Executive summary 2
Introduction 3
Brand image of Lufthansa 6
Turkish Airlines brand image and reputation 18
Viral campaign from Miles and Smiles reward program 19
The viral advertisement campaign of KLM Airlines 22
Viral Christmas campaign of WestJet 24
References 26
Appendix A 28
Executive summary
The purpose of this research is to investigate The Deutsche Lufthansa AG Company and how it can enhance its brand image by using the social media marketing. The case study is conducted based on the analysis of social media users of Lufthansa Company and the extent of popularity of airline companies on different social media networks. Furthermore, the research will investigate the brand image of Lufthansa Airlines based on customer perception according to service and reputation of the company. The paper will take a customer review from Skytrax website taking into consideration just negative feedback. The time period will take place from in the time of the crisis starting from 2009 until 2016(Cento, 2009). Based on analysis of customer review it was found, that customers are mainly not satisfied with staff service that negatively reflected on perception of brand and reputation. The case study will also carry out how other airline companies build their brand image by using a particular example of Turkish Airlines and British Airways in order to make comparison with Lufthansa Airlines.Moreover, the research will identify the best examples of viral marketing strategies of famous airlines such as Turkish Airlines, The Royal Dutch Airlines KLM and WestJet.
The Aim and Objectives
The aim of this paper is to investigate how can The Deutsche Lufthansa AG use social media marketing in order to enhance its brand image? The objectives are the following: to analyze the target market of Lufthansa airlines. To analyze the brand image of the company and to analyze other companies’ social media marketing strategy.
Introduction
The Deutsche Lufthansa AG is an airline company with operations around the world. The Group works in five business areas, which give portability and services to carriers. The area are Passenger airline group, IT services,Catering and Logistics, as well as MRO. The Deutsche Lufthansa incorporates more 450 subsidiaries and related companies. The picture below demostrates the flight frequences to different destenations around the world (Lufthansa, 2009).
Source: (Lufthansa, 2009)
The picture presented above was done by The Deutsche Lufthansa AG group and represents social media distribution among the customers of Lufthansa company and some general information about airlines’ social media. The data gives information about how many active users does official Facebook page of Lufthansa has, how many tweets customers do per day, how many airlines are using Twitter, the percentage of Lufthansa’s LinkedIn users, as well as the frequency of YouTube video uploads and general facts about Lufthansa social media users (Group, 2012).
Source: (Bühler, Lauritzen, & Bick, 2014)
The pie chart above identifies the corporate online networking profiles distribution among thewell-known European Airlines. Nine carrier contenders were chosen out of theten that utilized official Facebook account. Both KLM and Air France are astoundingly entrenched on Facebook. Airline carriers trigger client posts between 60-340 posts for consistently with the exception of British Airlines routes that is one of the airlines that does not allow customers to make posts on its Facebook page. Clarification behind this might be that the marketing group of British Airways manages the Facebook page all alone, while for example at KLM, a whole promoting group is tending to all internet organizing relationship with a 24 hour(Bühler et al., 2014).
Brand image of Lufthansa
The seven brand approach identifies a diverse perception of the brand and also demonstrates the consumer-brand relationship. The given approach assists in deeper understanding of each step, its strengths and weaknesses to company’s brand image.
The economic approach is a perception of brand as a classic marketing mix including product price , place and promotion.
The identity approach is a correlating brand to corporate identity
The consumer based brand- is how the customer perceive the brand (Comparing Turkish Airlines: they are using a consumer based approach by advertising Messi, Cobe Bryant, because people like those celebrities so their approach is based on what market like).
The personality approach-the humanization of brand of the company
The relational approach – perceiving the brand as healhty partner
The community approach - perception of brand as beneficial point for society(social interaction)
The cultural approach-
Economic approach:
Lufthansa:
Product: Lufthansa operates a strong network of 352 destinations in 93 countries Moreover, a partnership with more than 15 airlines assisted Lufthansa in providing 894 destinations in 129 countries with guaranteed punctuality of 82% (Broda, Damer, & Keawsuwan, n.d.).
Price:Lufthansa’s prices according its service is considered as medium cost airlines. Low cost airlines made an effort to overtake Lufthansa’s market (Reference).
Place:Both Lufthansa and Turkish Airlines have solid IT framework, making web entries to increase direct access to clients without the utilization of intermediary channels. The differentiation point in here is that Lufthansa has two online portals for clients: one for Individuals and another for corporate clients. The official websites and call centers allows customer to book or change the ticket anytime 24/7 (Broda et al., n.d.).
Promotion: Lufthansa’s recent advertising strategy became more forceful and proactive. Lufthansa is trying to contact its clients via email, phone calls and direct mails. Furthermore, Lufthansa has as of late entered a promoting association with Deutsche Bank permitting both organizations to offer alternate's administrations as rewards and so on(Broda et al., n.d.).
Turkish Airlines:
Product:Lately, Turkish Airlines had accomplished 12% of operating profit growth and increased its sales profit by 15%. Moreover, Turkish airlines has 79% of international flights and 21% of domestic. Furthermore, founded by Turkish Airlines AnadoluJet budget subsidiary transports its passengers to more than 119 destinations(“Case summaries,” 2015).
Price:Turkish Airlines provides 25% of discount for the disabled clients. Furthermore, Turkish airlines offers youth discounts for international flight andfor children under 2 years old.
http://investor.turkishairlines.com/en/announcements/disclosures/detail/16-02-2016-public-disclosures
Place:Likewise Lufthansa, Turkish Airlines is using official website, call center and sales offices as a distribution channel.Moreover, the company uses UATP ( Universal Air Travel Plan) cards in order to lower distribution costreference ofcial site.
Promotion:
Having a partnership with Universal Music Group, Turkish Airlines gives opportunity to widen customer's music perspective on board.
Furthermore, Turkish Airlines has a long and rich history of printing promotion. A photo challenge was held where travelers could submit photographs of the carrier's destinations and the winner with the most creative and artistic photos won the price. The challenge was held in conjunction with FIAP, The InternationalLeague of Photographic Art(Lundstrom, 2015).
Identity approach
Turkish Airlines:
In order to analyze corporate identity it is crucial to spectate a few elements such as a logo, moto. The logo of Turkish Airlines represents the red globe with the wild flying goose on the top that embodies a true traveler who wants to explore new destinations. Furthermore, Turkish airline is positioning itself as a truly strong competitor on a global market. Therefore, its motto " Globally yours" emphasizes the rapid improvement of the company.
Lufthansa:
Lufthansa:
Flights with “new Germanwings” provide diverse package services across the Economy-Class fares ranging from the 33 EUR (Basic) and the 53 EUR (Smart) to the 199 EUR (Best). Thus, all passengers booking for Best fare enjoy use of the lounges. Also, the Miles & More customers have even more benefits having access to Lufthansa and the Lufthansa partner lounges across the Europe. (Lufthansa, 2013).
Consumer based approach:
Lufthansa:
In the future, the airlines will therefore offer their services on a more flexible and modular basis, with individualized price options and ancillary services. The previously announced group-wide new Economy Class fare concept on European flights, to be introduced by Summer 2015, will enable the passenger to select their desired services, with such fare options as, “Light”, “Classic” and “Flex”. Based on the principle “you only pay for the services you want”, these branded fares will offer a variety of options. More customized services will better reflect customers’ preferences (Lufthansa, 2016a).
Turkish Airlines:
Expectation of Customers; Customer expectation is defined as customer’s want or desire i.e., what the customer feel the provider of the service should present rather thanwhat they would offer (Parasuraman et al., 1988). As per Parasuraman, Berry, and Zeithaml (1991), the provider of the services must recognize the needs of the customers for them to meet the expectation and thus high satisfaction by customers is achieved during experience in the services. Customers expectation managing is a subject that is very important to enable the satisfaction of customers (Hsieh et al., 2011; Coye, 2004). The expectation act as major determinant of quality evaluation and satisfaction of the customers service ( O’Connor et al., 2000; Van Pham & Simpson, 2006). Within this point, “customers voice” should be considered during the process of designing and after services are delivered, the provider of services should check how well have the expectations of the customers been met (Pakdil & Aydın, 2007). For airline industry that is highly competitive the managers have to findways of making services they are offering to stand out from the others. For this to be achieved, managers should understand the needs of their customers and then work on meeting or exceeding those needs (Nadiri et al., 2008) . If the quality of the service has to be enhanced, it has to be reliably measured and assessed. As per the model of SERVQUAL (Parasuraman et al., 1988), quality of service may be measured through identifying gaps between expectation of the customer for the service and their actual service performance perceptions. There are five service quality dimensions which are bases of SERVQUAL (Parasuraman et al., 1988). For this study, the dimensions are assurance, flight pattern, reliability, facilities, customization, employees and responsiveness.
The personality approach:
Lufthansa:
As of 1 September 2015, the Lufthansa Group airlines therefore, included a surcharge, the “Distribution Cost Charge” (DCC) of EUR 16 for every ticket issued by a booking channel using GDS. The new charge was added to flight tickets purchased using own booking channels. This predominately includes the airlines’ websites (www.LH.com, www.swiss.com,www.austrian.com, www.brusselsairlines.com), as well as, the service center and ticket counter at the airports. Travel agencies enabled the booking tickets without the DCC, using the online portal at www.LHGroup-agent.com. Furthermore, corporate customers are able to book their individually negotiated contract rates excluding the DCC at www.LH.com. Customers of Lufthansa Group Airlines can of course count on continued fare transparency. The display of the ticket will always show the final fare (Lufhansa Group, 2016a).
Turkish:
The growth of the social channels together with the social users sometimes is challage to organizations as they find it hard to the pace with conversation. This is true especially for the organizations that are large which have various groups of customers being served by different channels. The Turkish Airline had been faced this reality with its team of 10 interactive marketers who are strong having a daunting task in administering a number of the social channels all over the global. For instance, apart from the airlines facebook page which is main having 2.2 million of fans, it has other 20 facebook accounts that are local for interacting with the local fans allover the global, the company’s interactive communicative marketing manager, Neset Derell, explains. Away from that, the airline is active in other channels such as LinkedIn, Twitter as well as FourSquare. Additionally, the YouTube videos have been viewed by more than a million times. The leaders of the airline business wanted to ensure brand was utilizing to the maximum each of the channels using a number of accounts. Derell stressed that, it is very important to connect to fans as well as keep them informed of their brand, what they are doung, as well as the services they offer. However, the customers may easily be bored, thus a challage to organizations to retain the attention of customers for long. The companies that are fowerd-thinking have realized in order for them to retain engagement that is successful for long time they have to serve interesting content to customers which ate relevant. Therefore it was important for the airline to get to different audiences and give them the contente that related to them. An example of 4th July is used by Derell while its important holiday within U.S., content that are related would not be fitting if used for other markets. Likewise, a number of related promotions for Germany are only relevant for that market, Thus, its significant having focus that are local as he noted. While airline was determined in delivering content that were locally relevant in their social channels, the leaders of business were aware of the a number of channels needed in connecting with the locals, offering the experience and image of the brand to customers all over the world, while maintaining relation to specific markets. As this is not an easy undertaking, the airline is using the Sprinklr for being more effective as well as making sure it consistently online across over 30 channels of social media. Its noted by Derell that each post is analyzed byTurkish Airline to find out their impact, to an extent of comparing them for different countries. The process have allowed brand in being successful as well as address the failures. Giving fan element to the social channel. In addition, the airline understood importance of fun element being introduced in the experience of social media. For instance, the facebook account of the airline asked its over 2.2 million followers howmany elephants from Africa would be equivalent to a plane when fully loaqded. The reply is 38.
Derell notes that it is a way of engagint the customers. Proof that messages like that work is in numbers – question was sared over 312 times, liked over 3,600 times and had nearly 300 comments. Derell gives a view that the social media channels should not be used only for interactions only. Instead, they have a role of improving the services to the customers. The airline is quick in responding to customers questions regarding the company. Further, the airline acts on comments of the customers. Derell uses an example of passage who had complained about temperature on plane to an attendanct, onry to be informed she was not in a position to do any thing concerning the complain. Since plane was having inflight wifi, passage complained on the facebook. The airline contacted the plane pilot asking if there was a way the temperature could be changed, there was, and flight attendant went to the passage informing him the matter was being dealt with. This engagements which are realtime are very important in this age of quick communication. Derell explains that the channels are different than using emails. The customers have been used to getting information as well as reply quickly expecting the brand to respond to their questions immediately. Also the tone need to be right. The airline is very good at offering precise and short answers.
Community approach:
Lufthansa:
Protecting environment and caring about sustainability is part of Lufthansa’s ethical business conduct. Lufthansa is a part of the UN Global Compact as well as the International Chamber of Commerce for the sustainable development. From 1991 to 2010 the airline company worked hard on decreasing fuel consumption and emission by 32.2%. Lufthansa is also aiming to decrease the amount of CO2per passenger by 25%. Furthermore, Lufthansa is investing in various scientific projects such as CARIBIC and IAGOS that provides atmospheric research. Moreover, Lufthansa founded HelpAlliance, a philanthropic project that supports with aid 25 countries (People, Partners, & Presence, n.d.).
Turkish Airlines:
Starting from 2008, Turkish Airlines along with IATA Green Team implemented Fuel Efficiency program that's is aimed to reduce the carbon emission. This program was evolved from few steps such as Smart operational optimization which involves aircraft's weight and speed control, watering system, engineering optimization and other. What’s more, Turkish Airlines is also making huge investments in social responsibility part. Having an agreement with the Red Cross and the Rescue Accosiotion, airline company invests a lot of money and effort in the educational sphere, blood donation, supporting aid for disasters that can occur anywhere in the world, as well as supporting poor urban places. It is worthwhile to consider, that Turkish Airlines in 2012 set the campaign of planting a tree per each child who travels with Turkish Airlines. By this company aims to improve sustainability in a fun way for the travelers(Turkish Airlines, 2015).
Cultural Approach:
Lufthansa:
The “Valuebased steering”, “Constantly improving efficiency” and “Culture and leadership” fields of action form the overarching framework for developing the Group. “Customer centricity and quality focus”, “New concepts for growth” and “Innovation and digitalisation” relate primarily to segmentspecific projects. The “Effective and lean organisation” field of action is intended to ensure an optimal structure and appropriate governance for the entire Lufthansa Group. In addition, the segments have, in some cases, adopted individual efficiency and costcutting programmes, which they are implement ing alongside the activities that form part of “7to1 – Our Way Forward. (Lufthansa Group, 2016).
Turkish airlines:
The Turkish Airlines Brand Culture creates a journey privileged experience with the brand identity that combines hospitality together with warmth for its local culture using an innovative and dynamism approach that is shown in all the points of contacts with the customers. He goes on to say that this definition tend to be good example for the brand positioning as well as how brand culture heritage is also effectuated. The airline reflect the culture of Turky to the guests through presenting traditional value in Turkish culture like; friendliness, being hopefull, hospitality and presenting concerned and a thoughtful attitude. When rhere is relating by the customers on country’s cultural values with brand, these values came out reach in cultural heritage, friendliness, hospitality, trustworthiness, intimacy, being global and quickly. The culture of the brand is among important airline’s success elements. The airline was selected as the best European airline company in the year 2012 and the culture of the brand has greater contribution to the award. The culture of the brand stand out and has effects that are on Turkish authenticitu and the airline is a balances world wide guest presentation. With these brand aspects, it has strength for deferentiating the airline brand from that of the competitors.
Relational Aproach:
Lufthansa:
Lufthansa group established itself as one of the leading airlines through its use of a potent multi-brand strategy. Employees will be experiencing this strategy with full self-awareness in the Lufthansa brand academy where the Lufthansa group’s collective brand knowledge, concentrated on 900 sqm, is on to the employees. The heart of the design: the 360° Tower Projection. The extraordinary spatial experience of being inside the reproduction of an air traffic control tower is combined with a media-based interactive 360° presentation and makes for a lasting impression. Lufthansa’s guiding principles are presented in five sections – orientation, values, target groups, history, strategies, and sense of responsibility – as part of a unified training module based on a psychology-informed educational concept. In future years up to 25,000 employees and executives from 160 nations will receive their training here (Dan Pearl, 2016).
Turkish:
Let us focus on how 5the Turkish Airlines opted to engage its customers and raise brand awareness via the platforms of the social medias that are cost-effective. The choice channel in this very case was live video streaming mobile application periscope where the users may post live streaming videos of whatever they are currently doing.
Whenever every brand tries to makesure an effective rate of response on Twitter and Facebook, the real time involvement through Periscope used to be an opportunity never to be missed. This is as genuine like any brand would get in any interaction and engagement. Many brands have not yet embraced it as well as Turkish airlines indeed was the very first airline company thaty took advantage for this market that is unsaturarted and increased their brand awareness. These content is very essential and at this point is where they indeed nailed it, as the first flight live broadcast giving sneak preview conserning their crew work style as well as never seen before scenes in any journey flight. The Turkish Airlines announced on their own Twitter page four days before their live broadcast that wasnfollowed by a single reminder every day.The Periscope tweets were well promoted.
These broadcasting followed the crews journey from the time of their preparation before even boarding to how they enjoyed latter in the day in N.Y City at the Times Square-this was a journey from Istanbul all the way to New York. The viewers enjoyed a live broadcast of cockpit, the flight lounges as well as in flight crew services through the Turkish Airlines Wi-Fi on board sytem. They made sure there was a constant interaction and good comminacations with fans by being able to respond to all request as well as conducting a Q&A sessions.
Turkish Airlines brand image and reputation
In 2010 Turkish Airlines signed a sponsorship with Euroleague Basketball and based on contract requirements, the name Euroleague Basketball was changed to "Turkish Airlines Euroleague Basketball". The sponsorship has its advantages such as Euroleague Basketball's social responsibility program. One of the projects of Euroleague was to motivate people to choose healthy lifestyles and sport. Being a partner, Turkish Airlines played a dynamic role in order to enhance the promotion of healthy life style and motivation to do sport (Günerergin, Günay, Çelikdemir, & Sağnak, 2014).
Furthermore, Turkish Airlines decided to go further and signed contract with famous basketball player Kobe Bryant who waso was recorded as number 14 on Forbes' journal as one of 100 most esteemed and nobel celebrity and Danish tennis player Caroline Wozniacki (Küçükerdoğan, 2011).
British Airways routes made an easy connection between London and New York by utilizing Tweeter and the web page called Metrowin (Kalpaklioglu & Toros, 2011). The web site gives tourists helpful advices on which places to visit, where is better to stay and where tourists can have a proper and affordable meal. Moreover, Turkish Airlines as well as the Pegasus Airlines is using Twitter in its full extent. The Airline carriers putting on a popular social media all information about sales promotions, innovations, destinations and upcoming events (Odabasi, 2009).
Viral campaign from Miles and Smiles reward program
Furthermore, Turkish Airlines' frequent reward program Miles and Smiles in April of 2011th created a viral promotional video that gathered more than 50,000 viewers in less than 24 hours. The story is laid upon one young man from Turkey who travelled to 14 countries, asking locals to say special words in Turkish language. After when all the recordings were done, the young man montaged the marriage proposal video mentioning that Miles and Smiles helped him to realize the flight to all these countries (Kurultay, 2012).
As Turkish Airlines we increased our sales by 26% over the previous year to TL 14.9 billion and gross operating profit by 192% to TL 1,048 million. Our net profit, which amounted to TL 18.5 million in 2011, reached TL 1,133 million in 2012. Along with the financial data itself, the basic indicators of the aviation industry confirm our successful performance in 2012. Our passenger number in 2011 of 32,650 thousand, rose by 19.6% to 39,045 thousand people. IATA’s forecast for the 2012 increase was at around 5.3%. Turkish Airlines ranked third among AEA members on this performance. In 2012, compared to the previous year, available seat kilometer (ASK) rose by 18.4% to 96,124 million (Turkish Airlines, 2011; 2012).
Social Cognitive Theory
The Social Cognitive Theory explains the behavoiur in the terms of triadic reciprocality (the reciprocal determinist) where behavior, cognitive as well as other interpersonal features, anf the environmental events operates all as the interacting determinants for each other. Contrary to the other preceeding theoretical models, the SCT explicitly identifies that a behavior is not just determined by the intrinsic factors, and that an individual tend to be a product of their own environment, although s/he has models and Theoris in the social marketing that influences what they does, their individual characteristics, the manner in which they respond towards an environment, as well as what their actual environment is. Any change among these 3 factors are always hypothesized to cause changes to the others. A key SCT concept is the environmental variable: The observational learning. Contrary to the previous behavior theories , the SCT looks at the environment just as not one pushing and reinforcing behaviours, but provides also a mulieu in which one may watch actions of the others as well as learn about consequences of such behaviours. The processes that are governing the observational ;earning does include:
Attentional: to gain and maintain attention
Retention: to be remembered
Production: to reproduce the behaviors that are seen
Motivational: to be stimulated to generate the behavior. Additional core components for SCT include:
The Self-efficacy: judgment of a persons capability to carry out a definite performance level.
The Outcome expectation: judgment of probable consequence that such a behavior will bring forth. Models and Theories in the social marketing.
The Outcome expectancies: valuethat is placed on consequences of a behavior.
The emotional coping reaction: strategies used in dealing with the emotional stimuli inclusive of psychological defenses (repression, denial), cognitive techniques like problem restructuring, as well as stress management.
The enactive learning: the learning from consequences of a persons actions (against the observational learning).
The rule learning: regulating and creating a behavioral patterns, mainly achieved via vicarious processes as well as capabilities (against direct experience). shouting
The Self-regulatory capability: most of the behavior is regulated and motivated by the internal standards and the self-evaluative responses towards their personal actions. The SCT is looked into as among the most comprehensive effort in order to explain the human behavior(Baranowski, Perry & Parcel, 1997).
It does focus on the reciprocal selfefficacy and determinism( the latter, like we have already seen, it has been embraced by the other models of theoriticals) provides the social marketers with a stable theoretical base for launching the environmental intervention, which complement the individually focused persons like with a Team Nutriation program for the 4th graders (Lefebvre, Olander & Levine, 1999).
A very key finding for this research was that there were different number of channels that SCT uses to remind the program planners in assessing the perception of audience of the capability to perform in relevance to the desired bahaviour , anticipated consequences for that action, as well as a value that they put in that consequence. This theory underlies many attempts in modeling new behaviours for their audience, as well as that retention, attention as wel as motivational processes all must be tackled for an effective learning as well as performance for a new behavior.
The viral advertisement campaign of KLM Airlines
The Royal Dutch Airlines KLM is effectively benefiting from online networking in various routes for their promoting. KLM came with a great idea to have their motto 'Happy to help' with a hashtag ahead, which plans to pull in individuals in social media they are attempting to endeavor to help their customers and discover an answer in social networking.,The airline set up KLM center of Amsterdam's Schiphol air terminal where their workers screen online networking in order to help customers with any problems that they may have during their trip.
Moreover, KLM used Foursquare that allowed airline’s staff to track Geo-location of customer and then went to various social media such as Facebook, Twitter and LinkedIn in order to gather information about each customer. After the information was gathered, KLM Surprise Team prepared special gifts for each customer according their preferences that were found out in social medias (Hudson & Thal, 2013). For instance, workers of KLM found out the passenger named Linda Bomhof who was interested in sports and was going to Rome for the weekend. Therefore, innovative team of KLM decided to surprise her with a Nike Plus strap. In several weeks The Royal Dutch Airlines KLM with the help of social medias distributed many gifts and made customers a nice surprise, meanwhile gathering 469,133 thousand views on their official YouTube channel(KLM, KLM Surprise, 2010).
In 2012 KLM Airline created promotion video that went viral and gathered more than 21 million views (KLM, 2014). The video was about specially trained dog that helped KLM passengers to find their lost items and thereby created positive and attentive image for the company (Pihonen-Randla, 2015).
Furthermore, the user named siyu313 left a comment on the lack of black or brown people in the Surprise campaign video to which KLM had an immediate response that they value all the passengers, and there cannot be a gender, race, age, lifestyle or religion based discrimination. KLM team thanked the user for his comment and asked sorry that he had this feeling towards the video(KLM, KLM Surprise, 2010).
Viral Christmas campaign of WestJet
Another successful campaign was introduced by Canadian airline, WestJet. The story behind this was about virtual Santa Claus who listened for 250 passenger’s wishes on what they want to get for Christmas. After when all the 250 travelers made their wishes and headed completely unaware to their gates, WestJet workers headed for shopping in order to be ready by the time when all 250 travelers will reach four hours destination in order to surprise them with the presents that they wished before (Avery, 2015).
The video went viral across the world and gathered more than 44 million viewers and more than 212 thousands likes on YouTube. Furthermore, more 14 thousands people left their comments(WesJet, 2013).
Conclusion and Recommendation
In view of the analysis, the social media marketing at the airlines has had a great impact. That is considering the media’s ability to easily pass information across the various target segments as well as its cost efficiency. Further, the analysis has demosnstrated effective application of the brand strategies across the airline industry considering the great impact that the digital media has brought to the industry. In that respect, the recommendation is for the business to focus more on segmenting its market. That would allow for better value delivery regarding the customer needs and expectations; a quality that seems to lack given the approach that have offered the various segments access to more value services, hence dimininishing the value of the differentiation aspect.
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Appendix A
Appendix A will demonstrate customer reviews about The Deutsche Lufthansa service, food quality, aircraft and their experience in general during the flight. Appendix A will assist in understanding customer’s perception of the brand image of Lufthansa airlines
In view of the above data, it is clear that people comment on similar aspects of the two airlines operations and service deliverrry. However, few people comment on Turkish Airlines legroom than that of Lufthansa.
Source: (Turkish Ailines, 2014a).
Source; (WanderBat, 2016).
In view of the customers and the expert reviews in wanderbat, it is clear that Turkish Airlines has better rating by both the experts and the customers.
