Twitter: Relationship Marketing & Disaster Response Management in Volcanic Eruption

I spoke previously on the core elements and advantages of adopting relationship marketing as a strategy in building relationships and encouraging interaction with your customer base and also would be customers. In addition, it has also been effused the advantages of using Twitter within this strategic sphere in adopting a relationship marketing approach within a company. A company can use Twitter to:

  • raise brand awareness
  • increase interactivity with your customer base
  • raise discussion and positive talk on your brand and product/service offering
  • help create a tangible meaning of a brand in the mind of the customer
  • increase customer retention
  • help reduce the barriers to making a purchase online through ease of access and linking to products/services
  • direct the customer to where you want them to go on your website
  • build corporate and company reputation
  • as a internal marketing tool to employees based across the world and foster a positive, open and warm company ethos
  • act as a direct one-to-one customer service and technical support to company operations and updates
  • and act as a disaster response management tool

When carrying out a project on the merits and possible uses of Twitter with an airline, a use was unearthed not thought of as one of the main avenues of focus; disaster response management and a one-to-one customer service. The project just as it so happened to be was carried out during the eruption of the awkwardly named Eyjafjallajokull Icelandic volcano in 2010.

During this time the airline, as was nearly every airline operating within European airspace, was inundated with would be passengers venting their anger and dismay at the handling of the event and in essence the disaster response put in place. Twitter became the main avenue for passengers to communicate their thoughts and queries. Airlines had to delicately respond to these issues and hope to strengthen relationships and trust in the airline. Thus in every disaster there is an opportunity to strengthen trust in the airline and build up a strong bond with the customer who will be satisfied with the response that the airline gives.

Such is the nature with Twitter, it acts as an open forum for people to vent their frustration and try to find if their own flight is cancelled or not.  Everyone can see each others comments and most importantly how the airline deals with each comment and in what manner. This is why it is vital to remain detached from any personal or vitriol comments made and adopt clarity and brevity in responses made to passengers on Twitter. Undoubtedly this episode manifested how Twitter is a fantastic tool for airlines to utilize within the myriad of social media engagement channels on offer and one that is instant in its response to real time disasters and events.

Twitter can be used to build relationships and encourage interactivity with a customer base and ‘followers’. It can act as a source of real competitive advantage  over rivals in the ultra competitive airline sector through helping forge a social and monetary bond with customers.

The Airline Industry & Internal Marketing: Part 1

Industry Sector Overview: A Highly Competitive Industry

  • Market Drivers

The Economy and Business Travel

Oil Prices: A Constant Fluctuation

Market Segmentation: Business & Leisure Travel

  • Internal Market Environment for Airlines: Geo-Location Bases Services

Capacity: Sector Is Becoming More Aggressive with Low Cost Carriers

Low Cost Airlines: South West Airlines & Ryanair Business Model

Positioning and Branding: A Need for Strong Strategic Direction and  Brand Differentiation

Reduced Competition: Increase in Consolidation and Alliances Among Airlines


  • Understanding the Customer Perspective

Overview: Continued Growth & Travel

Corporate Customer Perspective: the Importance of Punctuality and In-Flight Service

Personal Customer Perspective: Holiday and Leisure Breaks – Destinations and Prices

Creating Cult Brands: Building Brand Equity

  • Realizing and Fulfilling the Power of the Brand
  • Managing Elements of the Brand
    • Brand Position
    • Brand Promise
    • Brand Personality
    • Brand Story
    • Brand Associations
    • Brand Plan
  • Loyalty and Cult Brands: Creating An Emotional Bond with the Consumer
  • Cult Brands: Garnering a Higher Social Meaning
  • Typical Examples:

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Analysis of the Business Model and Strategic Management at Irish Betting Company Paddy Power

The document detailing the content below can be provided on request.

  • Company Profile: Paddy Power PLC
  • Analysis of Board Composition and Competencies
  • Analysis of Key Performance Indicators (KPI’s)
    • Key to Success of Paddy Power
    • Growth in Core Areas of Business
    • Market Share Price
    • Financial Statements: Profit / Loss Statement
  • Analysis of Managerial Strengths & Weaknesses
    • Unique Business Model: e.g. Offering Diverse Options in Online Betting
    • Strong Strategic Planning Underpinning Expansion and Growth
    • Board of Directors and CEO
    • Expansion of Products into Markets
    • Rise of Spread Betting: Riding The Wave
    • Successful Entry Into Australian Market: Acquisition of Sportsbet
    • Increase in Brand Value and Brand Awareness
    • Creative and Controversial Marketing and Advertising Campaigns