Management Strategy and Plan for AirAsia

This document provides a detailed analysis of AirAsia's management strategy and plan, including its organizational context, industry lifecycle, current markets, financial position, SWOT and PESTEL analysis, competition analysis, and recommended strategies.

Running head: MANAGEMENT STRATEGY AND PLAN
Management Strategy and Plan
Name of the Student
Name of the University:
Author Note

1MANAGEMENT STRATEGY AND PLAN
Table of Contents
Executive Summary...................................................................................................................3
Organizational Context..............................................................................................................3
Airline industry......................................................................................................................3
Industry Lifecycle..................................................................................................................4
Size of Airasia........................................................................................................................5
Current Markets.....................................................................................................................6
Current Financial Position......................................................................................................7
Situation Analysis....................................................................................................................10
SWOT Analysis...................................................................................................................10
PESTEL Analysis.................................................................................................................11
Competition analysis and competitor profiling........................................................................12
Key Finding..........................................................................................................................13
Current Marketing Strategies...................................................................................................13
Marketing Objectives...............................................................................................................13
Differentiation strategy............................................................................................................14
Customer Analysis and Customer Profile................................................................................14
The buying processes...........................................................................................................14
Brand Key message and Brand Positioning.............................................................................15
Marketing Mix.........................................................................................................................15
Marketing Segmentation......................................................................................................17
Segmentation........................................................................................................................17

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Targeting..............................................................................................................................17
Positioning................................................................................................................................18
Recommended Strategies.........................................................................................................18
References................................................................................................................................19
Reflection.................................................................................................................................20

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Executive Summary
The main purpose of the assessment is to analyse the business of Airasia which is
engage in aviation sector and the company is well known for its services. The analysis would
be including background of the Airline Industry and detect the level of competitiveness in the
market. The analysis which is covered in the discussion would also be including Industry
lifecycle analysis so that the marketing positioning for the company can be established. The
business of Airasia is performing well and the same would be judged from the annual report
of the company for the current performance. The discussion also includes PESTLE Analysis
for identifying different factors which can have an impact on the operational process of the
business. In addition to this, the focus of the analysis would be on the marketing strategies
which is applied by the management to create a presence in the market. The marketing
strategies which is followed involves market segmentations strategies, market targeting
strategies so that the management is able to attract more customers.
Organizational Context
Airline industry
The Airline Industry is considered to be important for any economy as the sector
contributes significantly towards the national income of the country. The level of competition
in the airline industry is very high which is a major concern. The existing airlines need to
compete with other existing airlines as well with every new entrant in the similar industry.
The Aviation industry is supposed to be the third largest industry in the world by 2020. With
the investment of $120 billion is anticipated to be invested in the sector (Adler et al. 2017). It
is expected from the sector to handle around domestic passengers of around 336 million and
85million international passengers.

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The characteristics that draw the aviation industry are its product, the structure of their
expenditure and the condition that is requires during its entry in the market. High capital and
operational expenses are other major characteristics of the airline industry, where labour and
fuel categorize in the operational cost while aircrafts constitute the major capital expenditure
of the company. The other characteristic of the airline industry is its entrance in the market,
which is differentiated by the domestic and international markets. In other words, entry in the
international market is very difficult since it involves the inclusion of international routes and
flights, where bilateral agreements between the countries and its government are required. On
the other hand, domestic entrance requires levels of liberalization. Government plays a major
role in the regulations of the new entrant and the existing companies do carry a strong
influence over it.
Industry Lifecycle
Global economy and the safety issues are the two most important forces that drive the
airline industry. It has been noted that when in any part of the region of the world faces the
economic issues, the airline industry faces the downfall and loss of sales and passengers.
Safety related to any airline us very stringent and hence the safety standards require a zero-
tolerance level against any safety issues. For example, the recent Severe Acute Respiratory
Syndrome outbreak in East Asia which has led to the reduction of the passengers.
The trending aspect of the airline industry nowadays is the spread of low-cost airlines
throughout which is in the trending terms. The new trend is the carry forward idea that has
started by the south west airline in the 1970s, after which this idea has caught a sight and
many airlines has tend to apply it. There have been many success cases of the low-cost
carriers like Ryanair and Easyjet in Europe and virgin blue in the Australia.

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Size of Airasia
Air Asia was headquartered in Kuala Lumpur, Malaysia. It was established in 1993
assorted by the Malaysian company Mofaz air and DRB-Hicom. Air Asia requires no
introduction in Asia and ASEAN, where it is the low-cost carrier, which connect around 388
routes out of which 104, are categorized as unique routes. It had marked a milestone when the
Air Asia group has expanded from two air crafts in 2001 to 226 aircrafts in 2018 along with
that it has also made another milestone of flying with over 500 million guests. The Air Asia
group comprises of Air Asia Malaysia, Air Asia India, Air Asia Indonesia, Air Asia
Philippines, Air Asia Thailand, Air Asia India and Air Asia Japan.
With the two aircrafts flying six routes in 2002 in Malaysia, Airasia has touched new
heights in the last seventeen years with over covering 152 destinations in over 22 countries.
With the employment of more than 20000 staffs and with the market capitalization, as on 17
July 2019, of over RM 9.7 million. It is the true ASEAN airline, which is serving the 3.3
billion population from the 24 hubs in six countries. Whole of the Air Asia group model
revolve around the low-cost philosophy, which ultimately requires its possibilities and
operations to be simple, lean and efficient. Airasia utilizes Boeing 737-300 aircrafts, which
later got changed into Airbus A320s. The Air Asia group boasts of having the newest and
largest A320 fleet in the region (Air Asia 2019).
There are very few services, which are offered by the airline free. The passengers, at
affordable rate, can buy foods and drinks inside the flight. Along with that T-shirts, caps and
pens are also sold in the flights. The Air Asia Group do have a low cost motto and around
which it revolves and for this they have certain strategies over which they work and they are:-
High utilization of aircraft

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Airasia boasts of having the high turnaround time of around 25 minutes, which almost
many low-cost carriers maintain. However, Airasia has been able to maintain that well which
the statistics in their websites has shown. This provides extra convenience to the passengers
and is proved to be extremely cost effective. Though there is one problem since there are
limited number of flights, if there is any delay in one flight, the other flight will also suffer.
This led to the inconvenience of the passengers an ultimately it gets upon the image of the
Airasia.
Low Fare without frills
This means they do not follow into providing airport lounges access or frequent flyers
miles, rather they will provide lower fares in exchange of all the other facilities. Guests can
choose to pay money and get their in-flight food or snacks and drinks.
Current Markets
The focus of the airline to grow connectivity across its operating markets. The
company has increased their sitting capacity by 22% (Abdelhady, Fayed and Fawzy 2019).
The aim to gain market dominance has started bearing fruit with the increase of domestic
shares in Indonesia and Philippines have increased from one percent to three and nineteen
percent categorically. The biggest market share gain has been noticed in the Malaysian region
where the market share has expanded from three-percentage point to sixty-percentage point.
In spite of the tough competitions by the competitors, who were dumping up their fares
irrationally and were unbundling baggage’s to the extreme extent.
Maintaining the target load factor of eighty five percent, the management continues to
focus on the dominance of the market. The company has brought the new airbus of A321 neo.
In addition to the efficiency of fuel that the new aircraft provide, it also have more seating

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capacities of 236, which is 50 more seats than the A320 neo, ultimately leading to more sale
and more passengers.
BigPay, which is the financial service provider of the Air Asia has also achieved an
milestone of having a fully digitized international remittance service, which will enable the
customer to make payment directly through their BigPay account to the to the bank accounts
in the countries of Singapore, Thailand, the Philippines and Indonesia. New products are in
the pipeline with the upcoming launch of closed beta in Singapore (Latiff 2019).
Current Financial Position
The company has showed positive operating cash flow and has displayed a revenue of
RM 3.1 billion in the year 2019 as compared to the revenue appeared in the financial year
2018 of around RM 2.6 million, therefore showing a growing trend in the revenue. This
massive increase of revenue was because there has been more than twenty percent increase in
the passenger carrying size, passengers travelling around 13 million. (AirAsia Newsroom,
2019)
EBITDA for the company-consolidated group was 119% to RM 691 million. As a
result of expansion of Big pay and the ramp down of AirAsia.com, the non-airline EBITDA
was down by 33% to RM 29 million, while on the other hand, Teleport ha reported an
increase in EBITDA data of around 15% up to RM 62 million (Wong 2014).
Net operating profit has shown a downward stream from the net profit of RM69
million in the year 2018 to the RM 2 million.

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Fig 1 source- (Ir.airasia.com, 2019)
There has been the net loss for the period was RM 67 million as compared to the net
profit of RM 804 million in the corresponding quarter. This was the result of the failure of
derivatives with a fair value loss of RM 238 million and along with that there has been a loss
in the foreign exchange for the value of RM 112 million (Abdullah, Chew and Hamid 2017).
The following showing the statistics and the health ad performance of the company
over the period of last five years which will enable us to understand its trend properly and
along with true and fair data as provided by the company.

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Fig 2 source-(Anon, 2019).
The above statistics in the Fig-2 shows the overall health of the organization that has
been cited by the company website over the period of five years ending 2018.
Situation Analysis
Situation analysis refers to the way by which one can evaluate various factors which
affect the performance of a company. It analyses micro-environmental factors and macro-
environmental factors affecting the firm and industry respectively (Iaea.org 2019). SWOT
analysis and PESTEL analysis have been used to analyse the internal factors which affect
AirAsia and external factors affecting the whole airlines industry which includes AirAsia.
SWOT Analysis
Strengths
 Brand Name and Reputation
The management team of Airasia is very
much efficient and this is the primary reason
that the management of the company has
been able to create a brand image in Asia
Pacific region where the airline primarily
operates.
 Cost Leaders
It offers low fair flights with no-frill policy.
It provides ticketless services and electronic
booking. Its turnaround time is only of
twenty-five minutes. It operates with a
single aircraft type which reduces the cost
Weakness
 No MRO facilities
Airasia does not have any maintenance,
repair and overhaul facility of its own. This
hampers the ability of the business to
maintain efficiency in the operations and
provide quality services to the customers
 Quality Issues
Airasia is unable to provide high quality
services like other premium airlines since
the same would lead to increase in the costs
of operations of the business.

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for training its staff. The airline company is
recognised as the cost leaders in Asia which
allows the management
Opportunities
 There is a large number of middle class
customers in Asia. Since AirAsia’s
target customer base is majorly from
Asia, so being low cost carrier helps it to
expand its market share
 The agreement ASEAN Open Skies is
beneficial for AirAsia as it has got
crucial regional presence.
Threats
 High competition
AirAsia has to compete with other low-cost
carriers like Malindo, Tiger Airways.
 Increasing charges
There is hike in airport charges like take-
off and landing charges which the airlines
cannot control.
PESTEL Analysis
Political
 Political instability
There is often political instability in
Malaysia which ultimately affects the
aviation policies.
 Terrorist attack
There is rising rate of terrorism problem
 Malaysia Airlines which is the national
airlines of the country is favoured over
AirAsia by bilateral agreement and
Economic
 Inflation
Rise in fuel rate due to inflation poses
difficulty for the airlines.
 Economic enhancement
Economic development in Asia has
enhanced many people there to board
flights for travelling.

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government influence.
Social
 Language and culture
AirAsia flies to different countries, each
having its own language, culture and
religion. Therefore, the airlines have to
serve meals on board according to the
destination.
 Increasing number of holidays and
business travels.
Technological
 Electronic ticket booking system
Online services are offered where the
customers can do multiple booking such as
ticket booking and booking of hotels and
vehicles.
Environmental
 Carbon emission
The airlines are subject to heavy penalty if
it violates the carbon emission limit.
Legal
 Liberalization
The aircraft industry has witnessed growth
due to liberalization in air transport
services along with Asean Open Skies
agreement.
Competition analysis and competitor profiling
AirAsia operates in an intensive competitive market at both international and
domestic levels. Tiger Airways, Malindo, Air Arabia JetStar have similar operation process,
ways of generating revenue and follow similar pricing strategies to attract the customers and
they all are budget airlines. The service provided by these airlines are quite similar to that of
AirAsia. AirAsia faces competition from Malaysia Airlines since both offer same route flight.
Malaysia Airlines provides on board meal to its customers with no additional charges
whereas AirAsia charges additional charges if the guests order their food while on board.

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Baggage handling facility is better in case of Malaysia Airlines. Some other competitors are
Singapore Airlines, Air Sri lanka and Thai Air which are big names in airline industry in
Asia.
Key Finding
In the year 2013 with the launch of new airlines, Malindo Air and Malaysia Airlines
expanding its business in Malaysia, AirAsia witnessed fall in market share. In 2014 AirAsia
market share was flat. After that it witnessed a rapid increase in market share since the year
2015. It then captured 43% market share in Malaysia in the year 2018 dominating the
domestic market (CAPA - Centre for Aviation 2019). Despite facing competition from other
Asian airlines, AirAsia still remains one of the most popular airlines in Asia as it provides
value for money.
Current Marketing Strategies
AirAsia follows certain strategies to remain cost leader in the market. It follows
diversification strategy. It has done horizontal diversification by introducing new activities
interrelated with the existing activities. It did collaboration with the Indonesian airline, Awair
while entering the Indonesian market. In vertical diversification it undertook the activity of
selling air tickets through their own website eliminating the need to use intermediaries like
agents. Air Asia offers low cost services to its customers along with the scheme of providing
certain free tickets by following cost leadership strategy. It carries out point to point
operations which helps in cost reduction ((Marketing in Asia 2019).
Marketing Objectives
AirAsia’s marketing objective is to acquire more customer base by providing them
service at low cost along with improving the service quality. It aims to enhance customer
satisfaction and do market analysis to develop strategies to sustain in the market with a high

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profitability margin. AirAsia follows no-frill strategy targeting price conscious customers
(Weinstein 2013). It aims to provide safe and convenient air service to its guests with high
aircraft utilization rate.
Differentiation strategy
AirAsia uses differentiation strategy to compete with its rivals. It uses information
technology practice and follows e-commerce strategy thus providing its customers online
ticket booking service. It is Asia’s trendsetter to launch B2C transactions in airline industry.
Customers can avail the travel packages which are present in the company’s website to book
their hotels and hire cars as well. It is low cost carrier thus providing low price air tickets. It
focuses on building customer loyalty and provides them self-check-in facility option. It
provides free wifi called ROKKI to its guests in some specific flights (Digital News Asia,
2019).
Customer Analysis and Customer Profile
AirAsia’s customer base is majorly from Asia travelling to different place for
purposes catering to business and holiday. AirAsia being a low-cost carrier in Asia attracts
price sensitive passengers. A large number of students and prefer travelling by AirAsia. The
buying behaviour of the consumers have undergone change with them preferring value for
money due to current economic situation globally (Aghdaie and Alimardani 2015). AirAsia
being low fare airline has succeeded in serving this category of customers well.
The buying processes
AirAsia provides its customers the facility of using Computer Reservation System
where they can access AirAsia.com online site to buy their tickets and book a seat of their
preference. They can avoid going through the traditional method of buying paper tickets.

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Customers can use electronic methods to make the payment. AirAsia provides multilingual
website for customer convenience.
Brand Key message and Brand Positioning
AirAsia uses the tagline ‘Now everyone can fly’ to promote its brand vision of
making it possible for everyone irrespective of their economic standard to fly nowadays.
AirAsia tries to strengthen its brand image by promoting the values of being largest low-fare
aircraft providing a convenient and safe flight. (Andaleeb 2016). AirAsia provides convenient
and safe flights to its guests covering a broad destination network. It offers a variety of
channels to the customers for easy booking of tickets. AirAsia finds various ways like high
aircraft utilization and conducting point to point operations to reduce its cost of operation so
that it can provide lowest fares to its guests and remain low cost leader in the market
(Niyomsart and Khamwon 2015).
Brand Value Pyramid of AirAsia
(As created by Lim et al.)
Marketing Mix
The following 4 P’s (Product, Price, Place, Promotion) evaluate the marketing mix
strategy of AirAsia.

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Product
AirAsia provides low cost air service and is one of the most popular economic airlines in
Asia. It began its operations for the first time in Malaysia and gradually expanded its
operation to other countries. AirAsia provides affordable and comfortable air service to its
customers. It believes in introducing new innovative ways to attract its guests. It is the first-
ever airline which introduced SMS booking for its guests where they can book seats of their
choice and get various promotional updates of the airlines (Canhoto, Clark and Fennemore
2013). AirAsia also launched an online programme called GO Holiday for its customer
convenience for booking holiday packages. It provides high frequency air services to its
guests. AirAsia gives its customers the facility of using effective payment channels like
ticketless service.
Price
Penetration pricing strategy has been used by AirAsia. It offers air service a much lower price
compared to its competitors. AirAsia follows a no-frills policy. AirAsia has introduced
‘Snack Attack’, a meal package which the guests can now avail on board at a very affordable
price.
Place
AirAsia operates its airline service, including both domestic and international flights to more
than 160 destinations spread across twenty-five countries. AirAsia uses various distribution
channels like internet booking, reservations and travel agents authorised by the company. In
Asia, AirAsia introduced the multi-lingual website the first time ever for customer
convenience. AirAsia operates via affiliate airlines Indonesia AirAsia, Thai AirAsia, AirAsia
India and Philippines AirAsia.
Promotion

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AirAsia focuses on strengthening customer value. AirAsia has succeeded in launching many
campaigns. One of them is Big Loyalty Programme in which the guests can gain BIG Points
per transaction and redeem them against free tickets
. The company uses price-related promotion strategy. It distributes low price tickets based on
demand as part of the promotion strategy. Apart from this, AirAsia uses other media like
social media, print advertisement and billboard advertisement. AirAsia has collaborated with
popular football team in America to promote its brand image there.
Marketing Segmentation
Marketing segmentation helps to classify the potential consumers into various
segments based on various features. Market segmentation has a positive impact on marketing
strategies being set by the company since it can effectively identify its target audience (Dibb
and Simkin 2013).
Segmentation
AirAsia primarily focusses on targeting the Asian customer group by using
geographic segmentation. It uses demographic factors like income level of its customers for
market segmentation. Middle-income and low-income customers would find it difficult to
buy expensive air tickets. AirAsia provides low cost air tickets so that all income groups can
afford to fly with AirAsia. AirAsia uses psychographic factors to expand its market by
targeting price sensitive customers. It uses social segmentation by taking their purchasing
capacity and brand preference into account. AirAsia uses value for money as one of the
variables to do market segmentation.
Targeting
AirAsia majorly targets three customer groups. One of these groups consist of low
income level customers who have high value for money as well as low usage rate as they

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travel limited number of times. Another group consists of middle income level customers
who have high value for money and travel moderate number of times thus having moderate
usage rate. AirAsia also targets upper middle-class customer group who are price sensitive
and have to travel a lot may be due to business purposes.
Positioning
AirAsia being true to its tagline ‘Now Everyone Can Fly” has positioned itself as one
of the most famous low-cost airlines in the Asian continent. It’s service quality is little less
than some other LCC like Jetstar. Therefore, AirAsia is planning to upgrade its service
quality in the coming years.
Recommended Strategies
AirAsia has succeeded in capturing a good market in Asia due to its low-price
strategy. However, it needs to adopt ways to improve the service quality it offers to its guests.
It should understand the needs of the potential customers (Suki 2014). AirAsia should also
aim to reduce the problem of flight delay which will help it to avoid paying extra airport
charges. It should provide more efficient check in facilities and luggage handling system.
Another strategy which should be taken by AirAsia is related to improving its information
technology facilities like wifi service. It needs to increase the speed of electronic ticket
booking server as there have been many complaints regarding this issue. AirAsia should carry
on awareness campaigns on a regular basis to attract new customers who prefer value for
money. The company can make contacts with aviation fuel supply companies for longer
period. AirAsia is aiming to launch its own maintenance repair overhaul (MRO) service
facilities in the near future (The Malaysian Reserve 2019). It should adopt environment
friendly ways of operation regarding how to reduce carbon emission.

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References
Abdullah, M.A., Chew, B.C. and Hamid, S.R., 2017, March. Factors on green service
industry: Case study at AirAsia. In AIP Conference Proceedings (Vol. 1818, No. 1, p.
020001). AIP Publishing.
Adler, R., Stringer, C., Shantripriyan, P., Birch, M.G. and Tohmatsu, D.T., 2017. AirAsia:
Towards a ‘new world’carrier strategy and implications for performance management system
design. In The Routledge Companion to Performance Management and Control (pp. 319-
333). Routledge.
Aghdaie, M.H. and Alimardani, M., 2015. Target market selection based on market segment
evaluation: a multiple attribute decision making approach. International Journal of
Operational Research, 24(3), pp.262-278.
AirAsia Newsroom. (2019). AirAsia Group Berhad Third Quarter 2019 Financial Results —
AirAsia Newsroom. [online] Available at: https://newsroom.airasia.com/news/airasia-group-
berhad-third-quarter-2019-financial-results [Accessed 7 Dec. 2019].
Andaleeb, S.S., 2016. Market segmentation, targeting, and positioning. In Strategic
marketing management in Asia: case studies and lessons across industries (pp. 179-207).
Emerald Group Publishing Limited.
Cadle, J., Paul, D. and Turner, P., 2014. Business analysis techniques. Chartered Institute for
IT.
Canhoto, A.I., Clark, M. and Fennemore, P., 2013. Emerging segmentation practices in the
age of the social customer. Journal of Strategic Marketing, 21(5), pp.413-428.
CAPA - Centre for Aviation (2019). Malaysia aviation: growth slows, profits under pressure.
[online] CAPA - Centre for Aviation. Available at:

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https://centreforaviation.com/analysis/reports/malaysia-aviation-growth-slows-profits-under-
pressure-463080 [Accessed 7 Dec. 2019].
Gürel, E. and Tat, M., 2017. SWOT analysis: A theoretical review. Journal of International
Social Research, 10(51).
Ir.airasia.com. (2019). [online] Available at: https://ir.airasia.com/newsroom/AAGB_-
_Annual_Report_2018_(Part_4).pdf [Accessed 7 Dec. 2019].
Menet, G., 2016. The importance of strategic management in international business:
Expansion of the PESTEL method. International Business and Global Economy, 35(2),
pp.261-270.
Palma-Mendoza, J.A. and Neailey, K., 2015. A business process re-design methodology to
support supply chain integration: Application in an Airline MRO supply chain. International
Journal of Information Management, 35(5), pp.620-631.
The Malaysian Reserve (2019). AirAsia in talks on MRO deal - The Malaysian Reserve.
[online] The Malaysian Reserve. Available at:
https://themalaysianreserve.com/2017/04/03/airasia-in-talks-on-mro-deal/ [Accessed 7 Dec.
2019]
Weinstein, A., 2013. Handbook of market segmentation: Strategic targeting for business and
technology firms. Routledge.
Wong, W.M., 2014. AirAsia's Application of the'Thirty-Six Stratagems'. Undergraduate
Research Journal for the Human Sciences, 13(1).
Reflection
LEGO case study- Review for PESTEL. PESTEL is an external factor that the company got
no control over it. The company have to adjust their strategy to come out with a solution if

21MANAGEMENT STRATEGY AND PLAN
that is a challenge from the external factors that list in PESTEL. Most of us was making the
same mistake that doing the PESTEL analysis from the internal part of the company and get
confuse with internal analysis and the PESTEL analysis. We also learn to identify the key
driver of PESTEL to the organisation. I have been taught to list out all the six sectors in
PESTEL when I am doing my assignment in undergraduate level, I was struggled to list all
the sector because I think not all the six sectors will generate a huge impact on the
organisation and I realise that we do not need to list all the factor if that is no evidence that
the factor going to impact the organisation after I attended the marketing class.
Lecturer that have a deep impression for me
 Harley Davidson- Our lecturer Paul was asking the class what this company selling.
All the students answer motorbike and some of the student answer convenient, but
Paul told us "Harley Davidson sells to 43-year-old accountants the ability to dress in
leather, ride through small towns and have people be afraid of them." This statement
make me start to think about the power of a brand and logo, and how to create brand
loyalty to our customer. The value that the brand bring to the customer is not only by
the product alone, the networking that the people gain when they meet up with the
people that share the same interest.
 Trust- Paul asked us why we willing to pay extra to buy a brand that we familiar but
not those supermarket’s own brand while we do our grocery shopping. We have
mentioned the value that the brand bring to us and we trust the brand. Paul bring the
first question to a second question, how the company gain trust? “Companies who are
able to communicate their brand promise consistently through every single client

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touch point builds a positive and lasting memory of the company’s brand”. One of the
best example that Paul given is the BMW company “The Ultimate Driving Machine”
“This bold statement is the driving force behind BMW’s brand. They aim to produce
only the most efficient and elegant vehicles and their brand promise states this with
confidence”. Kevin Leifer. I really enjoy that the ways Paul make us think more
critical and link all the questions together and come out with a solution or better
understanding on the problem itself. The people only think on the surface of the
problem in most of time. This marketing class have changed the way that I think
about marketing, marketing is not about how are we going to sell our product to the
market. Marketing is how we going to generate value to the consumer.