.

Other iconic customer centric segmentation expressions include Aadvantage, the first ever frequent-flyer program, and the various Admirals Clubs and AA Flagship Lounges maintained at airports across the United States and at Heathrow, London.

A final introductory note has to acknowledge the razor thin margins of the industry and the bondage that they all experience as the “Wild West” of commodities trading continues to escalate the global price of fossil fuels. This problem is further exacerbated by the petroleum industry producing a fungible product (oil from Arkansas and oil from Libya becomes essentially the same) within the only legalized cartel on the planet, OPEC (Associated Press, 2011)(Kuancheng & Ko-chen, 2011).



Determining Profitable Markets

When it comes to serving various geographic markets, the only continent American does not fly to is Antarctica; however, they can still help get you there. Given that the earth is finite, this positioning of reaching geographic markets seems relatively complete (adjusted back and forth based on its external variables, mostly whether to expand direct service or not, various economies and travel patterns)(Associated Press, 2011). While at first blush this may appear to be comprehensive from a geographic perspective only, the breath of this holistic reach necessarily exposes American to speak to every cultural demographic as well. Aside from its partnerships, customer centric expressions include anyone of any background (race, gender, etc.) seated as equally as anyone else, physically challenged accommodations, and meals (where they still occur) that include considerations such as reflective of the cuisine flying from, the cuisine flying to, vegetarianism and kosher.

a New B2B for an Airline [2 of 2]

One consumer-centric B2B Market Segment


Among the variety of business-to-business opportunities available to the airline industry what would seemingly be the most obvious are the services currently being provided by a separate tier within the industry, charter services. So well developed is this alternative tier within the industry that it would make no formal sense for legacy airlines to attempt any inroads in any meaningful way short of simple business alliances (or they would already have done so).

An alternative to this is to market fungible packages to corporate purchasing departments of its commuter lines. One expects that this is already variously established (corporate accounts), and continues to evolve as circumstances dictate. That is to say, that various carriers have likely already played in this arena and where it deemed to be working, they are still working it.

One market segment that in some form or another smaller carriers and charters have had success with that the larger airlines seem to have left on the table involves the opportunity to partner with event providers, in this case the most logical target would be a database of business conference creators. Historically, this is a niche that either travel agencies have pursued or the conferences themselves have (with general, modest success)(University at Sea, 2009). However, to approach this from the comparative powerhouse that is a major airline is a different matter.

Suddenly the idea has networks, marketing capabilities and efficiencies the neither the travel nor conference industries could afford.

The ability to know in advance, sometimes as much as a year or more, of the given event carries financial reward. To network proactively marketing said event to the key corporate individuals who would make best use of the event, make a decision as to who would go to such an event and/or have decision-making authority to pay, calls for a number of considerations. Firstly, with such lead time the ability to "offer a deal" as well as secure advance payment are both attractive enough for any legacy carrier to consider pursuing this idea. As for whom to target with such marketing this sensitive area needs to a corporate by corporate consideration. One has to assume legacy airlines have maintained corporate consumer histories and other related databases (for buying center targeting, etc.), and must therefore already have a focus on where their strengths and weaknesses lie (with regards to which conferences to seek out … by subject matter, by distance, by frequency, etc.).

Beyond pairing that which is already in place, a parallel pursuit could seek to inspire coordinators of certain conferences to custom develop content for a legacy airlines preferred corporate alliances. Other developmental insights that the larger carrier can leverage with conference coordinators (beside obvious considerations like volume discounts, coordination of nearby accommodations and the like) should include seeking to pool best time periods (whether this be an optimal time period for the airline itself, or an optimal time period for the industry generally, or even a prized corporate alliance).

This would constitute a Blue Ocean of systems buying (for likely a very brief period of time)(Kim & Mauborgne, 2005). It seems the only way to elongate the period of competitive advantage is to make the pursuit of such a project operationally strategic intellectual property, maintain secrecy and roll it out with a parallel marketing campaign so it all hits at once. For other carriers to catch up they’re likely to make various errors in their rush, compromising competitiveness as they approach a semblance of parity, giving the initial carrier an opportunity the establish (if only relative) superior brand presence.



Concluding Thoughts - Measuring the Return on Marketing

A legacy airline could approach ramping up such a project in seeming innumerable ways. As such, committing any measurement model in particular seems presumptuous. Is there a need to measure (?) – Absolutely; and one would recommend in every way they can think of. Nonetheless, until a full roll out is worked up thoroughly, the larger measurements cannot come in.

Still, let us take, say, American Airlines. Consider a pilot project in conjunction with INSEAD to offer CEUs for Accountants who seek to maintain a designation (CPA, CMA, CIA, etc.). Something like this could be completed start to finish as a rouge AA project without drawing attention to the other carriers. All aspects of this tentative expression are measureable. In addition, one could contrive a variety of other ways to “test the waters”.

Whichever carrier ran with such an idea would simply have to understand that they would be creating a business unit under the parent corporation’s umbrella, and pursue whatever steps they felt prudent.



References

Kim, W. C., & Mauborgne, R. (2005). Blue Ocean Strategy: How to create uncontested market space and make the competition irrelevant. Boston, MA: Harvard Business School Publishing.

Kotler , P., & Keller, K. L. (2009). A Framework for Marketing Management, Managing Marketing in a Global Economy (4th ed.). Upper Saddle River, NJ: Prentice Hall .

University at Sea. (2009). University at Sea / Travel Max Northeast (Service Provider). Retrieved from University at Sea: http://www.universityatsea.com/

a New B2B for an Airline [1 of 2]

Abstract


The document is an exploration of the market segments of business buyers, with the “product” being flight. The author seeks to expand on this by offering, beyond identification and description, an altogether new expression for customer centricity.



Identification and Description

If one may consider the “product” of flight, then the business of a major airline offering its product to other businesses seems a relatively straightforward proposition. Even including the ordinary consumer and shipping, it all boils down to approximately the following:

o Consumer

 Family visits, vacation, exploratory (relocation related [schools, homes, etc.] & research [business or academic, etc.]), errata (reunions, pilgrimage, meeting an online friend, etc.)

o Business (payment and/or arraignments may be the responsibility of the individual level or a purchasing dept.)

 Individual based

 consultants, negotiators, employees to relocate, sales personnel, et.al.

 employ tangential [job interviews, possible business sites, etc.]

 Groups (similar as above)

o Cargo (all manner of shipping)

Noticing the segmentations only constitute an aspect of the value, to squeeze the value out of such a noticing one needs to see what opportunities lay therein. Cisco Systems took its small and medium sized target markets and effectively divided the market based on usage. Then it went about targeting the portion that was not excelling in usage, surveyed the issues and created (or highlighted) the solutions they can address to accentuate the fullness of their ability to provide. Such perceived customization, (whether customized or not,) personalizes their offering (Kotler & Keller, 2009). After this basic exercise Cisco’s business from these, heretofore sleeper, clients shot up.

Therefore, given the basic segmentations, and not seeing an exciting opportunity to increase customer centricity in an extraordinary way, the author proposes here to create a segment based on customer centricity.

Branding [3 of 3]

References


Davis, F. (2010). [personal journaling; video, audio, photo, written]. Unpublished manuscript.

Kotler , P., & Keller, K. L. (2009). A Framework for Marketing Management, Managing Marketing in a Global Economy (4th ed.). Upper Saddle River, NJ: Prentice Hall .





Mascots Identified





Mr. Zip (US Postal Service), Col. Sanders, Manny Moe & Jack – the Pep Boys, Capt. Crunch, the Hawaiian Punch kid,

Aunt Jemimah (where’s the updated version?), Speedy Alka Seltzer, Burger King, the St. Pauli Girl, Cracker Jack,

Bob’s Big Boy, Juan Valdez, Charlie the Tuna, Brawny guy, the Coppertone Girl,

Lucky Charms, Mr. Peanut, M&M’s, the Sun Maid (raisins), Starbuck’s Mermaid





Martha White, the Land-O-Lakes Squaw, Ronald McDonald, Count Chocula, Wendy,

the Gerber Baby, the (chocolate) Nesquick Rabbit, (8th & latest) Betty Crocker, Smokey the Bear, Uncle Ben,

the Trix Rabbit, the Jolly Green Giant, the Quaker Oats guy, Elsie the Cow, Pop-n-Fresh (the Pillsbury DoughBoy),

Mrs. Butterworth, (Paul) Newman (of Newman’s Own), the Kool Aid Kid, the Vlasic Bird, Ms. Chiquita





Mama Celeste, Michelina, Marie Callender, Cocoa Puffs bird, Boo Berry,

the Esso Tiger, the Pepperidge Farm guy, the Wise Owl, Cheeto’s Cheetah, King Vitaman,

Mr. Clean, Chef BoyRDee, Peter Pan, Birra Moretti guy, the Gorton Fisherman,

Frankenberry, the Campbell Kids, Red Baron, Pringles, the Morton Salt Girl





Orville Redenbacher, Joe Camel, the Gieco Gecko, Jack in the Box, the Michelin Man (tires)

Mr. Bubbles, Underwood’s Deviled Ham demon, the Charmin Bears, Hooters, Snap Crackle & Pop

Toucan Sam, Tony the Tiger, the California Raisins, the Target Dog, Twinkie the Kid

Sam Adams, Nestles Strawberry Quik rabbit, the Linux Penguin, the AOL icon, The Keebler Elf (Ernie)