Effective Marketing Management of Qatar Airways - Research Paper Example

MARKETING MANAGEMENT: QATAR AIRWAYS 1.0 Abstract Effective marketing management allows organizations to identify opportunities, analyze competition, identify industry trends and establish their growth potential. Therefore, developing and implementing efficient marketing management systems and processes is crucial in ensuring the sustainable competitiveness of a business both in short term and in the long term. This report seeks to analyze marketing management at Qatar Airways and develop recommendations to ensure the company is able to capitalize on its strengths, ameliorate its weaknesses, take advantage of available industry and market opportunities and avert any potential threats. Table of Contents 1.0 Abstract 1 2.0 Introduction 3 3.0 Literature Review 4 4.0 Background of Qatar Airways 5 5.0 Current Market Performance of Qatar Airways 5 6.0 Global Airline Market Analysis 6 7.0 Strategies for Growth for Qatar Airways 9 7.1 Strong brand identity 9 7.2 Consistency 9 7.3 Strategic alliances 10 7.4 Marketing Mix analysis 10 7.4.1 Product 11 7.4.2 People 14 7.4.3 Process 15 7.5 Physical evidence 15 7.5.1 Place 16 7.5.2 Price 17 7.5.3 Promotion 18 7.6 Marketing Communication Mix analysis 19 7.7 Channel Management 20 8.0 Conclusions and Recommendations 21 9.0 References 22 2.0 Introduction Contemporary businesses and organizations both local and international, profit and non profit making and both small and large are hard pressed to produce quality, the first time and more importantly every time (Pride & Ferell, 2011). This is because of the changing needs and expectations of the global consumer which has been influenced by the advancement in technology and globalization that has made it easy for consumers to access information (Pickton & Masterson, 2010). In addition to having more informed customers, modern businesses and organizations are faced with the threat of uncertain business and market environments that are characterized by stiff competition and the ever changing social, political, cultural, technological, economical, legal, financial and environmental market forces as echoed by Wrenn, et al. (2004). For these reasons, having effective and efficient marketing management systems have been crucial in not only enhancing the profit margins but also ensuring these businesses remain relevant and they sustain their competitive advantage. Kotler & Kevin (2006) indicates that, effective marketing management entails developing strong customer relationships, efficient and reliable business to business partnerships and establishing effective and efficient supply management chains in order to ensure that the needs, tastes, and preferences of the targeted customers are fully met and their expectations are surpassed at the right time, the right place and for the right price. Effective marketing management allows for organizations to identify opportunities, analyze competition, identify industry trends and establish their growth potential as noted by (Kotler, 1997). This informs the basis of this report which seeks to demonstrate and assess the marketing management at Qatar Airways. 3.0 Literature Review Marketing management is a crucial concept in ensuring that organizations are able to meet their anticipated strategic goals thus, registering overall performance and success as argued by Wenderoth (2009). Marketing management refers to the process of strategizing and implementing ideas and concepts, adopting the right pricing strategies, implementing the most effective promotion strategy, setting the right distribution and communication strategies in order to develop exchanges which are able to meet the needs of the targeted customers while meeting the set organizational goals (Pride & Ferell, 2011). Gitman & McDaniel (2008) indicates that, the main role of marketing management in an organization is to influence the degree, timing and constitution of demand in such a way, which allows the organization to accomplish its goals. This is achieved by developing effective strategies and decisions in regards to selection of target markets, choosing marketing penetration strategy, setting the product prices, market positioning, choosing the supply chains, identifying opportunities, developing growth strategies, selecting effective communication and promotion strategies as supported by Pickton & Masterson (2010). Failure of organizations to develop and implement effective and efficient marketing management systems result in failing to achieve expected business outcomes, misallocation of available resources, losses and the inability to understand industry trends and what the customer needs and wants (Pride & Ferell, 2011). 4.0 Background of Qatar Airways Qatar Airways is an airline which is state owned by the Qatar government, whose main headquarters is in Qatar Airways Tower in Doha, Qatar (Oxford Business Group, 2011). The company was established in 1993 and it began its operations in 1994 (Foit, 2006). Presently, Qatar Airways operates a hub and spoke network connecting more than a hundred global destinations. According to Qatar Airways (2012), the company has its service operations in the Middle East, Africa, Central Asia, South Asia, Far East, Europe, North and South America and the Oceania. Under its wings, are various subsidiaries namely Qatar Airways Holidays, the Qatar Aircraft Catering Company, United Media international, Qatar Duty Free, Qatar Distribution Company, Qatar Aviation Services and Qatar Executive (Qatar Airways, 2012). 5.0 Current Market Performance of Qatar Airways The market performance of Qatar Airways can easily be summed up as a global and a competitive player and performer in the airline industry having won the 2011 and the 2012 the Airline of the year Award by the annual Skytrax World Airline Awards (Skytrax, 2012). The company has an employee base of over twenty thousand employees with more than 14000 of them working directly for Qatar Airways and more than six thousand stationed in the company’s subsidiaries. Over the recent past, Qatar Airways has earned its place as a global player and a successful airline in the global arena having fulfilled some of its major short term and long term growth strategy goals (Qatar Airways, 2012). This has successfully been achieved through its enhanced brand recognition and brand awareness facilitated by its chosen strategies in market positioning, market selection, promotion, communication, distribution and pricing (Oxford Business Group, 2011). The brand created and presented to existing and potential customers is that of a growing, dynamic, innovative, high quality company which deliver unique, quality and customer-based services (Foit, 2006). Other than Qatar Airways being successful in promoting traditional Arabic hospitality, it has been able to incorporate employees with diverse cultural backgrounds and offer custom made products and services that meet the diverse cultural needs of its diverse global clientele (Qatar Airways, 2012). 6.0 Global Airline Market Analysis Cento (2008) notes that, the airline industry globally is a multi-billion dollar industry although it has not been spared the effects of global financial and economic crises and more significantly the rise in the threat of global terrorism and insecurities that have hit the globe in the recent past. According to the Global Airline Industry Program, the global airline industry is one characterized by volatility, cut throat competition and it is operated in a deregulated environment (Global Airline Industry Program, 2005). Global Airline Industry Program, (2005) indicates that, such environments influences and changes the management practices and marketing strategies adopted by airline industry players as they seek to identify new ways and means of achieving sustained competitiveness and profitability using more progressive and effective management systems and superior industrial relations. Foit (2006) supports these views by indicating that there are remarkable challenges facing the airline industry which makes it hard to not only keep up with the changing expectations of airline customers but also keeping up with increasing rivalry from news airlines, rising levels of passenger traffic, emerging strategic alliances across industries, across organizations and across borders and the increasing desire to offer superior levels of safety and security. There have been notable developments and trends in the airline industry among them, establishment of new low cost value based airlines, the establishment of hub and spoke networks such as those operated by Qatar Airways, advancement in use of new technology systems, establishment of regular flyer schemes and enhanced reservation systems (Belobaba et al. 2009). In addition, there has been an increase in the number of strategic alliances struck by airline companies as they seek to take advantage of economies of scope in marketing, increasing network and generating easy access and penetration into new global markets (Hanlon, 2012). The element of regulation has remained dominant in influencing the operations and performance of the airline industry globally. According to Morrison & Winstor (1995), there have been successful attempts to deregulate the airline industry which has resulted in increased concentration within the industry. The airline industry is primarily regulated by IATA also referred to as International Air Transport Association. Among areas regulated by IATA includes occupational health and safety and movement of hazardous materials among others (Morrison & Winstor, 1995). Fallon argues that prior to liberalization; the airline industry globally was immensely regulated with air transportation between nations being managed and controlled by networks of contracts and agreements made bilaterally and multilaterally among varied airline organizations and between governments (Fallon, 2004). The contracts had overall control over who accessed which markets, which airline companies could operate in what capacity and when and even contracts in regards to the volume and number of flights permitted once access was offered. Despite the liberalization of these regulations over the past three decades, there still exist restrictions facilitated through bilateral air service contracts regarding accessing global markets as supported by Morrison & Winstor, (1995). Deregulation has allowed minimal control of capacity, low control over pricing and frequency, which have all encouraged entry of new market players in the airline industry internationally but detrimentally, causing declining yields owing to competition which has driven airline companies to adopt low-pricing strategies and discount packages, in order to retain and attract existing and potential customers respectively (Fallon, 2004). The economic and financial factors have greatly influenced the decisions taken by the global airline industry particularly in the backdrop of the recent financial and economic melt downs. Other than these factors is the terrorism factor which was brought into greater focus following the September 2001 terror attacks on the United States (Belobaba et al., 2009). The attack saw fuel prices hike influencing negatively the profit margins for majority of both domestic and international airline companies (Hanlon, 2012). Be it as it may, the global airline industry has managed to recover from the effects as indicated by a report filed by Boeing Economic Overview, (2005). The report indicates that over the next two decades, although there will exist varied challenges, there is an expected 2.9% overall economic growth of the airline industry globally with a 4.8% global growth in passenger traffic and a 6.2% growth in cargo (Boeing Economic Overview, 2005). The positive outlook and the expected growth of the airline industry internationally is as a result of varied elements such as advancement in technology, liberalization of regulations which facilitates easier accessibility, enhanced international trade and globalization as indicated by Hanlon (2012). The global Gross Domestic Product which is a fundamental factor for the development in the airline industry is currently at the levels of 2.9%, which spells better things for the industry (Boeing Economic Overview, 2005). Boeing Economic Overview estimate that growth in passenger traffic in the Middle East to be more than five percent and it is even higher in countries with high rates of GDP which is good news for airline companies targeting these markets such as Qatar Airways (Boeing Economic Overview, 2005). 7.0 Strategies for Growth for Qatar Airways 7.1 Strong brand identity Qatar Airways has in the past and it continues to rely on developing, implementing and regularly reviewing its short term and long term growth strategies to not only remain relevant but also to ensure that it can provide its diverse clientele with more variety and choice in terms of flights, destinations and innovative products and services (Qatar Airways, 2012). As earlier indicated, the company has successfully penetrated every continent except for some regions, which it seeks to enter. By penetrating all major global points, Qatar Airways has been able to develop a strong brand identity which has allowed the company to effectively and efficiently incorporate internal mindsets and culture, keep up with the changing communication capacities and reach and appeal to their target markets on a global scale (Oxford Business Group, 2011). 7.2 Consistency Producing and delivering consistency has been among strategies that have ensured the airline company does appeal to a global audience. When awarding the company a five star rating, Skytrax Marketing Director Mr. Miller stated, ‘One of the key factors in rating a company is that it has to reflect consistency in the delivery of the product and service. Qatar Airways is a relatively young airline compared to most in the Star Rating program, and to have gained this 5 Star status is indeed a considerable achievement. “A key element of the Star rating process is an airline's ability to offer a balanced quality level - across all cabins and the different aircraft within an airline’s fleet" (Skytrax, 2012 p. 1). 7.3 Strategic alliances Qatar Airways has managed to grow gradually but steadily by entering into strategic alliances to not only penetrate new markets but also enhance its capital base and capitalize on the benefits of forming alliances. Among organizations that Qatar Airways has partnered with includes American Express, Virgin Atlantic, Radisson, Forum Hotels, Doha Golf Club, Nippon Airways, Mayfair Intercontinental London, BMI, Lufthsana, Privilege Club, Kempinski and SIXT Rentalcar (Qatar Airways, 2012). Through its partnerships, Qatar Airways has sufficiently attracted and retained customers by offering them incentives, discounts and special offers by incorporating products and services offered by the partners to their regular air travel packages. For instance, when a client who is a member of Qatar’s Privilege Club uses one of the partner airlines such as the Nippon Airways of Japan, they are able to earn flyer miles that they can use when operating with Qatar Airways (Qatar Airways, 2012). 7.4 Marketing Mix analysis The many awards and accolades awarded to Qatar Airways from the time of its re-launch in 1997 indicate the ability of the company to live up to its mission statement which is to offer excellence in everything that the airline does as indicated by Qatar Airways, (2012). The awards have been confirmation of the airline’s capacity in ensuring high level of safety, offering customer-based, unique products and services attuned to the needs and expectations of the clients, dedication to offering quality by developing a skilled and supportive workforce, being culturally aware and sustaining financial stability as supported by Skytrax, (2012). Qatar Airways has been keen on facilitating effective marketing management by implementing and effectively incorporating the 7Ps of service marketing to sufficiently meet the needs of its diverse clientele and surpass their expectations. The 7Ps of marketing includes product, people, processes, physical evidence, place, price, and promotion. 7.4.1 Product Wrenn et al. (2004) defines product as the core items produced and delivered to the target customer with the intention of fully meeting the needs and expectations of the customer. A company is supposed to offer value for money to their client. Products delivered must not only be cost effective but also competitive in nature (Kotler & Kevin, 2006). This can be achieved by either developing new products or simply making adjustments and changes to the existing products (Wenderoth, 2009). Qatar Airways has been aggressive in developing new, customer-oriented and innovative products that meet the varied needs of its diverse clientele as noted by Oxford Business Group, (2011). The types of products and services offered by the airline company can be attributed to the reputation and brand awareness the company has garnered. To ensure it offer the most competitive, unique, quality and value for money products, Qatar Airways has partnered within and across the industry. For instance, the company entered into a partnership with Showtime Arabia where the latter could afford customers on board Qatar Airways with live television across varied regions (Hanlon, 2012). This venture saw Qatar Airways being the first airline globally to do so. Among popular channels available for customers traveling in Europe, Africa and in the Middle East includes news channels such as CNN, BBC, Sky News, Al Jazeera, Euro News, CNBC Arabia, VH1 and entertainment channels such as MTV, Bloomberg, LBC international, TV5 and Rotana music among others (Qatar Airways, 2012). Since safety is the most fundamental aspect in the aviation industry, Qatar Airways has been vigilant in ensuring safety by having fleets that uses aircrafts that have an average of 4.9years. The airline company offers different cabins which consist of first class cabin which have seats which fold into beds with fluffy duvets and they have entertainment systems and massage functions. There is the business class cabin that offer customers wines and champagne and new seats are to be launched in this class in summer of 2012 (Qatar Airways, 2012). The economy class cabin have individual seat with back touch screen TV. The airline’s economy class cabin was awarded the 2009 and 2010 best economy class globally by Skytrax (Skytrax, 2012). In all the three cabins, there is in-flight entertainment system known as Oryx Entertainment (Qatar Airways, 2012). The airline company also offers the privilege loyalty program that give flyer schemes to Privilege Club members (Oxford Business Group, 2011). According to Qatar Airways (2012), members benefit from joint agreements signed between Qatar Airways with other Clubs in other airlines such as Asian Club in Asiana Airlines and Mileage Club in All Nipon Airways among others. Qatar Airways has built a premium terminal at Doha international Airport for the customers using its first and business class cabins. These customers are accessible to various quality services such as check ins, play area, spa treatments, saunas and a dip in the Jacuzzi, restaurant services, conference rooms, nurseries and they can indulge in duty free shopping (Qatar Airways, 2012). The most fundamental element of the products and services offered by Qatar Airways that makes it a cut above the rest is product differentiation. Product differentiation refers to the process of making a distinction of a product or service offering from another in order to make it more appealing or competitive to a specific target market as described by Sharp & Dawes (2001). The process entails distinguishing the products and services from those offered by the competitors as well as those other products offered by the same company (Wenderoth, 2009). Products and services can be differentiated in terms of value, color, package, style and design which all influence the buying behavior of consumers and their purchasing processes (Sharp & Dawes, 2001). According to the CEO of Qatar Airways Mr. Akbar Al Baker "By offering a variety of entertainment options, we are able to differentiate our passenger service through live entertainment programming while also setting new standards of comfort to ensure we are the airline of choice" (Al-Baker, (2005). Aspect of differentiation is evidenced in the awarding of the airline company with the best business class in the Middle East award (Skytrax, 2012). Moreover, having the first live television on ground and at 30,000 ft on air, interactive entertainment network, it was a pioneer in offering the largest individual touch screens TV in the Middle East and in-seat back massage and flat beds (Oxford Business Group, 2011). 7.4.2 People People constitute the human resource who are not only the most reliable resource an organization has, but also are the most valuable in ensuring other resources such as financial, capital, technology, information, material and networks are able to function as expected (Wenderoth, 2009). People includes both internal and external environments of an organization which are made up of the employees, the shareholders, the management, the customers, the suppliers, marketers and the community among anyone else involved in making the organization a success as echoed by Kotler & Kevin, (2006). More often than not, the people dictate the reputation and the performance of a brand (Gitman & McDaniel, 2008). It is in this regard that Qatar Airways has been keen on employing a workforce comprising of employees from diverse cultural backgrounds and from more than one hundred different nationalities (Qatar Airways, 2012). The employees are not only skilled in their roles, but they are regularly trained to equip them with new skills and knowledge. Skytrax recognized the excellent services offered by the employees at Qatar Airways by awarding them the 2009 Best Cabin Crew in the Middle East for the seventh time running as highlighted by Skytrax, (2012). Under the leadership of the Chief Executive Officer, Akbar Al Baker, the airline company has bagged more than twenty awards and accolades for its commitment to its people, that is, its employees, the shareholders, the management, the customers, the suppliers, marketers and the community (Qatar Airways, 2012). 7.4.3 Process Process are primarily the ways and means of offering products and services and therefore, organizations need deeper understanding on if the products and services offered are helpful to the end users (Wenderoth, 2009). This entails analyzing if the products are delivered in time and if the end users are aware and informed about product and service use (Gitman & McDaniel, 2008). The process through which Qatar Airways ensures the target markets are reached and they are able to utilize the product offerings is by developing effective and customer-based packages. This includes the Al Maha Services which is a service meant to offer clients a true taste of Arabian hospitality, Qatar Aircraft Catering Company, which offers customers exclusive catering services, Qatar In-flight Duty Free, which offer customers on board the Qatar airways an onboard shopping services and Qatar Airways Cargo, which is a network that facilitates cargo services (Qatar Airways, 2012). In addition, there is the Qatar Aviation Services, which is accountable for offering ground handling services, the Qatar Distribution Company, which distributes wines, spirits and other beverages, Internal Media Services that facilitates advertising and the Qatar Executive which offers lavish, private jests for commercial and pleasure travel (Qatar Airways, 2012). 7.5 Physical evidence This element of marketing mix is a fundamental component in facilitating effective marketing management in as far as ensuring that the customers have positive experiences with utilizing the product or service offered (Kotler, 1997). Qatar Airways has developed and implemented varied forms of physical evidence to help their clients see what they are purchasing. Among the form of physical evidence used by Qatar Airways includes publications of brochures, newsletters, publications of periodicals and pamphlets (Qatar Airways, 2012). These forms of physical evidence are distributed and made available to both existing and potential customers. They contain essential information on the type of product offering the airline company offers, the varied services they provide and more importantly, making the customer aware of what the company offers that other airline companies do not, or giving the customers the varied reasons they should choose Qatar Airways over others (Oxford Business Group, 2011). 7.5.1 Place The place in marketing mix is relative to the location or where the existing and potential customers can purchase the product offered (Wrenn et al., 2004). Gitman & McDaniel, (2008) describes place as ways in which the product reaches to the customer effectively and efficiently. Among systems used to represent place includes the internet, retailers and wholesalers as argued by Wenderoth (2009). For Qatar Airways, incorporating varied forms of place has been critical to its ability to reach its target market. With advancement in technology, the airline company has developed and implemented technology systems to facilitate effective and efficient services to customers such as online bookings and reservations. Using up to date fleets of aircrafts and investing in route expansions, Qatar has been able to develop new routes across all the major cities across the globe by utilizing the services of travel agents and tour operators (Hanlon, 2012). By the year 2012, the airline company services more than 115 destinations and serving more than 25 destinations in more than 65 countries in Asia, America, Africa and Oceania (Qatar Airways, 2012). To ensure the customers from all corners are reached by services offered by Qatar Airways, the airline company has entered into code share agreements with various airline companies and train systems. Among the organizations that Qatar Airways has entered into code share agreements with is Middle East Airlines, SNCF, US Airways, Malaysia Airlines, Gol Airlines, Asiana Airlines, Philippine Airlines and All Nippon Airways (Qatar Airways, 2012). 7.5.2 Price Price plays a fundamental role in influencing the rate of satisfaction of customers (Wenderoth, 2009). It is important that prices are not only competitive but also, they must ensure there is a profit acquired (Smith & Taylor, 2004). An organization should select a pricing strategy that will ensure that the commodity is not priced too high such that nobody buys it nor too low to cause the seller to incur losses (Gitman & McDaniel, 2008). Price and quality goes hand in hand (Wrenn et al., 2004). According to the author, more often than not, a customer may feel paying at a high cost means the commodity is quality (Wrenn et al., 2004). In service industry, the price must compliment the type of service offered and vice versa. Qatar Airways offers competitive prices for its product and service offering and it incorporate incentive and schemes to attract and retain their customers (Qatar Airways, 2012). The airline company has its products and services priced in such a way that every one is able to get what they can afford. For instance, it offers first class, business class and economy class cabins which fit the different financial capabilities of its diverse clientele. 7.5.3 Promotion Promotion entails the different forms of communication used to communicate to customers about what an organization has to provide (Gitman & McDaniel, 2008). Often, promotion is used to inform and educate the customers about the added advantage of utilizing a certain product and service over another. Promotion influences the perceptions of potential customers and therefore, it is critical during market positioning, creating brand awareness and recognition and it can be used by potential target market to assess the quality the products and services offer over substitutes (Wenderoth, 2009). Qatar Airways has relied on various methods of promotion to communicate to its existing and potential customers which includes the use of press releases, through television, radio and print media and through travel agents and tour operators. In addition, Qatar Airways carry out trade fair and exhibitions, sponsorships, bill board advertising, sponsorship of high profile occasions such as the World Economic Forum, World Travel and Tourism Council Summit, the World Cup and World Tourism Day among others (Qatar Airways, 2012). 7.6 Marketing Communication Mix analysis According to Smith & Taylor (2004), the ability to effectively and efficiently communicate to existing and potential target market is vital in not only reaching them and informing them about the products on offer but also in fully understanding the needs, expectations, wants, preferences and tastes of the end users in order to better serve them. For Qatar Airways, marketing communication mix is meant to help build brand awareness and recognition and establish a strong corporate image and global presence (Hanlon, 2012). Marketing communication mix has been critical for the airline company in understanding the target market, developing customer loyalty, stimulating desire, establishing customer confidence in the company and building brand awareness (Oxford Business Group, 2011). Apart from traditional modes of communication, Qatar Airways has implemented a holistic approach to communication by incorporating new and innovative modes of communication such as ecommerce, using onboard amenities, merchandising, duty free shopping and setting the company’s official website which is www.qatarairways.com (Qatar Airways, 2012). Among other forms of communicating to the target audience by the airline company includes the use of loyalty programs, distributing leaflets, printing out brochures, publishing stationeries and literature, co branding and through sponsorships. Newsletters as earlier mentioned have been a primary form of communication used by Qatar Airways to highlight positive experiences for the customers and informing them about the company. The Flying Oryc is the company’s newsletter which is supplied by travel agents and available through the official Qatar Airways website (Qatar Airways, 2012). To communicate and promote brand awareness, Qatar Airways has been keen to reward its customers using items such as t-shirts, mugs, napkins, watches, towels, key holders, pens and calendars inscribed with the brand’s logo which is an Oryx (Oxford Business Group, 2011). On a global scale, Qatar Airways has focused on electronic media to communicate its brand. For instance, it uses corporate videos, adverts on international media channels such as BBC, CNN, and Al Jazeera and sponsorship of news and media programs (Qatar Airways, 2012). Being IOSA certified and the numerous achievement awards offered to Qatar Airways are significant enough in communicating to potential target market about the brand. Regardless of the tough economic and financial times, Qatar Airways has not been dissuaded and instead, the company has used these hard times as opportunities to continue investing in brand marketing and establishing a global presence (Hanlon, 2012). The company has invested significantly in online marketing by taking into consideration that it is in these dire times that enhanced transparency and communication is needed since this is the time when the target market look forward to greater accountability (Qatar Airways, 2012). 7.7 Channel Management Effective channel management is paramount in ascertaining that the right products and services are available at the right place, at the right time and at the right price as suggested by Kotler, (1997). Qatar Airways has strategically chosen to operate from one hub-spoke network hence, capitalizing on passenger traffic at Doha International Airport, Qatar (Qatar Airways, 2012). The airline company has invested in innovative and sophisticated technology systems in a bid to avert the challenges which may arise as a result of the high levels of human traffic at Doha International Airport (Qatar Airways, 2012). Other than that, Qatar Airways has implemented aggressive expansion strategy which has seen it increase and upgrade its weekly flights abroad. The company has increased the number of direct flights from Doha International Airport which has been complimented with effective and efficient connection services to and from key feeder markers (Qatar Airways, 2012). To ensure safety, the company uses aircrafts that have an average of 4.9 years (Qatar Airways, 2012). As a way of improving its channel management, Qatar Airways has developed and implemented the Qatar Airways Holidays strategy which is a leisure strategy that offers customers holiday experiences as an alternative to providing them with individual destinations (Qatar Airways, 2012). The strategy has its franchises in major international cities. 8.0 Conclusions and Recommendations Effective marketing management encompasses development of strong customer relationships, efficient and reliable business to business partnerships and establishment of effective and efficient supply management chains with the aim of ensuring the needs, tastes, and preferences of the targeted customers are fully met and their expectations are surpassed at the right time, the right place and for the right price. As highlighted in the report, Qatar Airways has been successful in developing and implementing marketing management systems that have allowed it to earn numerous accolades and awards both locally and internationally that have helped build its global brand awareness. To ensure that Qatar Airways remains successful in the future, the company should Invest in Research and development in order to develop new product and business offerings Enter into strategic alliances with local companies within and across the airline industry globally in order to penetrate new markets Invest in innovation in order to ensure they offer product differentiation and therefore have a competitive edge against competitors 9.0 References Al-Baker, A. 2005, Qatar Airways. Tourcom, Amman, Jordan. Belobaba, P., Odoni, A., & Barnhart, C. 2009, The Global Airline Industry, New Jersey: John Wiley & Sons. 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