Jet Star
Jet Star
Marketing Objective
Jet Star is a subsidiary airline of Qantas, it is founded in Melbourne, Australia in 2004 starting with 400 employees and up to date they have 7,000 employees under them. Jet Star is one of the largest low- cost airline carrier in the Asia Pacific by revenue Jet Star objective is to offer all day, everyday low fares to allow more people to fly to different places more often. From the advertising slogan of Jet star “All day everyday low fares” we are able to know their objective. Jet Star’s goal is to become Singapore number one budget airline, improve on the brand awareness, and attract more potential customers to fly with Jet star and retaining of existing customers allowing to have an increase in the sales revenue.
Target Audience
Jet Star target audience segment
1) Potential Customers that is looking for cheap fares
2) Target group is middle and low class income.
3) Existing customers
4) Families & Friends
5) Tour groups
SWOT
Strength
Weakness
Flexible fare price
Customer Guarantee
Price Guarantee
Loyal customers
Strong Brand reputation
Baby of “Qantas”
Limited Fleet
Limited flight destinations
Comfort level
Opportunity
Threats
Expansion of routes
Increase in Business travellers
Competitors from other budget carrier
Increase of fuel price
Unpredictable disaster factors
Strength: Jet star is known for their cheap fares that allows customers to choose and of fares depending on the customers’ need. Example, Customer is able to choose to have check in luggage or meal on board. Prices is guaranteed to be the lowest among the budget airlines and this leads us to have loyal customers. Jet star is able to have a strong brand reputation as customer will agree to take up Jet Star is because Qantas airline is the “parent”.
Weakness: Jet Star has currently 17 destinations across 10 counties in Asia Pacific Due to the limited aircrafts that Jet Star provide, they have difficulties in expanding their market shares to new destinations.
Marketing Objective
Jet Star is a subsidiary airline of Qantas, it is founded in Melbourne, Australia in 2004 starting with 400 employees and up to date they have 7,000 employees under them. Jet Star is one of the largest low- cost airline carrier in the Asia Pacific by revenue Jet Star objective is to offer all day, everyday low fares to allow more people to fly to different places more often. From the advertising slogan of Jet star “All day everyday low fares” we are able to know their objective. Jet Star’s goal is to become Singapore number one budget airline, improve on the brand awareness, and attract more potential customers to fly with Jet star and retaining of existing customers allowing to have an increase in the sales revenue.
Target Audience
Jet Star target audience segment
1) Potential Customers that is looking for cheap fares
2) Target group is middle and low class income.
3) Existing customers
4) Families & Friends
5) Tour groups
SWOT
Strength
Weakness
Flexible fare price
Customer Guarantee
Price Guarantee
Loyal customers
Strong Brand reputation
Baby of “Qantas”
Limited Fleet
Limited flight destinations
Comfort level
Opportunity
Threats
Expansion of routes
Increase in Business travellers
Competitors from other budget carrier
Increase of fuel price
Unpredictable disaster factors
Strength: Jet star is known for their cheap fares that allows customers to choose and of fares depending on the customers’ need. Example, Customer is able to choose to have check in luggage or meal on board. Prices is guaranteed to be the lowest among the budget airlines and this leads us to have loyal customers. Jet star is able to have a strong brand reputation as customer will agree to take up Jet Star is because Qantas airline is the “parent”.
Weakness: Jet Star has currently 17 destinations across 10 counties in Asia Pacific Due to the limited aircrafts that Jet Star provide, they have difficulties in expanding their market shares to new destinations.
References: Kotler ,P And Armstrong, G (2009) Principles of Marketing Donne. M. 2000. The growth and long term potential of the low-cost airlines. Travel & Tourism Intelligence, vol 4. Pp-15 Pitt, M. 2001. Strategic Direction in the airport business: Enabling or Disabling Journal of Business Strategy, 19 (3/4), pp 150-156 Spiess, L. & Waring, P. 2005.Aesthetics Labor, Cost Minimization and the labor process in the asia pacific airline industry. Employee Relations, 27(2). Tigerair story. (2014). Retrieved Dec 15, 2014, from tigerair.com: http://www.tigerair.com/sg/en/about_us.php