Explain the Various Elements of the Marketing Process

4492 words (18 pages) Essay

1st Jan 1970 Marketing Reference this

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Introduction

This paper explains the strategic marketing planning process illustrating the discussion with examples from the low cost airline, Easyjet. The paper

proceeds in five parts. In the next section of the paper, the concept of market segmentation is described and discussed. Next, the concept is located in

the overall positioning, segmentation, targeting (PST) organisational strategy. Porters’ Generic Strategy is then outlined, as a supplementary

paradigm to market segmentation. The concept of the marketing mix is discussed and applied to the case study company. A brief conclusion closes the paper.

Before examining the marketing process, however, it is necessary to provide an overview of the case study company. Easyjet is an airline company that has

been operating in the United Kingdom since 1995 (Easyjet, 2014). Like many other low-cost carriers, the company initially modeled itself on the business

model of a successful American carrier, Southwestern Airlines (Yip, 2004). That airline had experienced unprecedented success by cultivating and exploiting

a low cost operating model – Easyjet sought to implement this model in the European context, launching a flight between London and Amsterdam that was

half the cost of the fare at the time offered by national carrier British Airways (Sull, 1999). In the years that followed, Easyjet rapidly expanded its

route network to include hubs in some of the major British cities: Glasgow, Manchester and Liverpool, and routes to popular European destinations including

Rome, Brussels, Milan, Barcelona, Frankfurt, Oslo and Stockholm. Today, Easyjet is “Europe’s leading airline”, specialising in short

haul, point-to-point flights between Great Britain and Europe (Easyjet, 2014, online). The carrier operates some 600 routes serving 30 countries, and had

firm plans to expand its network further afield in the future.

Marketing as a concept

Marketing can be thought of as a strategic philosophy which holds that assessing and meeting the needs of customers is a complex and multifaceted activity,

so that organisations are required to take a holistic, customer-focused approach to all of their business activities (Svensson, 2001). In practice,

marketing involves collecting, recording and analysing data about customers, and using this data to establish a strategy for meeting their needs. The

marketing process covers a myriad of business activities that enable companies to meet the needs of consumers. Three key activities form the backbone of

the marketing process. In the first instance, the customer base is segmented on the basis of demographic or other characteristics. Secondly, apositioning, segmentation, targeting (PST) strategy is developed in order to target goods and services to the correct market segments. Thirdly, a marketing mix is developed. Considered together these three elements form the basis of the firm’s overall marketing strategy (Kotler and Keller, 2006).

Market segmentation

Populations, and hence markets are potentially large and heterogeneous (Dibb, 1998). Marketers would find it impractical to target every member of such a

diverse grouping, and thus market segmentation is a key activity in the marketing process (Kotler and Keller, 2006). Market heterogeneity can be defined as

“the extent to which groupings of customers based on operational descriptor variables respond differentially to the choices of both offerings and the

way they are marketed” (Wensley, 1995, p. 78). So, market segmentation refers to the activity in which this large heterogeneous market is segmented

or divided into smaller, more homogeneous groupings of individuals with similar demographic characteristics or similar needs (Kotler and Keller, 2006).

Segmentation recognises that it is neither practical nor profitable to attempt to satisfy the needs of a large heterogeneous population; ultimately, its

aim is to identify the business’ most profitable customers, to understand them, and to target them. Each portion of the market is known as a market segment. Segments can be identified on the basis of consumer characteristics (e.g. socio-economics such as wealth or social class,

demographics such as gender or geographical location), psychographics (that is, interest, attitudes or opinions), product-related behavioural

characteristics such as purchasing or consumption habits, or, in the case of business to business (B2B) marketing, business characteristics such as

business size, location or level or turnover (Wedel and Kamakura, 2000).

Easyjet uses two consumer characteristics to segment its market: level of wealth, and hence, the degree to which customers are price conscious, and purpose

of travel (i.e. leisure or business) (Sull, 1999). The way in which this is evident is through the pricing strategy of the company, which is discussed in

greater detail below. For now, it is important to note that Easyjet’s business model differs from conventional carriers who typically drive sales

towards the more lucrative business class passengers, filling the remainder of their seats with low-paying leisure passengers. In contrast, Easyjet,

“does not serve the

business consumer first and use the tourists as a buffer in case it has some excess capacity, but rather restricts the demand of both segments (by raising

the appropriate prices) so as to equate capacity to expected demand” (Koenigsberg, Muller, and Vilcassim, 2004, pp. 16-17). In other words, the

company recognises two distinct customer segments but uses similar market capture strategies for both.

Segmenting, Positioning and Targeting the market

Identifying the target market does not end with segmentation: after segmentation has been undertaken, organisations must target the market, and position

themselves. This is known as the segmentation, targeting and positioning (STP) process (Sausen, Tomczak, and Herrmann, 2005) Targeting refers to

the way in which marketing efforts are aimed at the segment while positioning refers to the “designing of the company’s image so that

the target customers understand and appreciate what the company stands for in relation to its competitors” (Hooley and Saunders, 1993, p. 8). Two

broad strategies can be identified. Functional positioning refers to positioning on the basis of product characteristics (e.g. price or quality),

while expressive positioning refers to positioning on the basis of consumer characteristics (Johar and Sirgy, 1989).

Easyjet, established in 1995, entered the air travel industry specifically to address the needs of low income passengers, as exemplified by the emphasis

placed on the prices of its fares (Sull, 1999; Dobruszkes, 2009). Accordingly, the segmentation strategy used by the company was essentially an

income-based, or price-conscious strategy: it met the needs of individuals wishing to travel throughout Europe that were not willing, or able to pay the

airfares charged by full service airlines. However, more recently, the carrier has begun to be used by business passengers (Lu, 2009). For instance, from

March 2013 to March 2014, the airline transported 12 million business passengers (almost fifty percent of its fleet’s seat capacity was taken up by

business passengers), representing a growth in this market by 8.5 per cent over the previous year (The Guardian, 2014). This development has been

attributed to the introduction of allocated seating. Previously, Easyjet, like many other Low Cost Carriers (LCCs) was able to keep airfares low because

passengers were not able to select their seats prior to travel. However, the company abandoned this policy in November 2012, with the firm’s Chief

Executive Officer (CEO) Carolyn McCall, remarking that “I think allocated seating has been the single most popular thing we have ever done for our

passengers’ (cited in The Telegraph, online). The introduction of allocated seating is tantamount to a market repositioning and has enabled

the airline to capture a greater share of the business passenger market. Repositioning is a normal part of the marketing process, for as Baines, Fill and

Page (2012, p. 131) have noted “most marketers need to be alert and be prepared to reposition their brands as the relative position occupied by

brands, in the minds of customers, will be challenged and shifted around on a frequent basis”.

Detractors have argued that the STP process is inadequate at fully explaining business’ repositioning activities because it does not take into

account the positioning strategies of competitors. To combat this, strategist Michael Porter (cited in Kotler and Keller, 2006) developed his generic

strategies framework. This concept identified three positioning strategies available to firms: cost leadership, differentiation and focus. Under acost leadership strategy, the organisation seeks to offer its product or service at the lowest costs relative to competitors. Under the differentiation strategy, the firm seeks to differentiate itself from its competitors on the basis of product features such as quality. The third

approach, the focus strategy, describes a stratified approach to positioning. Organisations using the focus strategy target concentrated or niche

markets by seeking to understand the unique needs of that segment and tailoring well-specified products to them. It is generally argued that organisations

that do not adopt a strategy are unsuccessful (Kotler and Keller, 2006).

Easyjet has been vastly successful in relation to its competitors since its inception. In 2014, it became the largest British airline, in terms of

passenger volumes, outstripping those of the national carrier, British Airways (Euromonitor, 2014). In Europe, in terms of market share, the company is

second only to its Irish competitor, Ryanair. The fact that the company is competing on two fronts (with similar, low cost-carriers and conventional

full-service carriers) suggests that it is pursuing a differentiation strategy. Easyjet has differentiated itself from low-cost carriers by introducing

aspects which are typically absent from the services provided by those airlines (allocated seating is a good example), but it is differentiated from

full-service airlines through, for example, its pricing strategy.

The marketing mix

An essential element of any company’s marketing strategy is the marketing mix (Brassington and Pettitt, 2009). This concept was developed to

explain the factors influencing the demand for a product. Typically, the marketing mix is operationalised in terms of the ‘4 Ps’ – Product,

Place, Price and Promotion.

Product

In services marketing, product refers to all aspects of the services offered by the organisation including the level of the quality of the

service, any guarantees or warranties, product lines or packaging (Kotler and Keller, 2006). Easyjet aspires to offer its business and leisure passengers

safe and simple flights to a myriad of European destinations (Easyjet, 2014). To meet these aspirations, the company operates a large, modern fleet

comprised of 220 Airbus A320 and A319 (ADS Advance, 2014). Despite media claims, the airline is one of the safest and most punctual airlines in Europe, and

has invested significant amounts of cash in boosting the quality of its product. For instance, the company is investing in drone and robots that will be

used to carry out safety checks on the aircraft, and the airline is working towards the provision of ‘paperless planes’ which it says will

improve efficiency (ADS Advance, 2014).

Flexibility is a major feature of the airline’s product. While full service airlines adhere to a business model that discriminates between airfares

with different levels of flexibility (for example, non-refundable tickets and fully refundable tickets), Easyjet does not differentiate between tickets in

this way (Nair, Paulose, Palacios, and Tafur, 2013). Furthermore, it is conventional in the industry for one-way tickets to cost passengers more than

round-trip tickets. Carriers prefer passengers to make return flights because selling tickets in this way builds convenience into their flight scheduling

processes. Passengers who purchase one-way flights make it difficult for carriers to set schedules and make staffing decisions (Nair et al, 2013). Easyjet

utilises a different business model, which makes it more straightforward for customers to understand the product offering and enables it to build

flexibility into its scheduling systems.

Place

Place refers to the distribution strategy of a company (Brassington and Pettitt, 2010). Easyjet aims to make travel on its fleet as widely available as possible,

highlighted by its presence in almost every Western European country (Easyjet, 2014). The company is particularly proud of the extensiveness of its

network, with its marketing materials claiming that “over 300 million people [reside] within a one hour drive of an easyJet airport” (Easyjet,

2014, online). Not only is the airline the leading carrier in Europe, it also holds strong positions in several major markets, including

Edinburgh, Venice, Nice, and Naples, where it is the largest carrier, and Lisbon, Lyon and London Stansted, where it is the second largest carrier

(Easyjet, 2014).

However, the company’s stated efforts to capture a growing share of the business passenger market share might be hindered by its choice of airports.

Despite the firm’s claims that it serves ‘convenient’ locations, in many cases, the airline serves not the primary airport in a city, but

smaller, supplementary airports that are typically in out-of-the-way locations. For instance, most Easyjet flights to Paris land at the city’s Orly

airport, rather than the more popular Charles de Gaulle. Serving smaller airports is a key characteristic of the LCC business model, for larger airports

tend to carry greater landing fees (O’Connell and Williams, 2005).

Place also refers to the outlets through which customers can purchase the product or service. When it was first established Easyjet first offered passengers the

opportunity to purchase flights only through its own website, via its telephone booking system and at the airports from which it operates (Euromonitor,

2013; 2014). The purpose of this model was to build the brand, and to keep costs low. Over time, however, the company has extended its distribution model

to include third party intermediaries like lastminute.com and travelsupermarket.com. This enables customers to be creative in building their journeys (for

example, booking an outward flight with one carrier and a return flight with another), and has allowed the airline to boost its market share, because the

growth of specialist search engines means that travellers need only visit one website when they are searching for flights (Euromonitor, 2014).

Promotion

The telephone booking system that the company used to drive sales at its inception is also slowly being phased out, moving the company every further

towards to an Internet-only business model (Euromonitor, 2014). When the company was first established, it relied on its web facilities, fleet and

personnel branding (a trademark orange) and word-of-mouth to drive sales. It took the company 17 years of trading before it invested in a directed

marketing campaign (Marketing Magazine, 2012). The company even featured in a London Weekend Television documentary, or ‘docusoap’ which,

contrary to the fears of some analysts, turned out to be an enormously successful promotional exercise. As noted by Kilborn (2006, p. 201) “while

Easyjet knew that there were certain risks involved in opening themselves up in this way, these were seen to be more than offset by the perceived

opportunities for keeping the Easyjet brand name in front of the consumer. In the estimation of the company’s PR advisors, even those incidents of

delays and other problems associated with air travel, could be turned to the company’s advantage. The fact that Easyjet staff would be seen to be so

actively involved in smoothing out problems and assisting in making alternative travel arrangements was regarded as a useful exercise in company public

relations”

In addition, the company has recently adopted a more aggressive marketing and branding strategy. In October 2011, the airline invested some £50

million into its marketing strategy, recruiting an external advertising agency to establish a strong European-wide promotional campaign (Marketing

Magazine, 2012). Although the resulting campaigns ‘Europe by Easyjet’ and ‘Where Are Young Going?; were panned by critics, analysts

attributed a massive boost in the firm’s revenues per seat and passenger numbers to this aggressive promotional strategy (Marketing Magazine, 2012).

Price

There can be no doubt that the pricing strategy of the airline is the cornerstone of its business model. Although the company has shifted some of its focus

to other elements of the marketing mix in recent years, the low prices offered by the company are probably its best-known feature among consumers. As the

company’s Chief Executive, Carolyn McCall remarked in a 2012 interview with Marketing Magazine (2012, online). “We’ll never move away from

price – it is the cornerstone of what we do. But now we communicate destination and service”. This focus on low price and low costs is

tantamount to what strategist Michael Porter (1985) termed a cost leadership position. It is interesting that analysts have argued that such a

position is untenable in the long run. For example, the CEO of US airliner Skytrax Edward Plaisted has argued that low-cost airline models rarely guarantee

success – he pointed to the fact that half of new carriers go bust because they cannot maintain the low cost strategy (Kah, 2012).

Porter (1985) did argue that for such as position to be sustained, services must be perceived by customers to be good value for money. The empirical

evidence does seem to suggest that Easyjet’s customers do believe that the carrier offers value for money, as highlighted by its improving

punctuality record and growing passenger numbers (Euromonitor, 2014). The company has even outperformed competitors following a similar business model: for

instance, the British low cost airline Flybe has reported large annual losses since 2012 (Euromonitor, 2014). For this reason, the airline’s chief

has argued ‘that there is a lot of blue water between us and Ryanair, and very little between us and British Airways” (Marketing Magazine, 2012, online).

The way in which the carrier has been able to consolidate its competitive advantage is by balancing its low price strategy with high peripheral prices

(Euromonitor, 2014). For example, although passengers are able to find flights for as little as 9 euros, there are additional charges for printing off

boarding cards, checking in at the airport, selecting a seat and taking hold luggage. Clearly, the growth in passenger numbers and the growth in the

airline itself means that customers do view, even the high prices of peripherals as value for money. It must therefore be concluded that Easyjet’s

cost leadership strategy is a fruitful one.

Conclusion

This report has outlined the marketing process, using the low cost airline Easyjet as a case study. The case study shows that the company has embraced the

idea of marketing as a holistic, organisation-wide philosophy, and its recent successes can be attributed – at least partly – to well thought

out segmentation and PST techniques, and an appropriate marketing mix.

References

ADS Advance (2014). Easyjet applies innovative tech to improve efficiency. Online at http://www.adsadvance.co.uk/easyjet-applies-innovative-tech-to-improve-efficiency.html . Date accessed: 17 October 2014

Baines, P., Fill, C. and Page, K. (2012). Essentials of Marketing. Oxford: Oxford University Press

Brassington,F. and Pettitt, S. (2000) Principles of Marketing. London: Prentice Hall

Dobruszkes, F. (2009). New Europe, new low-cost air services. Journal of Transport Geography, 17(6), 423-432.

Dibb, S. (1998). Market segmentation strategies for success. Marketing Intelligence and Planning. 16(7), pp. 394-406.

Easyjet (2014). About us. Online at http://corporate.easyjet.com/about-easyjet.aspx?sc_lang=en&_$ja=tsid:31245|cat:101248&RefID=EJH_AFFWIN&callwinid=101248&awc=3550_1413547041_0c47faefc4e3a8d5b7f288863c6c2a29 . Date accessed: 17 October 2014

Euromonitor (2014). Low-cost carriers: Exploring new territories. London: Euromonitor

Euromonitor (2013). Easyjet Airline Co. Ltd in Travel and Tourism. London: Euromonitor

Hooley, G. J., & Saunders, J. A. (1993). Competitive positioning: The key to market success. Hemel Hempstead, England: Prentice Hall.

Johar, J. S., & Sirgy, M. J. (1989). Positioning models in marketing: toward a normative-integrated model. Journal of Business and Psychology, 3(4), 475-485.

Kah, S. (2012). The Cost of Poor Quality. Retrieved from http://www.improvementandinnovation.com/features/article/the-cost-of-poor-quality-what-will-customers-give-up-in-exchange-for-low-costs/?isFeature=1 on 19 October 2014

Kilborn, R, (2006). A Marriage Made in Heaven or in Hell? Relations Between Documentary Filmmakers. In L’Etang, J. (ed). Public Relations: Critical Debates and Contemporary Practice. New Jersey: Lawrence Erlbaum, 187-204

Koenigsberg, O., Muller, E., & Vilcassim, N. J. (2004). Easyjet Airlines: Small, lean and with prices that increase over time. Mimeo. Centre

for Marketing Working Paper 04-904. London Business School.

Kotler, P. and K. L. Keller (2006). Marketing Management. Upper Saddle River, NJ: Pearson Education.

Lu, C. (2009). The implications of environmental costs on air passenger demand for different airline business models. Journal of Air Transport Management, 15(4), 158-165.

Marketing Magazine (2012). Industry View: Is Easyjet’s Marketing Makeover Working? Online at http://www.marketingmagazine.co.uk/article/1131167/industry-view-easyjets-marketing-makeover-working . Date accessed: 16 October 2014

Nair, S., Paulose, H., Palacios, M., & Tafur, J. (2013). Service orientation: effectuating business model innovation. The Service Industries Journal, 33(9-10), 958-975.

O’Connell, J. F., & Williams, G. (2005). Passengers’ perceptions of low cost airlines and full service carriers: A case study involving

Ryanair, Aer Lingus, Air Asia and Malaysia Airlines. Journal of Air Transport Management, 11(4), 259-272.

Porter, M E. (1985). Competitive Advantage. New York: The Free Press

Sausen, K., Tomczak, T. and Herrmann, A. (2005). Development of taxonomy of strategic market segmentation: a framework for bridging the implementation gap

between normative segmentation and business practice. Journal of Strategic Marketing, 13(3), 151-173.

Sull, D. (1999). Easyjet’s $500 million gamble. European Management Journal, 17(1), 20-32.

Svensson, G. (2001). Re-evaluating the marketing concept. European Business Review, 13(2), 95-101.

The Guardian (2014). Easyjet business travel takes off with success of seat booking. Online at http://www.theguardian.com/business/2014/may/13/easyjet-business-travel-allocated-seating . Date accessed: 16 October 2014

The Telegraph (2013). Easyjet boosted by business passengers. Online at

http://www.telegraph.co.uk/finance/newsbysector/transport/10826571/easyJet-boosted-by-business-passengers.html. Date accessed: 16 October 2014

Wedel, M. and Kamakura, W. (2000). Market Segmentation: Conceptual and Methodological Foundations. Norwell: Kluwer

Wensley (1995). A critical review of research in marketing. British Journal of Management, 6(1), 63-82.

Yip, G. S. (2004). Using strategy to change your business model. Business Strategy Review, 15(2), 17-24.

Introduction

This paper explains the strategic marketing planning process illustrating the discussion with examples from the low cost airline, Easyjet. The paper

proceeds in five parts. In the next section of the paper, the concept of market segmentation is described and discussed. Next, the concept is located in

the overall positioning, segmentation, targeting (PST) organisational strategy. Porters’ Generic Strategy is then outlined, as a supplementary

paradigm to market segmentation. The concept of the marketing mix is discussed and applied to the case study company. A brief conclusion closes the paper.

Before examining the marketing process, however, it is necessary to provide an overview of the case study company. Easyjet is an airline company that has

been operating in the United Kingdom since 1995 (Easyjet, 2014). Like many other low-cost carriers, the company initially modeled itself on the business

model of a successful American carrier, Southwestern Airlines (Yip, 2004). That airline had experienced unprecedented success by cultivating and exploiting

a low cost operating model – Easyjet sought to implement this model in the European context, launching a flight between London and Amsterdam that was

half the cost of the fare at the time offered by national carrier British Airways (Sull, 1999). In the years that followed, Easyjet rapidly expanded its

route network to include hubs in some of the major British cities: Glasgow, Manchester and Liverpool, and routes to popular European destinations including

Rome, Brussels, Milan, Barcelona, Frankfurt, Oslo and Stockholm. Today, Easyjet is “Europe’s leading airline”, specialising in short

haul, point-to-point flights between Great Britain and Europe (Easyjet, 2014, online). The carrier operates some 600 routes serving 30 countries, and had

firm plans to expand its network further afield in the future.

Marketing as a concept

Marketing can be thought of as a strategic philosophy which holds that assessing and meeting the needs of customers is a complex and multifaceted activity,

so that organisations are required to take a holistic, customer-focused approach to all of their business activities (Svensson, 2001). In practice,

marketing involves collecting, recording and analysing data about customers, and using this data to establish a strategy for meeting their needs. The

marketing process covers a myriad of business activities that enable companies to meet the needs of consumers. Three key activities form the backbone of

the marketing process. In the first instance, the customer base is segmented on the basis of demographic or other characteristics. Secondly, apositioning, segmentation, targeting (PST) strategy is developed in order to target goods and services to the correct market segments. Thirdly, a marketing mix is developed. Considered together these three elements form the basis of the firm’s overall marketing strategy (Kotler and Keller, 2006).

Market segmentation

Populations, and hence markets are potentially large and heterogeneous (Dibb, 1998). Marketers would find it impractical to target every member of such a

diverse grouping, and thus market segmentation is a key activity in the marketing process (Kotler and Keller, 2006). Market heterogeneity can be defined as

“the extent to which groupings of customers based on operational descriptor variables respond differentially to the choices of both offerings and the

way they are marketed” (Wensley, 1995, p. 78). So, market segmentation refers to the activity in which this large heterogeneous market is segmented

or divided into smaller, more homogeneous groupings of individuals with similar demographic characteristics or similar needs (Kotler and Keller, 2006).

Segmentation recognises that it is neither practical nor profitable to attempt to satisfy the needs of a large heterogeneous population; ultimately, its

aim is to identify the business’ most profitable customers, to understand them, and to target them. Each portion of the market is known as a market segment. Segments can be identified on the basis of consumer characteristics (e.g. socio-economics such as wealth or social class,

demographics such as gender or geographical location), psychographics (that is, interest, attitudes or opinions), product-related behavioural

characteristics such as purchasing or consumption habits, or, in the case of business to business (B2B) marketing, business characteristics such as

business size, location or level or turnover (Wedel and Kamakura, 2000).

Easyjet uses two consumer characteristics to segment its market: level of wealth, and hence, the degree to which customers are price conscious, and purpose

of travel (i.e. leisure or business) (Sull, 1999). The way in which this is evident is through the pricing strategy of the company, which is discussed in

greater detail below. For now, it is important to note that Easyjet’s business model differs from conventional carriers who typically drive sales

towards the more lucrative business class passengers, filling the remainder of their seats with low-paying leisure passengers. In contrast, Easyjet,

“does not serve the

business consumer first and use the tourists as a buffer in case it has some excess capacity, but rather restricts the demand of both segments (by raising

the appropriate prices) so as to equate capacity to expected demand” (Koenigsberg, Muller, and Vilcassim, 2004, pp. 16-17). In other words, the

company recognises two distinct customer segments but uses similar market capture strategies for both.

Segmenting, Positioning and Targeting the market

Identifying the target market does not end with segmentation: after segmentation has been undertaken, organisations must target the market, and position

themselves. This is known as the segmentation, targeting and positioning (STP) process (Sausen, Tomczak, and Herrmann, 2005) Targeting refers to

the way in which marketing efforts are aimed at the segment while positioning refers to the “designing of the company’s image so that

the target customers understand and appreciate what the company stands for in relation to its competitors” (Hooley and Saunders, 1993, p. 8). Two

broad strategies can be identified. Functional positioning refers to positioning on the basis of product characteristics (e.g. price or quality),

while expressive positioning refers to positioning on the basis of consumer characteristics (Johar and Sirgy, 1989).

Easyjet, established in 1995, entered the air travel industry specifically to address the needs of low income passengers, as exemplified by the emphasis

placed on the prices of its fares (Sull, 1999; Dobruszkes, 2009). Accordingly, the segmentation strategy used by the company was essentially an

income-based, or price-conscious strategy: it met the needs of individuals wishing to travel throughout Europe that were not willing, or able to pay the

airfares charged by full service airlines. However, more recently, the carrier has begun to be used by business passengers (Lu, 2009). For instance, from

March 2013 to March 2014, the airline transported 12 million business passengers (almost fifty percent of its fleet’s seat capacity was taken up by

business passengers), representing a growth in this market by 8.5 per cent over the previous year (The Guardian, 2014). This development has been

attributed to the introduction of allocated seating. Previously, Easyjet, like many other Low Cost Carriers (LCCs) was able to keep airfares low because

passengers were not able to select their seats prior to travel. However, the company abandoned this policy in November 2012, with the firm’s Chief

Executive Officer (CEO) Carolyn McCall, remarking that “I think allocated seating has been the single most popular thing we have ever done for our

passengers’ (cited in The Telegraph, online). The introduction of allocated seating is tantamount to a market repositioning and has enabled

the airline to capture a greater share of the business passenger market. Repositioning is a normal part of the marketing process, for as Baines, Fill and

Page (2012, p. 131) have noted “most marketers need to be alert and be prepared to reposition their brands as the relative position occupied by

brands, in the minds of customers, will be challenged and shifted around on a frequent basis”.

Detractors have argued that the STP process is inadequate at fully explaining business’ repositioning activities because it does not take into

account the positioning strategies of competitors. To combat this, strategist Michael Porter (cited in Kotler and Keller, 2006) developed his generic

strategies framework. This concept identified three positioning strategies available to firms: cost leadership, differentiation and focus. Under acost leadership strategy, the organisation seeks to offer its product or service at the lowest costs relative to competitors. Under the differentiation strategy, the firm seeks to differentiate itself from its competitors on the basis of product features such as quality. The third

approach, the focus strategy, describes a stratified approach to positioning. Organisations using the focus strategy target concentrated or niche

markets by seeking to understand the unique needs of that segment and tailoring well-specified products to them. It is generally argued that organisations

that do not adopt a strategy are unsuccessful (Kotler and Keller, 2006).

Easyjet has been vastly successful in relation to its competitors since its inception. In 2014, it became the largest British airline, in terms of

passenger volumes, outstripping those of the national carrier, British Airways (Euromonitor, 2014). In Europe, in terms of market share, the company is

second only to its Irish competitor, Ryanair. The fact that the company is competing on two fronts (with similar, low cost-carriers and conventional

full-service carriers) suggests that it is pursuing a differentiation strategy. Easyjet has differentiated itself from low-cost carriers by introducing

aspects which are typically absent from the services provided by those airlines (allocated seating is a good example), but it is differentiated from

full-service airlines through, for example, its pricing strategy.

The marketing mix

An essential element of any company’s marketing strategy is the marketing mix (Brassington and Pettitt, 2009). This concept was developed to

explain the factors influencing the demand for a product. Typically, the marketing mix is operationalised in terms of the ‘4 Ps’ – Product,

Place, Price and Promotion.

Product

In services marketing, product refers to all aspects of the services offered by the organisation including the level of the quality of the

service, any guarantees or warranties, product lines or packaging (Kotler and Keller, 2006). Easyjet aspires to offer its business and leisure passengers

safe and simple flights to a myriad of European destinations (Easyjet, 2014). To meet these aspirations, the company operates a large, modern fleet

comprised of 220 Airbus A320 and A319 (ADS Advance, 2014). Despite media claims, the airline is one of the safest and most punctual airlines in Europe, and

has invested significant amounts of cash in boosting the quality of its product. For instance, the company is investing in drone and robots that will be

used to carry out safety checks on the aircraft, and the airline is working towards the provision of ‘paperless planes’ which it says will

improve efficiency (ADS Advance, 2014).

Flexibility is a major feature of the airline’s product. While full service airlines adhere to a business model that discriminates between airfares

with different levels of flexibility (for example, non-refundable tickets and fully refundable tickets), Easyjet does not differentiate between tickets in

this way (Nair, Paulose, Palacios, and Tafur, 2013). Furthermore, it is conventional in the industry for one-way tickets to cost passengers more than

round-trip tickets. Carriers prefer passengers to make return flights because selling tickets in this way builds convenience into their flight scheduling

processes. Passengers who purchase one-way flights make it difficult for carriers to set schedules and make staffing decisions (Nair et al, 2013). Easyjet

utilises a different business model, which makes it more straightforward for customers to understand the product offering and enables it to build

flexibility into its scheduling systems.

Place

Place refers to the distribution strategy of a company (Brassington and Pettitt, 2010). Easyjet aims to make travel on its fleet as widely available as possible,

highlighted by its presence in almost every Western European country (Easyjet, 2014). The company is particularly proud of the extensiveness of its

network, with its marketing materials claiming that “over 300 million people [reside] within a one hour drive of an easyJet airport” (Easyjet,

2014, online). Not only is the airline the leading carrier in Europe, it also holds strong positions in several major markets, including

Edinburgh, Venice, Nice, and Naples, where it is the largest carrier, and Lisbon, Lyon and London Stansted, where it is the second largest carrier

(Easyjet, 2014).

However, the company’s stated efforts to capture a growing share of the business passenger market share might be hindered by its choice of airports.

Despite the firm’s claims that it serves ‘convenient’ locations, in many cases, the airline serves not the primary airport in a city, but

smaller, supplementary airports that are typically in out-of-the-way locations. For instance, most Easyjet flights to Paris land at the city’s Orly

airport, rather than the more popular Charles de Gaulle. Serving smaller airports is a key characteristic of the LCC business model, for larger airports

tend to carry greater landing fees (O’Connell and Williams, 2005).

Place also refers to the outlets through which customers can purchase the product or service. When it was first established Easyjet first offered passengers the

opportunity to purchase flights only through its own website, via its telephone booking system and at the airports from which it operates (Euromonitor,

2013; 2014). The purpose of this model was to build the brand, and to keep costs low. Over time, however, the company has extended its distribution model

to include third party intermediaries like lastminute.com and travelsupermarket.com. This enables customers to be creative in building their journeys (for

example, booking an outward flight with one carrier and a return flight with another), and has allowed the airline to boost its market share, because the

growth of specialist search engines means that travellers need only visit one website when they are searching for flights (Euromonitor, 2014).

Promotion

The telephone booking system that the company used to drive sales at its inception is also slowly being phased out, moving the company every further

towards to an Internet-only business model (Euromonitor, 2014). When the company was first established, it relied on its web facilities, fleet and

personnel branding (a trademark orange) and word-of-mouth to drive sales. It took the company 17 years of trading before it invested in a directed

marketing campaign (Marketing Magazine, 2012). The company even featured in a London Weekend Television documentary, or ‘docusoap’ which,

contrary to the fears of some analysts, turned out to be an enormously successful promotional exercise. As noted by Kilborn (2006, p. 201) “while

Easyjet knew that there were certain risks involved in opening themselves up in this way, these were seen to be more than offset by the perceived

opportunities for keeping the Easyjet brand name in front of the consumer. In the estimation of the company’s PR advisors, even those incidents of

delays and other problems associated with air travel, could be turned to the company’s advantage. The fact that Easyjet staff would be seen to be so

actively involved in smoothing out problems and assisting in making alternative travel arrangements was regarded as a useful exercise in company public

relations”

In addition, the company has recently adopted a more aggressive marketing and branding strategy. In October 2011, the airline invested some £50

million into its marketing strategy, recruiting an external advertising agency to establish a strong European-wide promotional campaign (Marketing

Magazine, 2012). Although the resulting campaigns ‘Europe by Easyjet’ and ‘Where Are Young Going?; were panned by critics, analysts

attributed a massive boost in the firm’s revenues per seat and passenger numbers to this aggressive promotional strategy (Marketing Magazine, 2012).

Price

There can be no doubt that the pricing strategy of the airline is the cornerstone of its business model. Although the company has shifted some of its focus

to other elements of the marketing mix in recent years, the low prices offered by the company are probably its best-known feature among consumers. As the

company’s Chief Executive, Carolyn McCall remarked in a 2012 interview with Marketing Magazine (2012, online). “We’ll never move away from

price – it is the cornerstone of what we do. But now we communicate destination and service”. This focus on low price and low costs is

tantamount to what strategist Michael Porter (1985) termed a cost leadership position. It is interesting that analysts have argued that such a

position is untenable in the long run. For example, the CEO of US airliner Skytrax Edward Plaisted has argued that low-cost airline models rarely guarantee

success – he pointed to the fact that half of new carriers go bust because they cannot maintain the low cost strategy (Kah, 2012).

Porter (1985) did argue that for such as position to be sustained, services must be perceived by customers to be good value for money. The empirical

evidence does seem to suggest that Easyjet’s customers do believe that the carrier offers value for money, as highlighted by its improving

punctuality record and growing passenger numbers (Euromonitor, 2014). The company has even outperformed competitors following a similar business model: for

instance, the British low cost airline Flybe has reported large annual losses since 2012 (Euromonitor, 2014). For this reason, the airline’s chief

has argued ‘that there is a lot of blue water between us and Ryanair, and very little between us and British Airways” (Marketing Magazine, 2012, online).

The way in which the carrier has been able to consolidate its competitive advantage is by balancing its low price strategy with high peripheral prices

(Euromonitor, 2014). For example, although passengers are able to find flights for as little as 9 euros, there are additional charges for printing off

boarding cards, checking in at the airport, selecting a seat and taking hold luggage. Clearly, the growth in passenger numbers and the growth in the

airline itself means that customers do view, even the high prices of peripherals as value for money. It must therefore be concluded that Easyjet’s

cost leadership strategy is a fruitful one.

Conclusion

This report has outlined the marketing process, using the low cost airline Easyjet as a case study. The case study shows that the company has embraced the

idea of marketing as a holistic, organisation-wide philosophy, and its recent successes can be attributed – at least partly – to well thought

out segmentation and PST techniques, and an appropriate marketing mix.

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