In the aviation industry all brands have competition. A successful brand goes past the product’s functionality of features and benefits and creates an emotional connection with their customers. Understanding what drives your customers’ decision-making process provides the foundation for brand differentiation and preference.
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“How Social Media Is Changing Brand Building,” published by Forrester Research, identifies three strategic roles that social media should play in brand building. Author Tracy Stokes correctly identifies that social media in and by itself cannot build brands but must be integrated with overall brand strategy and complement paid and owned media.
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Digital technology is affecting the 4 marketing P’s – Product, Price, Placement, and Promotion – by extending brand engagement. Adept aviation marketers are adding value to their brand by providing digital services that complement the user’s life style and the core product offering.
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I recently attended a seminar put on by the Digital Knowledge Centre in conjunction with the American Association of Advertising Agencies. The topic for the full day event was integrated digital brand strategy. An excerpt:
First aviation marketers should fully grasp the explosion of media channels and how that is impacting the distribution of content. In the modern media landscape brand engagement happens in three categories — bought, owned, and earned media.
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“Airlines Entertain Tablet Ideas,” published by The Wall Street Journal reports on air carriers ditching the old hard-wired seat back video systems, and moving toward wireless delivery of inflight entertainment and information via tablets. This is a growing trend and a great opportunity for innovative aviation marketers to provide a customized branded entertainment experience to an influential audience.
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In Marc Gobé’s book, “Emotional Branding: The New Paradigm for Connecting Brands to People,” Gobé puts forth 10 commandments for emotional branding. One I found particularly relevant for aviation manufacturers and marketers was the premise:
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Ryanair’s CEO, Michael O’Leary recently called his customer “idiots.” Having never had the pleasure to fly Europe’s largest low cost carrier, I was glad not to be classified as one of the above. Yet from the decidedly colloquial North American viewpoint, it is a revealing look into Ryanair’s branding strategy.
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In aviation marketing, the purchase decision is often solely based on the performance specifications of a product. Each product on the market, no matter the manufacturer, will fulfill the client’s baseline need. With different products of standard utility competing for business, one way to differentiate is by manipulating the price point. Although not terribly flexible, a price can be offset by manipulating variables within the company such as service, warranty, and delivery policy.
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In recent years, the emergence of different social media technologies has spurred a revolution in the aviation marketing. Today’s market necessitates that aviation manufacturers utilize these tools as an integral component to help build brand value.
“The Social Economy: Unlocking Value and Productivity through Social Technologies,” published by McKinsey & Company, presents a forward view on how social technologies impact value creation for manufacturing and service companies.
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Those involved with aviation services and product manufacturing pride themselves on providing flawless products that perform to the highest of specifications. In their eyes, the functionality and reliability of their products define their brand story. However, looking through the perspective of the purchaser reveals a different picture.
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Life After Advertising 2.0 