7 P OF KINGFISHER

PRODUCT 10. In-Flight entertainment 11. Based on Class of travel Load factors Date of travel Day of travel Profit margins Competitors pricing PRICE

12. PLACE Vijay Mallya himself is a brand and the brand Kingfisher has also established a remarkable standing in the market place Kingfisher has a wide distribution channel that gives easy access to its customers Tickets can be booked through various channels Consolidation Tour Operator/ Travel Agency (Clear trip, make my trip.com Affiliated with companies Direct through home leased system Kingfisher has a plush corporate office in Andheri, well equipped with trained employees & has a spread of offices across India

13. PROMOTION: ADVERTISEMENTS & PUBLICITY Hoardings Brand Ambassador Kingfisher Calender Dmm NDTV Good Times Tagline Media & Press Releases Releases

14. SALES PROMOTION PERSONAL SELLING Travel Agencies Front line staff Kingfisher Red Offers King Club 5 Star Privileges

15. PEOPLE At Kingfisher Airlines, people are the most important p People provide most services that is the selection, training, and motivation of employees The airhostesses at Kingfisher come in contact with the customers in the process of providing the service, while the cock-pit crew are employees who contribute to the service product but do not come in direct contact with the customers. Dr. Mallya handpicks the air hostesses for his Airlines as they is expected to possess a pleasing personality with polite service handling Whereas the cock pit crew at Kingfisher Airlines require to possess high analytical and technical skills Also at Kingfisher, there is the ancillary service personnel, the travel agent who plays a very important role in creating the service exchange but is not a part of the service. At Kingfisher Airlines, the front line staff play a critical role in ensuring that the service is delivered to the customers as promised

16. This ensures some amount of reliability, and this in turn affects the degree of responsiveness sought from customers. The quality of service that the front-lone staff of Kingfisher Airlines provides is highly dependent on his/her ability to communicate their credibility The front line staff need to possess empathy which implies that these personnel listen, adapt and be flexible in delivering what individual customers need Some of the employees at Kingfisher Airlines are sent on a 21 day training programme to the US and Frankfurt which motivates them to stay on with Kingfisher. They are also provided with offers such as one-month bonus or some incentives, on the achievement of the sales targets.

17. PROCESS The process of Kingfisher airlines service lays emphasis on the involvement of channels, front line staff, travel agency offices, offices of the tour operators or so form where the services flow & reach to the ultimate users. The process begins at the time of reservation goes on to the confirmation of seats. For e.g.: Computer reservation system of Kingfisher Airlines enables any reservation request from anywhere in the world to be auctioned in minutes. The reservation facility is accessible through all-major computerized reservation system of the world. By giving details of where to book and how to book Kingfisher airlines help in providing quality services to the customers. They also offer concession, by not charging any cancellation charges and also giving them the option to make a change in the reservation status if they request. All these facilities go a long way in increasing passenger convenience.

18. Facilities at the airport, the baggage handling, flight information, etc. also helps in delivering quality service and making travel a pleasure. In the aircraft, the meal service, inflight entertainment, reading material, in-flight amenities, etc. enable the travelers to have an enjoyable and convenient travel. All these procedures form a part of the total process designed to deliver quality service at Kingfisher Airlines. Kingfisher Airlines is making every effort to constantly redefine service procedures to enhance service satisfaction levels.

19. FLOWER OF SERVICES- KINGFISHER AIRLINES Hospitality & Caretaking Consultation Information Safekeeping Order Taking Billing & Payment Exceptions TRANSPORT

20. BLUE PRINTING Blue printing is a technique which is used to portray an existing service situation and provides a useful tool to assess and identify service evidence opportunities. The process of service delivery, the role of customers and employees and the visible elements of the service are simultaneously displayed by the service map. Blue print provides 2 additional features to add to the management information. 1. provides greater attention to customer interaction; 2. Provides a visual representation of the structure of the service.

21. BLUE PRINT OF KINGFISHER AIRLINES 22. PHYSICAL EVIDENCE Physical Evidence refers to the environment in which the service is delivered and where the service industry and customer interact. At Kingfisher Airlines, the aircraft by itself, the seating configuration which is meant to be comfortable and spacious, and the in-flight food provided would make up the physical evidence in this service. Boeing & Airbus are the 2 best commercial aircraft makers and almost all airline industries make use of one of these airlines. The seating is such that it is comfortable and there is enough leg space. The in-flight food is another, important aspect, a wide selection of meals is offered to the passengers. Passengers are requested to indicate their reference at the time of reservation itself. Kingfisher Airlines has introduced new sleeper seats with electric controls for reclining lumbar support, leg rest extension, expanded seat back height for a more insulated environment, thus providing highly comfortable seating.

23. Booking offices and ticket counters at Kingfisher Airlines are extremely spacious and well designed with good looks. Further the aircrafts are given excellent exteriors and are maintained well. The aircrafts at Kingfisher Airlines have elegant interiors well designed seats with more leg room especially in the business class. Domestic lounges are enhanced with good interiors and basic amenities which make it an ideal place to conduct business, entertain or relax.

7Ps Product The airline industry is a service that satisfies customer needs for travelling. In the airlineindustry the customers can be divided into two segments, business and leisure. While theairline industry started out as a luxury item, business travel has changed this industry to an e c e s s i t y . A s w e f u r t h e r b e c o m e a g l o b a l e c o n o m y and communication betweeninternational companies intensifies, tra v e l n e e d s c o n t i n u e t o i n c r e a s e . T h e l e i s u r e traveller has always had the need for the airline industry. Satisfying the customer needstoday involves competitive rates, convenient booking of flights and benefits with thoseflights.Some of the problems with this industry are personally experienced by the customers.The airlines have a difficult time being punctual and this has become the norm in theindustry, although some companies try to avoid it. The industry is highly susceptible tos i t u a t i o n s t h a t r e s u l t i n d e c l i n e s i n a i r t r a v e l , s u c h a s p o l i t i c a l i n stability, regionalhostilities, recession, fuel price escalation, inflat i o n , a d v e r s e w e a t h e r c o n d i t i o n s , consumer preferences, labour instability or regulatory oversight.A i r l i n e s a r e n o w i n t h e c o m m o d i t y b u s i n e s s a s t h e p u b l i c d e m a n d s l o w - p r i c e d transportation. It has moved from elite to a common form of transportation. Today'stravellers know how to surf the web for bargains through a myriad of sites such as Orbitz,E x p e d i a , T r a v e l o c i t y , H o t w i r e , a n d C h e a p t i c k e t s . A s a c o m m o d i t y , a i r l i n e s c a n n o t increase prices to increase profits, so their only choice is to cut operating costs such aslabour costs. Page | 8 Amid the competition, airlines have refocused their attention on the customers. Thei n d u s t r y s t i l l h e a v i l y t a r g e t s f r e q u e n t f l y e r s , a s m e m b e r s c a n e a r n m i l e s t h r o u g h travelling, car rentals, hotels, and credit card use. On overseas flights, business classseats convert to real flat beds. Soon passengers will have internet access during flights.Airlines are also catering to the consumer by offering mostly organic menus, while othersare offering meals-to-go before boarding. For travellers pressed for time, many airlinesoffer fast check-in, online at home before leaving for the airport; or self-service check-inkiosks where passengers identify themselves with a credit card, print their own boarding pass, change their seat, and purchase meal coupons.

Price The following are the pricing strategies: Premium Pricing:

The airlines may set prices above the market price either to reflect the image of qualityor the unique status of the product. The product features are not shared by its competitorso r the company itself may enjoy a strong reputation that the 'brand i m a g e ' a l o n e i s sufficient to merit a premium price. Value for Money Pricing: The intention here is to charge the average price for the product and emphasize that itrepresents excellent value for money at this price. This enables the airline to achievegood levels of profit on the basis of established reputation. Cheap Value Pricing: The objective here is to undercut the competition and price is used t o t r i g g e r t h e purchase immediately. Unit profits are low, but overall profits are achieved. Air India andIndian Airlines have slashed their prices to meet the competition of private airlines so thatthey can consolidate their position in the market

Price The following are the pricing strategies: Premium Pricing: The airlines may set prices above the market price either to reflect the image of qualityor the unique status of the product. The product features are not shared by its competitorso r the company itself may enjoy a strong reputation that the 'brand i m a g e ' a l o n e i s sufficient to merit a premium price. Value for Money Pricing: The intention here is to charge the average price for the product and emphasize that itrepresents excellent value for money at this price. This enables the airline to achievegood levels of profit on the basis of established reputation. Cheap Value Pricing: The objective here is to undercut the competition and price is used t o t r i g g e r t h e purchase immediately. Unit profits are low, but overall profits are achieved. Air India andIndian Airlines have slashed their prices to meet the competition of private airlines so thatthey can consolidate their position in the market.Airlines usually practice differential pricing. There are three classes: The First Class, TheExecutive or Business Class and The Economy Class. Fares for each class are differentsince the facilities provided and the comfort and luxury level is different in each class.Seasonal fares are also fixed, fares rise during the peak holiday times. Page | 10

Low-cost Pricing: With the advent of the low-cost airlines in the Indian aviation industry, a different lowcost flying concept has come up. Since these low-cost airlines are trying to woo thecustomers by providing air travel in exceptionally low prices, a price-band kind of pricinghas to be designed.In low-pricing strategies, the airlines provide very low prices for the flight tickets. Also,they prices are made cheaper by booking the tickets long before the flight date. APEX Fares: In this scheme, people are given very cheap rates only if tickets are booked at least beforethe specified time period. But the draw-back here is that if the booking is cancelled, asubstantial amount of money is not returned. Promotion Integrated Marketing Communication A successful product or service means nothing unless the benefit of such a service can becommunicated clearly to the target market. An organisations promotional mix can consistof: Advertising Public Relations Sales Promotion Personal Selling Direct Mail Internet / E-commerceIn airline industry all the above methods are use for promotion purpose.T h e a i m s o f p r o m o t i o n fall into three main categories: to inform, to remind, & to persuade . It will always be necessary to inform prospective consumers abou t new products & services, but other issue may also need this type o f c o m m u n i c a t i o n t o consumers; new uses, price changes, information to build consumer confidence & toreduce fears, full description of service offering, image building. Similarly consumersm a y n e e d t o g e t r e m i n d e d a b o u t a l l t h e s e t y p e s o f i s s u e s , e s p e c i a l l y i n t h e o f f - p e a k season. It is vitally important to recognize that promotion, or marketing co m m u n i c a t i o n s generally, may not always be aimed at potential consumer or end user of service. In many Page | 12

business areas, it is to design promotions aimed at channel customers to complement enduser promotion. For e.g. Airlines will need to promote their services to tour operators aswell as end user. Distribution (Also known as the place variable in the marketing mix, or the 4 Ps) In Airlines, they utilise more than one method of distribution. For e.g. they sell ticketsthrough travel agents & sell seats on flights to tour operators, whilst also operatingdirect marketing. Whichever distribution strategy is selected, channel management plays a key role. For channels to be effective they need reliable updated information.For these reason, I.T has been widely adopted such as on-line booking system. Channel structures vary somewhat by the nature of the service Internet booking system Telephone reservation system.

People The people section of the Marketing Mix is the most important section of the extendedM a r k e t i n g M i x . I t i s b r o k e n u p i n t o t h r e e s e c t i o n s : E m p l o y e e s , C o n s u m e r s a n d t h e Company.Do we have enough employees to provide a good service? ; Do they have the necessary p e r s o n a l a n d p r o f e s s i o n a l s k i l l s ? , D o t h e y u n d e r s t a n d t h e b r a n d - v a l u e s ? , A r e t h e y enough motivated or too tired?Those are questions that airlines companies have to ask themselves, and which answersare going to have important consequences in the type of service provided.The analysis of the buyer behaviour is really interesting in this sector. Every individualhave different needs and expectations in this market, so segmentation and positioningwill be also fundamental. Furthermore, its normally an industry where, the user followsall the steps of the buyer behaviour in the selection and purchase of the service. Speciali m p o r t a n c e h a v e t h e I n f o r m a t i o n S e a r c h b y t h e c u s t o m e r ( w h i c h i s n o r m a l l y m o r e complete than in other purchases) and beliefs and attitudes, which are the most importantc h a l l e n g e s o f t h i s a n a l y s i s b e c a u s e n o r m a l l y h a v e a n i m p o r t ant weight in the finald e c i s i o n o f t h e c u s t o m e r . I n a m a r k e t a s c o m p e t i t i v e a s t h i s o n e , a p e r s o n a l b a d experience or just a non favourable belief or attitude can determine the user's choiceforever. That's why the Brand Image is also fundamental for this kind of Companies.

For e.g. A Jain would be satisfied with the service only if he is served Jain food and itshould be kept in mind that the customers next to him are also Jain or at least vegetarian.Therefore, management faces a tremendous challenge in selecting and training all of these people to do their jobs well, and, perhaps even more important, in motivating themto care about doing their jobs well, and to make an extra effort to serve their customers. Page | 15 After all, these employees must believe in what they are doing and enjoy their work before they can, in turn, provide good service to customers.The "people" component of the service marketing mix also includes the management of t h e f i r m ' s c u s t o m e r m i x . B e c a u s e s e r v i c e s a r e o f t e n e xperienced at the provider'sf a c i l i t i e s , o t h e r c u s t o m e r s who are being served there can also influence on e s satisfaction with a service. For e.g. crying children in a nearby seat on an airplane or illmannered customer are all examples of unpleasant service conditions caused by a firm'sother patrons. Physical Evidence The service is intangible because unlike a product it can't be experienced before it isdelivered. It is the ability and environment in which a service is delivered. Because it isintangible customers are at greater risk when deciding whether to use a service, so toreduce this risk, and improve success, potential customer are offered the chance to seewhat the service would be like with the use of testimonials, demonstrations etc. Physicall a y o u t i s n o t o n l y r e l e v a n t t o i t s p r o m o t i o n a l m a t e r i a l s , b u t a l s o t o t h e l a y o u t a n d structure of the organization, and websites. Customers have far higher expectations andtherefore they select the particular service which they know will satisfy their want.Promotional materials and written correspondence provide tangible reassurance; they can b e i n c o r p o r a t e d i n t o t h e f i r m ' s m a r k e t i n g c o m m u n i c a t i o n s t o h e l p r e d u c e c u s t o m e r anxiety about committing to the purchase. Service firms should design these items with extreme care, since they will play a major role in influencing a customer's impression of the firm. In particular, all physical evidence must be designed to be consistent with the"personality" that the firm wishes to project in the marketplace.They can offer to the consumer more than a fly: additional services, and so they focustheir promotional efforts in communicating that to the potential user.

Process The customer service department of any airline company deal with a number of processesinvolved in making marketing effective in an organisation e.g. processes for handlingc u s t o m e r c o m p l a i n t s , p r o c e s s e s f o r i d e n t i f y i n g c u s t o m e r n e e d s a n d r e q u i r e m e n t s , processes for handling requirement etc. Example of Jet (Entire Process) Purchasing processAccording to epinions.com, travelers' overall purchasing experiences with Jet have beenvery positive. People like how easy it is to choose from the different one-way faresonline to make up a round-trip reservation. Some travelers prefer to use Jettelephonereservation agents for purchasing their tickets. Overall, these reservation agents have been described as very courteous and helpful.Destination ChoicesW e f o u n d m a n y n e g a t i v e r e v i e w s o n e p i n i o n s . c o m w h e n i t c a m e t o J e t d e s t i n a t i o n offerings. Several people complained that Jet doesn't offer service (either non-stop or connecting) to enough destinations. Some complained about Jet operating out of smaller,less convenient airports (like Poona and Nasik). People also complained that Jet onlyoffers limited flights per day to some destinations, making travel less convenient for some.Overall Customer ServiceT h e 7 P s - p r i c e , p r o d u c t , p l a c e , p r o m o t i o n , p e o p l e , p r o c e s s a n d p h y s i c a l e v i d e n c e comprise the modern marketing mix that is particularly relevant in service industry, but isalso relevant to any form of business where meeting the needs of customers is given priority. Page | 18

CONCLUSION Airline industry in India is plagued with several problems. These include high aviationturbine fuel (ATF) prices, rising labour costs and shortage of skilled labour, rapid fleete x p a n s i o n , a n d i n t e n s e p r i c e c o m p e t i t i o n a m o n g t h e p l a y e r s . B u t one of the major c h a l l e n g e s f a c i n g I n d i a n a v i a t i o n i n d u s t r y i s i n f r a s t r u c t u r e c o n s t r a i n t . A i r p o r t infrastructure needs to be upgraded rapidly if Indian aviation industry has to continue itss u c c e s s s t o r y . S o m e s t e p s h a v e b e e n t a k e n i n t h i s d i r e c t i o n . T w o o f I n d i a ' s l a r g e s t airports-Mumbai and New Delhi-were privatized recently. Two

Greenfield airports arecoming up at Bangalore and Hyderabad in southern India. Investments are pouring intoalmost all aspects of the industry, including aircraft maintenance, pilot training and air cargo services. The future prospects of Indian aviation sector look bright.The Indian aviation industry has witnessed remarkable growth in recent years, with keydrivers being positive economic factors, including high GDP growth, good industrial performance, and corporate profitability and expansion. Other factors include higher disposable incomes, growth in consumer spending, and availability of low fares.
Civil Aviation
MAR

152011

Civil Aviation: Airline Branding

Airlin e brands are so familiar to us when we fly, or simply visit an airport for the day. Mark Broadbent looks at some of the issues involved in managing an airline brand. Images as credited. The British Airways speedbird and easyJet's orange, Emirates and Singapore Airlines offering the best in-flight service and Lufthansa being reliable. These are all images and reputations from the airline industry familiar to millions of travellers. They are among the most famous airline brands. And just like companies in other industries an airline needs a winning brand whether it's launching onto the market, wanting to grow, consolidate or simply survive. But what's involved?

Firstly, what is branding? Phil Edelin, a senior consultant at the creative agency Dave, puts it simply: "A brand is something you receive - it's not just a label. A brand is about providing your customers with the proposition they need." The first point of branding for an airline, therefore, is working out what its customers - and prospective customers actually require. And what they want differs with each market, meaning airline brands differ. The low-cost airline brands are different to those of the long-haul premium carriers, for example. Whatever the market and whoever the

customers, though, an airline has to stand for something and offer the experience its passengers demand. "Each airline has a brand to suit its needs, and what's important for an airline is to really know what its customers want," says Edelin.

Edelin thinks the basic principle of success for airline brands is offering a service customers find quick, hassle-free and pleasurable. "Just to be a big name with lots of aircraft won't actually get you very far," he told Global Aviation Resource. "To get ahead airlines need to focus on quality and efficiency and making our lives easier and happier...it's about things like how we arrive, the quickest way to board and exit and to prepare us for the onward journey." Peter Knapp, executive creative director Europe and Middle East at Landor Associates, a branding agency that's worked with many airlines worldwide, says: "In the face of unrelentingly harsh economic conditions and aggressive competition the airline brands must ensure both their relevance and difference are clear to the customer in order to preserve their competitive advantage. You can cut costs to save money but that can become a short term saving if you cut and kill the brand's potency. If the fares, product and schedules are similar the brand is key to help preference in the mind of the customer."

It's all about the right experience for the customer in question. Obviously excellent customer service, well-trained staff and easy-to-use telephone and web booking systems are a given, but there are differences between markets in what exactly constitutes the 'right experience' and therefore what drives different brands. For airlines offering longhaul routes and premium service branding is about high-quality in-flight service and facilities, and for low-cost carriers branding is about the cheapest and most efficient way of transport. At the premium end of the market the likes of Emirates, Etihad, Qatar Airways, Cathay Pacific, Singapore Airlines and Virgin Atlantic are frequently cited as exemplars of the sort of quality experience business-class passengers expect. For these airlines branding means investment in lounges offering quality food and drink, massage and beauty treatments, mobile boarding passes, onboard Wi-Fi connectivity, frequent flyer programmes and excellent service from cabin crew. Singapore's unique selling proposition, even now, is the reputation of its hostesses, the 'Singapore Girls', who are promoted as the epitome of quality in-flight service. Virgin, meanwhile, offers on-board MP3 players, designer seating and a door-to-door service. "Virgin does that quite well," says Adrian Pring, a consultant analyst at The Brand Union. "A limousine picks you up from your home, takes you into a Virgin lounge and there's another Virgin limousine at the hotel. That's a good example of experience management, but it's very expensive and that's why it's so difficult to achieve." At the other end of the market, low-cost airlines are cited as equally excellent examples of good airline brands. "Although they're low-cost, they are still strong brands," Edelin says. "We understand that they're quick and efficient, that they help us by changing our flight bookings and that they're working to get us from A to B as quickly as possible. Ryanair has a strong brand. It stands for the lowest possible cost and you know you're going to get it...they don't need to add frills to that."

This isn't to say the brand differences between premium and low-cost carriers are mutually exclusive, as elements sometimes cross over to other markets. Most airlines now have smartphone apps, which originally were the preserve of the premium carriers. Two low-fare airlines, Flybe and US carrier JetBlue, both offer certain frills in the belief that many people want comfort as well as good deals. Edelin notes that Flybe offers a business class-style fast check-in at London City, while JetBlue has created what's been described as a "no-frills chic" approach with Italian furniture and Wi-Fi in its lounges at New York JFK. For some airlines, brand management is complicated by strategic alliances and partnerships. Adrian Pring believes differing levels of service offered by carriers operating together on codeshares or partnerships can be problematic. "BA and Cathay Pacific are closely aligned as members of the oneworld alliance," notes Pring. "They codeshare on a number of routes. Let's say you're flying from Hong Kong to Madrid. You fly Cathay from Hong Kong to London, then BA from London to Madrid. When you fly with Cathay you're flying on a five-star airline [Cathay Pacific is rated 5 stars by Skytrax, the passenger experience ratings agency] for 14 hours from Hong Kong to London, enjoying the exceptional service that Cathay offers. Then you're going to have a two-and-a-half hour flight on a smaller aircraft which doesn't have the first-class experience, and so the level of attention to detail differs quite substantially. It creates issues around your travel experience."

Pring believes airlines in this position have to work harder to 'control' their brands and offer a good experience, because otherwise the brands involved will suffer. Peter Knapp thinks more attention needs to be given to this area. "I think what was until recently just an operational construct that had little relevance to the passenger will now become increasingly active and valuable as the alliance brands are leveraged to create more efficiencies," he said. "The challenge will be to develop them into complete service brands." Meaning something to customers - and those people airlines want to become customers - also involves corporate identity and the way the airline communicates with people. The look of an airline is far from accidental. Easyjet using dayglo orange was very deliberate, the colour symbolising its proposition that they represented a new era of affordable air travel. British Airways' speedbird and stylised Trafalgar flag is meant to connote the airline's values of solid, professional, high quality British service. Equally deliberate is the use of the 'Tiny' character by bmibaby which, according to creators Landor, "is meant to represent character in a marketplace with little real personality". The 2008 rebrand of Siberian Airlines into S7 and the use of garish green symbolises a rebadged airline representing a similarly forward-looking, self-confident new Russia. For all that David Taylor, founder and managing partner of the Brandgym consultancy, thinks airline corporate identities lack sparkle. He thinks Virgin Atlantic is the best example of an airline that's used its identity and communications to mean something to people. He cites the carrier's recent James Bond-themed ad as an example of what he means. "Every single frame of the ad has the Virgin brand running through it," explains Taylor. "The combination of visual extravagance, music, brand properties and service features makes it impossible to imagine it's for any other brand. Just try swapping Virgin in this ad for any other brand, such as BA or Air France. It's just impossible." Indeed, two of Virgin Atlantic's self-proclaimed brand values are 'fun' and 'innovation'. The Bond parody certainly includes those and, in this context, it perhaps wasn't surprising that it was a Virgin Boeing 747 that made an unprecedented close formation flypast with the Red Arrows at the Biggin Hill Air Fair in 2009 to help mark the airline's 25th birthday year. A big development in communications recently has been the growth of social media through online forums, blogs, Facebook and Twitter. Conversation is easy and instant and available not just through PCs but smartphones and now

the emerging tablet devices. It's a world offering great opportunities for airlines to engage with their passengers and thereby help develop their brands - and also to cope with the impact of negative events on their reputations. "Quite simply, the concept of social networking forces the airline to entertain conversations with the customer or else they have to be prepared to be talked about, a big difference," explains Landor's Peter Knapp. "The trend has created far more transparency and customer interaction with the brand." Adrian Pring agrees. "On one level, there is little control," he says. "If you make a mistake, your brand will come under serious fire on sites like Facebook and Twitter and the capacity for people to share their opinions and influence peers should not be overlooked." Airlines have certainly been quick to pick up on the potential, developing dedicated social media services. Airlines from easyJet and Southwest to Cathay and Etihad now have them. Lufthansa's MySkyStatus, for example, automatically sends updates about a person's flight to their Facebook and Twitter accounts, while KLM and AirAsia have developed special microsites their customers can log into for access to blogs, discussions and relevant travel information. The value of these services was seen in Europe over Christmas when airlines used them to keep their customers informed of the latest schedule changes caused by the severe snow. The direct connection to customers offered by social media is part of a wider trend that's starting to emerge in airline branding. A big part of Emirates' and Etihad's brands, for instance, is the idea that they represent the fulfillment of a 'good life' for their customers. Emirates' tagline "Keep discovering" and Etihad's "Change the way you see the world" are both attempts to play on human emotions associated with travel. Finnair is trying something similar through its "Rethink Quality" initiative where the airline is attempting to position itself as a flag-bearer for "quality experiences" in travel, food and drink, art and culture. The message from these airlines is that a flight with them is not just a service, but a way in which you can fulfill your aspirations. Or, as Peter Knapp puts it, "a romantic trip through the cultural axis of the world". Some would say this is just cynical marketing - an effort to shore up business in turbulent economic times - but the idea of a brand tapping into people's emotions and thoughts about lifestyle is a common and long-established technique. Apple, Starbucks, Rolex and BMW's Mini are examples of brands that, sometimes consciously and sometimes by implication, promote a 'lifestyle' through the products they sell. This in turn can become selfperpetuating - if you can make a product or service a 'must have' or 'must do', more people will want to buy it. You can see why the likes of Emirates, Etihad and Finnair are positioning themselves in this way. Phil Edelin thinks this will become common for airlines. "I think we'll see more of it because it's a trend in all brands," he says. "Travel is a very emotive subject and it's amazing that it's taken so long to get there. We've gone through a phase of it being almost inane. Films like 'Up In The Air' capture the inanity of air travel in the US. With choice, people need to get back to why it is we're on those journeys. "Tapping into emotion is a very natural thing, as is understanding people. The reason that's important is if you're flying a lot you can't just be treated as another piece of meat, so emotion is very important. It's part of the process of understanding customers and what they want." It seems branding in the airline industry is set to become ever more sophisticated. With the operational and financial challenges, not to mention the predicted growth in demand for air travel, that's hardly surprising. Whatever the airline and whatever the market, branding and everything involved with it - the service offering, the way it's delivered and communicated, and the travel experience itself - is a vital element in whether an airline succeeds or fails