Aerospace Marketing Management, Softcover reprint of the original 1st ed. 2002 Manufacturers · OEM · Airlines · Airports · Satellites · Launchers

Aerospace Marketing Management is a marketing manual devoted to:

-the aeronautics sector: parts suppliers, aircraft manufacturers, and airlines,
-the space sector: suppliers, integrators, and service providers.

It presents the essentials of marketing from basic concepts such as segmentation, positioning and the marketing plan, to the product policy, pricing, distribution and communication. This book also includes specific chapters on project marketing, brand policy, gaining loyalty through maintenance and training, compensation, and alliance strategies. The different chapters show the new changes due to Internet:

-e-procurement for the purchase strategy,
-interactive communication with websites,
-e-ticketing for the airlines to reach final consumers.

1 Marketing in the Aeronautics and Space Industry.- 1. The aeronautics and space sector environment.- 1.1 Characteristics of the aeronautics and space sector.- 1.2 Market deregulation.- 1.3 The role of regulatory organizations: FAA, DGAC, CAA, IATA.- The organizations which control air transport.- 2. The marketing approach.- 2.1 The rise of marketing.- 2.2 The two facets of marketing.- 2.3 An essential part of companies and organizations.- 2.4 A set of methods with wide-ranging applications.- 3. The role of marketing in the aeronautics and space industry.- 3.1 The growing importance of marketing in the aeronautics and space sector.- 3.2 Different types of marketing.- 3.3 Marketing in the aeronautics and space supply chain.- 3.4 Recent marketing trends in aeronautics.- 2 The Individual and Organizational Purchase.- 1. The individual purchase.- 1.1 Factors influencing the buying behavior.- The child as influencer.- Senior marketing.- 1.2 The buying process.- 2. The organizational purchase.- 2.1 The buying center.- 2.2 Buying phases.- “Make or Buy ?”, the example of the Super Transporter: from Super Guppy to A300-600ST.- 2.3 Different situations.- 2.4 The behavior of professional buyers.- 2.5 Bidding.- 2.6 E-procurement and the development of the marketplaces.- 3. Case study: the aircraft constructor’s approach to the airline’s buying center.- 3.1 First action level (1): the customer airline.- 3.2 Second action level (2): air traffic regulatory bodies.- 3.3 Third action level (3): airports.- 3.4 Fourth action level (4): passengers and citizen groups.- 4. Case study: Airing’s approach to the buying center of the Sultan of M.- 5. Purchase marketing.- 5.1 The different conceptions of purchase marketing.- 5.2 Purchase marketing objectives.- 5.3 Means of action.- Purchase marketing at EADS.- 3 Business Marketing Intelligence.- 1. The information system.- Dassault Aviation: Increasing Falcon customer satisfaction by using an efficient information system.- 2. Market surveillance: active listening.- 2.1 The different types of surveillance.- 2.2 Setting up surveillance.- Docland: Aerospatiale-Matra’s information and documentation center (EADS).- 3. Information sources.- 3.1 Main information sources.- 3.2 Information protection.- Market studies made by Boeing and Airbus.- 4. The main types of studies.- 4.1 Qualitative studies.- 4.2 Quantitative studies.- The international tourism study: a key analysis for airline destination strategy.- 4.3 Permanent and ad hoc studies.- 4.4 The other objectives for studies.- From the Airbus A3XXproject to the A380: the primordial role of studies.- 4 Market Segmentation and Positioning.- 1. Segmenting a market.- 1.1 The objectives of segmentation.- The segmentation fo the satellige market.- 1.2 The main segmentation methods.- An example of “top-down” segmentation applied to catering.- “Bottom-up” segmentation: the example of the business jet market.- 1.3 Other segmentation methods used in B to B.- 2. Positioning.- 2.1 Positioning objectives.- Examples of positioning: AeroMexico and Thai Airways.- Four examples of positioning: Singapore Airlines, Air France, Swissair, American Airlines.- Two further examples: Virgin Atlantic and easy Jet.- 2.2 Setting up positioning.- Lufthansa Technik: positioning based on customer success.- 5 Marketing and Sales Action Plan.- 1. The marketing plan.- 1.1 Part one: the analysis.- 1.2 The objectives.- 1.3 The means or action plan.- 2. The sales action plan.- 2.1 The objectives of the sales action plan.- 2.2 How the sales action plan is carried out.- 2.3 An example of the contents of a sales action plan.- 6 Innovation and Product Management.- 1. The learning curve.- 2. The product life cycle.- 2.1 Phases of the life cycle.- 2.2 Applying the life cycle concept.- 2.3 The characteristics of each life cycle phase.- 3. Managing the product portfolio.- 3.1 The BCG model.- An analysis of the Airbus and Boeing product portfolios.- 3.2 The McKinsey model.- 3.3 The Little model.- 3.4 Marketing and management of the product portfolios.- The Bombardier niche strategy.- 4. Managing the product range.- 4.1 The characteristics of the range.- The CFM International engine range.- 5. Managing innovation.- Latécoère’s innovation: on-board video systems.- The different generations of a product: military aircraft.- 5.1 In-house innovations: the “push” strategy.- Weber Aircraft: innovation at the heart of the offer.- 5.2 Innovations from outside: the “pull” strategy.- The evolving range of Rolls-Royce Trent engines.- 5.3 Product development phases.- 5.4 The conditions for successful development.- Innovation at Spot Image: Spot Thema.- 6. Innovation, the key to development of the A380 wide-body jet.- 6.1 Analysis of the market and the range.- 6.2 Taking into account customer’s expectations.- 6.3 Producing a solution.- 6.4 Innovation in the cockpit.- 6.5 Production innovation to reduce costs.- 6.6 The involvement of industrial partners.- 6.7 Cabin fittings.- 6.8 Future versions of the A380.- 7 Marketing of Services.- 1. The characteristics of services.- 1.1 Intangibility.- On-line information: a service to increase maintenance efficiency.- 1.2 “Perishability” and stock-impossibility.- 1.3 Inseparability.- 1.4 Variability.- Spot Image: a service with multiple applications.- 2. Different categories of services.- 3. Professional services.- 3.1 Services which are required by law and regulations.- 3.2 More general services linked to management and strategy.- 3.3 The aeronautical “marketplaces”: a new type of service from MyAircraft to AirNewco.- 3.4 Services Hnked to the production process.- 3.5 Sales related services.- 3.6 Technical and commercial, global services.- Servair: a global service fulfilling the expectations of airlines and their passengers.- 4. Consumer services: transport and tourism.- Qualiflyer, airlines serving customers.- Taking care of unaccompanied minors.- An example of a health service: MEDjet International.- The exemplary service quality of Thai Airways.- 5. Focus on the freight market.- 5.1 The evolution of the freight market: expansion of the “integrated” carriers.- 5.2 The reaction of the cargo airline companies.- 8 Pricing Policy.- 1. Factors involved in pricing.- 1.1 External constraints.- 1.2 Internal constraints.- The business plan or forecasting financial profitability.- 2. Pricing approaches.- 2.1 Cost-based pricing.- Example of a modulated pricing policy for domestic Air France flights.- 2.2 Value-based pricing.- Helicopter engine manufacturers: taking into consideration the market and after sales in the pricing policy.- 2.3 Bidding.- 3. Pricing strategies.- 3.1 The skimming strategy.- 3.2 The penetration strategy.- Charter on-line business aircraft.- 3.3 Flexibility strategies.- 3.4 Yield management.- Bold easy Jet: Internet, yield management and non-conformism.- 3.5 The development of the “gray market”.- 4. Price-adjustment policy.- 4.1 Adjusting the conditions of sale.- 4.2 The leasing.- 4.3 The development of fractional ownership on the business aircraft market.- The NetJets (from Executive Jet) fractional ownership program.- 9 Selecting Distribution Channels and Sales Team Management.- 1. Logistics.- 2. Choosing a distribution system.- 2.1 Choosing an external solution.- 2.2 Choosing multi-brand or exclusive distributors.- Breitling’s selective distribution.- 2.3 Selecting partners and managing the network.- The development of e-ticketing.- 3. Managing the sales point: adjusting supply to demand.- 3.1 The basis of the merchandising approach.- Travel agency merchandising.- 3.2 Merchandising objectives.- A special application of merchandising: managing spare parts.- 4. Direct channel: the role of the sales representative.- 4.1 Communication.- 4.2 Pre-sales: prospecting.- 4.3 Sales presentation and negotiation.- 4.4 After-sales: the follow-up.- The recent evolution of sales representatives.- 4.5 Information feedback.- The sale of aircraft.- 5. Managing the sales team.- 5.1 Defining objectives.- 5.2 Choosing the structure.- 5.3 The size of the sales team.- 5.4 Recruiting sales representatives.- 5.5 Supervising the team.- 5.6 Remunerating sales representatives.- 5.7 Sales representatives: motivation, training and career management.- 10 Project Marketing.- 1. The specific nature of project marketing.- 1.1 High financial stakes.- The Beijing Capital International Airport.- 1.2 A “one-off” project.- 1.3 Generally predefined buying procedures.- 1.4 A generally discontinuous supplier-customer relationship.- 2. Building demand.- 2.1 Identifying the customer’s latent demand.- 2.2 Helping to formulate dissatisfaction.- 2.3 Developing a solution.- An example of constructing demand: building industry and airports.- 2.4 Drafting a solution.- 3. Customer intimacy.- 3.1 The depth of the interaction.- 3.2 The extent of the interaction.- 4. Influencing specifications.- 4.1 Intervening upstream of the deal.- Industrial partnerships to win bids: the tender concerning missiles for the British Eurofighter.- 4.2 Intervening in the deal.- Services at the very heart of the creative bid strategy: application to the military market.- 11 Communication Policy.- 1. Different types of communication.- 1.1 The objectives of communication.- 1.2 The four main types of communication.- 2. The communication plan.- 2.1 Determination of targets and budgets.- 2.2 Setting up the communication plan.- 12 Selecting Media.- 1. Trade shows.- 1.1 The specific nature of trade shows.- 1.2 Exhibiting at a show.- The Paris Air Show - Le Bourget: the leading international aeronautics and space show.- 1.3 The different stages of participating in a show.- 2. The trade press.- Aviation Week & Space Technology.- 2.2 Resources and tools.- 3. The Internet.- Boeing and the Internet.- 4. Direct marketing.- 4.1 The objectives of direct marketing.- 4.2 The different tools.- 5. Television, billboards and radio.- 5.1 Television.- An original operation: Airbus Beluga “Delacroix”.- 5.2 Radio.- 5.3 Billboards.- 6. Lobbying.- Lobbying the regulatory organizations.- Lobbying for the Airbus Military Company A400Mproject.- 7. Public relations and sponsoring.- 7.1 Public relations.- 7.2 Sponsoring.- 8. Sales promotion.- Frequent Flyer Programs (FFP).- The example of Spot Image’s promotion for the launch of SpotView.- 13 Brand Management.- 1. Brand foundation.- 1.1 Brand mechanisms.- 1.2 Brand functions for the company.- 1.3 Brand functions for the customer.- Aeronautics and space brands and performance facilitation.- 2. Special characteristics of the industrial brand.- 2.1“Purchaseability” levels of the industrial brand.- 2.2 The visibility strategy.- 2.3 Airbus: “Setting the Standards”.- 3. Industrial brands classification.- 3.1 According to the use of goods.- 3.2 According to international brand policy.- 3.3 According to brand origins.- 4. Visual identity code, logos and slogans.- 4.1 Logos.- 4.2 Slogans.- 4.3 Jingles.- 4.4 Visual identity code.- 5. Latécoère: technical partnership and its own products.- 5.1 The rise of Latécoère.- 5.2 Latécoère, technical performance facilitator brand.- 5.3 Sales performance facilitation.- 6. Zodiac: managing a brand portfolio by sector.- 6.1 History.- 6.2 Zodiac today.- 6.3 Brand policy.- 14 Building loyalty: Maintenance, Customer Training and Offsets.- 1. Maintenance.- A Key to aircraft safety.- 1.1 The different forms of maintenance.- 1.2 Maintenance: a tool for the marketing-mix.- 1.3 Maintenance: a tool for the marketing information system.- Airbus’ after-sales marketing function: 4 main objectives.- 2. Customer training.- Pilot training: a major and essential expense.- 2.1 Different training objectives.- 2.2 The contents of training.- Training, an essential part in the Airbus strategy.- 2.3 The main types of training.- GDTA: cutting-edge training.- 3. Offset, a business tool.- 3.1 Offset: a means of payment.- 3.2 A business argument.- 15 Alliance Strategies.- 1. Traditional forms of company development.- 2. Specific objectives of alliances.- 2.1 Financial objectives.- 2.2 Marketing and sales objectives.- 2.3 The international political stakes.- 3. Different forms of alliances.- 3.1 Tactical alliances.- 3.2 Strategic alliances while maintaining the company’s initial identity.- Star Alliance: a worldwide air network.- SkyTeam: a new worldwide air network.- 3.3 Strategic alliances with creation of a specific structure.- The CFM International alliance.- Starsem: an alliance for a reliable and competitive space transport system.- Sea Launch: from the sea into space.- 3.4 From alliance to merger.- From GIE Airbus Industrie to the integrated company EADS.- Eurocopter: once a joint-venture, today a subsidiary.