Introduction
Investments and dealing initiations in the aircraft market is considerably a high profile
business head. A latest report by Anderson (2015) for Gulf Business, notes the rapid increase

Aircraft Leasing Trends

4

in the activities of leasing aircrafts in the aviation market. The report refers to the an amount
of more than $200 billion at Dubai Airshow, in the year 2013, whereby very few aircraft
organisations paid any attention to the deals, rest moved into the sector of financing these
deals through alternative means, like leasing of aircrafts. An interview with Safwan Kuzbari,
an industry veteran, who is in this business since 1973 with his Novus Aviation Capital,
states –
“Operating leases some 10 years ago were only 20 per cent of the
portfolio of the aircraft being operated…. “Today, we are over 35 per
cent”.
Further confirmation collected from Deloitte & Touche LLP (2010) and Capital Aviation
(2014) specifically noted that leasing of aircraft has been identified as one of the most
convenient, efficient and popular form of long-term financial investment. The core reasons of
its popularity are backed by its trend to remain extremely flexible with reduced status of
value risk.
In consideration with the aforementioned increasing demands of aircraft leasing in the global
market, the investors are still amidst the state of indecisiveness, in terms of choosing between
the options of purchasing aircraft or leasing aircraft. This report is investigating the basic
aspects that can assist in gaining the right decision in this matter.

Global Aircraft Market
The increasing demands and developments in the aircraft market remain a very significant
matter of concern in the global aviation market. The research based report of BCC (2014)
mentions that with an extensive amount exceeding $120 billion is demanded by the global
aircraft market for all the deliveries to be made in the year 2015, which is the current year
(see Appendix 1 for details). Scopes for tremendous financial benefits and opportunities are
marked in the domain of participating the market of aircraft finance by the investors.

Past Aircraft Market

5

A very clear and steady growth of the trends involved in the aircraft leasing and purchase has
been noted by BCC (2014) as following –
Figure 1 Environment of Aircraft Financing since 2007

Source: BCC (2014)

It can be clearly noted from Fig. 1 that since 2007, aircraft organisations are much involved
in various concerns of maintaining their business, and the leasing appears to be one f the most
satisfactory domain in past couple of years. The report confirms that amidst tighter regulatory
norms in the global market, there last decade remained as the ground for increasing
competition in aviation industry for new commercial modes of bank loans (1 st -tier airlines),
and boosting aircraft leasing (2 nd -tier airlines). The growth of the leasing companies faced
some fluctuation during global recession of 2008; otherwise, their hold over the aircraft
market was strong in 2007. The developmental trends in leasing aircraft gets further noted
since 2011 and the same is currently very strong in terms of initiating the business lead of
aircraft industry on global frontier.
The reports of Deloitte & Touche LLP (2010) offered the insight into the aircraft market by
stating that in past decade, i.e. 2004 – 2013, the orders received by Airbus is 8,933 with a
delivery of 4,824 aircraft. In case of Boeing, it has a count of 8,428 with delivered record of
4,458 aircrafts. With intense increase in competition of the aviation industry, the
organisations are more inclined in considering leasing of aircraft than buying the same.

Current Aircraft Market

Aircraft Leasing Trends

6

The current demands of aircrafts, as noted by the report of Airbus (2015) are 32,500. The
limitations are noted in terms of manufacturing units and thus the trend of purchasing new
products is highly compensated through the aircraft leasing by various organisations all over
the world. Further details are depicted in Fig. 2, below –
Figure 2 Current demands for new Aircraft

Source: Airbus (2015)
Declarations as made in Fig. 2, holds the fact that the trend of leasing aircraft undergoes the
process of remarketing of the passenger fleet that eventually gets converted into freight fleet.
The retirement of the new deliverables after remarketing, gets prolonged and the same is very
much appreciated in offering finance based support to the respective aircraft leasing company
and the airlines leasing the same. It is the act of conversion that renews the financial side of
the airlines and offers huge profit margins that are

counted from the negation to buy new
Aircraft or Boeing.

Aircraft Leasing Trends

7

Resources collected from Investec (2013) specifically note the increasing demands of aircraft
leasing in last few years. The report of Investec confirms the activity of aircraft leasing as an
asset as it assist in the creation of value with minimal exposure to risks. In the current aircraft
market, the considerations and preferences of narrow body aircraft leasing is at high pick, as
it supports in releasing the investment burdens and operational perspective remain
comparatively cheap for the Airline organisation.

Projected Future Trend
The futuristic trends as forecasted by Airbus (2015), for the demands and deliverable rates of
aircraft until 2034 gets serious backlog status. As per this report, the demands are large all
over the world, but the deliveries are slow and unable to meet the demands of the growing
airline business. a comparative declaration has been made by Airbus (2015) in order to gain
the status that will appear by 2034, in the following manner (see Fig. 3) –
Figure 3 Projected Futuristic Global Trends of Aircraft by 2034

Aircraft Leasing Trends

8

Source: Airbus (2015)

Figure 3 makes it clear that the demands of the aircraft on a global basis is increasing and at
the same time suffering for lack of available units. Demands from Asia/Pacific holds a grip of
39% as against the global demand of 32, 585 by 2034.europe and the North American nations
follow the trend of increased state of demands for aircraft by 20% and 17% respectively. This
gets confirmed by the statistical investigations initiated by Ivestec (2013). About the future
status of demands for aircrafts, Ivestec (2013) noted that airline organisations and companies
are left with no other option than to lease aircraft in future, in a large quantity. Since this
activity is going to minimise the risks of aircraft business along with the potentiality to offer
expected return to the airline organisation in the following manner (see Fig. 4), the trend of
aircraft-leasing is going to gain enormous significance (see Appendix 2).

Figure 4 Expected Return from Aircraft Leasing

Aircraft Leasing Trends

9

Source: Ivestec (2013)

It is important to note from Fig. 4 that as against the expectation of 12% to 15% of returns in
the production of aircraft under first/second lease the level of gearing gets counted for 70%
to 80%. In the same way, under 3 rd /4 th lease cycle the expected return of higher rates offers
50% to 60% level of gearing. The emphasis over opportunistic growth thus is the basic
structural status of aircraft leasing in the global market.
Airbus vs Boeing
Buying of Airbus and Boeing appears an expensive activity. The price and the international
ratings are some of the factors that add to its extensive and expensive price ranges. The
difference between the act of buying new aircraft from Airbus or Boeing has been noted
hereafter.
Price Lists
A comparative analytical approach between Airbus and Boeing gets noted basically due to
the relevance of financial support as counted by the act of leasing the aircraft. The price list
of the Airbus and Boeing confirms it all. See Fig. 5 & 6, for details –
Figure 5 Price list of Airbus in 2015

Aircraft Leasing Trends

10

Source: Airbus (2015 a)

Figure 6 Price list of Boeing in 2015

Aircraft Leasing Trends

11

Source: Boeing (2015)
It is important to note here that the actual prices vary as per the deals. In case of leasing
aircraft, these prices get lessen further, and thus adding an extra financial edge to the price
list. The activities of manufacturing Airbus and Boeing remain relevantly engaged in creating
the competition of price in order to defend respective value of market share. Airbus (2015 a)
notes that the activities of leasing of the aircraft for Airbus and Boeing are subject to respond
positively to the rates of currency and exchanges as marked by the international aircraft
market.
International Rates
The matter of currency rates, followed by exchange rates of Airbus and Boeing also differs as
per their demographic manufacturing locations. The production of the Boeings are basically
based on the US dollars. On the other hand, the production of the Airbus gets determined as
per the Euro rates. These exchange rates depend a lot in terms of understanding the
appreciation and depreciation of Airbus and Boeing. As marked by Boeing (2015) with the
appreciation of US dollar in contrast to Euro comes into being, the production cost of Boeing
aircraft increases in a competitive manner, and as per the production cost of Airbus aircraft.
On a converse manner as the US dollar falls against the status and value of Euro, Boeing
gains necessary advantage and so is the market of leasing the Boeing and Airbus.
Popularity of Aircraft Leasing
The demands of more aircraft leasing organisation in the global basis is increasing in count.
Most of these organisations prefer to lease aircraft, from either airbus or Boeing rather than
purchasing, due to the scope of gaining less financial burden and returns to be gained on a
long-term basis. In this context, Capital Aviation (2014) declares the aircraft market as the
place that allows huge amount of efficient deployment of large capitals. Such initiations are
stated to be very appropriate as the same offers stable flow of cash, which gets supported by
contracts determined on long term grounds. The other aspects are about the predictability
made over returns on long-term and as per value-forecast for future; global and absolutely
mobile as an asset.

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1) Introduction
WestConnex highway project expected t be completed in 2022 is aimed to providing the city
of Sydney a long term economic solution by being future ready though linking all the

transport gateways with accessible connections and making it ready to handle a lot more
traffic and ease the way the city is expanding thereby bringing a $20bn economic value if the
near future. The project is developed as an urban transformation catalyst which would
prepare the city and the area surrounding it to be ready to deal with the increasing
transportation demands and growing urban travel thereby giving a push to ever increasing
economic need of the New South Wales region.
The Project was originally envisioned to cost $14881 m but with expansions made to the
same keeping in mind the future connectivity needs the project estimates are now put
somewhere in excess of $16812 mn and when completed the project costs might exceed
$20bn. However the future benefits are expected to put Sydney into the growth orbit:
a) The long range economic growth of Sidney and surroundingareas would be propelled
with improved access it would create by linking all the important business districts of
the city with that of the internationalgateways like Sydney Airport and bringing
western Sydney to the proximity of others and connectingall the major business areas.
b) When the first stage of the project is completed the road congestion would begin to
wear thin and improve commutability by increasing commuting speed, reducing travel
time of millions, bringing safety to motorists and be a reliable alternative travel mode
through the numerous arterial roads it would create.

2) Options Analysis – any other options that is viable besides
the chosen Westconnex?
WestConnex would be completed in three different stages and six different sub projects. The
first stage would involve the widening of of the existing M4 highway and extending M4 to
Haberfield through tunnels via concord. This would also makes provisions for further

expansions in the future without altering the original project in any major way. The first
phase of the project is expected to be completed by the end of first Quarter of 2017 and the
estimated cost of the first phase is put at approximately $4500m or $4.5bn. This stage is
already underway and going on as per schedule.
However there is no unanimity regarding the projects future benefits as western Sydney
residents made their opposition clear to the project and one of the major concern is the fact
that westconnecx won’t help reduce traffic in any significant manner in the local arterial
roads. Instated of this the city of Sydney council has advocated commissioning of a major
public transportation system and strengthening the existing one. One other major disconnect
is the fact that majority of western Sydney citizens feel they are not going benefit from this
project (Saulwick, 2015) . The city council reports also alleges that the highway project is not
in sync with the new land use pattern of Sydney. And the project is out of sync with the new
airport which was proposed at Badgerys Creek which is in the south west and westconnecx
won’t provide any connectivity to those areas either. Another issue that is being discussed is
the fact that the highway being developed as a toll road would affect a majority of daily
commuters and not many would use them regularly to avoid toll and thus clogging the local
roads further.
Alternative to Westconnex Highway:

1. Building larger Metro Rail Network
2. Boosting Rapid bus transit system in the greater Sydney area.
3. Building more arterial roads and expanding the existing set of road networks by bringing
   more local areas to the network.
   Applying the Five case model to WestConnex

The Strategic Case

This is based on how project brings in strategic synergy and best fit to the stakeholders. The
strategic case is generally case oriented and change is justified to the existingsetup only if the
evidence suggests for the same. There is a need to define the intervention and the measured
outcome and the financial decision is not based on random suggestions but concrete and
measurable goals (Besanko, 2012) .
The Westconnex highway projectdoes not clear this strategy as the New South Wales
government gave a go ahead without measuring the strategic fit and long term impact. The
project is devoid of specific benefits which are not correctly measured and some of them does
not look achievable and lacks relevance inthe constrained time period (Chandra, 2013) .

The Economic Case
Economic case hinges on the fact that the spending proposal shall be justified on the larger
national or state-wide scale. It shall include a larger achievable scales which the west connex
project failed to live up to and in the face of 70% rise in the cost of the project the economic
case of the project is not only weak but also resented by a larger section of the
population (Jack R & Samuel J., 2006) .

The Commercial Case 
This scenario hinges on the structure f the construction contract and how the same is designed
to procure materials and other items of construction optimally. The same has been met as the
construction contracts and materials and equipment’s involved to be sued is approved by the
government regulations set by Sydney council, NSW state rules and federal funding
regulations. The output terms of the contract is also can be measurable and thus a commercial
case has existed for the same. However the same might not have aligned properly or as
expected with the economic case (Besanko, 2012) .

The Financial Case

The financial case of the westconnex project is further weakened by the weakening cost
benefits and escalating costs of the project and the authorities have so far failed to project the
revenue form toll collection of the project on a variable scale. The sale of equity in the project
to private parties depends upon a sustainable level of large toll collection. Thus the viability
of investing and recovering the same within a time frame looks highly unlikely and thus
private participation is not clear as of now (ROSS and Westerfield, 2012) .

The Management Case
This scenario calls for delivering preferred options of the project being capable of being
delivered in time and the same shall be capable of being monitored on a continuousbasis and
evaluated as and when required. A project is undertaken only when it fits into the projects
overall objective and westconnex has fitted well with the sated goals even if some of the
goals are ambiguouslystated. The same would have been made with more research and public
participation and discourse (Meredith, 2009, 7th edition) .

3) Anticipated Benefits – what are the benefits of this project?

Source: http://www.westconnex.com.au/about/key_benefits.html
a) The project is expected to create more than 10k jobs.
b) This is in additions to maintenance works of the highways.
c) Economic benefits of $20bn are expected for the New South Wales economy.
d) Local roads would be decongested and communities would live peacefully than ever
before.
e) Leisure time would increase for motorists using the highways.
f) The highway would be able to reduce carbon emissions to larger extent by reducing
CO2 by an estimated 610719 tonnes annually.

4) Risk Analysis – are they any risk or shortcomings?

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In recent years, marketing communications has become a specialized and challenging field due to advancing technology. Marketing messages have appeared in a variety of non-traditional contexts. As a communication expert, one needs to be more creative and accurate in designing integrated marketing communications and mixing communication tools in a way that conveys effective messages to customers better than competitors.

Adopt the position of being a Communications Consultant with either a corporation or SME and choose one of its core products / services.

1. Critically analyse and appraise marketing communication targeting, spend and positioning over the past 3 years which should be reflected in an audit report to the board of directors. Outline a clear case for greater depths of an integrated approach.

–– The concept of marketing communication as critically analysed by Dahlen, et al (2010), refer to the business strategies dwelling amidst the fast-paced IT (Information Technology) growth. The impacts are noted as severe, especially in generating integrated mode of marketing communication spread all over the world. Dahlen, et al (2010) stated that for growth and sustainability a company needs participation in all kinds of media and have access to fully managed marketing communication mix. Staying in touch with target consumer is highly recommended by these scholars.

As we consider the case of Škoda Auto, a Czech automobile manufacturer, and the popular brand from Volkswagen Group, there is a great amount of participation noted in past 3 years. According to the report of PwC (2016), the performance of Škoda in 2014 was 3.6% share of the Russian auto market (see Fig. 1).

Figure 1 Market Share in 2014

Source: PwC (2022)

From Fig. 1, we can gain an insight into the status of Škoda in the year 2022 as against Lada, KIA, Hyundai, Renault, Toyota, Nissan, and VW. The position of Škoda was comparatively under serious competitive pressure. However, the same report adds that by the year 2022, Škoda attained enough grip over the market. The reason of course is the instance of high inflation that increases the selling of the cars from 1.3 million to 2.3 million in 2022 (PwC, 2022). However, the interesting part to be noted here is that in spite of this increase in sale, Škoda remained on a static position (see Fig. 2).

Figure 2 Market Share in 2015

Source: PwC (2022)

From Fig. 2, it can be noted that due to high inflation, all the other companies too gained equal edge as Škoda. As all the other companies were involved in increasing their shares, Škoda managed to remain with its 3.6% margin. Following the illustrations related to integrated marketing communication for increasing sales capacity, by Dahlen, et al (2010), it was much realised that Škoda is in demand of adding advanced Information Technology to its communicative platform. As per Dahlen, et al (2021), the practice of developing promotional activities, along with traditional methods, wherever necessary, the business houses must create integrated connection with different kinds of channels. Promotional ventures need to concentrate more on the developments made in expressing positive brand dialogues with targeted consumers. This approach demands unified modulation of overall communicative messages and themes, related to the brand identity, in this case Škoda.

As per the Annual Report offered by Škoda Auto Company (2021), it was in the year 2021, that the company realised the importance of adding projects related to “High Performing Organisation” identity. For this purpose, there was an aggressive attempt of pushing innovation in every sector of business. IT and advertising sectors get the highest push of innovation. The core objective of Škoda Auto in the year 2020 is to organise ‘Company-wide IT-based innovation workshops’ for the Senior Managers of the company. These workshops were about developing the human resources of the company, so that all kinds of latest communicative and IT trends can be made part of the organisation. Presentations related to modern ventures of accumulating IT support in the department of HR, appeared to be highly effective to Škoda Auto.  Emphasis was led over the developing and learning of the staff as a whole. The company adapted all sorts of modern ways of marketing communications. The annual report led by Škoda Auto Company (2016 a) affirms that the company aimed in gaining resourceful employees, highly skilled and potential applicants, and appropriate planning in HR. Above all the core focus is on having the latest modes of IT support, especially in the domains of occupational medicine and the activities involved in protecting the brand identity. Škoda added new modules under the venture of “High Performing Organisation”, whereby both professional as well as project-based performances were well managed under the Company brand identity. Within a span of a year, the company notes enough growth. As per the same report, the new sales figures by 2016 of Škoda Auto turned up as follows –

Figure 3 Market Share as in 2021

Source: Škoda Auto Company (2021)

As noted in Fig. 3, the new sales of 2021 appeared as 6.8% with a drastic rise from 1,055,500 to 1,127,700 vehicles’ deliveries. From this growth, ŠKODA is currently determined to prepare its product campaign based on integrated marketing communication (IMC) for FY 2020-21 (Škoda Auto Company, 2021).

Based on the IMC, Škoda Auto is currently involved in creating good marketing communications. In this venture, specialised emphasis has been led over targeted audience, expansion of media and the networking services of communicating directly with consumers. However, in this process, it is mandatory to accept changes in the delivery of dialogue in every mode of communication. It is necessary to consider the speculation of Dahlen, et al (2010), whereby dialogue between the company representatives (seller) and the targeted consumers (buyer) must concentrate in generating maximum elemental impact of attraction, engagement, absolute involvement, and above all the thread to sustain clients or attain consumer loyalty; in order to generate repeat transactions.

2. Critically comment on the overall communication strategies in relation to the product/service. Provide analytical justification with several examples of other brands altering the communication mix, as to why you believe the current communication strategies should change. At the core of your arguments, you believe the communication message should emphasise greater credibility.

— Relevance of initiating overall communication strategies in relation to the product/service have been much recommended by Dahlen, et al (2021). According to these scholars, the importance of strategies in marketing communication enhances the handling of the relationship between the seller and buyer. The approach emphasises that every company must have extensive coordination with all the sources of media and mass communication. Along with it, there is the need to develop strategy of ‘full marketing communication mix’. In this context, the modified marketing strategy of Škoda  Auto are noted to remain more inclined in adding marketing communication mix to its business scenario. Strategic positioning of Škoda Auto is identified as an intensive project of VW’s ‘Strategy 2025’ (Škoda Auto, 2021).  The three keys for appropriate planning and positioning of Škoda Auto count are identified as ‘e-mobility, urbanisation, and digitalisation’.  As for instance, VW has held its position in the market of China through e-mobility. In this strategic approach, the market of China gets communicatively active and based on the collected data the company launched the tailored-made Golf GTE and the Audi A3 e-tron. The success story of VW is now subject to get mirrored by Škoda Auto. In this approach, the company gains an investment plan that is estimated as €2 billion, in respect to the vehicles having alternative drive systems, as well as various SUVs.   

On a particular note, Dahlen, et al (2010) referred that the strategic implementation of ‘good marketing communications’ must concentrate in comprehending the environmental analysis of the particular market. Customisation of the product and the services must get initiated accordingly. Considerations related to environmental set up and market positioning must get speculated from macro level, and from the ethical hold of local community, as through “think globally and act locally” (Dahlen, et al., 2010).  The context of stakeholder must comprise the participations of consumers, employers, suppliers, etc. For Škoda Auto, getting hold of the macro to local level marketing is a real challenged in the cross-cultured marketing approach. Understanding the culturally shaped mental status of the consumers appears to bet the core elemental concern for Škoda. For positioning of the company in the Indian market, Škoda is subject to concentrate more in the dynamics of marketing and gaining strong competitive positioning in India. For this purpose, the current strategic marketing approach is related to Corporate Social Responsibility (CSR). Currently Škoda is initiating its ‘Corporate Social Responsibility Policy of SAIPL for 2016-17’, whereby Škoda Auto India Pvt. Ltd. gets committed to offer social and economic support to the underprivileged section of Indian society (Škoda Auto India, 2016). Based on the formulation of “SIMPLY CLEVER = SIMPLY HUMAN”, the CSR activities of Škoda in India is more about creating a socially supportive brand image. The aim is to gain local preferences and the sense of trust from the consumers. 

A comparative analysis of Škoda Auto with its contemporary competitors shows that Škoda needs more essence of reformation in its communication mix. As against Hyundai Elantra, Toyota Corolla Altis, and Chevrolet Cruze, Škoda appears less competitive. Data derived from Carzoom (2016) refer that for growth and sustainability every automobile manufacturer must concentrate in the characteristic criteria of maintaining the concern if affordable pricing, car’s look, engine power, fuel efficiency, the existing brand image, & most importantly the services that are to be offered after the sale.  For Hyundai Elantra, the after-sale services are much better than Škoda Auto, hence there is a tough competition of growth for Škoda. The differences are also noted in terms of affordability where other companies are more concerned about the income groups of the particular market, whereas Škoda is more about the maintenance of its brand image as per its original market. Toyota Corolla Altis, and Chevrolet Cruze are recognised more in market due to their promotional mix, whereas on the other hand, Škoda Auto lacks a total inclusion of all the elements of promotional mix (Carzoom, 2016). More comparative analyses led by Autocar (2016) for the UK market states the following

Figure 4 Škoda Auto vs. Competitors

Source: Autocar (2016)

Irrespective of some growth in the UK market, the current international marketing scenario for Škoda , demands more competitive features. The role of promotional mix of Škoda  must remain integrated and need to concentrate more on the basic features. The demand for change in current promotional practices appears very necessary. Recommendations of Dahlen, et al (2010) for enhancing communication mix must get accompanied by adequate amount of market dynamics, in reference to the consumer demands and financial status. It is the core responsibility of the company to keep track of the consumer profile, retain the loyal consumers, and above all generate profitability from the targeted consumers. In context of the product maintenance, Dahlen, et al (2010) stated that maintaining product portfolio, along with brand equity is the core concern of marketing strategy for growth and sustainability.

Following the official reports as presented by ŠKODA AUTO Company (2016) and ŠKODA AUTO Company (2016 a), it has been derived that this company good in maintaining Public Relations at Škoda , yet needs consistent actions for long term effect. Moreover, its image demands a serious makeover, and traces of Volkswagen appear to be effective for gaining more attention. The real challenge for Škoda  Auto is in changing the perception of customers that prevails since 1991. For this purpose, the communication mix must remain strong enough to change the negative image of the brand to neutral perception. Secondly, there is the need to make a move from neutral to positive perceptions. Škoda  needs to revise its Marketing Ps (product, place, price, and promotion), especially the Promotional mix through appropriate communicative means. The Advertising formulations, skills of Personal selling, generating Sales Promotion through media and social networking platforms, creating strong Public relations, initiating ventures of Direct Marketing, are some of the basic field of speculations that Škoda  Auto needs to revise and change. Moreover, there is the need to add campaigns for building Corporate image, leading Sponsorships for social events, and above all indulge in aggressive tactics in developing Guerrilla marketing strategies. The ultimate change is needed in the placement of the Product as per the cultural and economic status of the targeted consumers.

3. Justify the above, outline and explaining what steps and processes the marketing manager would need to go through to enact this within their organisation or with a marketing communications agency. Devise a new message strategy in tandem with a succinct statement justifying a slight increase in budget to the Chief Financial Officer.

— The Challenges related to the product manufacturing processes and marketing expansion strategies for VW, as mentioned in ŠKODA AUTO Company (2016) and ŠKODA AUTO Company (2016 a),  refer directly towards a serious transformation to the current marketing plan of the company. As mentioned above the basic challenge at the communicative level is related to the process of changing consumer perspectives towards the age-old image of Škoda Auto. The strategic planning for marketing communication of a branded gets well illustrated by Dahlen, et al (2010) through the formulation of ‘CAMPAIGN’ (see Fig. 5).

Figure 5 Integrated Marketing by ‘CAMPAIGN’

Source: Dahlen, et al (2010)

Škoda Auto is facing innumerable challenges in the international market. Most of the challenges are related to improper communication mix in the new markets like China and India. There are also issues of being non-comprehensive in terms of understanding the cultural entities of the new markets. As the challenges of Škoda Auto get analysed under the formulation of ‘CAMPAIGN’, it becomes clear that Škoda Auto needs technological and brand image makeover in the upcoming year. There is the realisation that Škoda Auto is facing issues related to mass communication and is unable to cope up with the advertising platforms developed by Social networking services. There is a great set back in generating modernised and digitalised means of adding promotional mix to the company campaigns. The major keys for the building of appropriate marketing-communication strategy, for Škoda Auto, must take care of its positioning in the international market. Moreover, the strategy needs to check the benefits that the company can offer to consumers, for gaining competitive advantages in the market. The marketing strategy for 2017 needs to remain close in maintaining it’s the current strengths. Its organisational features related to its product quality, affordable pricing, and after-sales services must get well scrutinised for gaining consumer loyalty. Fulfilment of consumer needs must remain as the core target for the company in the year 2017. In order gain adequate amount of edge in the international competitive market, Dahlen, et al (2010), the company needs to get hold of the consumer segmentation, whereby the socio-economic levels and standards of the consumers must get well realised by the company. Škoda Auto, in this respect must concentrate in gaining knowledge about the buying behaviours of Chinese and Indian population. Moreover, adequate development about awareness, buying and re-buying habits, and consumer interests must get well scrutinised by the company. Product positioning and the establishment of brand image are possible when there is a well-structured SWOT analysis made about the company. As for Škoda Auto, the SWOT analyses get noted as follows:

Figure 6 Škoda Auto: SWOT Analysis

Source: Based on ŠKODA AUTO Company (2016) and PwC (2016)

Dahlen, et al (2010) noted that the way to get hold over new market is by understanding its cultural values and social structure. Economic frontier should also be considered in terms of deciding the price range of the products. The demands related to integrated mode of handling marketing communication appears as the key to the entire brand development programme.  Based on the SWOT analysis of Škoda Auto, it can be marked that this is a brand, which needs absolute definition and upgraded formulation for designing the strategically structured marketing communication mix. For gaining maximum position in the international market, Škoda Auto must remain relevant to the respective market, reach-out maximum targeted consumers, get into the budget of the consumers, and able to assure integrated marketing tools for the delivery of a cohesive and very specifically unified message to the consumers. Sequential arrangements of the messaging tools and tactics must get implemented for strategic marketing campaign of Škoda Auto. For this purpose, there is a unison made through the right sequence, with the aim to attain maximum profit oriented construction of the brand image. The customised-devise for the marketing communication of Škoda Auto in 2017, must remain precisely close to the determined timescale. As noted by Dahlen, et al (2010), timescale is marked as the carrying out of all kinds of determined marketing campaigns, irrespective of short or long term marketing mix tactics. Maximum use of the budget is something that has been quoted by Dahlen, et al (2010) as a way of choosing relevant options, as commercials on TVs or social media networking campaigns (which are much cheaper than TV ads). These scholars recommended that in generating campaigns through communication mix, the companies must remain focussed and all the efforts must concentrate in meeting the organisational strategic objectives. Moreover, preferences to the Marketing Strategy must get supported by consistency of communication mix and promotional mix. However, considerations of all the other marketing mix tools, must remain set forth for optimum results

(Dahlen, et al., 2010).

Thus, in order to gain enhanced marketing position, the company needs appropriately structured integrated Promotional mix in the year 2017. For this purpose, it is important to get in collaboration with a marketing communications agency. The best platform for integrated marketing campaigns, is the one structured by Tandem Communications (see Appendix 1 for entry form). The customised-devise meant for gaining a new message strategy for Škoda Auto gets structured under the campaign strategic builder Tandem Communications. The purpose is to offer succinct statement in order to justify the minimal increase in the marketing budget of Škoda Auto for the year 2017. An appeal to the Chief Financial Officer, gets well justified by the below mentioned customised-devise.    

Tandem Campaign

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Executive Summary

The liberalisation of the ASEAN air transportation sector has increased tremendous competition in the business approaches of Air carriers and Passenger traffic. This research work is about the process of understanding the act of liberalisation through the Open Sky policy and analyse the same in terms of the increasing competition in the selected domains. For this purpose the Case Study research methodology has been selected as the appropriate means of meeting the answers to the research questions. Moreover, interview sessions with experienced professionals from the aviation sector are also considered by this research work. The basic idea is to know the competitive advantages and the disadvantages led by liberalisation in the business approaches of air carriers and passenger traffic in ASEAN region. The data collected for CAPA (2016) will also be analysed in justification of growth that the liberalisation has added to the aviation sector. The way to control the activity of liberalisation for better benefit of the ASEAN aviation sector will remain as core target of this research work.

1.0 Introduction

The thematic concern of the emerging concept of ‘Open Sky’ refers to the act of liberalization in the international domain of aviation, which remains under the persuasion of bilateral, absolutely regional, or otherwise on the verge of multilateral functionalities. Irrespective of this concern, the implication of liberalization is subject to differ to the ideological concept of having single ‘Open Sky’ operative features (Yeoh, et al., 2015). As a result, the agreements made in this approach are liable to get enhanced to the competitive peripheries of airlines in diversified degrees.

This research is investigating the relevance of the ‘Open Sky’ policy along with the increasing competitive edge among the air carriers and the passenger traffic. The purpose is to have an insight into the justifications and challenges that this policy will bring in to the Association of Southeast Asian Countries (ASEAN)  aviation domain.    

1.1 Background Overview

The ASEAN Single Aviation Market, or as popularly termed as ASEANSAM is the ASEAN Open Sky policy, which gets recognised as the most major policy of this particular region. Based on this policy, ASEANSAM geared up all the developmental approaches and further aimed in enhancing the unified as well as the market of single aviation business among the ASEAN members. According to the report of Tan (2009), the initial proceedings of ASEANSAM for the Southeast Asian members date back to 1^st of Jan., 2016. The Air Transport Working Group of ASEAN proposed the policy of ‘Open Sky’ in the aviation domain, and the same was supported by Senior Transport Officials. Moreover, ASEAN Transport Ministers endorsed it.

The research based declarations of Chinaview (2007) and Tan (2009) state that the establishment of ASEANSAM was initiated with the aim to establishment the strong hold of ASEAN Economic Community, whereby it was expected to get accomplished by the activity of liberalization and air travel business among the ASEAN members. The approach of the ‘Open Sky’ policy is to offer direct benefits to the aviation sector and add the element of growth and sustainability in the business of air travel in the global sky. This policy is also meant to establish free tourism related services, ventures of trade and commerce, and assist in high quality based services to all the ASEAN member states (Chinaview, 2007 and Tan, 2009).

1.2 Problem Formulation

The problem that this research laid emphasis on- is about the clashes of policies and agreements that are liable to happen between the aviation services of the ASEAN member state. Based on the investigative research of Forsyth, et al. (2004) and Forsyth & Rodolfo (2006), this research concentrates in gaining the key towards progressive solution to the probable clashes. It also is in pursuit of attaining adequate amount of resolution in the implementation of liberalisation to the aviation industry under the regulations of ‘Open Sky’. The problem with the air traffic liberalisation among the capital cities, the ASEAN members are subject to get into the competition of holding unified aviation principles and at the same time designate individual competitive approaches, hence the current research approach.

1.3 Research Questions

Keeping in consideration with the aforementioned problem formulation, the current research has attained some questions in terms of understanding the challenging competitive platform between the air carriers and passenger traffic, while implementing and developing ‘Open Sky’ policy, by the ASEAN liberalisation of aviation sector. These are the research questions are as follows:

1. What is the process of liberalisation of the air transportation system in the region?
2. How does liberalisation of the air transportation system create an impact on the competition between air carriers and passenger traffic?
3. What is the impact of air transport liberalisation on competition between air carriers and passenger traffic in ASEAN region?
4. What are the recommendations provided to appropriate entities for controlling liberalisation of the air transportation system that creates an impact on the competition between air carriers and passenger traffic in ASEAN region?

The selection of these questions are meant for the understanding of the ‘Open Sky’ policy and the impact that the same as on the futuristic approaches of air carriers and passenger traffic among the ASEAN members. Moreover, these are the questions that are further considered in adding research objectives to the current paper and are mentioned hereafter.

1.4 Research Objectives

This research paper aims in gaining the insight into the liberalisation of Aviation in the peripheral count of ‘Open Sky’ venture noted by ASEAN. Diversified aspects, especially the concerns of capacity deregulation, along with the approach on the process of implementing price related controls, will be investigated hereby. This research work will focus in understanding all sorts of different agreements and policies, counted as per geographic as well as functional dimensions in the competitive arena of air carriers and passenger traffic, for the meeting the liberalisation approaches as noted by the formulations of ASEAN ‘Open Sky’.  The core objectives of this research paper are as follows-

• To gain adequate critical information about the relevance of liberalisation through ‘Open Sky’ by ASEAN.
• To understand the challenges and the issues related to the developmental approach of ASEAN air carriers.
• To understand the challenges and the issues related to the developmental approach of ASEAN passenger traffic.
• To identify the competitive stress among the air carriers & passenger traffic, caused by liberalised ‘Open Sky’.
• To figure out the possible resolutions in offering better competitive edge to ASEAN air carriers and passenger traffic.

1.5 Research Rationale

The rationale behind this research work, is to gain a critically analysed understanding of the liberalisation of  ASEAN  aviation sector and to point out the impact of ‘Open Sky’ policy over the ASEAN air carriers and passenger traffic. As this gets initiated this research paper aims in offering resolution to the increasing competitive stress between the air carriers and passenger traffic of the ASEAN members. The chief purpose is to derive all those proceeding through which this research can aim in generating  the positive aspects of liberalisation and eventually add a comfort level to the international competitive platform of aviation industry.

2.0 Literature Review

In this section, the basic importance is in researching various books, peer-reviewed journal articles, officially recognised articles from internet and official sites, in order to get adequate basic information related to the selected topic. For the current research, the researcher selects innumerable documents, articles, and books related to the topic and sorts out all those important points that are relevant in offering adequate knowledge to the research approach. The process of sorting of all the secondary data are based on the criteria determined by the research questions and the objectives. This section offer wider ranged understanding of all the terms that are related to the research and further assists in gaining in-depth realisation about the research questions. 

2.1 Liberalisation in the ASEAN Community

The practice of adding liberalisation in the ASEAN community is noted as a very common practice (Corbett, 2008).  According to Corbett (2008), the context of services gets a very high esteem and plays a vital role in the output functionalities and employment opportunities of the ASEAN business scenario. Corbett (2008) offers a wide ranged distribution of the services in the ASEAN business countries and establishes his point more practically (see Table 1 for details):

Figure 1 Service Percentages of GDP in ASEAN

Source: Corbett (2008)

As noted in Figure 1, it is the services that covers 30-40% of GDPs of these nations. In order to gain higher international marketing exposure, a decade ago it has been marked that there is the huge demand of increasing the accessibility of services in these regions. For this purpose the most suitable way for ASEAN is that of liberalisation. By means of undertaking liberalising commitments, these nations gain the accessibility to the proceedings that can remove general barriers to the international markets (Hew, 2007). As derived by Hew (2007) the only way to attain the liberal mode of getting connected to international businesses is through open and least restricted terms and conditions in the businesses. This approach of liberalisation gets further extended to every domain of ASEAN business and the aviation sector gets the ultimate call of ‘Open Sky’.

2.1.1 Liberalisation of Air Transportation

The extension of liberalisation to the aviation sector of ASEAN has been noted as a remarkable progress. According to the research of Tham (2008) air services and the ASEAN airport operations are comparatively more contingent over the international functionalities. Referring to the ‘Open Sky’ policy for liberalisation Tham noted that such aviation policies are subject to remain in association with particular country and region. Moreover, the basic objective of such policy must concentrate in adding the ability features for the implementation of effectively service delivery and generating benefits for the aviation industry (Tham, 2008). In reference to the ASEAN members in the aviation sector, Forsyth et al. (2006) stated that there are huge differences among the airlines of different ASEAN members. However, it is only through liberalisation that some stability and equality can be achieved in general. With the variations of being bilateral, multilateral and regional, the ASEAN members are getting wider scopes of services with standardised norms of liberalisation, and that is indeed very competitive to the air carriers and passenger traffic (Forsyth et al. 2006). However, Forsyth et al. (2006) claims that the liberalisation of ASEAN aviation sector is the effective means for offering better and novel air services to the clients, whereby the same service domain will increase trade benefits with scopes for consumer welfare.

2.1.2 ASEAN Liberalisation         

The air transportation system of ASEAN focuses in gaining regional integration with an emphasis over the act of liberalisation meant within the aviation services and trading provisions. Following the policies of ASEAN Vision 2020, there is a constant desire for the provision of free trade in the domains of goods as well as services, by the ASEAN members (AJRC-ANU, 2008). The report from ASEAN (2007) notes that it was in the Bali Concord that there are agreed terms for the setting of targets as well as determined schedules related to liberalisation in the process of services for bringing in free trade scopes by liberalisation till the end of 2020. In accordance to the Vientiane Action Plan, 11 sectors get prioritised for the means of gaining integrated and liberalised business proceedings, and aviation sector appeared to be the most relevant to this plan. The aim was to remove all the substantial restrictions in the trading of aviation business by the year 2010, with specific inclusion of both air carriers and the passenger traffic services  (ASEAN, 2007). The approach of liberalisation focussed on investment negotiations within the structural provisions led by the ASEAN Investment Area Agreement (AIA). The liberalisation activities were meant to get redeemed by the dialogue partners of ASEAN, especially China, Australia, India, Korea, Japan, and New Zealand (ASEAN, 2007).

2.1.3 Air Carriers & Passenger Traffic

The services of ASEAN aviation system comprises of 10 member with 600 million population. The nations included in this member list are-  Brunei, Cambodia, Indonesia, Laos, Malaysia, Myanmar, Philippines, Singapore, Thailand, Vietnam (Tan, 2009). The aviation services meant for the air carriers and passenger traffic follow the determined roadmap in integration with the sector for ASEAN aviation. In fact the terms and conditions of liberalisation, and the scope of developing aviation business offer free option for trade to both the air carriers and passenger traffic. However, the effectiveness of the same can be counted since 2008 (Tham, 2008). Liberalisation of air carriers and passenger traffic to the capital cities meant for the designated airlines from the member nations are meant on the basis of ASEAN-X principle (ASEAN, 2007). A detailed speculation can be noted as below:

Figure 2 Open Sky Formulation for Air Carriers and Passenger Traffic

Source: Tham (2008, p.4)

As depicted in Figure 2, the agreements among the member states are planned to remain without any kind of restriction meant over the frequency, capacity, and types of aircraft, etc., which is apparently a state of anticipation for the current research work. Ratification over the agreement stays viable for most of the members of ASEAN, whereby Malaysia, Thailand, and Singapore remain very determined with the terms.

2.2. Competitive Factors: ASEAN region

The reports led by DBS (2016) offer very clear idea about the positive and relevantly long-term perceptions towards the liberalisation of ASEAN aviation secort along with eth Open sky venture in the international market. According to the DBS (2016) in last decade the ASEAN countries are gaining ‘strong growth trajectory’, that is highlighted through the expected margin of their GDP, which is expect to attain a growth CAGR of 8.3%, which is an estimated range of the US$4trillion by the fiscal year of 2020. The derived reasons are the increasing affluence class and the doubling income of the middle class population of the ASEAN member nations by 2020. With the promotional expectation of the policies of ASEAN Open Sky, there is every point justified for the removal of all kinds of aviation barriers within the intra-regional domain and the resultant consequences are the increase in the competition among all the state carriers. These aspects comprises the factors related to the downing airfares, openings towards more destinations, and customisations in the hospitality and the catering services. Closer investigative report by InterVistas-ga Consulting Inc. (2006), note that the implementation of liberalisation is liable to add enhanced provisions to the increasing demands of ASEAN aviation market. The increasing competitiveness is subject to offer better quality and hence wider range of consumer oriented services.

2.2.1 Competitive Impact on Growth

The competitive impact led by the policies of  liberalisation by the ASEAN members lay emphasis over the act of generating positive and relevantly long-term outlook to the aviation market of ASEAN. There is a notable rise in the stock records of the major aviations under this propensity (see Table 1 for details):

Table 1 Stock Details of Major ASEAN

Source: DBS (2016)

As noted from the aforementioned Table1, the increasing status of the stocks of all the major aviation companies of ASEAN is offering the foreground for the increasing demand of the regional organisations, at large. DBS (2016) makes forecast about the short-haul to the status of RPK that is subject to grow at 9% CAGR by the year 2020. This is liable to outpace all kinds of mid as well as long-haul with 14% CAGR. With better prospects of income and increased earnings, the DBS expects that ASEAN airlines is likely to gain a significant post operating growth in profit, which will be supported by cheaper prices of the fuel. The major ASEAN players of this trade AAX, GIAA, THAI and Tigerair, are further expected to attain huge profit margins by 2015-16 (DBS, 2016) (See Appendix 1 for specific growth rates).

2.2.2 Budgetary Benefits of Liberalisation

The Reuters (2016) of The Indian Express noted some of the very relevant budgetary benefits as generated by the liberalisation policies of the ASEAN aviation market. As per this report, losses as led by the air carriers are much revived through the provisions of passenger traffics. In this context the report refers to the ASEAN airlines, such as Garuda Indonesia, Thai Airways, and Philippine

Airlines, have lost extensive portions of the aviation market share in the past. Their dealings with air carriers have actually revived with the plan of long-haul networking services to the passengers in the Southeast Asian domain.

Estimations led by ERIA Study Team (2010), Hauser & Range (2012) and Maxon (2014), and DBS (2016) there are clear indication that SEAN liberalisation and implementation of ‘Open Sky’ policies are meant for long-term sustainability ventures in the market. As referred by Vinoop Goel, the Director of Asia Pacific airports IATA (International Air Transport Association),       with the line of global airline trade, IATA declares that the ASEAN nations are in capacity of generating more than 25 million employment opportunities with estimated GDP of US $298 billion in this particular global location by the year 2035. This declaration is directly referred to the investments preferences made towards the aviation sector of ASEAN nations, in particular (DBS, 2016).

2.3 ASEAN Open Skies

According to ERIA Study Team (2010) the establishment of  Open Sky Policy among the nations of ASEAN regional is the result of the developing trends of competitive modes of air services as offered by the member states of ASEAN. The creation of ‘Open Sky’ as a policy is more likely to get identified as ASEAN Open skies (or the AOS). It is by 2015, that this establishment aims in developing a single community in the economic domain of aviation sector (ERIA Study Team, 2010).

With any further exploration, it is reasonable to check into the ideological approach of the concept called ‘Open Skies’ in the modern aviation international market. As per the illustration of Yeoh, et al (2015) ‘Open Sky’ is international policy that is capable of liberalising certain sector of the market, based on specific regulations. The approach of ASEAN ‘Open Sky’ in this matter is concerned about the international industry of aviation in the SEAN location for commercial profitability of air carriers and the passenger traffic. The ideology is towards the creation of freemarket in the international airline industry, from the ASEAN members. The primary objectives get identified as, liberalisation with least intervention of the government, for both air carriers and the passenger traffic. The basic aim is to generate extensive profits and offering necessary share to the aspect of regional developments.

2.3.1 ASEAN Open Skies: Freedom of Air

The process of liberalising the ASEAN aviation industry and implementing ‘Open Sky’ policies concentrated in availing 3^rd, 4^th, 5^th and 7^th freedom rights as bestowed by the aviation markets (see Appendix 2 for all ‘The Freedoms of the Air’ rights). The 3^rd and the 4^th Freedom of Air rights are meant for the flights that are from the home country of the airline to a foreign nation and to-&-fro (Boeing, 2009). This is a freedom that is refrain from any government approval. The 5^th Freedom of Air right lay the right to take flights between two nations that are not host country of the airline, in between the flights that are originally ending in home country of the airline. this ASEAN Open Sky policy also remain inclusive of the 7^th Freedom of Air rights, whereby the airlines get the rights to take flights between two foreign nations, without offering any flight to the home country of the airline company (Boeing, 2009).

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