A Critical Analysis Of Marketing Strategies Adopted By Emirates Airlines

Marketing Concepts and Strategies of Emirates Airlines

Marketing management is an important factor to consider for the contemporary business organizations. This is due to the reason that in the current intensely competitive market scenario, effectiveness of the marketing management makes the difference among the business organizations (Meffert 2013). In addition, the current era of globalization, business organizations are having another importance in initiating the marketing management to stay relevant in different countries around the world. Contemporary approach of the marketing management is having number of different strategies and practices that can help the business organizations in having holistic efficiency in the market (Coombes and Nicholson 2013).

In the industrial scenario of the United Arab Emirates, one of the major and leading organizations is Emirates airline. They are also one of the leading airliners in the world with having their presence in more than 80 countries. It is also being reported that Emirates are having more than 64000 employees and is certificated as the fourth largest airline company in the world (emirates.com 2018). The major reason of selecting Emirates in doing this report of marketing management is due to their extensive marketing approaches. In addition, it should also be noted that global airline industry is facing intense competition with the ever increasing number of new entrants in the market. Thus, considering the extensive business activities of Emirates and their competition in the market, this will provide an ideal foundation for doing this report.

This report will discuss about views and opinion of different authors in view to the marketing concepts and business factors for Emirates. In addition, this report will also discuss about the marketing concepts and strategies followed by Emirates in their global business. Marketing mix of them will also be critically analyzed along with discussion on their external and internal business environment. There will be number of gaps identified and in accordance to these gaps; a few recommended steps will be discussed in their report.

The current airline industry is highly competitive in nature and it is facing a number of issues in terms of different factors. In the recent time, emergence of the budget carriers is a major trend in the global airline industry. This is due to the reason that with the origination of the lower cost and budget carriers in the market, the demography of the target customers got changed and footfalls got increased significantly. According to David (2013), though budget carriers are posing a significant threat to the legacy airliners but there are lots of differences between these two service providers. One of the major differences stated by the authors is the service quality. This refers to the fact that legacy airliners are majorly focused on the service quality and on the other hand, budget carriers are majorly focused on the cost effectiveness. It is reported that Emirates won the 14^th consecutive award for the best in-flight entertainment service and best airline staff service by Skytrax World Airline Awards (Emirates.com 2018). This denotes that Emirates are also more focused on their service quality and it is also one of their differentiating factors from their competitors.

Service Quality as Competitive Advantage for Emirates Airlines

Further, it is also being stated by Chen and Hu (2013) that service quality is having direct impact on the customer loyalty. This is due to the reason that the more service quality will be initiated by the airliners, the more will be the loyalty level of the customers. It is also being stated by the authors that loyalty level of the customers is low in case of the budget airliners due to the reason that customers only look for the lowest cost in this case. However, in the case of legacy and premium airliners, customers tend to have more loyal to the airliners with having higher service quality. This is another source of competitive advantage for Emirates. This is due to the reason that they are having higher level of customer retention with major portion of the revenue is coming from the existing customers. Based on the theory given by Chen and Hu (2013), it can also be concluded that Emirates is focusing on maintaining their service quality to stay ahead in the competition.

Another major issue in the current airline business scenario is pricing. This is due to the reason that even the budget carriers are offering much lower price compared to the legacy airliners but they are catering to completely different customer segments. The major competition is between the legacy airliners and one of the major factors in competition is price. According to Hernandez and Wiggins (2014), initiating the pricing strategies is a major challenge for the global airliners mainly because of push and pulls factors. The authors have also stated that major push factor in pricing strategy for the airliners is cost of jet fuel, which is having increasing trend in the recent time. Thus, increase in the price of jet fuel will lead to the increase in the fare. On the other hand, the major pull factor for the pricing strategy is customer demand and economic condition. If the customers are having certain economic condition, then increase in the fare will lead to reduction in demand from the customers. These factors are creating challenges for the airliners in determining their price. It is identified that according to the marketing mix strategy of Emirates, premium pricing is being initiated by them (Mumbower, Garrow and Newman 2015). This is justifying their higher end customer service and facilities. However initiation of the premium pricing is also restricting the market penetration for Emirates.

Challenges for Emirates Airlines in Determining Pricing Strategy

Based on the above theory, it is further stated by Bergantino and Capozza (2015) that initiating the pricing strategies is more important for the airliners operating in the global market. This is due to the reason that different countries are having different set of economic conditions and different purchasing power of the customers. Thus, it is difficult for the global airliners to maintain universal pricing rather they initiate price discrimination for different markets. It is also stated by the authors that in the case of price discrimination strategy, global airliners also face the issue of initiating universal price in the international flight (Escobari and Jindapon 2014). In the case of Emirates airline, they are having their international route in more than 140 destinations in 81 countries. Thus, it is difficult for Emirates to initiate pricing policy in their business operation.

In the case of airline marketing, host country situation is one of the major determining factors for the international airliners to market the service. According to Chen, Chen, Lai and Li (2014), image of the host country is having influence on the consumer’s evaluation of foreign airliners. This is due to the reason that if the image of the host country is favorable and positive, then it becomes easier for the airliners to market their services across the world and consumers also pose positive perception selecting their airliners. It is also being stated by the authors that image of the global airliners will get more influenced by the country image due to the reason that they will have to target the global customers.

In the case of Emirates airlines, United Arab Emirates is their host country and is having favorable relationship with all the major economies around the world. This is helping Emirates airline to have favorable customer perception regarding their brand. In addition, it is also acting as a major competitive advantage for them in attracting new customers from different countries around the world (Hussain 2016). The favorable economic growth of the United Arab Emirates is providing positive impact on the brand value of Emirates airlines among the global customers.

On the other hand, it is also being stated by Hao, Hu, Bruning and Liu (2013), in the case of global branding, country image plays an important role. In addition, the impact is further more on the flag carrier due to the reason that they are being represented by the country value and image in the global market. For instance, Emirates airline is one of the flag carriers of United Arab Emirates and thus country image is having more importance for their global branding. This is due to the reason that being a flag carrier, global customers will relate the country image with that of the standard of the airliners (Arif, Gupta and Williams 2013). In this case also, Emirates airline is having favorable position with the help of positive country image of United Arab Emirates.

Role of Host Country Image in Marketing

Emirates airline follows extensive marketing strategies in their global business operation. This is mainly due to the reason that they are having their presence in larger number of countries with different market scenarios (Lovelock and Patterson 2015). The following sections will discuss about the marketing concepts and marketing strategies being followed by them.

It is identified that Emirates airline follows marketing concept similar to what the majority of the business organizations are following. This concept refers to the process of understanding the target market well and offering products and services accordingly. This is relevant in their service strategy that is being evolved till their inception. One of the major examples for Emirates airline of following marketing concept is offering variety of services to different destinations around the world (Hussain, Al Nasser and Hussain 2015). At the initial stage, they started with a few destinations and in the following time, more destinations including shorter and longer hauls are being included based on the demand. In addition, the added services such as food and accommodation facilities are being offered in customized manner. For instance, flights of Emirates airline from the Australia are being served with Australian cuisines and cultures (Redpath, O’Connell and Warnock-Smith 2017). Similar in the case of flights from India, Indian food and cultures are being initiated for customer service. This is due to the marketing orientation followed by them. This concept is also helping Emirates airline in effectively cater to the market and coping up with the change in the market scenario.

This concept is relatively new in the contemporary business state of affairs and this refers to the strategy of considering the business sustainability and long term welfare over others. In the case of airliners, one of the major sustainability issues is use of non renewable sources of fuel and air pollution (Murphy, Oberseder and Laczniak 2013). Therefore, in relation to this issue, Emirates airline is upgrading their aircrafts with more fuel efficient ones such as Airbus A320 Neo and Boeing Dreamliner. These aircrafts are consuming less fuel than others. Emirates airline is also reducing the fuel usage per person by using larger aircrafts such as Airbus A380. This is helping them to transport more customers with the same amount of fuel usage. Other sustainability strategies such as effective flight management systems and using of recyclable materials are also initiated by them (MIYAMOTO et al. 2013). This is also helping them to create positive branding in the market.

Conclusion

The major two marketing strategies being followed by Emirates airline is market focus and service differentiation. Cost leadership strategy is not being initiated by them due to the reason that it is not a viable option for the premium and longer hauls flights of Emirates. The following sections will discuss about the current market strategies of them.

This refers to the strategy of offering distinctive services to the customers that are unique in own sense and are not offered by the competitors in the market. Emirates airline follows the differentiation strategy by offering wider routes in the Middle Eastern regions compared to their rivals. In addition, the added services including the ground service such as check in and checkout facilities and pick up and drop facilities for the customers are being designed in distinctive manner (Ray Gehani 2013). This is enabling them to offer unique services to their customers. In addition to these, the loyalty and frequent flyer programs offered by Emirates are also helping in retaining their existing customers by offering customized services (Terblanche 2015). It is reported that terminal 3 of Dubai international airports is specially being built to cater to the flyers of Emirates. This terminal is having more than 80 walkways, 90 escalators, 150 elevators and 1500 parking spaces. All these extravagant facilities are only offered to the flyers of Emirates. This is one of the huge differentiation factors for Emirates over their competitors (Tsui et al. 2014).

Market focus strategy refers to the process of targeting a specific customer segment and determining their taste and preference pattern. In accordance to that, products and services are being offered. In the case of Emirates airline, the focus segment for them is the premium and higher end customers including the corporate clients (McQuarrie 2014). The service mix of Emirates airline ranging from the economy class and business class accommodation to time of travel and route choices is being designed accordingly. Initiation of market focus strategy is helping them to have the service standards for meeting all the requirements and expectations of their customers. Thus, retention of existing customers is also getting increased (Urde, Baumgarth and Merrilees 2013). It can also be concluded that offering differentiated services to the particular target market is helping Emirates airline to have better brand value and more target customer volume in their global business.

Product	· Emirates airline is service provider of flight services around the world. · Their fleet includes wide body aircrafts from Airbus and Boeing. · In addition, it is also reported that Emirates airline has given the biggest orders to world largest passenger aircraft, Airbus A380. · Services of Emirates airline are also premium compared to their competitors in terms of comfort, in flight entertainment services and other facilities. · In addition, they also provide added services in forms of pick and drop facilities and accommodation services in different locations around the world (Bezerra and Gomes 2015).
Price	· Emirates airline follows both the premium and market penetration pricing strategies. · For their business class and luxury class, Emirates airline initiates premium pricing strategy that helps them to cater to the top of the pyramid customers and offering them exclusive services. · On the other hand, market penetration pricing strategy is being followed for the economy class (Thomas 2015). · Thus, with the help of premium and market segmentation pricing, Emirates airline is catering to the customers across different price levels (Bergantino and Capozza 2015). · Emirates airline is not having cost leadership over their competitors. · They have also initiated the strategy of flexible pricing known as dynamic pricing. · This enables them to change the price according to the demand and according to the gap with the date of journey.
Place	· Currently, Emirates airline is having presence in more than eighty countries. · They are gaining revenue from having larger customer segments (Squalli 2014). · Strategic location of their base is also helping in catering to different western as well as eastern countries. · On the other hand, Emirates airline is having their presence in the majority of the popular routes around the world. · In terms of distribution, customers are having different access to avail the service of Emirates airline. · Tickets of Emirates airline can be booked from tour operators, different travel sites and online booking (Elkhani, Soltani and Jamshidi 2014). · The official website of Emirates airline is having all the facilities of ticket booking, cancellation, tour planning and current status.
Promotion	· The objective of Emirates airline is to be the top airline brand in the world and accordingly they promote their brands. · One of the major promotional strategies for them is sponsorships including sponsoring football clubs and sports events (O’Connell and Williams 2016). · In addition, they also involve both the traditional mediums including the outdoor mediums and print and television media and online mediums in promoting their brands. · Apart from all these, seasonal promotions such as discounts and festive offers are also being initiated to attract more customers. · Emirates airline is having frequent flyer program, under which a host of offers and privileges are being offered to the regular customers such as free pickup and drop facilities (Hapsari, Clemes and Dean 2017). · They are more inclined towards using of traditional mediums over the social media.
People	· They have their crews from different regions and this is helping to provide customized services to the travelers from different countries (Jeng 2016). · Emirates are also having extensive human resource management for their employees and employees of Emirates are one of the most productive. · They follow geocentric staffing that allows them to have diverse workforce in place. · Management of diverse employees enables in providing services to diverse range of customers.
Physical evidence	· Physical tickets are the major evidence for Emirates. · As this is a service provider, thus experience is more focused than physical evidence. · Aircrafts also provide physical evidence to the customers. · Top quality service in the flights helps in having positive physical evidence for the customers. · Physical evidence for the customers also includes the goodies and gifts given to them. This includes the souvenirs and merchandise that further helps in extending the physical evidence even after the journey.
Process	· Airport management system including the baggage management system is being initiated by Emirates. · Customers are given instant and immediate tickets on bookings. · The entire process ranging from the check in service to prick and drop facilities is centered to the customers. · The objectives of their process are to provide service in minimal time. · Online mechanism also covers a major portion of the process for Emirates. This provides more convenience to the customers along with reducing the cost of operation for them.

	· Emirates airline is having their operations around the world and thus the fluctuations in political economy around the world affects their sustainability. · Middle Eastern region is one of the most turbulent locations with the issues among the Arab countries, terrorist problem and political instability (Lawton, Rajwani and Doh 2013). · However, on the other hand, this is also providing opportunities for Emirates airline due to the reason that majority of the western legacy carriers are avoiding this region and Emirates airline is having the entire untapped market. · The stable political system in the United Arab Emirates is providing the favorable business environment for Emirates airline (Selcuk 2013). · Moreover, due to the government undertaking of Emirates airline, it is also having fewer issues with government like other private organizations. · The major political problem for Emirates airline emerges when diplomatic relationship between two countries is facing issues.
	· United Arab Emirates is one of the most economically viable regions with having rapid development in the recent years mainly due to the large oil reserves. · This is increasing the purchasing power of the travelers in availing the premium services of them (Toledo 2013). · In addition, being a government undertaking, Emirates airline enjoys the less impact of business regulations such as taxation of the government. · It should also be noted that a significant portion of the revenue for Emirates airline comes from international routes and thus global economic condition is also having major influences on their business operation (Al-Shayeb and Hatemi-J 2016). · The major advantage for them is their strong market presence in the Asian countries, which are witnessing more growth rate compared to the western countries.
	· With the increase in the global economy, social preferences for the air travel are increasing. · The absence of close substitutes for air travel in international routes is another major positive factor in inclining social preferences for air travel (Garrow 2016). · In addition, Offering of services in relation to different cultures and social nature is also helping Emirates airline to have favorable social impression. · Majority of the travelers from the developing countries are having more preferences for budget carriers even in the longer haul routes (Higham, Cohen and Cavaliere 2014).
	· Being one of the leading airliners in the world, Emirates airline is having access to updated and latest technologies ranging from latest aircrafts to online customer services (Kokkinou and Cranage 2013). · Technological advancement of Emirates airline includes online check in and checkout facilities for the flyers and automated baggage management system. · However, with the rapid development in the technology in the service sector and increase in investments by different airliners in the technological sectors, it is important for Emirates airline to have continuous development and up gradation of technologies (Moeller 2013).
	· International Air Transport Association is the parent body in the global civil aviation. · They also look after the guidelines for safety, security and sustainability of the airliners (iata.org 2018). · Emirates airline adheres to all the international laws related to aviation with having the highest standard benchmark for safety and security. · However, different countries are having different regulations for air travel and it is important for Emirates airline to adhere to these regulations.
	· Emirates airline is well adhered to the environmental and sustainability standards of international aviation. · They are having latest and fuel efficient aircrafts in their fleets that is helping them to have less fuel consumption and air pollution (Lee, Wilson and Pasurka Jr 2015). · However, with the increase in concerns for fuel usage and pollution, it is becoming challenging for Emirates airline as well as other airliners to maintain their business sustainability.

Product development	· Currently, Emirates do not have any strategies related to product development. · From their initial stage, they are offering flight services and still they are in the same business. · However, entering in any related business by using the brand value of Emirates will help them in becoming a conglomerate and gaining more revenue from the market.
Market development	· Currently, they are having their presence in more than 80 countries with majority in the Asian regions. · Thus, they are targeting the American countries and other western regions where they do not have presence (Malysheva et al. 2016). · This is helping them to enhance their market area and potentiality and also becoming the truly global airliner.
Market penetration	· With the help of the market penetration strategies, they are offering more diverse services such as offering more economy class accommodation for the flyers and with lower cost. · This is helping them to further penetrate in the existing market by targeting the customers from different price levels along with their core segment of premium customers (Spann, Fischer and Tellis 2014). · The majority of the international flights for Emirates airline are having both business class and economy class in order to cater to different customer segments.
Diversification	· Similar to the product development, Emirates do not have any diversification strategies. · They offer the same airline services around the world. · However, the approach of the service is different by means of elements such as aircraft types, food and other facilities. · The core and basic service remains same across the world. · Being a global brand, it is easier for Emirates to diversify their business in different countries.

Conclusion

This report concludes that marketing strategies and activities of Emirates airline are one of the major reasons for business growth in the recent years. It is identified that extensive marketing activities of Emirates airline is helping them to create global branding. In this report, different views of the authors in relation to the current challenges and trends of airline industry are being discussed with identification of numbers of determining factors. In relation to these factors, the marketing concepts and strategies of them are being analyzed. It is identified that Emirates airline is more customer centric organization and it is helping them to cater to the current trends effectively. In addition, in this report, the external business environments of Emirates airline are also being identified with a number of challenges and opportunities. This report also concluded that Emirates airline is currently following market growth strategies that are helping them to expand their business operation worldwide. In the following section, this report will recommend a few steps that will further help Emirates airline to enhance their business operation in the global market.

• It is recommended that Emirates airline should introduce their sub brand in the market that will help them to cater to the shorter routes with budget fares. This sub brand will be budget carrier and will operate in domestic routes of different countries. Initiation of this strategy will help Emirates airline to target the customers from both the international and domestic routes. Thus, market share and sales revenue will get increased.
• It is also recommended that Emirates airline should create their second base in western region. This will enable them to target the routes in the western regions without getting depended on the Dubai base. Currently, all their routes are centered to Dubai. Having second base western region will help Emirates airline to have different routes.
• It is recommended that Emirates airline should initiate cost leadership strategy along with their existing strategies. This will help them to gain more competitiveness in the market along with increasing the profitability.

Reference

Al-Shayeb, A. and Hatemi-J, A., 2016. Trade openness and economic development in the UAE: an asymmetric approach. Journal of Economic Studies, 43(4), pp.587-597.

Arif, M., Gupta, A. and Williams, A., 2013. Customer service in the aviation industry–An exploratory analysis of UAE airports. Journal of Air Transport Management, 32, pp.1-7.

Bergantino, A.S. and Capozza, C., 2015. Airline Pricing Behavior Under Limited Inter?Modal Competition. Economic Inquiry, 53(1), pp.700-713.

Bergantino, A.S. and Capozza, C., 2015. Airline Pricing Behavior Under Limited Inter?Modal Competition. Economic Inquiry, 53(1), pp.700-713.

Bezerra, G.C. and Gomes, C.F., 2015. The effects of service quality dimensions and passenger characteristics on passenger’s overall satisfaction with an airport. Journal of Air Transport Management, 44, pp.77-81.

Chen, P.T. and Hu, H.H.S., 2013. The mediating role of relational benefit between service quality and customer loyalty in airline industry. Total Quality Management & Business Excellence, 24(9-10), pp.1084-1095.

Cheng, K., Chen, H.P., Lai, W. and Li, C., 2014. Country image effect on services: a study of consumers’ evaluation of foreign airlines. Journal of Global Marketing, 27(1), pp.1-12.

Coombes, P.H. and Nicholson, J.D., 2013. Business models and their relationship with marketing: A systematic literature review. Industrial Marketing Management, 42(5), pp.656-664.

David Mc A, B., 2013. Service quality and customer satisfaction in the airline industry: A comparison between legacy airlines and low-cost airlines. American Journal of Tourism Research, 2(1), pp.67-77.

Elkhani, N., Soltani, S. and Jamshidi, M.H.M., 2014. Examining a hybrid model for e-satisfaction and e-loyalty to e-ticketing on airline websites. Journal of Air Transport Management, 37, pp.36-44.

emirates.com 2018. Emirates flights – Book a flight, browse our flight offers and explore the Emirates Experience. [online] Emirates. Available at: https://www.emirates.com/english/ [Accessed 22 Aug. 2018].

Emirates.com 2018. Emirates named World’s Best Airline at Skytrax World Airline Awards 2016. [online] Emirates.com. Available at: https://www.emirates.com/media-centre/emirates-named-worlds-best-airline-at-skytrax-world-airline-awards-2016# [Accessed 22 Aug. 2018].

Escobari, D. and Jindapon, P., 2014. Price discrimination through refund contracts in airlines. International Journal of Industrial Organization, 34, pp.1-8.

Garrow, L.A., 2016. Discrete choice modelling and air travel demand: theory and applications. Routledge.

Hao, A.W., Hu, M.Y., Bruning, E.R. and Liu, X., 2013. The impact of congruity and country image on global brand alliance evaluation. Journal of International Consumer Marketing, 25(2), pp.107-123.

Hapsari, R., Clemes, M.D. and Dean, D., 2017. The impact of service quality, customer engagement and selected marketing constructs on airline passenger loyalty. International Journal of Quality and Service Sciences, 9(1), pp.21-40.

Hernandez, M.A. and Wiggins, S.N., 2014. Nonlinear pricing strategies and competitive conditions in the airline industry. Economic Inquiry, 52(2), pp.539-561.

Higham, J.E., Cohen, S.A. and Cavaliere, C.T., 2014. Climate change, discretionary air travel, and the “flyers’ dilemma”. Journal of Travel Research, 53(4), pp.462-475.

Hussain, R., 2016. The mediating role of customer satisfaction: evidence from the airline industry. Asia Pacific Journal of Marketing and Logistics, 28(2), pp.234-255.

Hussain, R., Al Nasser, A. and Hussain, Y.K., 2015. Service quality and customer satisfaction of a UAE-based airline: An empirical investigation. Journal of Air Transport Management, 42, pp.167-175.

iata.org 2018. IATA – About Us. [online] Iata.org. Available at: https://www.iata.org/about/Pages/index.aspx [Accessed 22 Aug. 2018].

Jeng, S.P., 2016. The influences of airline brand credibility on consumer purchase intentions. Journal of Air Transport Management, 55, pp.1-8.

Kokkinou, A. and Cranage, D.A., 2013. Using self-service technology to reduce customer waiting times. International Journal of Hospitality Management, 33, pp.435-445.

Lawton, T., Rajwani, T. and Doh, J., 2013. The antecedents of political capabilities: A study of ownership, cross-border activity and organization at legacy airlines in a deregulatory context. International Business Review, 22(1), pp.228-242.

Lee, B.L., Wilson, C. and Pasurka Jr, C.A., 2015. The good, the bad, and the efficient: productivity, efficiency, and technical change in the airline industry, 2004–11. Journal of Transport Economics and Policy (JTEP), 49(2), pp.338-354.

Lovelock, C. and Patterson, P., 2015. Services marketing. Pearson Australia.

Malysheva, T.V., Shinkevich, A.I., Kharisova, G.M., Nuretdinova, Y.V., Khasyanov, O.R., Nuretdinov, I.G., Zaitseva, N.A. and Kudryavtseva, S.S., 2016. The sustainable development of competitive enterprises through the implementation of innovative development strategy. International Journal of Economics and Financial Issues, 6(1), pp.185-191.

McQuarrie, E.F., 2014. Customer Visits: Building a Better Market Focus: Building a Better Market Focus. Routledge.

Meffert, H., 2013. Marketing-Management: Analyse—Strategie—Implementierung. Springer-Verlag.

MIYAMOTO, Y., WICKRAMASINGHE, N.K., HARADA, A., MIYAZAWA, Y. and FUNABIKI, K., 2013. Analysis of fuel-efficient airliner flight via dynamic programming trajectory optimization. Transactions of the Japan Society for Aeronautical and Space Sciences, Aerospace Technology japan, 11, pp.93-98.

Moeller, D.P., 2013. Airport Technology Management. In Emerging Dimensions of Technology Management (pp. 105-119). Springer, India.

Mumbower, S., Garrow, L.A. and Newman, J.P., 2015. Investigating airline customers’ premium coach seat purchases and implications for optimal pricing strategies. Transportation Research Part A: Policy and Practice, 73, pp.53-69.

Murphy, P.E., Öberseder, M. and Laczniak, G.R., 2013. Corporate societal responsibility in marketing: normatively broadening the concept. AMS review, 3(2), pp.86-102.

O’Connell, J.F. and Williams, G., 2016. Ancillary revenues: The new trend in strategic airline marketing. In Air Transport in the 21st Century (pp. 195-220). Routledge.

Ray Gehani, R., 2013. Innovative strategic leader transforming from a low-cost strategy to product differentiation strategy. Journal of technology management & innovation, 8(2), pp.144-155.

Redpath, N., O’Connell, J.F. and Warnock-Smith, D., 2017. The strategic impact of airline group diversification: The cases of Emirates and Lufthansa. Journal of Air Transport Management, 64, pp.121-138.

Selçuk, O., 2013. Turkish Airlines: Turkey’s soft power tool in the Middle East. Akademik Ortado?u, 7(2), pp.175-199.

Spann, M., Fischer, M. and Tellis, G.J., 2014. Skimming or penetration? Strategic dynamic pricing for new products. Marketing Science, 34(2), pp.235-249.

Squalli, J., 2014. Airline passenger traffic openness and the performance of Emirates Airline. The Quarterly Review of Economics and Finance, 54(1), pp.138-145.

Terblanche, N.S., 2015. Customers’ perceived benefits of a frequent-flyer program. Journal of Travel & Tourism Marketing, 32(3), pp.199-210.

Thomas, B., 2015. Impact of e-commerce in the popularity of differential pricing-Special Reference to Airfare. Pesquisa (ISSN-2455-0736), pp.73-81.

Toledo, H., 2013. The political economy of emiratization in the UAE. Journal of Economic Studies, 40(1), pp.39-53.

Tsui, W.H.K., Balli, H.O., Gilbey, A. and Gow, H., 2014. Operational efficiency of Asia–Pacific airports. Journal of Air Transport Management, 40, pp.16-24.

Urde, M., Baumgarth, C. and Merrilees, B., 2013. Brand orientation and market orientation—From alternatives to synergy. Journal of Business Research, 66(1), pp.13-20.