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Service quality and satisfaction
Solution of service quality case study of southwestern airline
Service quality and customer satisfaction introduction
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CRITICAL REVIEW ‘The Airline Service Quality’ INTRODUCTION Summary The following assessment examines a critical review of a study that observes the relationship between the five service quality dimensions and the customers’ post-purchase intensions/behavior in the low-cost flight industry. The main purpose with this study is to be critical towards the article’s outcome and evaluate the relevance and appropriateness in an operational perspective. Purpose and specific objectives Based on earlier analysis of the consumer behavior in the low cost airline industry the post purchase service quality is predicted to be a key success factor to the consumers’ purchase decision for airline companies. It is therefore relevant to evaluate how well the report’s outcome can gain the flight industry new knowledge to the development of future operational and marketing strategies. The post purchase behavior in this assignment is assumed to be the re-purchasing of the external consumers and will focus on retention customers. Road map The review is divided in two major sections; 1) Introduction and 2) Critical thinking. In section one the purpose and main focus with this assignment has been presented. Section two illustrates a verification and validation of the author’s desired achievements, reflections and key information/results. New operational perspectives will furthermore be proposed. CRITICAL THINKING Main purpose and key question The author’s main purpose with this article have been to identify which of the listed five Service quality dimensions (Tangible, Reliability, responsiveness, Assurance and Empathy) that have the most significant influence on the consumers’ post purchase behavior and decision-making. This has been accomplished t... ... middle of paper ... ...rvice quality dimensions that influence the post purchase behavior. The investigation identified the Asian low-cost flight industry and its’ customers, where foreign countries needed to be compared for generalizing. An alpha on total 0.93 confirms a high reliability and informal consistency in the study. Though misunderstanding of the definition of the service quality dimensions can lack the validity of the results. 31, 4% of the participants believed that service quality had an important impact on the post-purchase behavior. ‘Other factors’ covered 68.6%, which seems more interesting to further investigate. This could be tested in an operational perspective through the five Key competitive areas, which is presumed to generate more ‘specialized’ knowledge to develop the service performance, operational measurement and competitive advantages in the flight industry.
Saha, G. C., & Theingi. (2009). Service quality, satisfaction, and behavioural intentions: A study of low-cost airline carriers in Thailand. Managing Service Quality , 19 (3), 350-372.
High levels of customer satisfaction will not guarantee future sales, but are more likely to result in repeat future sales than indifferent or poor customer service. Moreover, satisfied customers are more likely to try out other products/services in the firm’s range, or recommend it to friends and family. Build on customer loyalty Customer loyalty is valued highly by most businesses and can be
According to Business Studies ‘’Customer service is one of the most important ingredients of the marketing mix for products and services. High quality customer service helps to create customer loyalty. Customers today are not only interested in the product they are being offered but all the additional elements of service that they receive from the greeting they receive when they enter a retail outlet, to the refund and help that they receive when they have a complaint about a faulty product that they have paid for’’ (Business Studies, n.d).
of price versus service in the airline industry as a whole, as well as, the
The airline industry has long attempted to segment the air travel market in order to effectively target its constituents. The classic airline model consists of First Class, Business Class and Economy, and the demographics that make up the classes have both similarities and differences to the other classes. For instance there may be similarities between business class travellers on a particular flight, but they will not all be travelling for the same reason. An almost-universal characteristic of air travel is that customers do not fly for the sake of flying; the destination is the important element and the travel is a by-product, a means-to-an-end that involves the necessity of an aircraft that gets the customer from point A to point B. Because the reasons can differ greatly in the motivations for a customer wanting to fly, it can be difficult to divide the market into discrete segments, that is, there is always going to be overlap in the preferences and characteristics of any given segment. With that in mind, the commonalities that are shared between the clientele that make up the respective classes can easily withstand analysis.
Zeithaml, Valarie A, Berry, Leonard L, & Parasuraman, A. (1996). The behavioral consequences of service quality. Journal of Marketing, 60(2), 31. Retrieved April 1, 2011, from ABI/INFORM Global. (Document ID: 9401886).
When it comes to quality, Delta raked number four within the fifteen biggest carriers in the USA. The annual report conducted last year, evaluated the airlines “based on several performance markers including the percentage of on-time flights and mishandled bags” (Jones, 2014).This report, brought Delta to the fourth place among the other rivals, “Delta Airlines, which held steady in the number four spot for the second year in a row was particularly noteworthy” (Jones, 2014). Though this achievement, Delta showed they can actually meet customers need providing high service quality, remaining also economically competitive in the industry, since they not only offer high priced flights, but also “Basic Economy fares, that they introduced more than two years ago to compete against Spirit and other ultra-low-cost carriers” (Schaal, 2014). Efficiency
JetBlue’s marketing strategy focuses on offering a high-quality customer attentive low-cost product that provides amenities other airlines are unwilling to provide on their low-cost fares. The goal is to attract new customers while retaining current customers and to bridge the gap between low-cost fares and quality air travel, which JetBlue believes need not be mutually exclusive (JetBlue Airways Corporation, 2015). Overall this strategy has been very successful, attracting new customers and earning repeat customers through its innovative additions to its aircraft and by having more free amenities than any other airline. Additionally JetBlue Airways has been ranked highest in customer satisfaction among low-cost carriers in North America by J.D. Power for the last 11 years in a row (JetBlue Airways, n.d.).
Improvements that have been made since 1972 are foremost improvements to the product of "traveling": better in-flight entertainment, an upgrade to ground services, more flight destinations through the "Star Alliance" network and improved seats and space on board. There are however improvements in other areas than product improvements: 2 kinds of loyalty programs have been introduced, premium passengers' preferences are filed and the complaint management has been improved over the years. The differentiation of types of passengers and the expectation that they will fly SIA again, retaining clients through complaint management and loyalty programs all suggest a move into a customer intimacy value strategy. As service and CRM become more and more integrated at SIA, customer intimacy is strategically embedded in the organization.
a) Good customer service is a critical component of a quality product. Collier (2011) states that service needs to be consistent, continuous, thoughtful and available. These are crucial in meeting and exceeding customer expectations. Collier also continues on to state that staff providing customer service must have appropriate skills, knowledge and personal attributes to execute a high standard of service. These skills have been identified by Collier as listening skills, punctuality, courtesy, integrity and grooming. The skills and qualities identified are reflected by the five key components of customer service tangibles, reliability, responsiveness, assurance and empathy. The five components have been provided by the SERVQUAL service measuring
1. Issues 2. American Airlines’ objectives 3. The airline industry 4. Market 5. Consumer needs 6. Brand image 7. Distribution system 8. Pricing 9. Marketing related strategies 10. Assumptions and risks
In a dysfunctional time for the airline industry, most airlines, especially major carriers, are adapting the concept of "doing less with more." One low-cost carrier, JetBlue, is changing the domestic aviation landscape in this regard and is defying the odds. Here is a company that has examined each marketing mix elements carefully, has adapted them to its customer’s needs, and is succeeding because of this approach.
It's very well known that a companies success is not only dependant on the possession of a good product or service, but the key aspect to a successful business is excellent customer service. As the market grows, now more then ever companies are emerging, they are offering very similar types of products and services. Successful customer service can be a way a business becomes original and unique, it can be the key to attracting and maintaining loyal customers. Good customer service can start-up a business while bad customer service can harm a company. An average customer that experiences an issue will complaint to 9-10 people about the problem. A customer that received support to their problem and a potential solution will tell at least five
Customer Service is the act of dealing with the customers needs by giving and delivering professional, helpful, high quality service and help some time recently, amid, and after the customer's requirements are met.
The dimensions of service quality refer to the attributes which contribute to consumer expectations and perceptions of service quality, thus serving as the determinants of consumers’ quality assessment (Rowley, 1998). The most well-known, commonly used service quality scale is the SERVQUAL, a general instrument for measuring service quality developed by Parasuraman et al., (1988). It includes five dimensions of service quality: (1) tangibles: appearance of physical facilities, equipment, personnel and communication materials; (2) reliability: ability to perform the promised services dependably and accurately; (3) responsiveness: willingness to help customers and provide prompt service; (4) assurance: knowledge and courtesy of employees and their ability to convey trust and confidence; and (5) empathy: caring, individualized attention that a firm provides its