Marketing Strategy/ Strategi Pemasaran - Mandala-Tiger Airline

Mandala Air Marketing Plan - The Second Life1


Mandala Air Marketing PlanThe Second Life

Mandala Air Marketing Plan - The Second Life3 Mandala Air Marketing Plan - The Second Life3

Overview :Mandala Air

Situation Analysis : •Macroeconomic environment•4 Cs analysis : Change, Consumer, Competitor, Company

•SWOT Analysis

Marketing Segmentation, Target

Market, and Positioning

Marketing goal and objectives Marketing Strategies

and Tactics

Resources allocation and budgets

Controls – progress measurement and

monitoring

Comprehensive Mandala Air Marketing Plan Framework

Analysis Marketing Objectives

Marketing Strategy

Implementation

Action Plan

Evaluation

Consumer Insight

1

2

3

4

5

6

7

8

9


Executive summary

• Mandala Air was once a glorious airline in Indonesia, in January 2011 they stopped their operation due to bankruptcy.

• Because of the future prospect in Indonesia airline is quite good, Saratoga Group bought 51% share of the airline, pledged with Tiger Airways 33%.

• Sandiaga Uno, co-founder and chief executive of private equity firm Saratoga Group and Chin Yau Seng, Tiger’s chief executive, are very optimistic about the Indonesian market and ready to compete with established budget airlines


About Mandala Air

April 17, 1969 Established. The founders were Col. Sofjar, Maj. Gen. Raden Soerjo, Adil Aljol, Maj. (Air Force) Soegandi Partosoegondo, Kasbi Indradjanoe and Darwin Ramli

12

5

May 2011• Tiger Airways acquire a

33 % stake, Saratoga Group 51 % of Mandala.

• Mandala Airlines focus on Low Cost Carrier market

Jan 13, 2011Mandala Airlines temporarily stopped flying all of their fleet due to debt problems.

4

June 2012Rebranding the new Mandala Tiger Plane Appearance

April 5, 2012First domestic route, based in Jakarta and Medan

April 20, 2012First international destination when it launches the Medan-Singapore route.

May 2012• Mandala created a

special niche among Indonesia's low-cost carriers by creating an image as a safe airline.

3

6


Situation Analysis : 4 Cs Diamond

Economy Soc-Cul

Tech

Market

Pol-Leg

Change• IT is expand very fast, Social Media Revolutions • Internet become very popular

• Social Media Phenomenon• People with high mobility

• The growth of the aviation industry doubled from Indonesia's economic growth average 20% -21% per year.• Low cost carrier (LCC) service more attractive to suck 80% market share.•Target of middle-class people of Indonesia increased by 7 million people each year.

• Aviation Law. • The rules on Law No. 1, 2009 on Aviation, • Aviation regulation and government policy • The increase in aviation fuel prices

Economy Soc-Cul

Tech

Market

Pol-Leg

Change



Economy Soc-Cul

Tech

Market

Pol-Leg

Change


Economy Soc-Cul

Tech

Market

Pol-Leg

Change

Customer

• Customer more educated• Customer have many

choices• Customer more demanding

and difficult to satisfy.

Company

• Company is value-decider• The must existing competence

analysis for the company.• Company have several choices

that is go/invest, no no/hold, harvest and divest.

Competitor


Macro Economy Indicator Data

Population 240 millionGDP growth (%) 6,5 %GDP per capita (US $) 3600Exchange rate per US$ 8500Poverty Number 14,6%

Macro Economy Indicator Data

Net Capital Inflows (Million) 22.64

Increase Economic Growth 7 %

Indonesia’s Income Per capita prediction 2030 (US$)

10,000

Economic Growth ASEAN 6,9%

Macro Economic

The Fourth Cluster Driving Growth : food and beverages industry, Textiles, textile products, and footwear industry, electronics and electronic components industry, and transportation equipments and automotive components industry.


Competitor Analysis

Airlines in average

Competitor Analysis

Existing Airline Value Curve

Price Food Lounge Choices of Seat Class

Hub Connecti

vity

Low Price

Fast Departure from Cities

Comfortable

Baggage Included with

Ticket Price

Airlines in average

v


Market Share

Airline Frequency share

Capacity share

Domestic routes

Lion Air 38.9% 45.5% 92Garuda Indonesia 20.9% 21.6% 38

Batavia 12.7% 10.7% 55Sriwijaya Air 9.8% 8.8% 39Merpati Nusantara 7.4% 5.9% 41

Mandala Airlines 3.0% 3.0% 17

Indonesia AirAsia 1.6% 1.8% 6

Source: OAG Max Online for w/c 10 January 2011

12

SWOT Matrix AnalysisStrength • Shares own Mandala Saratoga

Capital (51%), Tiger Airways (33%), concurrent credit 15%, and the old shareholders Cardig and Indigo (1%)

• Safe and reliable flights

Weaknesses• Service resource is limited by

lower costs Limited human resources Situation.

• Brand is vital for market position and developing it is always a challenge

• Mandala routes are limited.Opportunities• The growth of the aviation industry average

of 20% -21% per year.• Service low cost carrier (LCC) more

attractive to suck 80% market share.• Increased tourism sector

Treats• High fuel price decreases yield• Aviation regulation and government policy• The increase of in the customer's

requirements of higher-quality products / services

Mandala Air Marketing Plan - The Second Life

Strength/ opportunities (SO)• Increase Market Share • Increase Sale & Revenue • Expand current customer rewards

program to build customer loyalty.

Weaknesses/ opportunities (WO)

• Build Strong Mandala Brand• Increase the Route• Focus on service, speed and

departure point-to-point.

Strength/ Treats (ST)• Expand brand recognition as top

low-cost air carrier• Focus on the importance of safety,

security, and service.• Offer the most competitive price

Weaknesses/ Treats (WT)• Increase load capacity • Initiate employee rewards

program for productivity and customer retention.

• Create expanded strategy


Mandala Air Consumer Insight

3% 5% 5%8%

11%

13%18%

37% KoreaLondonPhilipineAustraliaHongkongBangkokKuala LumpurSingapore

4% 4% 4%4%

4%

4%

4%

4%4%7%9%

9%

9%

13%

13%

BalikpapanBanjarmasinJambiJayapuraLampungSingkawangSoloTanjung PuttingLombokSampitDenpasarMakasarSemarangSurabayaYogyakarta

Within a year, have you ever

travel?

Customer’s Profile

29%

36%

14%

21%1-3 time/year

4-8 time/year8-12 time/year

>12 time/year

Domestic Destination International Destination

100%YES

How many times a year do you

travel?

What was your destination?

1 2

3


Airplane100%

Airplane79%

Own Vehicle 13 %

Bus/Travel 7%

Train 1%

Airline’s Profile

What kind of transportation do

you use?

For Domestic Destination

International Destination

1


Airline’s Profile

3%3% 3%

5%

14%

14%30%

30%Batavia Air

Kalstar

Singapore Airlines

Sriwijaya

Lion

Mandala

Garuda

Air Asia

What airlines do you use to travel?

Why do you use this airlines?

79 % because of the Price75 % because of the promo65% because of the Route Hub57% because of the airlines provide food57 % because of the punctual time25% because of the comfort8 % because of the Lounge availability

Yes38%

No46%

I don’t Care15%

Do you aware about the type of the plane? (ex. Airbuss, boeing etc)

Where do you Buy the tickets?71% Online | 29% Travel Agent

Airplane100 %

2

3

4

5

Mandala’s Brand Awareness

Yes100 %

Have you heard about Mandala

Air?

No25%

Yes75%

News 53 %

Internet 47 %

Have you flight using Mandala Air?69% Yes | 31% No

18% Good Service18% Good Pilot (Landing)14% Easy & quick to do reservation online14% Clean and Comfort16% Fare Price14% Punctual

Why?

Have you flight using Tiger Air?36% Yes | 64% No

25% Service Not Good18% Using old Plane18% Bad Interior12% Bad Turbulence

Why?17% Cheap Price6% Good Service

Are you aware that now Mandala is operating again?


Netnography

The Power of STP to Win The Mind Share…


Marketing Strategy & Competitive Positioning

Travelers Promo Lovers Shopaholic Value Added

Seeker

Value Added Seeker

Low Price – High Value

Segmentation Targeting Positioning


Marketing Goals & Objectives

Communicate the New

Mandala Values and Commitment

Build a strong Mandala

Brand

Open new route with lower costs

IncreaseMarket Share

Increase Sales &

Revenue

Create Mandala New

Experience


Marketing Mix 4 Cs Strategies and Tactics

Set the price to be affordable. Below Full Service and average Low Cost Carrier Airways.

Open New Route, • new route • Full Service Route

Travel Agent, Online, Smartphone Application

360 degree Communication

Cost Consumer Convenient Communication


consumerModel Primarily point-to-point routes

Locations Mandala operated scheduled services to 3 international and 17 domestic destinations

Focus Cities Daily flight between Jakarta and Medan. International destination : Kuala Lumpur in Malaysia & Medan-Singapore.

Indonesia : Jakarta - Soekarno-Hatta International Airport [Hub]; Medan - Polonia International AirportSingapore : Singapore Changi AirportMalaysia : Kuala Lumpur – Kuala Lumpur International Airport

Other routes that have been approved include Jakarta-Singapore and Singapore-Denpasar (Bali)-Jakarta.

Terminated destinationsHong Kong - Hong KongIndonesia - Balikpapan, Banjarmasin, Batam, Bengkulu, Denpasar/Bali, Jambi, Kupang, Padang, Pangkal Pinang, Pekanbaru, Semarang, Surabaya, Tarakan, Yogyakarta.Macau - Macau Average Stage Length : 5 hours

http://en.wikipedia.org/wiki/Hong_Kong

http://en.wikipedia.org/wiki/Indonesia

http://en.wikipedia.org/wiki/Macau


Consumer New Route

New Route

• Medan – Singapore – Raja Ampat/Wakatobi

Full Service Airlines Route

• Medan – Bali

Not Favorite Route

• Medan - Maluku

Situational Analysis

Strategy Clock (Pricing Strategy)

Mandala

In-flight service– Mandala Airlines is give choices of seats class service airline. It had a buy on board service offering food and beverages

for purchase by passengers, but no in-flight entertainment. Seats were reserved and allocated during check-in. Free in-flight magazines or newspapers and blanket were provided during flight.

– Mandala Airlines had a baggage are included in the flight price about 20 kilos. Priority passengers also benefit from better seat locations (at the front of the aircraft), free lounge access and free food and beverages (both in lounges and during flight).[

• Ancillary Fees : Reservation changes, baggage limitations, frequent flyer point sales, concession


Convenient (Ticketing Strategy)

Mandala web site website for customers

to book and pay for tickets electronically.

Mandala Bye-Pass® airport self-service

kiosks Mobile Web program

Travel agency web sites (e.g. Travelocity,

Expedia)

Corporate booking agencies

Traditional travel agencies

In line with current airline practice, Mandala

Airlines utilized an electronic ticketing and an e-payment system.

The airline had a 24-hour call center

Mandala T.T.MTicket Teller Machine



Marketing and Brand Position

Customer Leadership

Clarification

Core Area

Marketing Vision

Mandala Air = “LCC Airline” Icon

Marketing Expertise & Organization

Product Leadership

Maximize Marketing Efficiency

Brand Leadership Premium

Brand Strategy Platform...

Brand TargetValue Added Seeker

Brand Essence Everyone already fly

Brand Positioning

Low Price – High Value

Brand PersonalityActive, Dynamic, Modern

Airlines in average

Price Food Lounge Choices of Seat Class

Hub Connecti

vity

Low Price

Fast Departure from Cities

Comfortable

Baggage Included with

Ticket Price

v

NEWThe differentiations of Mandala Air than the competitor…

Mandala Value Curve Proposed

Co creation

Mandala ExperienceMandala Check and Go

Conversation

Mandala lovers

Communal Activation

• Mandala Lovers’ Near You! • Mandala Lovers’ with You! • Mandala Lovers’ with Community

Campaign

Recent "All You Can Fly" promotions

allowed consumers to buy a monthly pass

for unlimited travel to Mandala destinations. Mandala believes half of the buyers had not flown them before.

All you can Fly

Local Campaign

Where can Fly

Global Campaign

Education & Awareness

Product Experience

Credibility/Image

Relationship

Media GatheringPR Activities

Mandala Tiger Air

“We’re Back”

Exhibition Mandala

Tiger Air Mobile Booth

Advertisement, TVC @

Commercials TV and Youtube

Active at Social Media, Mandala Tiger Air Mail List Developing

affiliate relationships

with banks

Sales : Number of Sales

and Profit

Brand Equity :

Mandala Tiger Air

All

you c

an F

ly

Sales : Number of Sales

and Profit

Brand Equity :

Mandala Tiger Air

360 degree Communication

The following table describes how Mandala's marketing program supports its brand position.


Alternative Recommendation

Social Media Website Mandala Lovers Continue to Stress

Differentiation Leverage Integrated Customer

Service System Target Price Sensitive Customer Brand Ambasador

Mandala Air Marketing Plan - The Second Life35 Mandala Air Marketing Plan - The Second Life35

Period

Controls – progress measurement and monitoring

Mandala Air’s Marketing Performance


thanks…


Appendix


Change

Economy Soc-Cul

Tech

Market

Pol-Leg

• IT is expand very fast, especially in communication • Social Media Revolutions • Internet become very popular• Expand the technology of the website (i.e. iPhone apps, etc.)

• Social Media Phenomenon• People mobility is increase

• The growth of the aviation industry doubled from Indonesia's economic growth average 20% -21% per year.• Low cost carrier (LCC) service more attractive to suck 80% market share.• Domestic aviation market still needs a lot of planes, at least up to 1,000 units considering Indonesia is an archipelago, while from the side of the plane is still defeated by India, China, even Singapore.• Target of middle-class people of Indonesia increased by 7 million people each year.• We have a lot of business sectors that depend on the airline business, such as the tourism sector. • There are 60 million passengers by 2015 and 75 million by 2020. This opportunity is a good market for Mandala with the concept of low cost carrier.• Foreign airlines took the market potential of Indonesia, foreign investment in Indonesia will be the toughest rival for local airlines in Indonesia.

• Aviation Law. Airlines or foreign investor will still be able to build the airline in Indonesia, as long as the majority of shares held by local investors.• The rules on Law No. 1, 2009 on Aviation, the aviation world investment of at least 50 million U.S. dollars is very burdensome and threatening local investors.• Aviation regulation and government policy • The increase in aviation fuel prices


Competitor• When the Asean Open Sky enacted in 2015, the national airline

to compete with the airlines.• Six airlines So Tight Competitors in Asean Open Sky. Three-in-

class airline services is a full service Singapore Airlines, Thai Airways, Malaysia Airlines, while three other carriers in the class cost (low cost carrier / LCC) is AirAsia, Tiger Airways and Jetstar Airways.

• Long haul flight is an trial to get undeveloped market share• Differentiation from traditional LCC model by adding customer

services or operation as full service airline with low fare• Ongoing industry consolidation has opened up prospects for

new routes and airport deals• Full service airlines start cut costs to compete• Entrance of other LCCs• Increase in operation cost in producing value-added services• System disruption due to heavily reliance on online sales • The increase in customer’s requirements of higher-quality

products/services


Customer• Customer more educated and have

many information to take decision.• Customer have many choices• Customer more demanding and

difficult to satisfy.• Customer loyalty is decrease because

a lot of promotion that offer more benefits.

• Customer tend to have more than one mobile phone

• Price- oriented segment is very big, but have low buying power.


Company• Company is value-decider• The others 3C’s must be learned to

see the effect to campany.• The must existing competence

analysis for the company.• Base on the existing competence,

take the stretch possibilities.• Company have several choices that

is go/invest, no no/hold, harvest and divest.

• To decided the choice, depend on company risk attitude


Competitor Analysis 4P’sMandala Air Lion Air Sriwijaya Air Air Asia Merpati

Nusantara Airlines

Batavia Air Citilink

PT Saratoga Investment Group (51%), Tiger Airways(33%),

Kreditur dan pemegang saham lama (16%)

PT Lion Mentari Airlines

PT. Sriwijaya Air PT. Indonesia AirAsia.

PT. Metro Batavia

Presiden Direktur

Diono Nurjadin Rusdi Kirana Chandra Lie Sardjono Jhony Tjitrokusumo

Joseph Saul

Mulai Beroperasi

17 April 1969, Berenti beroperasi 10 Januari 2011 – 4 April 2012

19 Oktober 1999

2003 6 September 1962

5 Januari 2002 8 Agustus 2008

Aliansi Tiger Airways Wings Air -

Slogan Partner Airlines of Tiger Airways We make people fly

Enjoy Simplicity

Jenis Kelas BisnisEkonomi

-

Program Frequent Flier

Lion Pasport Club

- Merpati EasyFlyer

Lounge Penumpang

Mandala Priority Lion King Lounge

-

Website www.mandalaair.com www.lionair.co.id

www.sriwijayaair.co.id

www.merpati.co.id

www.batavia-air.co.id

Facebook #fans

Merpati airlines # 2.432

Twitter #followers

@mandalaair #8.917@tigerairways #11.467

@tigerairwayssg #14.280

@lionairliners # 2.384

@SriwijayaairSJ #2.703

@Sriwijayaair #1.200

@airasiaid #147.745

@merpati_info # 5.011

@bataviaair #3.242 @citilink #18.154

Twitter tweets @mandalaair #632@tigerairways #352

@tigerairwayssg #1.063

0 @SriwijayaairSJ #18

@Sriwijayaair #2

30.929 6.330 28 8.147

Youtube CitilinkJumlah Armada

11 72 29 33

Kota Tujuan 16 61 36 87

http://id.wikipedia.org/wiki/Sandiaga_Salahudin_Uno

http://id.wikipedia.org/wiki/Tiger_Airways

http://id.wikipedia.org/wiki/17_April

http://id.wikipedia.org/wiki/5_Januari

http://id.wikipedia.org/wiki/2002

http://www.mandalaair.com/

http://w3.lionair.co.id/

http://w3.lionair.co.id/

http://www.sriwijayaair.co.id/

http://www.sriwijayaair.co.id/

http://www.merpati.co.id/

http://www.merpati.co.id/

http://www.batavia-air.co.id/


Price

Booking 24 April

2012 (7 – 14 Mei) - pagi

Mandala Air Lion Air Sriwijaya Air Air Asia Merpati Nusantara Airlines Batavia Air Citilink

Jakarta – Denpasar

Promo Rp. 401.000;

Promo Rp. 500.000;

Promo n/a Promo Rp. 379.000;

Eco Promo 0 Rp. 399.090;

Ekonomi

Rp. 643.000;

Ekonomi Rp. 530.000;

Reguler

Rp. 443.90

0;

Flexi Rp. 588.000;

Eco Budget Rp. 716.900;

Business

n/a Business n/a Ekonomi Rp. 698.000;

Eco Medium

Rp. 886.900;

Business - Eco Premium

Rp. 1.266.900;

Denpasar - Jakarta

Promo Rp. 544.000;

Promo Rp. 460.000;

Promo n/a Promo n/a Eco Promo 0 Rp. 399.090;

Ekonomi

Rp. 643.000;

Ekonomi Rp. 530.000;

Reguler

Rp. 443.90

0;

Flexi n/a Eco Budget Rp. 556.900;

Business

n/a Business n/a Ekonomi Rp. 918.000;

Eco Medium

Rp. 886.900;

Business - Eco Premium

Rp. 1.266.900;


Place

Reservation by

Mandala Air Lion Air Sriwijay

a Air Air Asia

Merpati Nusanta

ra Airlines


Website (online)

v v v v v v v

Travel Agency

v

AirportPhone

(call centre)

V v v

MobileKantor Pusat

V


Promotion

Mandala Air Lion Air Sriwija

ya Air Air AsiaMerpati Nusantara Airlines


Online Promotion

Visaepayment

BcaVisaBank briBniBiiBank sumselVisamaster

VisaMandiriOCBC NISPKlik Bca

BCAMandiriNMOVisaMasterPaypalDiscoverAmerican Express


Service

Mandala Air Lion Air Sriwijaya Air Air Asia Merpati Nusantara Airlines Batavia Air CitilinkBooking v v v v

My Flight v v vFlight Info v v v

Hotels & Tours v vTravel Info v v v

Loyalty Program v v v vCourier vCargo v

Entertainment vOnline Shopping v v

Credit Card vSavers Account v

Corporate v vPromosi v v v

Webbanner v v vservices v v

experience vcar v

asuransi vQuick links v

Web check in vAt the airport v

Situational Analysis

Ansoff Matrix

ProductsExisting New

Markets

Existing

Market Penetration/Consolidation

1

4

Product Development

2

5

New

Market Development

3

Diversification

Situational Analysis• Strategy Clock (Pricing Strategy)

Mandala

49

SWOT Matrix AnalysisStrength 1. Shares owned Mandala Saratoga Capital (51%), Tiger Airways (33%),

concurrent credit of 15%, and the old shareholders Cardig and Indigo (1%).2. Tiger Sandiaga and prepare capital of U.S. $ 250 million.3. Tiger Airways business model adopted.4. Low-cost airline5. Mandala operated scheduled services to three international and 17 domestic

destinations, used a narrow-body fleet of Airbuses.6. The name Mandala is not changed7. Safe and reliable flights8. Tiger Airways, together with its associated airlines, operates a fleet of 32

Airbus A320 aircraft

Weaknesses1. Service resource is limited by lower costs Limited human resources

Situation Could not handle irregular.2. Government interference and regulation on airport deals and

passenger compensation.3. Non-central location of secondary airports.4. Brand is vital for market position and developing it is always a

challenge5. Heavy reliance on outsourcing6. New entrants to Provide the price-sensitive services7. Mandala is still not a good name in the public eye since 2011 had

been frozen.8. The plane is still not much9. Mandala routes are limited.10. Other companies using the LCC business model too.11. New Mandala will penetrate the Jakarta-Medan route. As for the

international flights will start from Jakarta to Kuala Lumpur, Malaysia.

OpportunitiesA. The growth of the aviation industry average of 20% -21% per year.2. Long haul flight to get your trial is an undeveloped market share3. Differentiation from traditional LCC models by adding customer services or as full-service operation with a low fare airline4. Ongoing industry consolidation has opened up prospects for new routes and airport deals5. High fuel prices will squeeze out unprofitable competitors6. Service low cost carrier (LCC) more attractive to suck 80% market share.7. 16 domestic routes and four international routes8. Target the middle class 7 million people each year.9. Increased tourism sector10. 60 million passengers by 2015 and 75 million by 2020.11. Mandala will operate 10 Airbus A320 aircraft.12. Aviation Law. Airlines or foreign investment will still be able to build the airline in Indonesia, as long as the majority of shares held by local investors.13. Expand the technology of the website (ie iPhone apps, etc.)

Strength/ opportunities (SO)1. Increase Market Share 2. Increase Sale & Revenue 3. Expand current customer rewards program to build

customer loyalty.4. Expand freight air portion into former Tiger Airway

and Local areas5. Mandala Airlines utilized an electronic ticketing and an

e-payment system. The airline had a 24-hour call center and a website for customers to book and pay for tickets electronically

Weaknesses/ opportunities (WO)1. Build Strong Mandala Brand2. Increase number of pesawat3. addition Route4. Improve efficiency through the use of aircraft

Airbuss5. Focus on service, speed and departure point-

to-point.

Treats1. Full service airlines cut costs start to Compete2. Entrance of other LCCs3. High fuel price decreases yield4. Accident, terrorist attack, and disaster and affect customer confidence5. Aviation regulation and government policy6. Increase in operation cost in producing value-added services7. System Disruption due to Heavily reliance on online sales8. Asean Open Sky enacted in 20159. Six airlines So Tight Competitors in Asean Open Sky (Singapore Airlines, Thai Airways, Malaysia Airlines, AirAsia, Tiger Airways and Jetstar Airways.10. The regulation on Law No. 1,2009 on Aviation, the aviation world investment of at least 50 million U.S. dollars is very burdensome and threatening local investors.11. Foreign airlines also eyeing the market potential of Indonesia, foreign investment in Indonesia will be the toughest rival for local airlines in Indonesia.12. The increase of in aviation fuel prices13. The increase of in the customer's requirements of higher-quality products / services14. Tiger Airways Mandala proposed name is replaced with the name Tiger.

Strength/ Treats (ST)1. Expand brand recognition as top low-cost

air carrier to eliminate competition. 2. Retain low-cost operating strategy to

remain competitive.3. Focus on the importance of safety,

security, and service.4. Focus on the timeliness5. Offer the most competitive price

Weaknesses/ Treats (WT)1. Increase load capacity to get2. maximum value out of jet fuel.3. Initiate employee rewards program

for productivity and customer retention.

4. Create expanded strategy and growth plan to thwart competition.

5. Reduce the cost of jet fuel that will decrease operational costs


http://en.wikipedia.org/wiki/Electronic_ticket

http://en.wikipedia.org/wiki/Electronic_funds_transfer

http://en.wikipedia.org/wiki/Call_center

http://www.mandalaair.com/


Netnography (3)


Netnography (3)