Quiz On Developing Price Strategies and Programs Name: Section: Date: Score

BM2101
QUIZ ON DEVELOPING PRICE STRATEGIES AND PROGRAMS
NAME: SECTION: DATE: SCORE:
Air Arabia
Air Arabia took off in 2003 with only two (2) leased Airbus A320 jets. The Sharjah-based airline began
as a startup owned by the government and was the UAE’s third airline. Air Arabia has managed to
establish its position in the regional low-cost carriers (LCC) market. Recently, Air Arabia’s low-cost
rivals, flydubai, and flynas, have adopted what is referred to as the hybrid model, which includes a
range of selected full-service offerings. This switch has positioned Air Arabia as the only entirely low-
cost airline in the Middle East and North Africa region. Air Arabia CEO Adel Abdullah Ali pointed out
in 2013 that his company would always cater to the low-cost market.
Although one might have assumed that the region’s airline market was saturated, the CEO of Air
Arabia insisted that his company was planning to target around 85 percent of potential regional
customers who could not afford normal flying expenses. Starting with short-haul flights to
neighboring countries in the peninsula, Air Arabia quickly gained price leadership in the Middle East
region, becoming the first and largest LCC in the Middle East and North Africa.
Today, the company serves tens of destinations across three (3) continents, with hubs in Morocco,
Egypt, and the UAE, and has earned recognition as the premier LCC in the Middle East. Air Arabia has
recently won two (2) awards at the esteemed Aviation Business Awards 2014.
Air Arabia has utilized the cost-cutting practices characteristic of other LCCs to maintain low costs
and thus deliver competitive fares to customers. How did they succeed in making such remarkable
progress in a little over a decade?
The company made a careful and brave choice of aircraft from the outset—the Airbus A320 combined
comfort (boasting a 32-inch seat pitch) and efficiency (162-passenger capacity). The A320s also
benefitted from larger cabin space and a wider aisle, allowing shorter boarding time and reduced in-
flight congestion. A generous seat width (18 inches) granted the Airbus A320s best legroom offered
by any of its competitors in the LCC market. Finally, using a universal aircraft model lowered their
training expenditure.
Air Arabia currently owns 39 Airbus A320s, with a current order of a further 44. Opting for brand-new
planes has reduced fuel costs and environmental impact. Ali Al Naqbi, founding chairman of the
Middle East Business Aviation Association, confirmed that aircraft demand in the Middle East was
not affected by the uncertainty and instability that the Arab Spring brought in the region between
December 2010 and mid-2012.
The company also prides itself on using pioneering technologies to boost efficiency. In 2012, Air
Arabia smartly equipped its fleet with sharklet technology to reduce emissions by up to 4 percent on
fuel burn. Sharklets are curved fin-like attachments to the wingtips that facilitate higher take-off
weight, significantly reducing overheads. In addition, Air Arabia foresaw the inevitable fluctuations of
fuel prices and dealt with them ahead of time by adopting a fuel hedging strategy to ensure that any
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BM2101
increase in fuel prices would not automatically increase the price of its flight tickets. In other words,
Air Arabia has constantly maintained low prices, thus preserving customer loyalty.
Since its inception in 2003, Air Arabia has made considerable expansion exploiting the gap in the LCC
market and expanding its flights to more exotic destinations. The airline now flies to nearly 100
destinations, from its original base in the Middle East to North Africa, Central Asia, the Indian
subcontinent, and several European cities.
A user-friendly online service has expedited its booking system, reducing airport turnaround time and
keeping planes in the air. In 2012, the airline had an average flying time per aircraft of 14 hours per
day and an impressive seat load factor of 82 percent—one of the highest figures in the industry. That
year it upgraded its online presence with a cutting-edge mobile Website that provided travel
information on the move.
As confirmed by Adel Ali, prices, in general, represent a very important factor when it comes to
booking a flight, which is why he made sure that Air Arabia's prices are on average 40 percent cheaper
than the regular economy fare.
Despite a thrifty “pay-less, fly-more” motto, the business has not lost its human touch. Unlike many
other low-priced airlines, Air Arabia has consistently kept its vision customer-oriented; its crew
members are dedicated and view passengers’ comfort as key to its success. The online message
refers to Air Arabia's ability to serve its customers wherever they are. This message emphasized the
company's three main elements of the value triad: great flying experience, affordable price, and good
customer service. In 2013, the company opened additional sales offices to serve the increasing
demand concentrated in the Middle Eastern and North African markets.
Air Arabia’s business model has consistently put low fares, frequent flights, and safety at the top of
its agenda; such efficacy has earned them high rankings and a good reputation among airline
companies worldwide. Its recent accolades include Skytrax’s World Airline Award for best LCC in
MENA, and the Low-Cost Carrier of the year at the Aviation Business Awards for three consecutive
years. The Air Arabia Group’s CEO was named Airline CEO of the Year twice by Aviation Business. The
company was also rewarded the Airline Business Award at the Airline Strategy Awards 2014,
acknowledging its exceptional offer granting low-cost solutions and high quality travel experience to
passengers.
In the first nine (9) months of 2014, Air Arabia continued its upward progress and achieved a net profit
of $135 million, up by 46 percent compared to the profit reported at the same period in 2013. The
company’s revenues showed an increase of 17 percent compared to the same period the year before.
In the last decade, 40 million customers have chosen to fly with Air Arabia. It was also the first publicly
owned airline company in the Arab world, floating for the first time on the Dubai Stock Market in 2007.
Air Arabia’s top management has recently declared that the company’s fleet is expected to have 55
aircraft by 2015.
The network expansion strategy, the persistent focus on cost control by hedging fuel prices, and the
use of world-leading fleet rates and high load while preserving passengers’ comfort have been the
key factors behind a small profitable airline company like Air Arabia’s success.

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BM2101
Questions (3 items x 10 points):

1. Air Arabia has succeeded in profitably challenging big established airlines companies in the
Middle East and North Africa. Why don’t all other airlines supply the same business model as
Air Arabia?
2. What challenges does Air Arabia face? Do you think the company will maintain its leadership
position in the LCC market in the Middle East and North Africa? What will happen if other
airlines apply the same business model as Air Arabia?
3. If you were an owner of a local airline, what pricing strategy would you apply? Consider the
pandemic situation and the current government protocols being implemented.
Rubric for grading:

CRITERIA PERFORMANCE INDICATORS POINTS
Provided pieces of evidence, supporting
Content 8
details, and factual scenarios
Organization of Expressed the points in a clear and logical
2
Ideas arrangement of ideas in the paragraph
TOTAL 10
References
Kotler, P., & Keller, K. L. (2016). Marketing Management. New York: Pearson Education Limited.

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BM2101

QUIZ ON DEVELOPING PRICE STRATEGIES AND PROGRAMS

NAME: SECTION: DATE: SCORE:

08 Quiz 1 *Property of STI

08 Quiz 1 *Property of STI

Questions (3 items x 10 points):

Rubric for grading:

08 Quiz 1 *Property of STI

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