Free International Airlines Case Study Solution | Assignment Help

MBA Staff Writer
Written by Gary F. Smith
Publish Date: 2024-12-03

Harvard Case - International Airlines

"International Airlines" Harvard business case study is written by Thomas O. Jones. It deals with the challenges in the field of Service Management. The case study is 15 page(s) long and it was first published on : Sep 25, 1992

At Fern Fort University, we recommend that International Airlines (IA) implement a comprehensive service transformation strategy focused on customer experience management and service innovation. This strategy will leverage technology and analytics to enhance service quality, personalize the customer journey, and build a strong service brand that differentiates IA in the competitive airline industry.

2. Background

International Airlines (IA) is a large, established airline facing increasing competition from low-cost carriers and new entrants. The company is struggling to maintain profitability and customer satisfaction due to operational inefficiencies, outdated technology, and a fragmented customer experience. IA's current focus on cost optimization has led to a decline in service quality, resulting in customer dissatisfaction and a loss of market share.

The case study focuses on IA's CEO, who is tasked with turning the company around. The CEO is considering various options, including a merger with a competitor, a complete overhaul of the company's IT systems, and a focus on improving customer service.

3. Analysis of the Case Study

To analyze the case, we will use a combination of frameworks, including:

  • Porter's Five Forces: This framework helps assess the competitive landscape and identify opportunities and threats. In IA's case, the competitive rivalry is intense due to the presence of low-cost carriers and new entrants. The bargaining power of buyers is high as customers have numerous choices.
  • Service-Dominant Logic: This framework emphasizes the importance of co-creation of value between the service provider and the customer. IA needs to shift its focus from delivering a standardized service to creating a personalized and engaging customer experience.
  • SERVQUAL Model: This model assesses service quality based on five dimensions: tangibles, reliability, responsiveness, assurance, and empathy. IA needs to address gaps in these dimensions to improve customer satisfaction.
  • Customer Journey Mapping: This tool helps visualize the customer experience across all touchpoints and identify areas for improvement. IA needs to create a seamless and personalized customer journey that meets the needs of different customer segments.

4. Recommendations

Phase 1: Immediate Action (0-6 months)

  • Implement a Customer Experience Management (CEM) program: This program should focus on understanding customer needs, expectations, and pain points. IA can leverage customer feedback, data analytics, and social media monitoring to gain insights into customer experiences.
  • Improve service recovery: Develop a robust service recovery process to address customer complaints and service failures promptly and effectively. This includes empowering frontline employees to resolve issues and creating a culture of service excellence.
  • Invest in technology and analytics: Upgrade IA's IT systems to improve operational efficiency, streamline processes, and enhance the customer experience. This includes implementing self-service technologies, mobile apps, and data analytics platforms to personalize interactions.
  • Develop a service value proposition: Clearly define IA's unique value proposition and communicate it effectively to customers. This should highlight the benefits of choosing IA over competitors, such as convenience, reliability, and personalized service.

Phase 2: Long-Term Transformation (6-18 months)

  • Redefine the organizational culture: Foster a customer-centric culture that prioritizes service excellence and employee empowerment. This includes training and development programs to enhance employee skills and knowledge in customer service and service innovation.
  • Implement service innovation initiatives: Develop new services and features that cater to evolving customer needs and preferences. This could include offering personalized travel packages, loyalty programs, and value-added services like airport lounge access.
  • Optimize service delivery systems: Streamline service delivery processes to improve efficiency and reduce costs. This includes implementing lean service principles, optimizing service capacity management, and exploring service outsourcing options.
  • Build a strong service brand: Develop a strong service brand that differentiates IA from competitors. This includes creating a consistent brand experience across all touchpoints, leveraging marketing and communication channels to promote the brand, and building a reputation for exceptional service quality.

Phase 3: Continuous Improvement (ongoing)

  • Monitor service performance metrics: Regularly track key performance indicators (KPIs) to measure service quality and customer satisfaction. This includes metrics like customer satisfaction scores, Net Promoter Score (NPS), service recovery time, and employee engagement.
  • Implement a continuous improvement program: Foster a culture of continuous improvement by encouraging employees to identify and implement process improvements. This can be facilitated through employee suggestion programs, quality circles, and regular performance reviews.
  • Stay ahead of industry trends: Continuously monitor industry trends and adapt to changing customer needs and technologies. This includes exploring new service innovations, adopting emerging technologies, and staying abreast of competitive developments.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core competencies and consistency with mission: IA's core competency lies in its expertise in air travel and its vast network of routes. The recommendations align with the company's mission to provide safe, reliable, and convenient air travel.
  • External customers and internal clients: The recommendations focus on improving the customer experience and empowering employees to deliver exceptional service. This will build customer loyalty and enhance employee satisfaction.
  • Competitors: The recommendations address the competitive threats posed by low-cost carriers and new entrants by focusing on service differentiation, innovation, and cost optimization.
  • Attractiveness ' quantitative measures: The recommendations are expected to improve profitability by increasing customer satisfaction, reducing operational costs, and driving revenue growth.

6. Conclusion

By implementing this comprehensive service transformation strategy, IA can overcome its current challenges, regain its competitive edge, and achieve sustainable growth. The focus on customer experience management, service innovation, and technology will enable IA to build a strong service brand that resonates with customers and drives long-term profitability.

7. Discussion

Alternative Options:

  • Merging with a competitor: While a merger could provide economies of scale and access to new markets, it carries significant risks, including cultural clashes, integration challenges, and potential loss of brand identity.
  • Complete overhaul of IT systems: This option is costly and time-consuming and could disrupt operations. A phased approach, as recommended, is more practical and manageable.

Risks and Key Assumptions:

  • Customer acceptance: The success of the recommendations hinges on customer acceptance of the new service offerings and the improved customer experience.
  • Employee buy-in: Employees need to embrace the new culture and commit to delivering exceptional service.
  • Technological advancements: The recommendations rely on the availability of appropriate technologies and the ability to adapt to future technological advancements.

8. Next Steps

Timeline:

  • Month 1-3: Implement CEM program, develop service recovery process, and invest in technology upgrades.
  • Month 4-6: Launch service innovation initiatives, redefine organizational culture, and optimize service delivery systems.
  • Month 7-12: Build a strong service brand, monitor service performance metrics, and implement continuous improvement program.

Key Milestones:

  • Launch of CEM program: This will mark the beginning of the service transformation journey.
  • Implementation of new IT systems: This will enable IA to streamline operations and enhance the customer experience.
  • Launch of service innovation initiatives: This will demonstrate IA's commitment to providing innovative and personalized services.
  • Achievement of target service performance metrics: This will indicate the success of the service transformation strategy.

By following these recommendations and implementing a phased approach, IA can successfully transform its service strategy and achieve sustainable growth in the competitive airline industry.

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Case Description

A frequent flyer for a large international airline encounters typical but recurring service problems. The marketing management of the company explores the use of information technology in understanding and dealing with the issues involved. Concepts of database marketing are introduced in a concrete setting.

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