Air Berlin Case Study Model

Business Modelling

Customer segments

DBA Airline had a major focus on the German market, since it offered 20 national destinations, but it additionally developed a flight network to some of the more dominant cities of Europe, such Paris, Moscow and Nizza. In contrast, Air Berlin rather concentrated on destinations outside Germany and utilised DBA as a supplementary line to satisfy the needs of the German passengers.

Overall, Air Berlin did not solely focus on one segment of passengers, but attempted to satisfy both the business travellers and the leisure travellers. The company offered tickets to numerous holiday destinations in a relatively low price which targeting the price-sensitive passengers. However, some services, were provided by

(Air Berlin Annual Report, 2006) In addition, he proclaimed that the airline offered a considerable number of destinations over Europe, superior services on the board and on the ground, and major hubs. Furthermore, DBA provided the opportunity to the passengers to travel not only to the predominant cities of Germany, but to regional airports too, while they also presented free newspapers and magazines on board (only during the domestic German flights). Besides this, as it was mentioned before under the analysis section of Porter’s Generic Strategies, the company intended to keep the price of the tickets relatively low, while it promised to provide quality service, that includes free snacks, drinks and entertainment in-flight, plenty of legroom (82-86cm on the Boeing 737 airplanes), and comfortable leather seats to everyone. The fact that Air Berlin won the Airline of the Year award twice in a row, first at 2006 and thereafter at 2007, further contributed to foster a prestigious and reliable image of the company and thus added to the value of the airline. Finally, the company often pronounced in their annual reports (Air Berlin Annual Report 2006 and Interim Report 2007) that the main value of the airline is originated from its unique business model. That means, the company

The website of the airline was translated into 12 languages to facilitate the users’ understanding of the information and make the usage of website uncomplicated. Moreover, due to the rapid development of the Internet and Communication Technology, DBA could not only maintain airport counters and hire travel agencies to distribute their tickets, but they could commence the operation of an online booking system and offer fast-check in option. Notwithstanding, a Service Center which was open 24/7, was available for the passengers where according Air Berlin’s 2006 annual report, only friendly committed and competent associates were hired. As the result of the abovementioned factors, the airline could provide fast and effective service to their