Puddle Jumpers Airline
Strategy and Implementation Summary
Puddle Jumpers’s market presence will be achieved by relying on the strategy of identifying and serving a specialized niche market well.
- Media executions will utilize local media, which is highly targeted and cost effective on a cost-per-impression basis.
- Air operations will be centralized and cost effective.
- Reservations will be centralized and cost effective.
- Marketing will be media generated to the leisure market and combined media/direct sales generated to corporate accounts.
5.1 Marketing Strategy
Marketing is targeted locally. The advantage of a local and highly identifiable market is that media selections can be limited in scope. There is no need for a national media program to launch Puddle Jumpers. The most effective media is expected to be outdoor billboards. Private Jet relied heavily on a dozen well-placed billboards in and around its home hub to build a $100 million plus business.
Other media will be local spot TV on highly visible programs such as local news and sports. Also, local radio. Newspapers and other print will not be used.
5.1.1 Distribution Strategy
In addition to other marketing programs outlined the company will also market via the World Wide Web. We will establish our own website with reservation, purchase, and payment capability.
5.1.2 Pricing Strategy
Due to its low cost operating structure Puddle Jumpers will be able to offer service at less than 50% of the competitive airfares to our selected destinations from our Anytown hub. Projected fares are as follows:
The first column is for 14 day advance purchase. These fares are non-cancelable and non-refundable. The second column is for fares purchased inside of 14 days. The third column is current Day-of-Travel published average fare for all carriers.
5.1.3 Promotion Strategy
Promotion will be primarily outdoor advertising, radio and TV targeted at the Anytown business and leisure traveler.
In addition the company will employ a public relations firm for both consumer and financial purposes.
The combined amount budgeted for advertising, public relations, and reservations will be held under 15% of sales. Thus, the first year expenditure in these categories is expected to be $16.5 million. Past experience with Private Jet has demonstrated that this expenditure is sufficient to launch airline service in a single hub.
5.2 Sales Strategy
In order to attract the Anytown business traveler without the use of frequent flyer miles, the company will make direct sales contacts with the travel departments of Anytown based corporations and businesses. It is expected that our cost structure will be attractive to these businesses. Anytown is now the third largest banking center in the U.S. and the Anytown area economy in general is growing faster that the national average. We expect business travel to amount to at least 50% of our over-all revenue.
The sales personnel and salaries required to execute the direct sales strategy are included in these projections.
5.2.1 Sales Forecast
The company is forecasting very encouraging annual sales in year one of flight operations. Year two of flight operations sales are forecasted to more than double. Assumptions made for load factors are: 55% in year one, 62% in year two.
The year two numbers are based upon adding more flights and more airplanes to the routes already served. This will enable us to maximize profits within the market we have created without incurring the additional expense of opening new markets. It also allows for more controlled growth and eliminates the risks, early on, of the loss of control of operational procedures that can occur either with de-centralization or growth that is too rapid.
The basis of the sales projections illustrated in the table below have been outlined in the “Market Analysis” section of this plan.
The company has also prepared five-year projections that are based upon expanded service to additional market areas. This five year plan is a part of our due diligence package. Direct costs of sales are not included here but are instead reflected as a revenue discount in the projected P&L statement. These sales costs consist of travel agent commissions, credit card discounts, and federal excise taxes.
NOTE: For display purposes in this sample plan, numerical values in tables and charts are shown in thousands (000’s).
|Year 1||Year 2||Year 3|
|Direct Cost of Sales||Year 1||Year 2||Year 3|
|Subtotal Direct Cost of Sales||$0||$0||$0|
The following table lists important program milestones, with dates and managers in charge, and budgets for each. The milestone schedule indicates our emphasis on planning for implementation.
Management expects that the current regulatory climate will loosen shortly. We expect it to be a long-term advantage to well operated airlines. We feel that 1996 is the ideal time both to invest and to start an airline.
The costs of adding airplanes are figured on the basis of first and last payment in advance + one month’s lease payment.
|Milestone||Start Date||End Date||Budget||Manager||Department|
|Hiring Key Executives||8/1/1996||1/1/1997||$0||KDS||Executive|
|Full Staffing||3/1/1997||6/1/1997||$0||KDS||Human Res|
|Lease 2 Airplanes||3/1/1997||6/1/1997||$960,000||KDS||Executive|
|Commence Revenue Service||7/1/1997||7/1/1997||$200,000||KDS||Sales|
|Lease 3rd Airplane||6/1/1997||8/1/1997||$480,000||KDS||Executive|
|Lease 4th Airplane||8/1/1997||9/1/1997||$480,000||KDS||Executive|