project

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.

PAKISTAN INTERNATIONAL AIRLINE iv

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

PAKISTAN INTERNATIONAL AIRLINE vi

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

PAKISTAN INTERNATIONAL AIRLINE vii

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

PAKISTAN INTERNATIONAL AIRLINE viii

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


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


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.


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.


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.


PIA‟s Network

Domestic Network


International Network


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


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


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


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.


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.


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?


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


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


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.


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.


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.


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.


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.


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.


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.


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)


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.

http://en.wikipedia.org/wiki/Marketing

http://en.wikipedia.org/wiki/Strategic_management

http://en.wikipedia.org/wiki/Competitor

http://en.wikipedia.org/wiki/Michael_Porter


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.


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

http://en.wikipedia.org/wiki/Private_sector

http://en.wikipedia.org/wiki/Airline

http://en.wikipedia.org/wiki/Karachi

http://en.wikipedia.org/wiki/Pakistan

http://en.wikipedia.org/wiki/Dubai

http://en.wikipedia.org/wiki/Manchester

http://en.wikipedia.org/wiki/Jinnah_International_Airport



http://en.wikipedia.org/wiki/Electronic_ticket


http://en.wikipedia.org/wiki/Emirates_Airline

http://en.wikipedia.org/wiki/Royal_Jordanian



http://en.wikipedia.org/wiki/Jinnah_International_Airport


http://en.wikipedia.org/wiki/Islamabad

http://en.wikipedia.org/wiki/Manchester

http://en.wikipedia.org/wiki/Ankara

http://en.wikipedia.org/wiki/Image:Airblue-logo.JPG


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.


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.


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.


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.


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.


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

http://www.piac.com.pk/


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.


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


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


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


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.


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.


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.


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.


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.


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


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.


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.


Appendices


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

http://www.google.com/

http://www.piac.com.pk/

http://www.wikipedia.org/

project

Documents

achieving

major tourismshopping

equal opportunity

promotion

forces model

open sky policy

jinnah international

pricing decisions