Distinctions in the Customer Satisfaction Levels Between Southwest Airline Customors and Delta Airline Customers

The article was reported in the National Geographic Traveler Magazine in the December 2012/January 2013 issue. Christopher writes about two separate airlines and the potential of what could make or break a person. He used different points to breakdown what airline companies are doing to the economy. He published the article to make people become more conscious thinkers and look at the entire package/company when it comes the cost of booking with an airline. Let’s look at how the customer service, expenses and hospitality play a factor when choosing an airline. The Good versus the Evil in the air.

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.

If Southwest decided that they needed to increase their revenue they would have to start by raising the prices of their tickets. The need for increased revenue would need to be passed on to the consumers’. When a ticket price is higher with one airline than the other, the customer

September 11, 2001, was a horrific event that rocked the world and the way people viewed the safety of airline travel. The airline industry was hit the hardest after that day and it was uncertain if they could regain their customer’s

In many respects, by its very character the air transport industry has always been a global business. The progress of larger more efficient aircraft has contemplated that air travel is increasingly commonplace. More people have the chance to travel to more places than ever before. As an outcome of this, the traveling public's anticipation has been lifted. Thus the industry is becoming increasingly globalized and phrases such as seamless service and frequent flyer program have turn weapons in the fight to win passengers. American carriers, immediately shattered by the attacks on the World Trade Center and the Pentagon, are not the only ones affected. The dust was only just starting to settle on the wreckage when the knock-on effects were intimidating intolerable stress for other carriers already suffering from declining passenger numbers and rising fuel and other costs. Setting up direct marketing program helps Southwest airlines to take a more connected, and focused outlook. The customer feels in demand and this helps in building goodwill. There are numerous issues one has to deal with while founding something new and this was kept in mind Southwest airline’s investment decisions, the selling structure, policies, automation of the system, etc. To be ready to deal with them, a few new programs must be set up. For instance, customer-ranking action must be grown. The steps mentioned earlier must be carefully thought about and

In an airline industry, customers form the core of the organisation and this is achieved by the level of customer satisfaction by voting for the airline. This expresses confidence in the airline. The airline to meet its customers expectations needs to ensure the following is adhered to:

Loyal customers, like myself, rely on Southwest for majority of our travel experiences because of their transparency as a company. I want to learn how a company can successfully cater to the customer experience while also supporting surrounding communities in which Southwest flies. The positive and caring spirit of Southwest would not be possible without the trust its customers have in the company. Ultimately, I want to work for Southwest because I want to be encouraged to have integrity for myself and my

As a legacy airline, it would not be productive for United to try and gain business from those that are more concerned with lower ticket fares. Instead, the airline chose to focus on the frequent business travelers as their core market. By segmenting the customers, United chose to focus on the global executives as their target market. “These folks made up only 9 percent of United’s travelers, but they represented 46 percent of United’s revenue” (Di Frisco, 2011, para. 2). By using psychographic segmentation,

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

This proposal addresses the needed steps to be taken in order for Southwest Airlines to see continued growth in the airline industry. Southwest Airlines has been able to remain one of the most profitable airlines in the industry for an extended period of time. Even with the hindrance of the 2001 terrorist attacks involving airplanes and the U.S recession of 2008, Southwest has continued to see strong revenue growth. Meanwhile, other companies were experiencing major losses and in some cases folding. Southwest Airlines has capitalized on the company’s strength of being the top low cost

This paper will address the customer relationships of Southwest Airlines based on the following benchmarks: Employee Relationship, Sales & Marketing/Competitive Advantage, Value Creation, Internal & External Environmental Factors, Ethical Issues, and Customer Orientation. Research from Southwest Airlines’ website, Indeed.com, Dallas Morning News, JetBlue, Spirit, Forbes, Investopedia.com, Yourbusiness.com, Ethicsdiscovery.com, and Contemporary Selling Building Relationships, Creating Value 4th Edition, will support findings. This report illustrates how Southwest Airlines flourishes in its industry with both customer and employee satisfaction. Findings will demonstrate how the airline uses customer relationship management to create value with its products and services.

There have been few inventions to change how people live and experience the world considerably as the creation of the airplane. Today, traveling by air has become the norm and it would be difficult to imagine life without it. Air travel has improved the way people are able to conduct business by shortening travel time and changing their thought of distance. The companies within the airline industry exist in a very competitive market. One of those companies, Southwest Airlines, features low-fare, no-frills air service with frequent flights of mostly short routes. Costs are kept down by the exclusive use of Boeing 737 aircraft, which allows for low maintenance costs and quicker turnaround times for flights, and by an emphasis on ticketless travel (Encyclopedia Britannica). This paper will address two segments of the general environment and how they affect Southwest and the airline industry; evaluate how Southwest has addressed two forces of competition; predict what Southwest might do to improve its ability to addresses these forces; assess the external threats affecting Southwest; discuss Southwest’s greatest strengths and most significant weaknesses; determine Southwest’s resources, capabilities, and core competencies; and analyze their value chain.

The elusive goal of customer satisfaction has long provided companies with endless headaches and difficult decisions. In the end, associating specific customer satisfaction metrics to company profit and loss would provide the undeniable proof needed to make changes, and then invest the required capital to address any concerns. Starbucks, not unlike the rest of the business world, has found itself in the same situation. At a basic level, the argument that more investment in customer service creates higher customer satisfaction has already been fundamentally agreed upon. However, more specifically, Starbucks must decide if a reinvestment of $40M annually in

result of this, no other airline in the industry’s history has enjoyed the customer loyalty and

Classic Airlines consists of 375 aircraft that travel to 240 cities more than 2300 times per day with a workforce of 32,000 personnel. Classic Airlines’ revenue was in excess of $8.7 billion last year bringing in a $10 million dollar profit and establishing the airline as the fifth largest air travel company in the world. Despite good sales and profits, Classic Airlines has been receiving harsh criticism from their customers resulting in a 10% decrease in profit shares, reduction in customer loyalty, 19% drop in rewards customers, 21% reduction in flights and the lowest morale seen in recent years. Classic Airlines remains optimistic about customer flight travel but must find