Neal Eddle Laduing -BMMK5103 (Complete).docx - MARKETING MANAGEMENT BMMK5103 OUM BUSINESS SCHOOL 4 2016 BMMK5103 MARKETING MANAGEMENT MATRICULATION NO

Neal Eddle Laduing -BMMK5103 (Complete).docx - MARKETING...

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MARKETING MANAGEMENT BMMK5103OUM BUSINESS SCHOOL4 / 2016BMMK5103MARKETING MANAGEMENT MATRICULATION NO: CGS01184701IDENTITY CARD NO.: 850903-12-6327TELEPHONE NO.: 016-8813134E-MAIL : [email protected]LEARNING CENTRE: Sabah Learning Centre1
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MARKETING MANAGEMENT BMMK5103Table of ContentsExecutive Summary............................................................................................31. Company Background.................................................................................42.Situation Analysis.........................................................................................53.SWOT Analysis.............................................................................................64.Segmentation, Targeting and Positioning (STP)......................................105.Marketing Strategy.....................................................................................117.Implementation, Evaluation and Control................................................158.Summary.....................................................................................................16References..........................................................................................................172
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MARKETING MANAGEMENT BMMK5103Executive SummaryThis marketing plan for Malaysian Airline Berhad (Formerly known as MalaysianAirline System) has been created by its former CEO, Christoph Mueller to secure additionalfunding for growth and to inform employees of the company’s current status and direction.Malaysian Airline System has undergone a massive rebranding exercise, including thechanging of the company name to Malaysian Airline Berhad (MAB) on the 1stSeptember2015. The struggling airline has already gone through a significant restructure after thedisappearance of MH370 in March 2014 and the shooting down of MH17 over Ukraine fourmonths later. Following the twin tragedies, which claimed a total of 537 lives, the airlineannounced a five-year recovery plan which has so far resulted in the Malaysian governmenttaking full ownership of the company, and a new chief executive and management team beingintroduced. The global economic downturn and fuel price hiking has added up the “scars” ofthe Malaysian AirlineMalaysian Airline is competing in a segment which targeting business travelers andcorporates as the prime target market and leisure traveler as the secondary target market.Besides that, Malaysian Airline is looking forward to implement its new passenger servicesystem that will help to cut cost and drive revenue, as well extend its customer reach. In addition, Malaysian Airline are focusing in lowering their operation cost so thatMalaysian Airline can offer cheaper ticket price and that will make travelling with MalaysianAirline more attractive because on top of that, Malaysian Airline competing for a much betterservices than its competitor. Over the next five year, Malaysian Airline can enhance theirservices, offer new products, and win new customers.3
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MARKETING MANAGEMENT BMMK51031. Company Background It all started in 1937, when the Straits Steamship Co. of Singapore joined forces with two British companies--Ocean Steamship Co. and Imperial Airway -and won approval from Singapore's government to operate an airline in the region. Malayan Airways Limited was registered on October 21, 1937. Getting clearance and getting planes in the air, however, proved to be two different things for Malayan Airways Ltd. Operations did not begin until 1947, well after the Japanese occupation had come to an end, when a twin-engined Airspeed Consul lifted off from Subang International Airport in Kuala Lumpur, linking that city with Singapore, Ipoh, and Penang in the north of the country. In 1947 the fledgling airline added a
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