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.