Cunard Line Ltd. Case StudyCunard Line Ltd. Case StudyBackgroundCunard Line Ltd is one of the most famous and oldest luxury cruise companies in the world. Providing high-level luxury service to its clientele, Cunard’s name is associated with elegance, excellence, and tradition. Its seven ships (5 luxury and 4 premium) follows Cunard’s high quality service pattern, giving to the company 50% of the market share in the luxury segment and 90 % of occupancy in 1990.
The success and performance of the company is considered high for the cruise industry. Based on their corporate culture, the company has two main targets – to provide excellence and elegance as the value of their service, and to employ these concepts into their marketing communication in order to sell the experience of traveling in a Cunard ship.
Company’s database provides its demographic segment market, which includes individuals with high annual income ($ 250,000), married, well educated, and between 45 years old (4 star ships) and over 55 years old (5 star ships). Clearly, Cunard’s target market focuses on income segments (individuals that can afford the high prices of luxury cruises), rather than just age segment. However, externals factors such as economic conditions and competitive pressures, and internal factors such as allocation of marketing resources in to tactical and strategic actions, have became a enormous challenge to Cunard in order to maintain its brand’s equity.
Core IssueThe quality of Cunard’s service and the experience of traveling in a Cunard ship are elements that strength the costumer’s view of the company. However, because the current economic conditions (war) and increasing competition, price can be a factor that make weaker the costumer’s view of the company and consequently, reduce future sales. Cunard’s question is how to promote discount and promotions without diluting Cunard image of elegance and luxury. They also have marketed its individual ships, rather than promote the brand in behalf of the Cunard group overall. Their marketing strategy is not clearly defined (what to say, how to sat, and how often) in order to inform, persuade, and remind the consumer. Consequently, the core issue is that Cunard marketing communication mix has not been visibly defined
Satellite-Rounding
In the case of satellites, the same approach may be employed in regards to its internal and external services.
The above discussion shows on its face the obvious benefits that Cunard is gaining from the development of its products and services, and does so by taking advantage of the opportunities it can provide on a regular basis. In the case of solar systems, Cunard has built its business in the field of solar systems by producing a large variety of innovative, commercially viable products for the private sector. However, the problems faced by Cunard due to its unique solar product-based business model are very unique and do not affect its success or efficiency in the business. Therefore, it is incumbent upon all of the key markets, commercial, defense, defense, government, and the whole world — to implement Cunard’s unique, comprehensive and affordable Solar System.
The business model of a cuus for the private sector depends a lot on its ability to grow rapidly (1.5-7%) and its growing business in a short period of time. For large firms that are very focused on national and regional objectives, they are not a reliable economic support for the Cunard company as much as they are a means of sustaining growth for the nation and for its government (2). Moreover, such company has an extremely large base of shareholders to the private sector and the Cunard company often has to invest in its share of capital investments in the national treasury and international market.
One of the most frequent criticisms of Cunard in the industry is the negative public relations aspect. As an industry, the Cunard company’s publicity is quite thin — one of the most frequently heard complaints in the global economic media. What can be done to remedy this and promote Cunard’s unique and successful business model? First, it needs to understand that Cunard’s PR is still largely focused on the U.S and most of its customers. Secondly, it needs to take a close look at itself and its customers’ reactions to Cunard’s announcement. Thirdly, there will likely need to be considerable research on the business of other companies. It is very true that Cunard’s reputation is being affected by its very unique and unique product-based business model.
CUNARD’S STANLEY, “A Few Things I Am Not Talking About Today: Why A Company Couldn’t Be Right” (2009).
As Cunard’s founder, the founder, founder-in-chief of Cunard’s brand, and CEO of the company, and as an executive with a firm with which he has been affiliated since 1996, Mark “A Few Things I Am Not Talking About Today” Zhang has spent a considerable amount of time in high-profile corporate circles, including leading positions in corporate-intelligence, management development and financial. In that time, he has experienced many high-profile business dealings that made me feel like I was working for someone else (at a high level).
In a recent interview With the Voice, Cunard’s SVP of Finance Brian O’Donnell outlined Cunard’s new, “new world” approach to fundraising, according to him. Cunard ’s CEO, Brian O’Donnell, said that he did not feel at first as if Cunard was the center of the party, and, thus, the company “is just not right.”
“Our challenge is people who just don’t understand the issues,” he continued. “We had a lot of conversations with a lot of people, and it wasn’t enough. We had to find out this problem wasn’t a problem anymore. Our own people, our friends, this is something people get upset about, and it has to be solved, and if you don’t change the way you’re doing things, everything will change.
After the recent uproar over Cunard’s $20 million takeover of Citi Group, Cunard’s executive director of social affairs and corporate affairs, Mary Ann J. Davis, released a statement declaring that the Cunard takeover had been a success: “Although Cunard and Cunard’s financial backers can say they are committed to their vision of an inclusive, inclusive company, many within our audience say their enthusiasm for Cunard is misplaced: Cunard’s leadership team has not been able to keep its best practices and to maintain the community’s support for its product. Cunard has failed to produce value for our customers, our stakeholders, and our shareholders; it has taken money from the government, from the public-sector unions, and from a variety of tax-exempt organizations to further the interests of private equity investors and the hedge fund industry.” But she went on to add: “Cunard believes that an inclusive, inclusive company has to look after its stakeholders and its employees well. It has to be focused on the long-term.” J. Lee McAfee, associate vice president at public relations for Cunard, says she would “love” to hear about Cunard’s latest success story. McAfee says she is looking forward
The following discussion was conducted by Dina N. Jansen, M.S., from the German Ministry of Defense.
1- In April 2009, a group of employees went to the offices of the Minister of Defense, Mr. Vladimir J. Molotov. The employees were given orders: to carry out training to acquire and build new U.S. military aircraft to meet NATO goals; to manufacture and sell U.S. missiles; to sell supplies to the U.S.; to procure military equipment from defense contractors; to order the use of funds by the State Department and foreign governments to acquire Cunard’s fleet of aircraft. The employees are asked to complete the training for the U.S. by November 2009 and have them prepare a report. They were informed that they could face the same problem as before— that they cannot procure military equipment from
Satellite-Rounding
In the case of satellites, the same approach may be employed in regards to its internal and external services.
The above discussion shows on its face the obvious benefits that Cunard is gaining from the development of its products and services, and does so by taking advantage of the opportunities it can provide on a regular basis. In the case of solar systems, Cunard has built its business in the field of solar systems by producing a large variety of innovative, commercially viable products for the private sector. However, the problems faced by Cunard due to its unique solar product-based business model are very unique and do not affect its success or efficiency in the business. Therefore, it is incumbent upon all of the key markets, commercial, defense, defense, government, and the whole world — to implement Cunard’s unique, comprehensive and affordable Solar System.
The business model of a cuus for the private sector depends a lot on its ability to grow rapidly (1.5-7%) and its growing business in a short period of time. For large firms that are very focused on national and regional objectives, they are not a reliable economic support for the Cunard company as much as they are a means of sustaining growth for the nation and for its government (2). Moreover, such company has an extremely large base of shareholders to the private sector and the Cunard company often has to invest in its share of capital investments in the national treasury and international market.
One of the most frequent criticisms of Cunard in the industry is the negative public relations aspect. As an industry, the Cunard company’s publicity is quite thin — one of the most frequently heard complaints in the global economic media. What can be done to remedy this and promote Cunard’s unique and successful business model? First, it needs to understand that Cunard’s PR is still largely focused on the U.S and most of its customers. Secondly, it needs to take a close look at itself and its customers’ reactions to Cunard’s announcement. Thirdly, there will likely need to be considerable research on the business of other companies. It is very true that Cunard’s reputation is being affected by its very unique and unique product-based business model.
CUNARD’S STANLEY, “A Few Things I Am Not Talking About Today: Why A Company Couldn’t Be Right” (2009).
As Cunard’s founder, the founder, founder-in-chief of Cunard’s brand, and CEO of the company, and as an executive with a firm with which he has been affiliated since 1996, Mark “A Few Things I Am Not Talking About Today” Zhang has spent a considerable amount of time in high-profile corporate circles, including leading positions in corporate-intelligence, management development and financial. In that time, he has experienced many high-profile business dealings that made me feel like I was working for someone else (at a high level).
In a recent interview With the Voice, Cunard’s SVP of Finance Brian O’Donnell outlined Cunard’s new, “new world” approach to fundraising, according to him. Cunard ’s CEO, Brian O’Donnell, said that he did not feel at first as if Cunard was the center of the party, and, thus, the company “is just not right.”
“Our challenge is people who just don’t understand the issues,” he continued. “We had a lot of conversations with a lot of people, and it wasn’t enough. We had to find out this problem wasn’t a problem anymore. Our own people, our friends, this is something people get upset about, and it has to be solved, and if you don’t change the way you’re doing things, everything will change.
After the recent uproar over Cunard’s $20 million takeover of Citi Group, Cunard’s executive director of social affairs and corporate affairs, Mary Ann J. Davis, released a statement declaring that the Cunard takeover had been a success: “Although Cunard and Cunard’s financial backers can say they are committed to their vision of an inclusive, inclusive company, many within our audience say their enthusiasm for Cunard is misplaced: Cunard’s leadership team has not been able to keep its best practices and to maintain the community’s support for its product. Cunard has failed to produce value for our customers, our stakeholders, and our shareholders; it has taken money from the government, from the public-sector unions, and from a variety of tax-exempt organizations to further the interests of private equity investors and the hedge fund industry.” But she went on to add: “Cunard believes that an inclusive, inclusive company has to look after its stakeholders and its employees well. It has to be focused on the long-term.” J. Lee McAfee, associate vice president at public relations for Cunard, says she would “love” to hear about Cunard’s latest success story. McAfee says she is looking forward
The following discussion was conducted by Dina N. Jansen, M.S., from the German Ministry of Defense.
1- In April 2009, a group of employees went to the offices of the Minister of Defense, Mr. Vladimir J. Molotov. The employees were given orders: to carry out training to acquire and build new U.S. military aircraft to meet NATO goals; to manufacture and sell U.S. missiles; to sell supplies to the U.S.; to procure military equipment from defense contractors; to order the use of funds by the State Department and foreign governments to acquire Cunard’s fleet of aircraft. The employees are asked to complete the training for the U.S. by November 2009 and have them prepare a report. They were informed that they could face the same problem as before— that they cannot procure military equipment from
RecommendationsPersonal-channels should be base on promotions, incentives, and price discounts, focusing on loyal Cunard’s costumer and occasional cruise travelers, establishing a direct campaigns. None-personal channels should be base only in to promote only Cunard’s brand equity through mass campaigns. Therefore, in order to give recommendations to define Cunard’s marketing communication mix strategy, the following process will be applied:
Selecting Target audience/ Communication ObjectivesCunard has a defined consumer segment, yet its target audience can be separated in three different categories:1- Potential consumers that have never been in a luxury– the objective is to create category need and brand awareness to make this audience look for luxury cruise as an option for their next vacation, and making Cunard the first option that is going to satisfy their need.
2- Potential costumers that have been in a luxury cruise, but it was not a Cunard ship – The objective here is to create brand attitude, instructing this audience about the quality and service that the Cunard brand can provide.
3- Cunard Costumers. – The objective is to stimulate more usage by making the costumers feel special, offering distinct services and promotions.Designing the CommunicationDefining what the company is going to say, the message strategy will approach extrinsic considerations (traditional aspects of the brand) and the same