World Class Competitive Airlines

WORLD CLASS COMPETITIVE AIRLINES

In order to survive and grow, airlines, regardless of place of operation, have to be both internationally competitive and must continuously improve their competitiveness.

Passengers expect the same high standards of service from all airlines -- standards which are set by the world-class airlines they have flown. Those airlines which do not strive to reach these new world standards of customer service and efficiency run the risk of losing -- sooner or later -- both their local and international market shares to more competent competitors.

Thus, airlines have to continuously work to understand and cope with two moving targets: changing expectations of customers and ever-improving service of competitors. Because both customer and competitors determine the criteria for service in a dynamic fashion, airlines have to adapt their organizations and strategies to these new realities and be more proactive in their strategic outlook.

In general, there are three areas where excellence must be achieved to stay competitive, as perceived by customers.

1. Customer Service Quality (pre-flight, in-flight, post-flight)

a) safety;

b) efficiency;

c) consistency;

d) completeness; and,

e) convenience.

2. Customer Service Delivery

a) staff attitude;

b) timeliness -- e.g., departure/ arrival times, ticket processing, baggage retrieval

c) timely and accurate passenger information systems.

3. Customer-oriented Corporate Culture

a) corporate-wide commitment to quality and safety

b) customer-focused organization and networks

c) cooperation with stakeholders, suppliers, and other business partners.

To achieve excellence in these areas, airline management must:

a) constantly and continuously improve all aspects of operations to improve all aspects of operations to improve customer service; analyse present systems and determine their effectiveness in delivering competitive customer service quality, enhance systems accordingly, and get customer feedback on the changes, and repeat the cycle of analysis/improvement/feedback continuously (kaizen process);

b) institute a corporate-wide effort to initiate change and sustain improvements

c) stay close to the customer, understanding and anticipating his needs; use the total quality approach and institute effective