Vistara Airlines - Marketing Strategy with Power Product, Power Relations & Power Look

1. VISTARA AIRLINES : MARKETING STRATERGY

2. CREW MEMBERS
SANJANA
IYER
19
ISMILE
SHAIKH
43
AUSTIN
TRINDADE
55
SAVIO
FERNANDES
12
RAHUL
NAIR
32
RAJESH
SHETTY
47

3. Marketing Objective
– Create brand awareness about Vistara amongst domestic
flights
– Increase the customer base in proportion to the flights
Target Segment
– Business and high end travelers who want personalized
experience and premium service
– Mid- level Management who travel for Corporate purpose
– People who are looking for end to end service.
About
An Indian airlines based in New Delhi
– 51:49 ratio joint venture between Tata Sons and Singapore
Airlines
– The carrier commenced Operation on 9th January 2015 and
operates 164 flights per week with 5 Airbus A320 aircraft
– First carrier to offer premium economy seats on domestic flights
in India apart from the usual Economy & Business class.
ABOUT

4. VISTARA FLEETS & ROUTES

5. PRODUCTS & SERVICES
OFFERS –
• Economy Class (96 seats)
• Premium Economy Class (36 seats)
• Business Class (16 seats)
IN-FLIGHT ENTERTAINMENT –
• For business class passenger - pre-loaded
tablets
• Vistara selects BAE
systems IntelliCabin in-flight
entertainment system which will stream
content to passenger's personal devices
CATERING –
 Offers 4 different meals (breakfast,
refreshment, lunch and dinner).
 1 veg, 1 non-veg dish in economy class
 2 veg, 1 non-veg in premium economy
 2 veg, 2 non-veg dishes for business class
• Mobile phone boarding passes
• Frequent-flyer program: Club Vistara

6. MARKETING STRATERGIES FOR
POWER LOOK
POWER PRODUCT
POWER RELATIONS

7. MARKETING STRATERGIES PROCESS

8. TARGET AUDIENCE
• New price sensitive customers who
seek quality travel from/to non capital
cities.
• Business travellers – existing and new
customers seeking a higher quality
service compared to other major
airlines.
TRY TO UNDERSTAND
• Consumer Insights Research
• Brand is known but recall is important.
• Completely Different mode of
Advertising.
PROVIDING
• Competitively priced without sacrificing
quality.
• Modern, innovative and sustainable
alternative providing quality service.
(youngest fleet)
• Environment – efficient , sustainable
and respectful
POWER LOOK

9. POWER LOOK
• Road shows and Press conference to Announce its entry to new city
• Connect with travel agents, tour operators and local airline personnel
& given information.
• Innovative Advertisement campaigns that connect the people to brand

10. A V I S T A R A
POWER VISIBILITY + POWER CONVENIENCE + POWER CONNECTIVITY
JOIN
HANDS
Fly the new feeling"We Try Harder."
UNIQUE STRATEGY

11. A V I S T A R A
Avis Rent a Car System, LLC, better known as Avis is
American car rental company.
Avis Budget Group operates the Avis brand in North
America, Latin America, the Caribbean,
India, Australia and, New Zealand.
Avis is the second largest car rental agency in the world
Avis is a leading rental car provider to the commercial
segment serving business travelers at major airports
around the world, and to leisure travelers at off-airport
locations.
Avis was the first car rental business to be located at an
airport.
In January 2013, the company agreed to acquire Zip
car for $491 million
Their corporate motto is "We Try Harder"
In 1981, the company instituted its system of vehicle
tracking, that was not coincidentally named Advanced
Vehicle Identification System
‘vistaar’, a sanskrit word meaning “limitless expanse”.
• Vistara is a full service airline & Only third full-
service domestic airline
• Back in the airline business after 6 decades
Strong Shareholding
Tata Sons, the holding company of Tata Group,
partnered with Singapore Airlines.Tata Sons holds 51%
stake while the remainder is with Singapore Airlines
Ground handling agreement and Outsourcing
strategy
The airline has tied up with Air India, which will
manage its ground-handling and engineering services.
Airbus over Boeing
Singapore Airlines chose Airbus’s A320 for this
venture. Aircraft will be leased.
•Team lead and Direction
•Tata veteran Prasad Menon is the chairman for TATA
SIA Airlines Limited. He also a Chairman for other
sector in TATA group of companies

12. POWER LOOK STRATEGIES

14. POWER PRODUCT / SERVICE
• Offer in flight lounge in the First Class
• Entertainment Service:
 Information
 communication
 Entertainment
• OnAir: Wifi in the sky

16. COMPLEMENTARY PRODUCT

17. GETTING THE ACT RIGHT
Vistara needs to have a cost base that is
closer to LCCs, and a premium front-end.
We need to deliver them the service that
they would not able to resist
The airline is controlling other non-customer
facing expenses as well, including
outsourcing services
They give superiority to punctuality over
experience. the airline is aiming to achieve
higher on-time performance (OTP) through
combined efforts
The boarding for each class - business,
premium economy, economy is designated,
which results in quick processing.
Vistara also announced a strategic
partnership with the Taj Group, India’s
largest hospitality company.

18. DIFFERENTIATION IS KEY
Connect to complain sites so to
understand customer problems Ask
customer problem of travel & try to
solve them
Vistara's office has a look and feel of a start-up. Nobody in the senior management - not even
Yeoh - has a cubicle or cabin.
Introducing the "premium economy" class. The idea is to cater to people who cannot afford
business class - or even people who can afford business class but find it too expensive - but also
do not enjoy economy class services
Vistara says it is the only airline to offer
exclusivity to premium economy
passenger by having a separate cabin.

19. POWER RELATION
Building and maintaining client relationships
is a central part of working life & Leads to re
use of service
Communicate Openly and Effectively
Share Your Knowledge
Network
Manage Time and Meet Deadlines
Be Honest and Be Yourself

20. NETWORKING STRATEGIES
• The option would let you find
about & interact with the people
you are travelling.
• Buy sharing your linked in profile
you become a participant
• This can be used to attract
professionals that travel.

21. POWER RELATION STRATEGIES
• Focus on points where we could connect
and leave an image with the customer.
• A customer service center - rebook
passengers if their flight is cancelled prior
to their arrival
• Offer wireless flight notification to improve
information delivery and radio frequency
identification (RFID) baggage tags to
reduce lost customer baggage
• Offer frequent flyer rewards & loyalty card
points which could be used across all brand
outlets & service of the company
• Build relationships online:
 Set up a LinkedIn group, a Twitter profile,
and a Facebook page.
 Include links to your profiles in all future
communications with clients
 Use these channels to aggressively
communicate with your customers
• Go above and beyond: Implement
anticipatory service

22. THANK YOU FOR
FLYING
WITH