Practice prize paper - Applying a dynamic model of consumer choice to guide brand development at Jetstar Airways

Peter Joseph Danaher, John H Roberts, Ken Roberts, Alan Simpson

Research output: Contribution to journalArticleResearchpeer-review

10 Citations (Scopus)


This paper describes the use of a marketing science model by Jetstar, a subsidiary of Australia s leading airline, Qantas, to effectively and profitably compete in the low-cost carrier marketplace. We trace the evolution of the Jetstar strategy from a baseline calibration of its initial position, to its efforts to attain price competitiveness and service parity, followed by its highly focused, cost-effective service delivery strategy. We develop a hierarchical model with parameters estimated at the individual level. This allows us to study not only how service design and pricing initiatives shift the perceived performance of Jetstar relative to its competitors but also how the airline can move market preferences toward areas in which it has competitive advantage. The contribution of the research is substantial. The Jetstar market share went from 14.0 to 18.1 during the first five quarterly waves of the research, and profits went from 79 million in 2006 - 2007, before the study was commissioned, to 124 million in 2008 - 2009.
Original languageEnglish
Pages (from-to)586 - 594
Number of pages9
JournalMarketing Science
Issue number4
Publication statusPublished - 2011
Externally publishedYes

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