Welcome To the brand plan of Bangladesh Biman.
Dec 24, 2014
WelcomeTo the brand plan of
Bangladesh Biman.
Re-branding Bangladesh Biman
Size of the market:
2008-2012 (2.1 Million people) Domestic Flights.
Growth rate of .8%
3.5 Million Passengers and 10 Million tons of cargo. (Existing business market)
Business Opportunity
Readymade garments.
Overflow of demand in cargo.
Medical purpose.
Labor traffic dominance
Justification of the opportunity
Recruiting right human resources.
Providing IT facilities.
Extended CRM database.
Ground and in-flight services.
Improving transit facilities.
Promotions.
Opportunities and actions
Segmentation based on age: Mostly below 45 Segmentation based on gender: Mostly
male. Segmentation based on income: High for
domestic, low for intercontinental. Segmentation based on socioeconomic
status: International flights: Middle class and lower-middle class.Domestic flight: Upper middle class and lower-upper class
Marketing Strategy
Competitors
Brand positioning
28%
8%
5%
5%5%5%
4%
4%
35%
Bangladesh International Capacity breakdown by airlinesBiman Bangladesh Emirates United airways
Jet airways Flydubai Air Arabia
POP: Same generic service and other facilities.
Competitive POP: We do it in a less cost.
POD:
Treat the customers like being in home.
National Flag carrier.
Specificity in labor economy flights.
POPs and PODs
We don’t have any specific competitors.
Not matching the values.
Reasonable service within the range of a big pool of customers.
Other companies don’t fall under the same category as we do.
Competitive frame of reference
customer
corporation
product
competition
Kenichi Ohmae’s 3c model
In the customer segment we look for the internal, external, suppliers, distribution channel and consumers.
segmentation by objectives
segmentation by customer coverage
segmentation by market
3c’s model
In the competitors segment we look for competition in the industry structure, direct and indirect, rivals and competitors.
Image
Capitalize on profit and different cost
Structure differences
3c’s model cont.
And in the corporaion segment we take account of culture and context, and purpose of being (mission and vission), operation supply anddemand chains.
Reducing basic cost
Excercise greater selectivity
Sharing key functions with corporation’s other businesses or even with other companies
3c’s model cont.
“Reasonably safe aviation within your price range.”
Reasonability :Exact price, exact service. Better CRM- Brand Resonance.
Safe: Positive response –Brand Judgments and feelings with brand imagery and performance.
Aviation: Category (Identity and brand salience)
Brand Mantra
Brand Name: Probash Airways andShodesh Airways.
URLs: http://biman-airlines.com/ To http://bangladesh-airlines.com/
Brand Element
Shodesh Airways
Logos and Symbols
Probash Airways
Logos and Symbols
Shodesh Airways: “Your Home In The Air.”
Probash Airways:“Feel comfortable like home.”
Slogans and Jingles
Tickets.
Nice designs covering symbols and logos.
Build brand awareness.
Convey descriptive and persuasive information (Brand Knowledge).
Packaging
Character
Memmorability.
Meaningfulness.
Likeability
Tranferability.
Adaptability.
Protectability.
Brand element problems
Core ServiceFormal service.Augmented service.
1. Perceived quality. 2. Value of our service.
Product strategy
Better Performance
Relationship Marketing.
Changing the future WOM
Reliability of service Mass customization
Style and design. Aftermarketing
Value Pricing.
Right product available and the right situation and at the right price.
Pricing Strategy
Destination Fare
Dhaka-Chittagong-
Cox’s Bazar
4500 BDT.
Dhaka-Kolkata 4500 BDT.
Dhaka-Oman 30,000 BDT.
Dhaka-Jeddah 30,000 BDT.
Channel Strategy
Promotions Strategy
TVC Place
marketing
Direct Marketing
Sales promotion
Bill Board
website Design
Print AD
Print Adverts
Print Adverts
CBBE
Capacity of sits per weak for all airlines
Sales Projection
Biman Bangladesh airlines International Capacity
Name
of
Airlines
Year of
startin
g
service
s
No. of
Aircraft
Type of
aircraft
No. of
seats
No. of
weekly
flights
Avg.
passen
gers
load
factor
Avg. no
of
passen
gers
Biman
Bangla
desh
Airlines
1972 4 F-28
ATP
85
70
68 55-60%
(approx
.)
5134
Aero
Bengal
July,
1995
3 AN-24
Y-12
48
17
18 75-80%
(approx
.)
1016
Air
Paraba
t
Limited
January
,
1998
2 LET-410
- UVPE
19 56 80-85%
(approx
.)
1294
GMG
Airlines
April,
1998
2 DASH
8-
SRS
100
37 35 80-85%
(approx
.)
1520
Airlines company in Bangladesh
Breakdown of Market Share
57%
11%
14%
17%
Sales
Biman Bangladesh Ltd Aero Bengal Airlines Air Parabat Ltd GMG Airlines
Sales
(No of
passen
gers
per
week)
Current
situation
2013 (F) 2014
(F)
2015
(F)
2016
(F)
2017
(F)
14,474 15,921 17513 19,264 21,190 23309
Sales
growth
per
year
752,648 827,892 910,67
6
1,001,7
28
1,101,8
80
1,212,0
68
Sales Target
Sales
(No of
passengers
per week)
Curre
nt
situat
ion
2013
(F)
2014 (F) 2015
(F)
2016 (F) 2017
(F)
2188 2625 3150 3780 4536 5443
Sales
growth per
year
113,7
76
136,5
00
163,800 196,56
0
235,872 282,03
6
Probashi Airways Shodeshi Airways0
50000
100000
150000
200000
250000
300000
Break Even Point by passengers
Break Even Point
Break even Point
Probashi Airways Shodeshi Airways0.00%2.00%4.00%6.00%8.00%
10.00%12.00%14.00%16.00%18.00%20.00%
Profitability
Profitability
Profitability
Probashi Airways: 10% Growth rateShodeshi Airways: 20% Growth rate.
Risks:Political influence.Corruption.Purchasing and leasing of Aircrafts.Repair and maintenance.Outstations of Biman.Buying tickets and reconfirmation.Problems of Human Resource.Flight schedule delay.Old Aircrafts.Poor customer service.
Operational Issue
Policy level. Operational Level on administrative. Planning. Human resources. Corruption. Modernization. Flight schedule delay. In flight services.
Contingency Plan
Thank you
Questions?