代寫英國dissertation

像任何其他的營銷計劃，對目標(biāo)市場的識別是一個成功的活動所必需的。雖然阿聯(lián)酋的大多數(shù)人口希望可以乘坐私人飛機(jī)去旅行，但并不是每個人都有能力這么做。有能力的人群，有針對性的客戶，可以被認(rèn)定為消費者，他們沒有足夠的關(guān)系操作或擁有自己的私人飛機(jī)。富裕的顧客擁有自己的私人飛機(jī)，和獨特的私人飛行服務(wù)。用戶群體意味著可能存在一段時間他們沒有自己的飛機(jī)，他們可以享受便宜的航空服務(wù)。

最后一組包括在目標(biāo)市場中的由需要獨特的私人飛機(jī)服務(wù)的客戶所組成。根據(jù)弗萊德所描述的，一個飛機(jī)指南的出版商，“這些用戶都是獨特的—職業(yè)運動員，明星藝人–按照嚴(yán)格的時間表，不斷地移動著自己的位置”（埃斯勒，2004，第3頁）。上述個體擁有需求和支付私人飛機(jī)的能力，在下一節(jié)中將討論他們的服務(wù)。

目標(biāo)市場確定了，消費者的需要和航空旅行需求得到了滿足。對于目標(biāo)客戶來說，其中包括了節(jié)省時間性、安全性和靈活性。節(jié)省時間不僅包括避免排長隊，增加了安全措施，節(jié)省旅客的時間，而且員工乘坐私人飛機(jī)生產(chǎn)率也提高了。通過乘坐私人飛機(jī)，旅客能夠避免繁忙的機(jī)場和消除超額預(yù)定的機(jī)會，防止錯過航班（美國，2006）。

 

As with any other marketing plan, the identification of a target market is required for a successful campaign. Although the majority of the UAE population may have the want to travel in a private jet, not everyone has the ability to do so. The group of people with the ability, the targeted clients, can be identified as consumers, who do not have the resources to operate or own a private jet. Patrons wealthy enough to have access to personal jets, and unique individuals with the need for private air services. The groups of users who do not have the full means to own an aircraft have subsisted for a while, and they can be acknowledged through less expensive air services.

The last group to be included in the target market consists of clients who have a unique need for private jet services. As stated by Fred Gevalt, a publisher with Air Charter Guide, “these users are occupationally unique – entertainers, athletes, celebrities – who are on tight schedules and constantly moving around” (Esler, 2004, p.3). The individuals mentioned above possess the need and the ability to pay for a private jet, providing them the services discussed in the next section.

As the target market is identified, the consumer’s wants and needs in air travel are addressed. For targeted clients, these include time savings, safety and security and flexibility. Time savings not only includes the time that travelers save by avoiding long lines and increased security measures, but also the increased productivity of the employees flying on private aircrafts. By flying private, travelers are able to avoid busy airports and eliminate the chance of overbooked and missed flights (Amer, 2006). A greater time savings is associated with the productivity of workers travelling in a private jet. As compared to a crowded and restrictive airliner, employees are able to continue to work in private jets. As an example, “if a company has three employees spending four hours to get to a certain location, about 12 hours of productivity has been lost” if flying commercial (Eventov, 2001, p.2).#p#分頁標(biāo)題#e#

In a study conducted by Louis Harris & Associates, it showed that productivity in private aircrafts is even greater than in the traditional office, as “executives felt that they were 20 percent more productive in the company jet than they were in the office” (Sheehan, 2003, p.1.10). As private aircrafts are designed as flying offices, travelers are able to access all of the equipment required to maximize their productivity in the air (Eventov, 2001). Overall, related to the previous marketing point, the private jet companies market the cost savings associated when traveling with a private aircraft. “Marketing has gradually reflected an emphasis on cost savings over private jet service offerings” (Esler, 2004, p.1). As safety and security is of major concern in air travel, especially since the September 11th attacks and the increase in terror threats, this has been one of the major selling points for private jet services (William, 2008). One of the security services that a private jet will offer is that everyone that is onboard, including pilots and passengers, and the baggage carried, is all controlled by the company, resulting in a safer travel (Eventov, 2001). Overall, private jet flights “have a safety record comparable with or better than that of scheduled airlines” (Sheehan, 2003, p.1.12).

Also, confidentiality is of great concern for many companies, and private jet flight allows executives and employees to work and communicate without concern (William, 2008). A private cabin circumvents eavesdropping and reduces travel visibility to protect the sensitive information carried by company personnel (Sheehan, 2003). The flexibility associated with a private aircraft is another marketing point. Unlike owning an aircraft, which limits the owner to just his or her plane, chartering offers clients the flexibility and opportunity to travel in various planes. “Each charter aircraft has unique speed, range, payload, and comfort features” which allows clients fly in the appropriate plane for a given situation (Sheehan, 2003, p.2.24). As each aircraft is best suited for a particular operation, this leads to lower costs for the customer. A different aspect of flexibility is presented as chartered aircrafts “have the advantage of flying into smaller airports” (Eventov, 2001, p.2). Unlike airliners, which require more runway length than private jets, charters are able to operate out of 5,400 airports (Eventov, 2001).

Therefore, clients are able to fly into airports that are more accessible and closer to their final destination. Finally, to reach out to the clients and to inform them of the benefits of private jet charter travel, specific and effective methods are utilized. These techniques range from employing direct sales personnel, making indirect customer contact and other practices. The deployment of the traditional sales team is one effective approach. As the face of a private jet company, sales personnel must prepare, present and sell the company to potential clients. During the preparation stage, special travel analysis software can be used to prepare solutions, with graphics and examples involving various travel analysis variables, to present to the customer in an easy-to-understand format (Sheehan, 2003). Once all materials are prepared, the actual presentation is made to the client in steps, consisting of defining the consumer’s problem, discussing alternative solutions and providing a solution (Sheehan, 2003). All of this leads to the actual sale and the scheduling of a flight to meet the needs of a client. Again, a solution and its benefits to the traveler are communicated to finalize a deal. An extension to the previous method of delivery is customer contact via direct mail, word-of-mouth and customer surveys. In order to get the attention of individuals and businesses that are able to afford the services, direct mail is sent out to affluent zip codes near the operating airport. This will ensure that the right people are getting the message, and will infuse a personal touch that many clients may favor. Word of mouth advertising will complement and enhance direct mail, as well-off individuals are a gateway to more wealthy citizens (Winslow, n.d.). Also, to better understand what these customers are looking for in the service they are acquiring, customer surveys are distributed. Surveying the frequent flyers will allow them to define the standard level of service (Sheehan, 2003). Methods can vary#p#分頁標(biāo)題#e#
from “voluntary comment cards, written surveys, informal sessions with selected passengers, and formal interviews” (Sheehan,2003, p.4.49).

A unique marketing tactic, used by some companies such as PrivatAir, is the utilization of marketing alliances with major international airlines (PrivatAir floats idea of business class link-up, 2004). In this agreement, airline passengers are presented with the option of chartering an aircraft to get to their final destination, once they are on domestic soil. Last but not least, the charter company’s web site plays a big role in marketing their image. “They are seen as great or small in terms of how good their Web sites are, as perception is easily cultivated on the Web” (Esler, 2004, p.4). In today’s age, as the Web site may be first and only face of the company a potential client sees, a poorly maintained Web site can easily dissuade an individual of pursuing the service.

As shown above, marketing for the private jet charter industry is very distinctive, as it combines a unique blend of target markets, marketing points and mediums of delivery to create an effective marketing recipe. However, these marketing tactics seem to be effective, as “fifty percent of charter operators surveyed by the Air Charter Guide last year said they wanted to expand their aircraft fleets” (Yamanouchi, 2005, p.2). Both leisure and business travelers seem to be swapping their fractional and wholly owned aircrafts for charter services, due to its economical operations. While the rest of the on demand air transportation industry growth is beginning to slow down, noted by Nick Solinger and Richard Santulli, all the benefits and qualities of private jet charter should be marketed to capture and retain the market.