Sunday, September 22, 2019

Effects That Poor Airline Customer Service Has Had On Passengers Essay Example for Free

Effects That Poor Airline Customer Service Has Had On Passengers Essay Abstract The present research explores the issue of poor customer service that airline industry is said to practice with regard to their product and services. The paper examines this issue from the approach of triangulation of the data. It critically analyzes the situation from three perspectives. For the first one is the issue of customer satisfaction in accordance with recent empirical findings. The paper highlights what customer satisfaction empirically means. The next section explores the present operations and services provided by the airline industry from a number of sources. The last section examines and cross-examines the state of customer satisfaction to be found in the present day airline industry operations. At the end of the paper, findings of the research are discussed along with suggestions and recommendation for policy making and airline industry’s operation with relation to customer satisfaction. Introduction   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   With the advent of new technology, extensive human intrusion in the mysterious space, and expedited communication in the twenty-first century, the demands, wants, and needs of the customers are said to be so finely met today as never before. With the state-of-the-art approach to any customer-related segments of today’s business world, it is claimed by the business sector in general that today’s customer is the luckiest one to have had so much ease of choice and liberty of opting from one product to another. This maxim goes from the small gadgets to the massive transaction held across countries. However, analyzing the perspective of the customer may not yield the same level of happiness and satisfaction from the side of the customer in today’s world. Airline business has seen a marvelous boom with the high-tech trend and massive investment throughout the world. As such, it becomes the point of this paper whether today’s airlines are really providing their customers the best of what is available to them. The present paper looks into the issue of the effects that poor airline customer service has had on today’s customer. The present study looks at the issue from a multifaceted approach. It aims to critically analyze the issue from a three dimensional view, that is to say, it extensively reviews current literature on customer-airline area; it goes on to investigate the point of view of the airline business itself and point out the major findings; as well as, the present paper critically analyzes the kinds of effects that the poor airline customer service has to have on the prospective customer. Customer Satisfaction   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Customer satisfaction that a customer derives from a product bears enormous significance for the success or failure of a particular product. A product however technically sound and however economic in terms of use and feasibility cannot be regarded as successful unless and until the customer defines it as satisfactory to their needs and wants. As such, success of a product, we can say, is related to the level of satisfaction that a customer derives from it. Today’s situation, particularly in US business market, is alarming. According to Maier (p. 20, 2002), â€Å"Keeping the customer satisfied no longer is the mantra of American businesses, as studies show a steady decline in customer satisfaction that is projected to continue†. As such, in this section of the paper, the present writer deems it appropriate to critically examine the notion of customer satisfaction; how important is it in today’s business world; and what significance does it hold for the airline customer service? This is important with relation to the understanding of the poor customer service that is reported in today’s airline context. This section is intended to serve as scaffolding or mirror to the later research and findings of our issue of the poor airline customer service. It is important for every firm to offer a bunch of values along with the material product that is the focal point of business to that firm. Only offering the product cannot prove to be successful for a firm’s business. Henceforth, the business firm which has at its disposal superior package of services in the competitive market can certainly win the customer with greater profitability and mounting volume of market reputation. Research has revealed that even most satisfied customer can entertain to defect. According to research while examining the link between customer satisfaction and customer loyalty, it is known that customers, of any product whatsoever, come to feel satisfied with products at different levels and with different degrees of satisfaction. As such, the differential levels of satisfaction of the side of the customer have to give birth to a diverse range of conformity to the product of customer loyalty, â€Å"which in turn result in varying levels of behavioral disposition to patronage with a provider†. What this finding of the logical link suggests is that with regard to a product and customer satisfaction, the range of satisfaction is varied. However, another important point here is that although a customer may be satisfied with a product, they can opt for any other competitor’s product. This suggests that customer satisfaction may not necessarily bear customer loyalty. The point is that a customer opting for another competitor’s product may be allured by the services that the competitor is offering. â€Å"Therefore, firms have to strive to achieve higher levels of satisfaction than their competition by providing superior customer value†. This approach is basic to attaining what is regarded as â€Å"sustainable competitive advantage† (John, p. 07, 2003). Now the point of concern at this stage is that what kinds of business strategies are needed so that a firm can offer a bundle of service to address higher customer satisfaction that other firms in the competition cannot. The primary component here is to have a crystal clear understanding of the competitive market. John (p. 7, 2003) cites Pine and Gilmore who may regard such context of competition as â€Å"experience economy†. It is the very stage or state or level of competition â€Å"where products are quickly commoditized and firms compete on other aspects of the total offering†. According to this very researcher, there are three prime factors that contribute toward the success of higher or superior customer satisfaction oozing out of a product either material or service-related. The first is the employees of the firm that engineer the entire operation of the firm starting from the very scratch and ending it while in the front line interacting with the customer. The other is the processes that are observed by the firm both in the micro and macro level. The last one is the use of technology that the firm undertakes in order to address and meet higher customer satisfaction. All of the above must work in higher order harmony if superior customer satisfaction is needed. And, of the three, the least effective is the adoption of technology alone and depending on the use of technology alone. The author gives its reason. This is that technology can be easily replicated. A firm with required capital can do that. As far as the replication of processes and system goes, it should be noted that these two factors may also be at the disposal of any other competitors because â€Å"processes and systems can be designed appropriately to deliver customer satisfaction, but they can be relatively easily replicated†. However, what is significant in this connection is the attitude that the employees offer. A firm’s employees’ attitude is something that â€Å"less easily replicable† as such there is the entire focus of a competing firm should fall in order to meet superior level of customer satisfaction (John, p. 07, 2003). If we look at the present scenario of the services provided by the present day airline industry, one thing is to be noticed that the airline industry is giving more and more importance to technological advances which are apparent from bottom to top operations of the industry. Whether the airline industry does also offer higher customer satisfaction in connection with their employees’ attitude remains a point of concern which will be explored later in this paper. Before we move on, it is necessary to examine as to what it is that the customers in today’s context want from a product or firm so that they can derive superior level of satisfaction. In keeping with the view of John, (p. 08, 2003), it comes to our notice that there are three basic features which customers look for in order to feel highly satisfied by use of a product which can either be a service or a material product. Convenience is something that can be put on the top of the list. Customers want to be conveniently handled when it comes to opting for a product; they want ease of dealing, interaction, and productivity. Next is the matter of cost. Customers want to buy something as less costly as possible. And the last but not least is the quality of the whole product experience that remains with the customer for a considerably longer period of the former two. At this point in the present research, it has been highlighted as to what is customer satisfaction from the viewpoint of an industry as well as from the perspective of the customer themselves. Now it seems feasible to look at the present state of the airline industry so that a sound critical examination can later be made with relation to our point of examination, that is to say, it will later be explored what effects have been held by poor airline customer services on the customers; what are the causes and reasons for this poor customer service; as well as, how can these factors, causes, and reasons can be appropriately eliminated so that higher customer satisfaction can be obtained. Airline Industry in Today’s Context According to the observation of Dempsey and Goetz (1992), there are few industries that inspire the passion and rigor that the airline industry does. It is due to the cross-border voyages that airlines make letting their passengers feel the romance and allurement of the air-travel which is hardly as forcefully evident in other means of transportation as in the air travel. Henceforth, the airline industry can be viewed as â€Å"the most glamorous of industries† (p. 03). Another reason is the defiance to the law of gravity which â€Å"still gives many travelers sweaty palms on takeoff and landing†. And the highly critical issue with respect to the importance of airline industry is that â€Å"few industries are as â€Å"fundamentally important to the nations commerce, communications, and national defense as is aviation† (p. 03). Moreover, the present air travel has become an element of glamour that many people year to attach to. There are exclusive club memberships of entrepreneur power in the industry; celebrity chase of specific kinds of air travel with a bundle of exclusive services and things like that. In addition to the above, â€Å"ticket prices, route patterns, the margin of safety, and the identity of the carriers painted on the fuselages of aircraft on an unprecedented roller-coaster ride† is now a dream voiced in most of advertisement by the airline industry players. However, this very glamorous and alluring picture must be critically viewed with a magnifying-glass like examination so that hidden secrets and fallacies can be brought forward. One such is the poor customer service by the airline industry (Dempsey Goetz, p. 03-04, 1992). In today’s context of airline services, newer concepts and terms of air travel are emerging by the day which enhances the feeling of a customer to be going for an air travel. Today, global carriers, globalization, and mega carriers are catch words that may allure anyone intending to fly for any purpose. However, these terms remain without precise or definite definitions as do the agenda of customer service that the airline industry has to provide. It is note-worthy that the expanded canvas of airline industry is not something recent; in fact, it all can be chased as farther back as the 1930s. By then, Pan American airline was flaying transatlantic and transpacific; it also had a massive network in Latin America. The same time such carriers as the British and Dutch were expanding their services to (as they were known by then) their colonies at a distant location in Asia and East Indies. Moreover, â€Å"Pan American by the 1950s had a round-the-world service† (OConnor, pp. 57-59, 1995). In the present context of the twenty-fist century, however, things have taken a different stance in the business world; now market forces and competition is giving way to more and more mergers, amalgamation and business associations which may be seen as an approach toward more globalized airline industry. More foreign investment is coming to such countries as the US. Today, this all looks like so powerful an airline industry as never before. Air travel becomes more and more feasible so the services provided by the airline industry need to be critically examined with due attention so that real picture of this global trend can be taken (OConnor, pp. 57-59, 1995). Changing Trends in the Twenty-First Century Today, more than ever before, the climate for airline industry is every changing and opting to more and more uncertainty in terms of international scenario with relation to a number of waves flowing over the international scenario. The twenty-first century has experienced huge calamities like the terrorist attacks on the Twin Towers which caused the airline industry to meet a sudden decline. As such uncertainty of business is more apparent today. The entire climate is wrapped in an element of fear which has given rise to issues such as what kinds of customer services do the airlines provide today to both their international and local customers? According to Doganis (2001), in this climate of continuous change and uncertain aura, the coming years for the airline industry will bring more complicated issues and critical problems and serious challenges with them. One more point here is that not only the structures of the airlines will undergo a change, â€Å"but markets too will become more unstable† (p. 211). What is essentially needed of the airlines in such a situation is that they must clearly define their corporate mission with regard to every single aspect of their operations from employees’ attitude to customer service. â€Å"The key issue which needs to be resolved is whether the airline is to be a global network carrier or a niche player† (p. 212). Moreover, the essence of this entire climate of change will put immense pressure on such areas as ticket prices, services provided by the customers, and it will be enhanced by the new entrants who will be carrying more sophisticated business strategies and tactics to destabilize the present market condition. In this very context, the issue of customer satisfaction seems to linger even more loose than every before. There is danger in the coming times that airline products will be commoditized in which the key player will be fare prices only (Doganis, p. 212, 2001). Thus now it is highly important to critically analyze what is happening in the domain of customer services and the experiences that today’s customers are having with regard to the poor customer service. Airline Industry and Customer Service   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In this section of the paper, the writer highlights the pertinent issues which are regarded as the real cause for poor customer service by the airline sector. This is very significant if a through analysis of the effects is intended to be drawn. By bringing forward the issues of to the forefront attention, it will be easy to reach an empirical analysis. a) An overview Airline industry with regard to the services that are being provided by this very sector, is facing severe criticism from a number of critics from a number of areas of professional and general walks of life. For example, Reed, (, 2008) notes that the â€Å"shoddy service† of the airline is even coming to USA’s big airlines. In addition to this, Ramon A. Avila, professor of marketing and director of Ball State Universitys Professional Selling Institute, Muncie, Ind. makes a very clear warning about the poor quality of customer service by airlines: â€Å"When it comes to poor customer service, expect more bad experiences in the airline industry† (Avila, p. 01, 1999). There are heaps and heaps of complaints being logged by the day. If we look at the present situation, it seems that airline sector is degenerating instead of rising for a number of pluses on its credit in the twenty-first century. The things that have become commonplace in today’s airline climate are confusing fares with no predefined schemes or policies; the flights are getting more and more mismanaged; delays of flights are nothing but a routine now hinged on the practices of cancellation without regard of the passengers psychological and other troubles being suffered. Avil also notes that Expect rude treatment and expect companies to do the bare minimum because their bottom line is more important than a disappointed customer† (p. 01). The critic also maintains that it seems as if the airline industry is moving toward a fatal end due to so meager performance and stature in the overall picture. To him American airline industry is going to die. The most important point, according to Avil is that â€Å"Good customer service is the keystone to retaining and attracting consumers, and many businesses are missing the point† (p. 01). Although it is important to keep an impartial view of the entire situation, it seems equally important, as of now, whether or not the observations of Avil are up to the mark. For this very reason, a number of different sources will be analyzed to see if poor customer service has really become the norm of today’s airline industry or not. b) Airline industry in context of 9/11 terrorist attacks   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   As according to Russell (2007), â€Å"Airline customer service is notoriously bad†, a very important issue with regard to poor customer services by the airlines to the customers is linked to the more recent wave of global terrorism in which the Twin Towers of World Trade Center were hit nothing but by airplanes. A number of officials blame the poverty of service and operations of the airline industry to this horrible event. However, critically examining the situation reveals something else of the position, particularly of the US airline industry. According to Whalen (p. 33, 2004), although it seems very tempting to attach the poor airline services to the terrorist attacks of 9/11, it is not the case altogether. The author reveals a different picture in this regard. The author states that the prime factors for such poor service by the US airline industry are the â€Å"decades-old legal and labor laws, and the U.S. bankruptcy code [which are] at the core of what is wrong with the airline industry† (p. 33). There is, as such, no other industry in the US which is so much kept on watch. And this really creates a problem. Washington, according to author, is busy in keeping the record of each and every activity taking place everywhere in the airline operations from bottom to top. This includes the airlines, their operational nature, watching of the airports, and so on. The author reminds of the 1991-92 crisis when â€Å"five major carriers [went] through bankruptcy† but the government â€Å"did little to change the basic economics† (p. 33). These rules and regulations are influencing the services and the poor quality of the services is directly related to them. Therefore, in the entire US airline industry seems to have been locked in a known financial cycle of growth and stagnation, which if hereby followed by economic default and bankruptcies. According to the author, this entire situation is directly influencing the customers of the airlines who have to suffer a poor level of services. Moreover, â€Å"Overcapacity exerts downward pressure on ticket prices, generating fares that dont allow the airlines to cover the cost of providing service, making the average private airline look more like a public utility think of Amtrak with wings† (Whalen, p. 33, 2004). From this very viewpoint, it is very easily noticeable that there is little to go to the credit to such events as the wave of global terrorism but to the policy making and regulation of the US airline industry. According to the context discussed above, one this must be noted that the customers have yet to suffer. It seems that no attention is being paid to this very area which is both disappointing as critical both for the US authorities and the airline runners. Poor Customer Service Examined   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   If we wish to take examples or incidents in which poor airline customer service is intended to be reported, there is no doubt in stating that there are load and loads of such instances that would require tones of paper to be put down and which may not end as the situation continues by the very day. However, to the point of this paper, take the example of the great airline disastrous time of January 2, 1999. It was when a massive snowstorm had his Detroit the afternoon of the day. This virtually gave birth to historical crack downs in the area of customer service. It stranded many airplanes of Northwest Airline on snow-coated taxiways and tarmacs. It was not possible, then, to deplane many of the passengers mounting to more than 7000 who were then returning from New Year’s vacations. Their waiting spanned as long as eleven hours. The available food was insufficient in case of a number of planes; and what is more, many of the planes’ toilets became overflowed. Although the airport had closed, Northwest persisted to hope that the planes would take off; it was all forced in spite of the pleas that the on-site managers of the very company had recorded. This all resulted in what can be regarded as the nightmare of air travel in which the travelers had to let go of even their basic rights (Rosenthal, p. 1857, 2002).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Specifically looking at the canvas of the poor customer service by the airline in this regard purports us to look more closely at the issue. Major areas of customer dissatisfaction in this respect are quoted as of the following. These all examples that follow are caused for the Deregulation act that is the root cause of these and other possible poor customer service in which the customer does not entertain any right even to voice their genuine concerns. Delays and Cancellations of Flights   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   It is the matter of everyday when the customers have to face delays and cancellations of flights for nothing but a number of various reasons. It is possible that in some cases the contract between the airline and the passenger may even be breached. It was the day of August 4th, and the year was 2000, when United Airline’s night-scheduled flight – destined from Washington D.C., to Paris – just stayed in the airport for countless hours only before the airline merely cancelled the en route schedule for â€Å"mechanical reasons†. However, the later published report revealed something that surprised the common and innocent citizens. The reports said that the flight cancellation had nothing to do with any mechanical reason whatsoever. It was actually that the United pilots had just turned down the idea of taking the plane off because Stephen Wolf, former United Chairman was on the flight as a passenger. This single instance is so horrible with regard to a number of passengers who had to suffer only because some people in the cockpit were playing the ego game. What is to be said to Stephen Wolf, who, whatever his past status to the United Airline was, was merely a traveler who really did buy a ticket on the flight. And the passengers were not able to hold any say due to the Deregulation Act. Inattentive Provision of Alcohol   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Inattentive provision of alcohol is also permitted as a service onboard to passengers. This service may be harmful in a number of reasons because of disciplinary actions caused by drunken passengers to the common citizens. In one instance, a flight attendant continued to serve alcohol to a group of inebriated passengers onboard of first-class passengers; afterwards, the drunken person insulted a fellow traveler; it was later to cause great controversy and mayhem because the passenger sued the flight attendant and the airline. However, what about a number of other innocent citizens that were also onboard the plane and could do nothing but suffer the entire scene of drunkenness and insult? The court, as such, plainly ruled the suing passenger for the same reason as the Deregulation Act (Rosenthal, p. 1857, 2002) Lost Baggage and Other Issues   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   A couple on the honeymoon trip was on their schedule flight to Anguilla from New York City. The couple lost one of their two suitcases en route. They made repeated phone calls to the airline’s concerned office nothing but to track down their lost bag. All that the representative of the airline did was to repeatedly tell the couple that the airline knew the exact location of the lost bad and that it is just coming along their way. So they asked the couple not to worry. However, this very effective communication by the airline came to a fiasco as the bag was never found. The enraged couple rightly went forward and sued the airline. None the less, a surprise waited to compensate their psychological sufferings, the accused fraud they the airline did with them, and the negligent behavior of the airline. The surprise was that the couple had no remedy and this was just because of the Deregulation Act (Rosenthal, p. 1857, 2002).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Besides these instances and incidents, there are a number of other incidents that can be quoted here. Feltner, in her article â€Å"Airline customer service ratings down, and it show† discusses at length the massive misadventure that the author had to undergo while on board of a flight. So many things happened to the author which are discussed at length. According to the author, â€Å"the Airline Quality Ratings survey showed poorer performances for 16 of 18 U.S. carriers over the year before† and â€Å"J.D. Power and Associates released the results of the 2007 North America Airline Satisfaction Study, which included similar findings† (Feltner, 2008, The author goes on to discuss the poor ratings report and lower customer satisfaction rankings. She cites that â€Å"The new report shows customer satisfaction rankings for seven out of nine major airlines, as well as low-cost carriers†¦dropped this year† (Feltner, 2008,   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   All this mayhem on the part of the airline industry has caused great panic and psychological distress on the part of the customers. Either it is the Deregulation Act of the legitimate law, or competition, or inappropriate rules or labor law, the entire burden is left dangling on the week shoulders of the customer who is already burden with so many other societal, social, and ethical problems. There seems to be no way out with regard to the problems that customers have to undergo on the hands of the airline poor performance and poor customer service. In the next section of the paper, the present writer discusses the requisite measures that need to be taken if poor customer service has to be eliminated or at least has to be reduced to a tolerable level. One such important point is the notion of customer relation management. This specific area and studies in this area are examined in the following section so as to reach a possible ground that leads to a healthier climate in which the ill-struck airline customer can experience better services by the airlines and breathe in fresh air. Poor Customer Service and Customer Relation Management   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   To the present day, what is required to meet higher customer satisfaction in the lucrative business of airline is known as Customer Relation Management or CRM. It was actually in the 1980s that airlines started to introduce frequent-flyer segments of their program in order to enhance the loyalty level of their prospective customers. This trend gave birth to a new approach in marketing known as CRM. In today’s context, CRM programs are used in a number of businesses with focus on customer satisfaction. However, when it comes to the airline industry, it is not very surprising to note that the situation is not very satisfactory here. According to Binggeli et al. a survey was conducted for 17 major airlines around the globe. This very survey disclosed that even the most technologically equipped and sophisticated of the airlines â€Å"have only a rudimentary understanding of who their most valuable customers are or could be, which factors affect the behavior of these customers, and which CRM levers are most effective in ensuring loyalty† (p. 06, 2002). What in subsistence was being practiced was that airlines lagged behind best practices in CRM due to the fact that they were merely self-satisfied; they, as such, gave little importance to systems which were not functional and which were non-critical; or they did not worry about grasping financial implications of getting matters in the right place. â€Å"The result: today. Airlines [sic] know only marginally more about the people who fly on their planes than they did ten years ago† (Binggeli et al, p. 06, 2002).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   According to the researchers, today, more than ever before, the airlines need to make an urgent approach toward effective implication of the CRM approach if they really want to make a difference. This is fairly for the reason that if an airline adopts the CRM approach, there is empirical evidence that such an airline can easily increase its revenue by as high as 2.4 percent growing by every coming year, â€Å"representing a bottom-line annual impact of $100 million to $250 million for a large carrier† (Binggeli et al, p. 06, 2002).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In the present scenario, most of the working airlines do not have sufficient feasible conditions and lack systems and other processes that are required to implement a CRM program and therefore they do not have absolute or reliable data on their customers. For example, though airlines have contact with their customers through a number of channels, such as the Internet, customer service desks, airports, and airplanes, what is simply the matter, data on these sites are not collected with a consistent pursuit or are not accurate at any of these points of customer-interaction activity. (Binggeli et al, p. 06, 2002).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Most of the airlines cannot recognize their most precious customers, â€Å"because their frequent-flyer programs are little more than general-ledger systems that track accrued and spent miles. Although a general correlation does exist between the tiers of a frequent-flyer program and the value of the customers enrolled in them (meaning that in most cases a frequent flyer in the elite category is the most profitable kind of customer), further analysis can prove illuminating† (Binggeli et al, p. 06, 2002). It must be noted in the same connection that different customers within the very tier usually hold widely differential degrees of value to different airlines, additionally, a small but noteworthy number of customers in the category of lower tiers. In this example, we can take the regular customers who let go of full fare out of their pockets. Such passengers can carry great value for the airline as compared to those customers who travel in the upper ones. (Binggeli et al, p. 06, 2002). One more critical problem is the reality that they scarcely know how much money their customers let go of with their competitors in the very market. For example, it is possible that a customer who travels by airline A, may also extensively travel by airline B, and â€Å"would thus be a more fruitful target for marketing than its own frequent travelers† (Binggeli et al, p. 06, 2002). Thus what is required in the overall picture to meet greater customer satisfaction is CRM approach which not only has to yield great profitability conditions and enhanced market reputation for an airline, it also goes a long way on the continuum of customer satisfaction that can definitely satisfy today’s aggrieved and frustrated customer. The Experience of Singapore International Airlines   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   One airline that has surprised the critics of airline customer focus is the Singapore International Airlines. According to Smith (, 2008) Singapore International Airlines (SIA) is â€Å"so superior that it leaves other carriers in its vapor trails†. The very point that the author makes here is that the entire success story of the SIA is that â€Å"It places the needs of passengers first, and offers services above and beyond the ordinary†. With this airline, even the experience in the economy class is something that a traveler forgets hard. It is simply a remark that all classes seem to enjoy benefits with equal share of customer satisfaction. â€Å"One of the primary reasons Singapore Airlines provides superior service is because they only hire people that enjoy a service roleenjoy serving others† (Smith, 2008). Thus the example of SIA should be an eye-opener for other airlines too. Conclusion In conclusion, it can be fairly stated that there a number of complex matters which give birth to poor customer service by most of the present day airlines both public and private. If customer satisfaction means superior services on the part of airlines, it can be openly calimed that most of the airlines both local and global fail to meet this criterion. Although it is a right remark to suggest that much of this is credited to the regulations and rules that a government (in this case USA and the Deregulation Act along with decades-long labor laws, for insatnce) holds, it is not right to suggest that only government rules and regulations are solely responsible for a number of dissatisfactory segments of poor customer service by the airlines.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   A number of airlines do not practice such important approaches as CRM due to a number of reasons. Whatever they want, one thing empirically becomes clear that today’s customers continue to suffer on the hands of the airlines. Moreover, as quoted above, the suffering customers do not find a proper channel to voice their concerns with relation to massive frustration caused by airlines. Today, â€Å"little attention is being paid to the effect poor internal customer service has on overall customer satisfaction† which is a real problem (Harrison, n.d.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Now according to my personal analysis of the entire situation, the poor customer service can only be reduced to an acceptable level only if three-dimensional approach is adopted. On this triangle first come the government that need to make policies that support the customers as the most important part of any airlines related rules and regulations. Next corner of this triangle is the airlines themselves that need to make sure that their customers do not feel that their services are still poor. For this very issue they need to look more closely at the area of customer contact and gather as many data as possible and sort them out in a technically sound manner so that they can be used to make sound empirical investigations. The last corner of this triangle is the customer themselves and airlines need â€Å"information about prospective new customers† (Hagel and Rayport, p. 3, 2002), for successful operations. Unless and until the customers are not considered an integral part of any policy and regulation, no better improvement toward the present meager state of poor customer service can be carved on the canvas of airline business. For this reason the customers must be involved in the process of change and alterations of any kinds. References    Avila, A. R. (August, 1999) Customer service is bad-and getting worse! USA Today. (128) 2651. Page Number: 10. COPYRIGHT 1999 Society for the Advancement of Education; COPYRIGHT 2004 Gale Group Binggeli, U., Gupta, S., Poomes, C. D. (2002).CRM in the air. The McKinsey Quarterly. Page Number: 6+. COPYRIGHT 2002 McKinsey Company, Inc.; COPYRIGHT 2002 Gale Group. Dempsey, P. S., Goetz, A. R. (1992). Airline deregulation and Laissez-faire mythology. Westport, CT.: Quorum Books, pp. 05-30. Doganis, R. (2001). The airline business in the twenty-first century. London: Routledge. pp. 200-225. Feltner, M. (2008). Airline customer service ratings down, and it shows. Retrieved on February 29th, 2008, from: Hagel III, J., Rayport, J. F. (2002). The coming battle for customer information. The McKinsey Quarterly. Issue: 3. Page Number: 64+. McKinsey Company, Inc.; COPYRIGHT 2002 Gale Group Harrison, C. (n.d.) Turning customer service inside out! How poor Internal customer service affects external customers. Retrieved on February 29th, 2008, from: John, J. (2003). Fundamentals of customer-focused management: competing through service. Westport, CT.: Praeger. pp. 05-30. Lindsey Russell (March, 2007). Surviving Airline Customer Service How to Cope with a Flawed System. Retrieved on February 29th, 2008, from: Maier, T. W. (2002). Customer service is an oxymoron. Insight on the News (17) 1. Publication Date: January 1, 2001. Page Number: 20. COPYRIGHT 2001 News World Communications, Inc.; COPYRIGHT 2002 Gale Group. OConnor, W. E. (1995). An introduction to airline economics. Westport, CT.: Praeger, pp. 25-65. Reed, D. (2008). Airlines may never fly right on customer service, experts warn. Retrieved on February 29th, 2008, from: Rosenthal, D. H. (2002). Legal turbulence: the courtss [sic.] misconstrual of the airline deregulation acts Preemption Clause and the effect on passengers rights. Duke Law Journal (51) 6. Publication Year: 2002. Page Number: 1857+. COPYRIGHT 2002 Duke University, School of Law; COPYRIGHT 2002 Gale Group Smith, G. P. (2008). Secrets of superior customer service: Singapore International Airlines. Retrieved on February 29th, 2008, from: Whalen, C. (March, 2004). The plane truth about airline woes; its not fallout from the 9/11 attacks that is causing the airline industry to crash, aviation experts contend but government overregulation and loose bankruptcy laws. Insight on the News. Page Number: 33. COPYRIGHT 2004 News World Communications, Inc.; COPYRIGHT 2004 Gale Group

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