Table of Contents

1. INTRODUCTION......................................................................................................4
1.1 Purpose of the project...........................................................................................................................
1.2 Scope and Approach for Developing the Marketing Plan....................................................................
1.3 Role of Team involvement in the project.............................................................................................
2. Market Research and Analysis.....................................................................................6
2.1 Industry Overview: Global Airline Market Trends and Growth Factors..............................................
2.2 Target Market, Customer Segmentation and Profiles..............................................11
2.3 Competitor Analysis: Comparison with Leading Airlines in the Market.............................................
2.4 Market Trends and Opportunities: Key Opportunities for Differentiation...........................................
3 Branding Strategy:......................................................................................................18
3.1 Brand Positioning: Defining the Brand’s Unique Identity in the Marketplace....................................
3.2 Brand Values & Personality: How the Airline’s Values Align with Customer Needs
..............................................................................................................................................................
3.3 Brand Message: Crafting the Communication Strategy Brand Messaging..........................................
4 Pricing Strategy..........................................................................................................22
4.1 Pricing Models: Evaluation of Various Pricing Approaches (Dynamic, Tiered,
Value- Based).......................................................................................................................................
4.2 Pricing Tiers: Economy, Business, and First-class Pricing..................................................................
4.3 Discounts and Loyalty Programs: Customer Retention and Attraction................................................
5 Distribution Strategy...................................................................................................25
5.1 Distribution Channels: Direct (Website, App) and Indirect (Travel Agencies)...................................
5.2 Digital Distribution: Use of Technology for Easier Access to Flight Bookings..................................
5.3 Partnerships and Alliances: Collaborations with Third-party Platforms or Other
Airlines.................................................................................................................................................
6 Integrated Marketing Strategy....................................................................................30
6.1 Alignment of Branding, Pricing, and Distribution: Ensuring Consistency across
Strategies...............................................................................................................................................
6.2 Communication Plan: How All Elements Work Together to Promote the Airline..............................
7 Implementation Plan...................................................................................................34
7.1 Timeline: Key Milestones and Deadlines for Executing the Marketing Plan......................................
7.2 Risk Management: Contingency Plans and Risk Mitigation................................................................
8 Conclusion..................................................................................................................37
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 8.1 Summary of Marketing Plan Key Points..............................................................................................
8.2 Strategic Recommendations for Future Development..........................................................................
A. Appendices.................................................................................................................38
Market Research Data, Competitor Analysis, Pricing Models...................................................................
Additional Materials Like Survey Results, Financial Spreadsheets, and Campaign,
Mockups................................................................................................................................................
References.......................................................................................................................................................

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List of table
Table 1 General overview for Fly Jinnah....................................................................................................................................
Table 2 Destination of Fly Jinnah...............................................................................................................................................
Table 3 Swot Analysis for Fly Jinnah.........................................................................................................................................
Table 4 Market segmentation for Fly Jinnah...............................................................................................................................
Table 5 Competitor Analysis.......................................................................................................................................................
Table 6 Pricing tiers....................................................................................................................................................................
Table 7Direct Channels of FLy jinnah........................................................................................................................................
Table 8 Indirect distribution of Fly Jinnah..................................................................................................................................
Table 9Digital Distribution.........................................................................................................................................................
Table 10 phase 1 of marketing plan............................................................................................................................................
Table 11 phase 2 of marketing plan............................................................................................................................................
Table 12 phase 3 of marketing plan..........................................................................................................................................
Table 13 phase 4 of marketing plan............................................................................................................................................

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1. INTRODUCTION
1.1 Purpose of the project

We've undertaken this project to create a detailed marketing plan for Fly Jinnah, one
of Pakistan's fastest-growing private airlines. The aviation sector is always
changing, and airlines need smart, adaptive marketing strategies to stand out.
Through this initiative, we want to explore how Fly Jinnah can strengthen its brand
identity, refine its pricing models, boost customer engagement, and expand its
market reach.

This project gives us hands-on experience with the real marketing challenges
airlines face today. It also lets us put our classroom knowledge into practice. By
doing market research, studying traveler preferences, and evaluating competitors,
we aim to develop practical strategies that can help Fly Jinnah grow its domestic
network and explore new international opportunities. Our key focus is to design a
marketing approach that increases Fly Jinnah's market share, enhances passenger
experiences, and optimizes business performance.

Ultimately, this plan won't just benefit Fly Jinnah—it'll also deepen our
understanding of how marketing theory works in the dynamic aviation industry.
We're excited to tackle this challenge and contribute meaningful insights that could
shape the airline's future success.

1.2 Scope and Approach for Developing the Marketing Plan

This marketing plan will address all critical aspects of airline marketing to
strengthen Fly Jinnah's market position, including:

Market Research to evaluate Fly Jinnah's current standing in Pakistan's aviation sector
Competitor Benchmarking to assess performance against rivals like AirSial, PIA,
and international carriers
Brand Strategy to refine the airline's identity and build stronger customer connections
Target Audience Analysis to identify and understand key traveler segments
Revenue Management to develop dynamic pricing and distribution approaches
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Service Enhancements to elevate the overall passenger journey

1.3 Role of Team involvement in the project

Since this is a group project, we have divided the work among our team members to
ensure a thorough and well-researched marketing strategy:

Afzaal (Market Research & Competitor Analysis) Responsible for analyzing

competitors like Airblue and Serene Air, studying market trends, and gathering key
industry insights.

Ch Ali (Branding & Customer Engagement) Focuses on Fly Jinnah’s brand

identity, communication strategy, and enhancing customer loyalty through
engagement initiatives.

Ali Hassan (Pricing & Marketing Strategy) Develops competitive pricing models,
promotional campaigns, and data-driven marketing approaches to attract different
customer segments.

Each member will contribute their research and insights to create a practical, results-
driven marketing plan. Through this project, we aim to apply our academic
knowledge to real-world airline marketing and gain hands-on experience in aviation
business strategy.

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2. Market Research and Analysis

2.1 Industry Overview: Global Airline Market Trends and Growth Factors

As per IATA statistics, the aviation market in Pakistan is displaying resilience with a
forecasted yearly growth rate of 4.7% in the next decade, which can reach 39 million
passengers in 2035. The World Bank indicates that air transport passengers in
Pakistan have grown by around 5.2% every year in recent years, amid economic
difficulties.

The Civil Aviation Authority of Pakistan annually reports 20.5 million passenger
movements to Pakistani airports during recent years with domestic travel registering
about 45% of that traffic. The World Bank records aviation contributing roughly
0.6% towards the GDP of Pakistan with room for considerable expansion.
2.1.1 Airline Marketing Environment
“The airline marketing environment encompasses all external and internal factors
that influence an airline's ability to effectively market its services and achieve its
business goals.”

The marketing environment of an airline is influenced by diverse internal and

external factors that impact the way airlines function and engage with customers.
External forces are economic conditions, regulatory environments, and social
patterns, such as sustainable travels, which influence consumer spend and behavior.
The competitive environment involves competition between airlines and other forms
of transport, calling for a sophisticated understanding of competitors' actions.
Domestically, such issues as brand image, quality of service, and operational
effectiveness are internal factors that contribute to varying an airline's product.
Moreover, advances in technology, especially digital marketing and mobile
telecommunications technology, have shifted customer interaction and booking
procedures. Through examining those factors, airlines can create custom marketing
approaches that would promote the customers' loyalty and profitability.

2.1.2 Introduction to the Airline Industry and its Market Dynamics

FLY JINNAH AIRLINE

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Fly Jinnah or FJ is a first low-cost carrier (LCC) owned and operated jointly by
Lakson Group of Pakistan and Air Arabia Group of the United Arab Emirates. The
joint venture was announced on 3 September 2021.The airline is based in Karachi
and currently serves five domestic destinations. Iqbal Ali Lakhani is the airline's
current chairman

The airline started domestic flight operations on 31 October 2022, when its first flight
took off from Jinnah International Airport in Karachi and landed at Islamabad
International Airport in Islamabad. In 2024, Fly Jinnah along with Air blue was one
of the contenders interested in acquiring Pakistan's national flag carrier, Pakistan
International Airlines.
International Operations
After completing one year of satisfactory domestic flights in October 2023, Fly
Jinnah has been given permission by the Pakistani government to operate on
international routes. This decision was taken by the Federal Cabinet on the
recommendation of the Ministry of Aviation. Fly Jinnah will now be able to operate
flights to Afghanistan, Bangladesh, Iraq, Malaysia, Oman, Qatar, Saudi Arabia,
Thailand, Turkey and the United Arab Emirates

Table 1
General overview for Fly Jinnah

Category Details

IATA Code 9P
ICAO Code FJL
Founded 3-Sep-21 (3 years)
Commenced
31-Oct-22 (2 years)
Operations

Jinnah International Airport (Karachi), Islamabad

Operating Bases International Airport, Allama Iqbal International
Airport (Lahore)

Frequent-Flyer
Air Rewards
Program
Fleet Size 6 aircraft

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Destinations 11
Air Arabia
Parent Company
Lakson Group (Karachi, Sindh, Pakistan)
Chairman Iqbal Ali Lakhani
Headquarters Karachi, Sindh, Pakistan
Website www.flyjinnah.com

Table 2
Destination of Fly Jinnah

Country City Airport Notes

Bahrain Manama Bahrain International Airport —

Soon to be
Bangladesh Dhaka Hazrat Shah Jalal International Airport
started
Oman Muscat Muscat International Airport —

Pakistan Islamabad Islamabad International Airport Base

Pakistan Karachi Jinnah International Airport Hub

Pakistan Lahore Allama Iqbal International Airport Base
Pakistan Peshawar Bacha Khan International Airport —
Pakistan Quetta Quetta International Airport —
Saudi Arabia Jeddah King Abdulaziz International Airport —
Saudi Arabia Riyadh King Khalid International Airport —
Saudi Arabia Dammam King Fahd International Airport —
United Arab
Sharjah Sharjah International Airport [9]
Emirates

SWOT Analysis for Fly Jinnah Pakistan

SWOT Analysis is a simple but powerful tool used to understand what’s working well
(strengths) and what’s not (weaknesses) inside a business or project, while also
spotting outside chances to grow (opportunities) and risks to watch out for (threats).
Strengths and weaknesses are things you can control, like having a great team or
needing better equipment. Opportunities and threats come from outside, like new
customer trends or competitors entering the market. By mapping out these four areas,
SWOT helps people make smarter plans, fix problems, take advantage of good
situations, and stay ready for challenges. It’s like a quick checkup to make better
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decisions and stay ahead.

Importance of SWOT Analysis
SWOT Analysis is important because it helps businesses and individuals make
smarter decisions. It gives a clear picture of what you're good at (strengths) and what
needs work (weaknesses), while also showing outside chances to grow (opportunities)
and potential risks (threats). This helps you use your advantages, fix problems, take
advantage of good opportunities, and avoid dangers. It's useful for planning where to
focus time and money, getting teams on the same page, and works for all types of
organizations - from big companies to personal projects. Best of all, it's simple
enough for anyone to use while still providing valuable insights
Table 3
Swot Analysis for Fly Jinnah

STRENGTH WEAKNESSES
 Contemporary fleet of 4 Airbus A320  Restricted network coverage (currently 5
aircraft (average age 6.5 years) domestic routes)
 Lean operating model supporting 20%  Lower brand recognition (42% awareness
lower CASK than traditional competitors compared to 95% for PIA)
 Secure digital foundations with easy-to-  Smaller capacity restricting economies of
use booking platform scale
 Proven leadership group from established  Restricted frequency on major business
regional airlines routes.
OPPORTUNITIES THREATS
 Domestic leisure market growth (15%  Domestic leisure market growth (15%
annual growth potential) annual growth potential)
 Under-served regional international routes  Under-served regional international routes
to Gulf states to Gulf states
 Digital-first marketing strategy targeting  Digital-first marketing strategy targeting
younger audience younger audience
 Premium economy positioning in largely  Premium economy positioning in largely
Binary market Binary market

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Comments and recommendations

Comments

This airline has strong advantages like a modern, fuel-efficient fleet, low operating
costs, and a user-friendly digital platform—key strengths in today's competitive
market. However, its limited route network, low brand awareness, and small fleet size
hold it back from competing with bigger players like PIA. Opportunities exist in
expanding into high-growth leisure markets and under-served Gulf routes, while
threats include strong competition and rising costs.
Recommendations
To grow successfully, the airline should expand to popular domestic and Gulf routes,
boost brand awareness through digital marketing, and introduce premium economy to
stand out. Adding more planes and flights will improve service, while partnerships
with travel agencies can attract more leisure travelers. Careful monitoring of fuel
costs and competition will help maintain competitiveness. These steps will increase
market share and profits while strengthening the airline's position in the industry.
2.1.3 Current Marketing Trends and Growth Factors
MarketsTrends
The aviation industry is increasingly focusing on digitalizing the passenger
experience, with 87% of airlines prioritizing this investment, alongside sustainability
efforts, as 60% of global carriers adopt carbon reduction measures. Ancillary revenue
is growing at 12% annually, while data analytics enhances targeted marketing,
boosting conversion rates by 23%. Price sensitivity remains critical, with 72% of
travelers prioritizing cost, and mobile bookings are surging, showing 56% year-on-
year growth. Demand for religious pilgrimage routes, like Hajj/Umrah, is rising by
8% annually, while direct distribution channels gain traction—65% of Fly Jinnah
bookings come directly. Additionally, expatriate travel constitutes nearly 40% of
international traffic, shaping airline strategies to cater to diverse passenger needs.
Growth Factor

Fly Jinnah is poised for robust market expansion, fueled by rising demand for
low-cost air travel in Pakistan, where 72% of travelers prefer cost consistent
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with the airline's low- cost business model. Growth in mobile bookings (56%
YoY growth) and direct channel adoption (65% of bookings made by Fly
Jinnah) strengthens customer acquisition and minimizes reliance on third-party
platforms. In addition, the 8% yearly growth in religious pilgrim traffic
(Hajj/Umrah) is a prime opportunity, and expatriate travel at 40% of global
traffic allows for growth on Gulf and Middle Eastern routes. As ancillary
revenue increases industry wide at 12%, Fly Jinnah can enhance profitability
even further through add-on services. Through deploying data analytics (23%
conversion rate improvement) and investing in digital passenger experience (a
priority for 87% of airlines), Fly Jinnah can maintain competitive growth in
Pakistan's changing aviation market.

2.2 Target Market, Customer Segmentation and Profiles

2.2.1 Target Market

A target market is the specific group of consumers that a business focuses on
when selling its products or services. These are the people most likely to buy
what the company offers because they share certain characteristics, such as age,
income level, interests, or needs. By identifying a target market, businesses can
tailor their marketing efforts, product features, and messaging to better appeal
to these potential customers. For example, a luxury watch brand may target
high-income professionals who value prestige and quality, while a budget-
friendly sports brand may focus on young athletes looking for affordable gear.
Defining a target market helps companies use their resources more efficiently,
improve customer satisfaction, and increase sales by reaching the right audience
with the right message.
2.2.2 Market Segmentation
It is the process of breaking down a large, diverse market into smaller, more
manageable groups of consumers who share similar traits. This allows
businesses to customize their products, advertising, and sales strategies to better
match the preferences and behaviors of each segment. Common segmentation
methods include demographic factors like age, gender, and

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income; geographic factors such as location and

climate; psychographic elements like lifestyle and values;
and behavioral aspects such as purchasing habits and brand loyalty. By dividing
the market this way, companies can create more personalized and effective
marketing campaigns, improve customer satisfaction, and maximize sales by
targeting the right people with the right message. For example, a skincare brand
might market anti-aging products to older women (demographic) while
promoting eco-friendly options to environmentally conscious buyers
(psychographic). Segmentation ensures businesses connect with their audience
in the most relevant way.
2.2.3 Target market and segmentation for Fly Jinnah

Fly Jinnah primarily targets price-sensitive consumers in Pakistan, focusing on

domestic travelers and budget-conscious individuals. Market segmentation
includes demographic factors such as income level, geographic regions, and
psychographic traits like travel preferences, catering to both leisure and
business travelers.
Target Market for Fly Jinnah
Price-Sensitive Consumers
Fly Jinnah focuses on individuals looking for affordable travel options.
Domestic Travelers
The airline primarily serves passengers traveling within Pakistan, connecting
major cities.
Budget-Conscious Individuals
Targeting those who prioritize cost over luxury, including students and
families.
Market Segmentation for Fly Jinnah
Table 4
Market segmentation for Fly Jinnah

Segmentation
Segment Target Audience Characteristics
Type
Demographic Income Level Lower to middle-income groups seeking economical travel
solutions.
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Young adults, families, and expatriates returning to

Age Group
Pakistan.
Major cities like Karachi, Lahore, and Islamabad, where air
Urban Areas
travel demand is high.
Geographic
International Pakistani expatriates traveling to/from the UAE and other
Routes countries.
Travel Leisure travelers (vacationers) and business travelers
Preferences needing cost-effective options.
Psychographic
Individuals who prioritize convenience and affordability in
Lifestyle Choices
travel.
Comments and recommendations
Comments:
Fly Jinnah effectively targets price-sensitive consumers, which is crucial in a
market where affordability is a significant factor for many travelers in Pakistan.
The airline's emphasis on lower to middle-income groups is appropriate, as this
demographic often seeks budget-friendly travel options. Concentrating on
major urban areas aligns well with the demand for air travel; however, there
may be opportunities to expand into underserved regions to capture additional
market share. Additionally, understanding the travel preferences and lifestyle
choices of customers is essential for tailoring services and marketing strategies,
allowing Fly Jinnah to better meet the needs of its diverse client.
Recommendations:
To increase market segmentation for Fly Jinnah, it is essential to diversify
service offerings by introducing tiered pricing models and targeting niche
markets such as business travelers and adventure seekers. Enhancing loyalty
programs can foster brand loyalty, while regular market research will help
adapt to changing customer preferences. Focusing on sustainability initiatives
can attract environmentally conscious travelers, and utilizing data analytics will
enable more precise segmentation and personalized marketing campaigns.
Expanding geographic segmentation into emerging markets, collaborating with
travel influencers, and establishing robust customer feedback mechanisms will
further refine services and enhance engagement with diverse customer
segments.

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2.2.4 Customer Persona: Aisha, the Modern Pakistani Traveler

Age: 38
Occupation: Mid-level manager at a national company
Income: PKR 180,000 monthly
Family: Married with two school-age children
Location: Lives in Lahore, travels domestically
5-6 times yearly

Aisha travels primarily for business to Karachi and Islamabad, with 1-2 family trips
annually. She values convenience, reliability, and good value rather than the lowest
possible price. She books through mobile apps, appreciates easy check-in processes,
and prefers morning flights for business and direct routes for family travel.

When traveling with family, Aisha prioritizes adequate baggage allowance, seat
selection, and Pakistani hospitality elements. She is loyal to airlines that consistently
meet her expectations and offer recognition through simple loyalty programs. She
represents the growing segment of Pakistani professionals who increasingly view air
travel as a necessity rather than luxury.

By tailoring services and marketing to these high-value segments within the broader
Pakistani travel market, Fly Jinnah can maximize profitability while building a
strong national brand presence.

2.3 Competitor Analysis: Comparison with Leading Airlines in the Market

Competitor analysis in the airline industry involves studying other airlines to
understand their strategies, such as pricing, routes, services, customer reviews, and
marketing tactics. By comparing these factors, airlines can identify their own
strengths (e.g., better in-flight amenities) and weaknesses (e.g., higher ticket costs),
spot market trends, and discover gaps in the competition (e.g., underserved
destinations). This helps airlines make informed decisions, like adjusting prices,

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improving customer experiences, or launching new routes, to attract more travelers,

stay competitive, and avoid repeating competitors’ mistakes. Ultimately, it enables
airlines to innovate, enhance their offerings, and grow their market share by learning
from others’ successes and failures.
There are some competitors of fly Jinnah Domestically and internationally the
Comparison of Fly Jinnah with their Competitors are given below.
Table 5
Competitor Analysis

Pakistan
Fly
Criteria International Airblue Serene Air Emirates
Jinnah
Airlines (PIA)
2021
Establishme 1955 (National 2004 (Private 2017 (Premium 1985 (Global
(Low-cost
nt flag carrier) carrier) carrier) carrier)
carrier)
Fleet Size & 6 (A320- 29 (B777, ATR 9 270+ (A380,
6 (B737-800)
Type 200) 42/72, A320) (A320/A321) B777 globally)
5 Pakistani
Route
6D, 7I 18D, 25I 5D, 7I 7D, 3I cities, 130+
Network
global
15%D, 5- 24.5% of
Market 25.6%D,
10% 37.2%D, 23.5%I 18.7%D, 4.3%I Pakistan's I
Share 12.8%I
growing traffic
Annual 1.8M (Pakistan
1.2M 5.5M 3.2M 2.3M
Passengers routes)
Low-cost, Urban
Brand National Premium comfort Global
affordable professional
Positioning heritage focus focus premium brand
, reliable efficiency
Competitive
Pricing Low-cost Mid-range Above-market Premium with
dynamic
Strategy with tiers with subsidies service-inclusive seasonal sales
pricing
56%
Omni channel
online, 60% agencies, 70% direct 45% direct, 55%
Distribution with loyalty
46% 40% direct bookings partners
focus
agencies
Strong Extensive 87% OTP,
Key New fleet (avg. 5.2 Global
OTP, low- network, govt efficient
Strengths years) connectivity
cost support operations
Intense Limited
Key Aging fleet Limited market Premium
competitio international
Challenges (avg. 14.8 years) presence pricing
n presence
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Budget-
Mass
conscio Urban Premium/ Business/
Target market,
us, profession business international
Market patriotic
student als travelers travelers
appeal
s

Comments and Recommendations for Fly Jinnah

Comments
Fly Jinnah has some strong advantages, including reliable on-time performance
(which stands out in Pakistan's often unpredictable aviation market) and a low-cost
model that attracts budget-conscious travelers like students and families. Its growing
market share shows it's successfully competing despite being relatively new.
However, Fly Jinnah also faces challenges: its small fleet of just six planes limits
expansion, it hasn’t fully tapped into smaller domestic cities, and it relies heavily on
online sales, which could be risky. Competition is tough—Airblue is efficient,
Serene Air offers premium services, PIA gets government support to keep prices
low, and Emirates dominates international travel with its strong brand. To grow, Fly
Jinnah needs to add more planes, explore new routes, and diversify its sales
channels while keeping its focus on affordability and reliability.
Recommendations
To grow and compete better, Fly Jinnah should expand its fleet and routes by adding
more A320 planes, flying to new international destinations like Bangkok, and
connecting smaller Pakistani cities. It should offer flexible pricing with discounts
during off-peak times and start a loyalty program to keep customers coming back.
Improving the mobile app with features like baggage tracking and partnering with
travel websites can make booking easier. Fly Jinnah should promote its punctuality
in ads, target students with special deals, and use social media to attract young
travelers. To avoid delays, it should keep backup planes and get better airport time
slots. These steps will help Fly Jinnah stay affordable, reliable, and competitive
against bigger airlines.

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2.4 Market Trends and Opportunities: Key Opportunities for Differentiation

2.4.1 Opportunities
Building Customer Loyalty with Frequent Flyer Programs

Opportunity: Airlines can attract price-conscious travelers by promoting discounts,

low fares, and bundled deals in their ads.
Using Social Media to Enhance Travel Experience

Opportunity: Airlines can use CRM tools and AI to analyze customer data, spot
trends, and improve services. Investing in data research teams can also help make
better business decisions.

Encouraging User-Generated Content for Engagement

Opportunity: Personalization is key—airlines can improve customer experiences
and gain more market share by tailoring services to individual preferences.
2.4.2 Challenges in the Airline Industry
Rising Travel Costs Concern Customers
Challenge: Price is a major factor—15% of travelers canceled or delayed trips in
2024 due to high costs.
Changing Consumer Preferences

Challenge: Post-pandemic, travelers now focus more on health, sustainability,

digital convenience, and budget-friendly options, creating new trends.
High Demand for Personalized Experiences

Challenge: 86% of travelers expect personalized interactions, making customization

essential for airlines

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3. Branding Strategy:
3.1 Brand Positioning: Defining the Brand’s Unique Identity in the Marketplace

3.1.1 Brand Identity, Mission

Brand Identity
We will design a vibrant, dynamic logo with bright colors such as red to target young,
dynamic crowds, which will represent energy and connectivity. The tone will be
friendly, professional, and simple to grasp so that everyone can feel invited without
compromising on the trust and reliability factor.
Mission
To provide affordable, reliable, and convenient air travel options that connect
communities and enhance the travel experience for all Pakistanis.
Core Values
We offer dependability with on-time, high-quality service; affordability with fair
pricing that doesn't compromise; customer-centricity by always placing passengers
first; and innovation through intelligent technology that makes travel easier and
smarter.
3.1.2 Market Positioning
Differentiation
Fly Jinnah will combine a frictionless digital experience (user-friendly app,
seamless booking, in-flight technology) with operational excellence (spotless on-
time performance and a top-tier modern fleet) to dominate the market. The airline
will create bespoke experiences that foster loyalty by hyper-targeting important
consumer segments—such business travelers (priority services), families (kid-
friendly perks), and religious tourists (halal meals/prayer space). Fly Jinnah is the
clever, contemporary option for all travelers’ thanks in trip to reliability, digital
comfort, and personalized care.
Value preposition
Fly Jinnah will use its quotes like “Reliable Quality You Can Afford" positioning to
combine operational excellence (a modern, well-maintained fleet and punctual
service) with competitive pricing that undercuts competitors without compromising
comfort to become the airline of
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choice. To meet different demands, the airline will accentuate this through
intelligent digital engagement (hassle-free booking, real-time updates, and
loyalty rewards) and segment-specific perks such as priority boarding for
business travelers and family-friendly packages. Fly Jinnah will develop
trust and loyalty by always providing reliable, high-value service, therefore
positioning it the preferred brand for budget-conscious travelers who will not
sacrifice quality.

Positioning Statement

“Fly Jinnah positions itself as Pakistan’s affordable and reliable low-cost airline,
delivering safe, on-time flights with easy booking options. It aims to make air travel
accessible to everyday travelers by offering competitive fares without compromising
basic comfort and service."

3.2 Brand Values & Personality: How the Airline’s Values Align with Customer Needs

3.2.1 Customer perception and Emotional Connection

Customer Perception

Passengers trust Fly Jinnah for hassle-free travel; it has developed a reputation as a
dependable airline, always giving on-time departures and arrivals top priority while
upholding rigorous safety standards. Its cost is especially noteworthy; it provides
reasonable rates that allow more people to fly without compromising service. From
the flying on a contemporary, well-kept fleet to the comfortable seats and flavorful
in-flight meals, guests also value the premium experience. By striking a balance
among these three pillars—dependability, value, and comfort—Fly Jinnah offers a
well-rounded vacation experience that keeps customers returning.

Emotional Connection

Fly Jinnah builds trust by providing consistent service and keeping passengers
informed at every stage. Knowing they are supporting a domestic brand, visitors get
a feeling of national pride from this proud local airline. Beyond only travel, Fly

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Jinnah helps families and friends remain connected—thereby enabling more

meaningful travel for people who value their roots and connections.

3.3 Brand Message: Crafting the Communication Strategy Brand Messaging

Tagline: "Fly Jinnah: Reliable Quality You Can Afford" to encapsulate the brand’s
commitment to affordability and reliability.

Key message
Fly Jinnah distinguishes itself by providing contemporary, well-maintained planes
for a safe and pleasant trip, along with simple booking and individualized service to
guarantee a smooth travel experience. Beyond flights, we take pleasure in linking
people all throughout Pakistan, thereby enabling families, businesses, and visitors to
use air travel meaningfully—bridging distances with dependability, affordability,
and attention.

Communication Channels

We’ll use digital marketing (social media, emails, and online ads) to promote new
routes, discounts, and happy customer stories. Through content marketing (blogs,
videos, and travel guides), we’ll share useful tips and inspiring journeys to keep
travelers engaged. Plus, public relations efforts like local partnerships and
community projects will strengthen trust and show Fly Jinnah’s commitment to
Pakistan. Together, these steps will boost visibility, attract passengers, and turn
flyers into loyal fans.

Customer Engagement

Feedback Mechanism

Fly Jinnah will actively seek passenger opinions through surveys, reviews, and
direct communication channels. This real-time feedback will help quickly address
concerns and continuously upgrade services, ensuring every flight meets customer
expectations.

Loyalty Program
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Fly Jinnah will introduce a rewards program offering points, discounts, and
exclusive benefits to frequent travelers. This fosters emotional connections,
incentivizes repeat bookings, and turns occasional flyers into loyal brand advocates.

Promotional Campaign

Fly Jinnah will run customized campaigns for different traveler segments—like
time-saving perks for business travelers and family-friendly bundles for vacationers
—paired with seasonal deals to match their needs. We’ll also send personalized fare
alerts (e.g., discounted routes they frequently book) via email/app notifications,
making promotions feel relevant and timely. This dual approach ensures the right
message reaches the right passenger, boosting bookings and loyalty.

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4. Pricing Strategy
4.1 Pricing Models: Evaluation of Various Pricing Approaches (Dynamic, Tiered,
Value- Based)

Pricing in airlines refers to how airlines set ticket prices based on factors like
demand, competition, flight distance, timing, and operating costs. Airlines use
dynamic pricing, meaning prices change frequently—higher during peak seasons or
when seats are scarce, and lower during off-peak times to attract more passengers.
They also offer different fare classes (economy, business, etc.) with varying prices
and benefits. Discounts, promotions, and loyalty programs help fill seats while
maximizing revenue. Ultimately, airline pricing balances profitability with
affordability to attract passengers while covering expenses.

Dynamic Pricing

Fly Jinnah adjusts ticket prices based on demand and timing. For example, prices
may go up during peak travel seasons or drop for last-minute bookings to fill empty
seats. This helps the airline earn more when demand is high while still attracting
passengers on less busy flights.
Tiered Pricing

Fly Jinnah offers different fare classes to suit various budgets. They have Economy
for cost- conscious travelers and a premium cabin for those who want extra comfort.
Other airlines, like Emirates and Qatar Airways, also use multiple tiers, such as
Premium Economy. This structure allows Fly Jinnah to cater to different customer
needs—basic fares for budget travelers and flexible or business fares for those
willing to pay more.
Value-Based Pricing

Fly Jinnah sets prices based on the perceived value of its services. For example,
Business Class tickets cost more because they include lie-flat seats, lounge access,
and better service. Competitors like Emirates charge even higher prices for luxury
suites. FlyJinnah also offers bundled extras (like seat upgrades or extra baggage)
based on what customers are willing to pay, ensuring they get the best value for their
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money.

4.2 Pricing Tiers: Economy, Business, and First-class Pricing

Fly Jinnah has two main classes’ economy and business they don’t offer first class.
Table 6
Pricing tiers

Class Price Range (Sample) Key Features

 Basic seat with standard legroom

 Free carry-on baggage
Economy PKR 10,000 – 30,000  Paid meals/snacks
 No lounge access

 Extra legroom & recliner seats

Priority check-in & boarding
Business PKR 50,000 – 1,20,000  Complimentary meals
 Lounge access at select airports

4.3 Discounts and Loyalty Programs: Customer Retention and Attraction

Discounts and promotion
Fly Jinnah, Pakistan's low-cost carrier, offers a range of promotions and discounts to
attract and retain customers. These include early-bird discounts for advance
bookings, seasonal sales (such as Eid, summer, and winter promotions), and last-
minute deals to fill seats. The airline also provides special fares for students, seniors,
and families, along with discounted group bookings for large parties. Frequent flyers
can benefit from exclusive member-only deals through the loyalty program, while
flash sales and limited-time promo codes (often shared via email, SMS, or social
media) further drive engagement. Additionally, Fly Jinnah partners with banks and
fintech platforms to offer discounted fares and installment plans for cardholders,
making air travel more accessible. These strategies ensure competitive pricing and
high occupancy rates while catering to diverse passenger needs.
Loyalty Program: Jinnah Miles
Pakistan Airlines' loyalty program is designed to reward passengers based on the fare
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paid rather than distance flown, ensuring higher spenders earn more points. The
program features a tiered system (Silver, Gold, and Emerald) with progressively
enhanced benefits, catering to frequent flyers' growing needs. To maintain value,
strategic redemption rates protect high-demand flights, while partnerships with
Pakistani hotels and retailers expand earning and redemption opportunities.
Additionally, the program offers special recognition and tailored perks for frequent
business travelers, enhancing their overall travel experience. This comprehensive
approach ensures customer retention and satisfaction across all traveler segments.

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5. Distribution Strategy
In todays comeptitive large environment in airline indutry the effective distribution
strategies are very important to an airline's success. Distribution channels represent
the various pathways through which airlines sell their inventory of seats and ancillary
products to consumers, connecting supply with demand across global markets.

5.1 Distribution Channels: Direct (Website, App) and Indirect (Travel Agencies)
Distribution channels are the various ways that Fly Jinnah makes its flight tickets
and services available for customers to purchase. These channels form the critical
connection between our airline and travelers, determining how easily people can
find, compare, and book our flights according to their need and preferences for
satisfying their need and want.

Fly Jinnah’s distribution strategy must balance out some several key points which
include too reached the maximum number of potential customers, handling
distribution costs that impact ticket prices, maintaining brand consistency across
channels, and collecting valuable customer data for marketing and service
improvement.

The Fly Jinnah use different distribution channels to reach out its customers. Which
includes online booking, call centers, sales office and travels agents like offline
travel agencies, Online travel agencies and global distribution Channels. The airline
uses these distribution channels to reach its maximum number of customers to
increase its revenue and profits.
DIRECT AND INDIRECT DISTRIBUTIONS CHANNELS
Direct distribution channels are dirctly related to Fly Jinnah where Fly Jinnah sells
tickets directly to passengers without using Third party. The airline controls the
entire transaction process, collects customer data, and maintains the full customer
relationship, By gathering feedback from customers they will improve the its
services as well.

Indirect distribution channels involve third-party intermediaries who sell FlyJinnah

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tickets to passengers. These partners connect customers to the airline's inventory and
handle the booking process in exchange for commissions or fees.

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Direct distribution Channels for Fly Jinnah

Channels Description Advantages

Airline Official Websities The custometrs who will The advantegeis for online
book their flights through Fly booking through websities
jinnah websities will reduce the distribution
(www.flyjinnah.com) cost which leads to increase
revenue.
And one more thing is to
overall control in ticket price
and promotional factors to
sell out its services.
Mobiles Apps Booking through mobiles It will enchance customers
apps this will ease the experience and user friendly.
customer to book flights
tickets through smartphone.
Sales office The physicals office which This will help customers
helps the customers to visit its those who will not prefer
sales office and book their online the will prefer in
flights in sales office. persons services.
The sales office are located in This will create a satisfaction
the following areas. for those who will not
Lahore, islamabad, Karachi, preferring online.
peshawar, peshawar Airport
sales office, Muscat(
Oman),Bahrain

Table 7
Direct Channels of FLy jinnah

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Indirect distribution Channels for Fly Jinnah

Table 8
Indirect distribution of Fly Jinnah

Channels Description Advantages

Travel Agents Local Pakistani agencies who Access to offline

buy tickets for customers that customers , Especially for
will increase the ticket sales corporate and groups
for airlines. bookings
Online travel agencies Platforms like Bookme, Sky Broad exposure, cost
scanner And sastaticket.Pk comparison, attracts tech-
oriented and bargain-hunting
Shoppers.
Global Distribution System Sabre and Amadeus are Crucial for global recognition
(GDS) widely adopted by travel and corporate travel
Agents across the globe. Integrations.

5.2 Digital Distribution: Use of Technology for Easier Access to Flight Bookings
Table 9
Digital Distribution

Official Websites Strategies Social media strategies Mobile Apps Strategies

Responsive design ensures Flash sales offering e.g. Book, check in, and manage
the website works smoothly Flight ticket from Karachi to tickets effortlessly in one
on all devices, from mobile Muscat is only 15000PKR. place.
Phones to desktop computers.
Clear pricing with no hidden Explore destinations with Instant alerts for any changes
fees – pay only for extras like quick reels and detailed to your flight or gate.
bags or seats if you need blogs.
them. Get inspired for your next trip
with bite-sized videos and
articles

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Safe and easy payments using Behind-the-Scenes (pilot Special discounts for app
credit cards, Jazz cash, and interviews, cabin crew stories users + rewards with Fly-
other trusted methods. Jinnah Points.

Earn and redeem Fly-Jinnah Influencer Collaborations New method develop for
Points seamlessly when (travel vloggers) Checked in and boading like
booking flights. degital check in through
mobiles apps, Using codes
and QR scanners.
]

5.3 Partnerships and Alliances: Collaborations with Third-party Platforms or Other

Airlines
Fly Jinnah Partnership
Fly Jinnah's primary partnership is with Air Arabia, forming a joint venture that
allows them to operate a low-cost carrier in Pakistan. This partnership also includes
the Lakson Group, who are the Pakistani partners in the venture. Additionally, Fly
Jinnah has alliances with various travel agents and has partnered with T3 Aviation
Academy for flight training
Key Partnerships and Alliances

Joint Venture with Air Arabia and Lakson Group

This is the core partnership that established Fly Jinnah as a low-cost airline in Pakistan.

Travel Agent Network

Fly Jinnah actively seeks partnerships with travel agents to expand their reach and
provide convenient booking options.
T3 Aviation Academy

Fly Jinnah has a joint venture with Air Arabia Academy to establish a flight training
academy in Pakistan, according to the Nation.
Peshawar Zalmi

Fly Jinnah has a partnership with the Peshawar Zalmi cricket team, according to
Facebook with the Fly Jinnah logo featured on team kits.
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6. Integrated Marketing Strategy

6.1 Alignment of Branding, Pricing, and Distribution: Ensuring Consistency across
Strategies
Integrated market Plan
Brand Positioning Fly Jinnah positions itself as a modern, customer-friendly airline
offering affordable and reliable travel. We will highlight our commitment to safety,
comfort, and efficiency in all campaigns. To attract more travelers, we will promote
Pakistan’s tourism potential by showcasing popular destinations like Hunza, Skardu,
and Lahore. Partnering with PTDC and digital media, we will strengthen Pakistan’s
image as a must-visit destination. With rising tourism (2.21 million international
arrivals in 2023, expected to grow by 15%), Fly Jinnah aims to capture this demand
by offering convenient and budget-friendly flights.

Pricing Strategy Fly Jinnah will use value-based pricing for domestic routes to keep
fares affordable, while dynamic pricing will be applied on international routes based
on demand and season. We will adjust fares smartly to maximize bookings and
revenue, offering different classes like Economy and Business. Passengers can also
customize their trips with add-ons like extra baggage, meals, and seat selection.
While we ensure competitive pricing, newly introduced routes or upgraded cabins
may carry a slight premium, still keeping FlyJinnah a cost-effective choice.

Distribution & Sales Fly Jinnah will make booking easy across all channels—
website, mobile app, social media, and travel agencies. Since travelers trust airline
websites more than third-party platforms, we will optimize our digital platforms with
user-friendly features, multilingual support, and secure payment options. To attract
younger travelers, we will enable social media bookings via WhatsApp, Facebook,
and Instagram. Consistent branding will be maintained across all platforms, ensuring
a seamless experience whether customers see an ad, visit our website, or book
through an agent.

6.2 Communication Plan: How All Elements Work Together to Promote the Airline
Develop advertising and promotional campaigns (digital, TV, print, social media).

Digital Advertising
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Create search engine marketing campaigns

targeting keywords like "flights to Pakistan"
and "domestic Pakistan flights." Design
display ads showcasing Fly Jinnah's
competitive pricing and routes. Implement
retargeting campaigns for website visitors
who didn't complete bookings. Launch
email promotions with early bird discounts
and flash sales to subscribers.
Print Advertising
Design full-page magazine ads for travel
and lifestyle publications read by business
travelers. Create newspaper insertions
announcing new routes and promotional
fares. Develop brochures for travel agencies
highlighting Fly Jinnah's destinations and
services. Design airport posters
emphasizing Fly Jinnah's punctuality and
service quality.
Social Media Campaigns
Launch Instagram photo contests encouraging travelers to share their FlyJinnah
experiences. Create Facebook campaigns targeting specific demographics with
tailored flight offers. Develop Twitter promotions for last-minute deals and special
announcements. Produce short, engaging video content for TikTok highlighting
travel experiences.

Promotional Strategies
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Implement a loyalty program offering points for frequent flyers. Create family
package deals with discounts for children during school holidays. Launch seasonal
promotions like monsoon specials and winter getaway packages. Develop business
traveler bundles with extras like priority boarding and flexible booking.
Fly Jinnah Content Strategies
Video Content Strategy
Create destination highlight videos showcasing attractions at FlyJinnah's routes.
Produce behind- the-scenes footage of aircraft maintenance and safety procedures.
Develop short welcome videos from pilots and cabin crew. Film passenger
testimonials sharing positive experiences flying with FlyJinnah. Create animated
explainer videos about booking processes and loyalty benefits.
Blog Content Strategy
Publish destination guides for cities served by FlyJinnah with local tips and hidden
gems. Write articles about travel hacks and packing tips for different types of trips.
Create seasonal content about festivals and events happening across Pakistan.
Develop business travel guides highlighting meeting venues and workspaces in each
destination. Share airline industry insights and FlyJinnah's commitment to service
improvements.
User-Generated Content Strategy
Launch hashtag campaigns encouraging passengers to share their travel photos.
Create a "FlyJinnah Stories" section featuring customer experiences and travel
memories. Organize photo contests where winners receive flight vouchers or
upgrades. Invite passengers to submit travel tips to be featured on social platforms.
Collect and showcase video testimonials from satisfied customers about their journey.
Fly Jinnah Key Marketing Channels
Influencer Partnerships
Collaborate with Pakistani travel bloggers who have strong
domestic followings. Partner with business influencers who
frequently travel between major cities. Engage lifestyle
influencers to showcase the comfort and experience of Fly Jinnah
flights. Work with expatriate Pakistani influencers to promote

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international routes. Create ambassador programs with frequent travelers who can authentically
promote services.
Social Media Channels

Maintain active presence on Instagram for visual storytelling and destination

highlights. Use Facebook for community building and targeted promotional
campaigns. Leverage Twitter for real-time updates, promotions, and customer
service. Create YouTube channel for longer-form video content and travel guides.
Develop LinkedIn presence for business traveler engagement and corporate
announcements.

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7. Implementation Plan
7.1 Timeline: Key Milestones and Deadlines for Executing the Marketing Plan
The timeline and key miles stone of the marketing plan are executed in Four phases
the details are given below:
Phase 1: Foundation and Research (Months 1-3)
Table 10
phase 1 of marketing plan

Month Milestone Key Actions

Brand Identity  Finalize logo, colors, tagline.

Development  Define brand voice & messaging.
1  Conduct surveys & focus groups
Market Research  Analyze customer preferences
Study competitors’ pricing, services, and
Competitor Analysis weaknesses.
Identify key segments (business, families,
Customer Segmentation religious travelers).
2
Value Proposition
Align offerings with customer needs.
Refinement
Digital Infrastructure  Audit website/app usability.
3 Check  Identify UX improvements.
Marketing Strategy  Plan channels (social, email, ads).
Development Set promotional tactics.

Phase 2: Digital Experience Enhancement (Months 4-6):

Table 11
phase 2 of marketing plan

Month Milestone Key Actions

Website/App Redesign Improve booking flow & meal selection.

4
WhatsApp Booking
Develop/test WhatsApp booking feature.
Integration
Launch Digital
Roll out updated website/app.
5 Improvements
Personalized Fare
Implement automated fare alerts.
Alerts

 Gather user feedback via surveys.

Feedback Collection
6  Fix pain points.

Marketing Campaign Promote new features via social media &

Launch email.

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Phase 3: Network Expansion & Promotions (Months 7-9)

Table 12
phase 3 of marketing plan

Month Milestone Key Actions

Launch new routes (Multan, Saudi Arabia).

Route Expansion
7
Announcement Add seasonal flights.
Promotional
Target ads for business/religious travelers.
8 Campaigns
Partnership Collaborate with travel agents & local
Development businesses.
Host events in new cities.
Community
9 Engagement Strengthen brand awareness.
Customer Feedback
Monitor new route performance.
Loop

Phase 4: Brand Positioning & Loyalty (Months 10-12)

Table 13
phase 4 of marketing plan

Month Milestone Key Actions

 Highlight reliability & affordability.

10 Brand Positioning Campaign
 Segment-specific messaging.

Loyalty Program Launch  Design rewards for frequent flyers.

11
Corporate Portal Launch  Simplify business travel management.

 Review sales, feedback, and ROI.

12 Performance Evaluation
 Adjust strategy for next year.

7.2 Risk Management: Contingency Plans and Risk Mitigation

Strategies Safety and Operational Risks

Safety is FlyJinnah’s top priority. We follow strict maintenance schedules and crew

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training programs aligned with international standards (IATA/ICAO). Regular safety

audits and emergency drills ensure reliability and prevent operational lapses. To
maintain global access, we actively work with regulators like EASA and FAA—
compliance is non-negotiable. Our internal safety team meets quarterly to address
risks and implement best practices. In case of emergencies, Fly Jinnah’s crisis
response plan includes immediate coordination with authorities, insurers, and
affected passengers.
Financial and growth Risks

Fly Jinnah proactively manages cost fluctuations. With fuel prices impacting
budgets, we use hedging strategies to stabilize expenses. Unprofitable routes are
reviewed, and resources are allocated efficiently. We diversify revenue through
cargo services, ancillary sales (seats, meals, baggage), and partnerships (e.g., bank
loyalty programs). Monthly financial reviews track performance—if targets (e.g.,
load factors) drop, corrective actions are taken swiftly.
Brand Reputation Risks

Fly Jinnah monitors public perception 24/7, especially on social media. Any PR
crisis (e.g., customer complaints going viral) triggers an immediate, transparent
response. Marketing campaigns are vetted for cultural sensitivity. If issues arise, we
prioritize clear communication and customer care. Regular crisis simulations prepare
our team to handle scrutiny while protecting the brand’s trust

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8. Conclusion
8.1 Summary of Marketing Plan Key Points
Fly Jinnah’s marketing plan aims to strengthen its position as Pakistan’s leading low-
cost airline by enhancing brand recognition, optimizing revenue, and expanding
digital and distribution channels. The strategy focuses on key customer segments—
business travelers, families, religious pilgrims, and overseas Pakistanis—through
dynamic and tiered pricing, loyalty programs ("Jinnah Miles"), and targeted
promotions. Branding efforts emphasize affordability and reliability with the tagline
"Reliable Quality You Can Afford," while distribution improvements prioritize direct
bookings (website/app) and partnerships with travel agencies. The 12-month
implementation includes market research (Months 1-3), digital upgrades (Months 4-
6), route expansions (Months 7-9), and loyalty program launches (Months 10-12),
ensuring sustained growth and customer retention.

8.2 Strategic Recommendations for Future Development

Fly Jinnah should grow by adding more flights to popular local and international
routes, especially for tourism and religious trips. They can improve customer service
with smart chatbots and faster digital check-ins. Offering extras like seat upgrades,
extra baggage, and travel insurance will help make more money. Going green with
fuel-efficient planes and carbon offsets will attract eco-friendly travelers. Using data
to personalize deals and teaming up with other airlines can bring in more customers.
A better rewards program and special offers for business travelers will keep
passengers loyal. Lastly, staying ready for emergencies and keeping a good
reputation will help Fly Jinnah stay ahead of competitors.

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A. Appendices
Market Research Data, Competitor Analysis, Pricing Models
Structured table summarizing Market Research Data, Competitor Analysis, and
Pricing Models for Fly Jinnah are given below.

Fly Serene
PIA (Full Airblue (Hybri Emirates (Int
Aspect Jinnah (LC Air (Premiu
-Service) d) 'l Premium)
C) m-Economy)

Budget National Domestic

Market Global luxury
domestic flag Low-cost hybrid premium
Position airline
carrier carrier focus

25kg free +
Baggage Paid (PKR 20–30kg 30–50kg free
15–20kg free premium
Policy 6k–10K) free (business)
perks

On-Time ~60%
~90% (global
Performanc ~85% (delays ~70% ~75%
standard)
e common)

Mixed
Airbus A320- (aging A320/A321 A330 + A320 A380, 777
Fleet
200 A320s, (older) (newer) (luxury)
777s)

PIA
Loyalty Airblue Club Skywards
None Awards+ Serene Miles
Program (basic) (elite benefits)
(weak)

Additional Materials Like Survey Results, Financial Spreadsheets, and Campaign,

Mockups

Online Survey’s
We conducted this online survey from the people that travelled from ly Jinnah and it
showed following

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Source Type Reference

Company Website Fly Jinnah. (n.d.). Home. https://www.flyjinnah.com

Pakistan Civil Aviation Authority. (Year). Aviation
Government Report
policy. https://www.pc.gov.pk/uploads/downloads/policy.pdf

Khan, A. (Year, Month Day). Airlines in Pakistan: Challenges and opportunities.

Industry Article
Paradigm Shift. https://www.paradigmshift.com.pk/airlines-in-pakistan/

Company Profile Fly Jinnah. (n.d.). LinkedIn page. https://pk.linkedin.com/company/flyjinnah

Flightradar24 AB. (n.d.). Live flight
Flight Data
tracker. https://www.flightradar24.com/33.89,72.24/6

Dun & Bradstreet. (n.d.). Company profile: Scheduled air transportation in

Business Directory Pakistan. https://www.dnb.com/business-directory/company-
information.scheduled_air_transportation.pk.html

BASIS. (Year, Month Day). Marketing challenges in the travel

Marketing Analysis
industry. https://basis.com/blog/marketing-challenges-travel-industry

Wikipedia contributors. (Year, Month Day). Fly Jinnah. In

General Reference
Wikipedia. https://en.wikipedia.org/wiki/Fly_Jinnah
Travel Platform Google LLC. (n.d.). Google Flights. https://google.com/travel/flights
References

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