the Scoot-Away

Internal Strategies

The strategies aimed at potential target segments as well as current ones should be supported by internal planning that tackle the crux of the brand. This will not only boost the effect of the external strategies implemented, it will also directly strengthen the brand image by presenting it in a consistent manner to stakeholders. The brand’s purpose will also be highlighted throughout all operations of the brand.

 

Promotion: 

Social Media Platforms

 

For social media to be effective and prove its utility to a brand, interactions and engagement need to be present. This can only be created if users of the social platforms willingly take part and see themselves as co-generators of content. Another factor paramount to the success of social media as an outreach tool, is the frequency of updates on the respective platforms.

 

As part of Scoot’s strategy to increase customer loyalty, it currently has a Facebook and Twitter page, as well as a Youtube channel and a blog hosted on Wordpress. However, out of the 4 platforms mentioned, only the Facebook page is frequently updated to an extent sufficient to capture and retain active conversations within the site. The other 3 platforms, take for example the blog, had its last content push more than 2 weeks ago.

 

To maximize brand exposure and awareness to those that have yet to come into contact with the brand, being on multiple platforms may be a possible solution. However, the team finds it more impactful to focus on quality instead of quantity – Continue the regular maintenance of the Facebook Page and remove the Twitter site, Youtube channel and blog completely. This move will not dissipate customers on the removed platforms; instead, boosting its Facebook page would in fact create a pull factor to entice those same customers to hop over and join the larger community on Facebook. This is where the external strategy #JioYourFriends can come in. The concept, when run in parallel, can generate the hype and engagement within the Facebook page without needing the page administrators to constantly push information about the brand. There will also be a sense of excitement revolving around each related post, causing return viewership to the page to increase and improve significantly.

 

 

People:

Employees

 

An important focus in the airline industry is the service personnel. In the consumers’ perspective, long-haul flights are only bearable if the on-board experience is minimally grueling. Via its flight staff can Scoot prove to be of a different standard with other low-cost carriers, and sieve out a pool of delighted passengers from those who feel that the services provided can still be improved.

 

This strategy works towards the current Scoot crew to not just adopt, but exuberate Scootitude. Scoot needs to separate satisficers from the lot of services they provide. They need to understand the “must haves”, “can have” and “would be good to have” services passengers would like to experience when on-board the plane.

 

On top of basic crew training, regular etiquette and service course should be drilled down to the specifics when being conveyed to each crew member. Emphasis on increasing service standards to meet expectations should be made. Taking these few additional steps would delight different customer segments regardless of their needs because no passenger would rather a dull and forgettable flight experience.

 

Growth Strategies & Extensions

Putting together all the research the team has done so far, it can be inferred that Scoot’s brand meaning, though present, is not strong, among consumers. It is not a first-choice brand when compared with its competitors. Therefore, for the bulk of consumers who are value-seekers, a price-point comparison does not serve Scoot well because its long-haul offerings make the low-cost carrier seem expensive. However, if strategies moving forward seek to alter Scoot’s placement in a different frame of reference – low-cost carrier for long-haul flights, it will level the playing field for Scoot and other budget carriers.

 

The team suggests a one-step-at-a-time strategy to not just have Scoot experience a growth spurt, but one that is sustainable in the long term. Once Scoot has strengthened the brand meaning after implementing both the external and internal strategies, it can proceed to introduce more flight routes and expand its services, both pre-flight and during flight. Scoot can also consider to introduce product extensions such as providing accommodation or land packages that come together with the flight tickets. This will tie in with their goal of being destination-focused instead of journey focused. Completing the circle would be a post-trip event, whereby passengers can opt in for particular feedback-generating activities, to provide Scoot with valuable comments and areas for improvement, and be incentivized to Fly Scoot again.