Customer Orientation Of Airport Service Quality

The United States carries over one third of the globe’s total traffic, where Over 1.5 billion passengers fly annually. Over the past 20 years, air travel has grown at an average of about 5% per year, the reason for annual change is usually differences in economic growth, and of course other environmental factors, such as the current war. As a rule, the annual growth in air travel has been about twice the annual growth in GDP. Deregulation, liberalization, and competition have essentially altered the management strategies and practices of airlines. Productivity improvements and cost management have been two of the greatest concerns for US airlines for the past twenty years. As a whole, the airline industry must continue to improve their specialization in terms of fleet utilization, pricing and revenue management, and schedule optimization.

However, when we analyze the verbiage in SW's mission statement, we see a conundrum with recent controversies focusing on larger built passengers. We note that while SW is committed to customer care and innovative services to its clients, and a focus on innovation for employees, there is tremendous inconsistency in attendants, gate personnel, and even cabin crew's understanding and handling of situations involving large passengers. It is this inconsistency that is of concern, particularly based on the verbiage SW offers to its stakeholders about respect and value.

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.

At the present time, the airline industry faces many cost pressures. The industry has made remarkable achievements in improving its efficiency. But cost pressures continue, from record high fuel prices to unjustified increases in charges from monopolistic airports, to further taxes imposed by governments (industryspotlight.org.uk). Higher costs inevitably lead to higher prices for airline passengers. Aviation is vital part of the United Kingdom. It is not only crucial in sponsoring almost 1 million jobs and £50 billion of GDP, providing around £8.7 billion in taxes to the Treasury of the country, but aviation is also fundamental to the success of economic benefits from air transport in the United Kingdom (Roberts-Hughes, 2014). Aviation supports exports, services, manufacturing, foreign direct investment and of course tourism. This sector gives us opportunity for the holidays and visits of family and friend in different parts of a country and also around the world.

Customer service is a valuable influence on quality. Qantas delivers the expectations of customers by representing civil and accommodating staff members. Qantas has implemented a series of operational strategies to enhance the speed of their service. These vary from booking flights online, online check in, check in kiosks and Q Bag Tags. Dependability at Qantas is based on the consistency of on-time departures and arrivals. Flexibility is relevant to Qantas’ responses to the changes in market demand. Flexibility is demonstrated through Jetstar’s variable fare. Qantas offers customisation through its participation in the Oneworld Alliance, where it can provide its services to over 680 destinations in 134 countries. Qantas has worked on developing less costly and more efficient opportunities for its consumers by launching new discount airlines: Jetstar and Jetstar

Airports are the heart of travel for many to conveniently travel from one location to another, whether the distance was 50 miles or internationally. With the advancements in technology, it has provided the ability for individuals to have access to parts of the world that once only been available to a select few. With such technological advances, our society will not be able to rewind back to

When the general public thinks about airports, chances are they will imagine an airport that fits into this category. Commercial services airports are defined in our text as “those airports that accommodate scheduled air carrier service, provided by the world’s certificated air carriers” (Wells). These are the airports that move passengers and cargo across the United States and the world. Commercial services airports are not created equal, however, which is why they are further broken down into different categories of hubs. They range from large hub airports “that account for at least 1 percent of the total passenger enplanements in the United States” to medium and small hub airports that account for less and

As the research data was collected, especially with the case study comparative analysis’ between the Texas airports, the statistical occurrences began to detail flight/economic improvements, not only at Love Field, but also at Austin, DFW, Houston, and San Antonio. As seen by the data below all the major airports saw an increase in airline ridership, flights and overall operations.

Manchester Airport operates in an increasingly competitive environment and must differentiate itself not only. Finance All organisations must take great care in setting their financial targets. If they are set too low then they will be readily achieved and full potential will not be reached. At present the economic regulation of airports is targeted solely at reducing the charges to airlines.

Airlines, if company won’t be able to fulfil those demands next time customer will be less tolerant and more exigent. The level of adequate service will increase and the zone of tolerance will narrow, so American Airlines should try not to frustrate their customers and do everything to meet urgently appeared demands.

The Airline industry has experienced continual problems with rising costs with both fuel and maintenance which has caused them to increase their fees to the consumers to pay for those rising costs. This paper will help explain what an airline such as Delta does to help alleviate such costs without forcing its consumers to flip the bill through high fees that consist of tickets, baggage fees and food. The costs of doing business in aviation today have spiraled out of control making it very expensive for both airlines and the

Small regional airports struggle with leakage to larger airports that provide primary service to metropolitan areas. Small catchment areas and few services to communities with smaller population densities create a constant struggle for small regional airports to attract and retain commercial air services (Wittman, 2014). Small regional airports must focus on increasing revenue potential in order to fund operating improvements and must keep a high level of customer satisfaction to retain old customers and obtain new customers. The Airport Cooperative Research Program (2009) found that parking revenue is on typically 25% all airport revenue and is approximately 40% or more of non-aviation revenue. This makes airport parking the highest revenue source of U.S. Airports, and is often used to provide funding to support other operations. Airport parking is also in many cases the first and last point of interaction users will have with the airport. The particular significance of this study is that it addresses parking supply needs for small regional airports in terms of parking facility growth management and revenue retention needs. Most studies look at primary hub airport parking supply needs, and do little to address the public parking needs of small regional airports. Studies that look at small regional airports tend to focus on the aviation revenue and space occupancy with little to no mention of aspect of non-aviation operations such

My proposed strategy for Arlanda Airport is a passenger-Centric one. This strategy asserting the fact that, ‘‘passengers’ satisfaction is their mission’’ meaning that the passengers’ needs come first. My strategy slightly differs from that of customer-centric used by many organizations (www.customer.com). The difference between my strategy and the customer-centric strategy is that mine focuses on a particular group of customers (passengers group) in the customers' segment while the other encompasses all members in the customer segment, including even the passengers. I focus my strategy on passengers because passengers are the key actors in airport business, and their satisfaction has positive multiplier effects to the entire

A survey completed by the Government Accounting Office of the 50 busiest commercial airports, accounting for 80% of air carrier operations in 1998 revealed that noise, water, and air quality were the top three concerns. About 90% of the management of these airports thought that balancing environmental concerns with airport operations was much more or somewhat more difficult than it was in 1989. Because 13 of these facilities were at or above capacity with another four considered to be at capacity in

Schmidberger’s report contrasts his proposed PMS with the usual methods of evaluation currently in use at several airports. Most of these measurement systems define airside ground services as subsets of other larger firms (such as airport authorities or airlines) (Chow, Heaver, & Henriksson, 1994), this is not necessarily an accurate representation of these ground service entities seeing as in many cases they are quite separate from associated parent companies or completely separate entities wherein logistics are a primary function. While the establishment of this contrast in Schmidberger’s report certainly has value, it fails to note that in