Azul communications and brand director Gianfranco Beting, speaking on the sidelines of CAPA's World Aviation Summit in Hong Kong, stated (29-Nov-2012) the carrier is currently the third largest carrier in Brazil with 850 flights per day, over 230 routes and 115 aircraft. He noted Brazil is social media and online "crazy" and the importance the carrier places on online media is indicative by the way the carrier spends on marketing including more than half of its budget on online marketing including google adverts, Facebook adverts and buying online media. The carrier spends the other half of its budget on offline marketing including “guerrilla marketing” which involves bringing people online. Azul sees online as being the funnel and offline marketing involves bringing people to the funnel. He also said the carrier’s share of first time travellers has declined from 50% to around 25% at present as the carrier grows and positions itself as more of a business airline with more frequent travellers.
Azul notes importance of social media
You may also be interested in the following articles...
Qatar Airways buys 10% of oneworld's LATAM, to add to its 15% in IAG
Enter Qatar Airways. As Etihad Airways looks to bed down its investments in other airlines, Qatar is gradually expanding its airline investment portfolio. Qatar's 15% stake in IAG is now being followed with a 10% stake in LATAM for USD613 million – nearly 1.5 times Qatar's net profit of USD446 million, disclosed (for the first time) on the day prior to the LATAM equity announcement. It is a safe investment; LATAM group has a strong market position and its share price has remained strong even in the face of a brutal downturn in Latin American economies.
Qatar gives LATAM needed cash and a distant shareholder. Latin America is the smallest market by far for Gulf airlines, but while currently in the economic doldrums, has a longer term potential for growth. It is also a key future market for US airlines, albeit very small on the Gulf airlines' networks. Qatar is spending nearly EUR2.5 billion on equity investments, still smaller than Etihad's but illustrating a willingness to acquire airline assets, for investment and strategic reasons. In this case the immediate strategic purpose for Qatar is less apparent.
Star Alliance's privately owned Avianca is also considering a strategic shareholder; that would mean five of Latin America's eight largest airline groups could have an airline investor from outside the region.
Disruption in the airline industry. It is coming, faster and bigger than you think: Part 2
It is notable that airline liberalisation has scarcely been driven by overt consumer pressure. Instead it has been a handful of influential and enlightened governments who, recognising the flow-on economic benefits, have promoted aviation liberalisation in the wider national (and global) interest.
In fact, with some exceptions, airline consumers have in general received a good deal over the past 40 years, in terms of low fares and good product, a result of the combination of regulatory change and of airlines prepared to exploit it effectively. LCCs and the Gulf airlines have played a major part in that.
Ironically, consumers and the EC and US DoT/Congress have instead ridden political waves to introduce “consumer protection” rules that often do more harm than good – for example the flawed rules on both sides of the Atlantic and elsewhere punishing airlines for delays, even where weather or ATC/airport or other issues are to blame.