The document discusses strategies for Air India to improve its customer service and brand image in order to become profitable again. It recommends making service tangible by focusing on appearance, empathy, responsiveness, reliability and assurance. It also suggests a proactive strategy of personalizing service through 3i (instant recognition, instant configuration, instant gratification), focusing on experience over price, building network commitment through hostmanship, nurturing relationships, validating claims, and assaulting customers' five senses. Additional recommendations include empowering and engaging employees, using authentic consultants, and planned advertising to attract new customers. The goal is to deliver a pleasurable experience that encourages customer loyalty and advocacy.
This is a case study about how Singapore Airlines have managed their brand over several years.How they introduced SCOOT aircraft and how they have used the power of social media for connecting with customers.
Singapore Airlines Company Analysis – SetiawanKaren Setiawan
An in-depth look into Singapore Airlines and how they have maintained their highly prestigious status of great service.
Graduate student project (October 2018)
Singapore Airlines is recognized as one of the best airlines in the world. It was founded in 1972 and is known for its high quality service provided by its cabin crew, called the Singapore Girls. The Singapore Girls wear a traditional batik uniform and receive 15 weeks of training to ensure they deliver friendly, caring, and personalized service to passengers. Singapore Airlines also has a modern fleet of aircraft like the Boeing 747-400 and Airbus A380, which are equipped with amenities like onboard telephones and entertainment systems to enhance the passenger experience.
Singapore Airlines - Building a culture of Service Excellencetheairliner
This document provides background information on Singapore Airlines (SIA). It discusses SIA's history and growth since its inception in 1972. Key points include:
1) SIA has grown to become one of the most successful airlines globally despite operating solely international flights from Singapore.
2) SIA pioneered innovations like free food and drinks on flights served by their iconic "Singapore Girls".
3) SIA's core strategy focuses on excellent customer service. They aim to make flights as comfortable as possible through high quality cabin crew training and service.
This document provides an overview of brand management strategies for Singapore Airlines. It discusses Singapore Airlines' vision and mission, the macroenvironmental factors it faces, its segmentation, targeting, positioning, marketing mix (4Ps), and branding journey. Key aspects of its brand strategy include a focus on premium service, innovation, and positioning through the iconic "Singapore Girl" symbol. The airline maintains a young fleet of fuel efficient aircraft and strives to be a leader in passenger experience through amenities and technologies.
The document discusses the key facts and history of Singapore Airlines (SIA), their strengths such as excellent customer service and innovative technologies, and the current challenges they face. The current challenges include the lingering effects of 9/11 on tourism, stiff competition from other airlines, and the rise of low-cost carriers. SIA has addressed these challenges through cost-cutting measures, partnerships with other airlines through their Star Alliance membership to expand routes, and investing in products like their "Space Bed" seats to remain competitive despite costs. The recommendation is that SIA should continue with their Space Bed plan to gain an advantage over competitors and attract budget travelers.
Singapore Airlines has a long history of innovating and investing in customer service to differentiate itself from competitors. It implemented a "Spacebed" concept to install new premium seats on some aircraft that would recline fully flat like a bed. Analysis showed the Spacebed would take over 2 years to break even on installation costs due to reduced seating capacity. While it improved the premium experience, there were concerns about rising costs and labor rates. The document discusses alternatives like using lower cost international labor and testing the Spacebed on selective routes before making a final decision.
This is a case study about how Singapore Airlines have managed their brand over several years.How they introduced SCOOT aircraft and how they have used the power of social media for connecting with customers.
Singapore Airlines Company Analysis – SetiawanKaren Setiawan
An in-depth look into Singapore Airlines and how they have maintained their highly prestigious status of great service.
Graduate student project (October 2018)
Singapore Airlines is recognized as one of the best airlines in the world. It was founded in 1972 and is known for its high quality service provided by its cabin crew, called the Singapore Girls. The Singapore Girls wear a traditional batik uniform and receive 15 weeks of training to ensure they deliver friendly, caring, and personalized service to passengers. Singapore Airlines also has a modern fleet of aircraft like the Boeing 747-400 and Airbus A380, which are equipped with amenities like onboard telephones and entertainment systems to enhance the passenger experience.
Singapore Airlines - Building a culture of Service Excellencetheairliner
This document provides background information on Singapore Airlines (SIA). It discusses SIA's history and growth since its inception in 1972. Key points include:
1) SIA has grown to become one of the most successful airlines globally despite operating solely international flights from Singapore.
2) SIA pioneered innovations like free food and drinks on flights served by their iconic "Singapore Girls".
3) SIA's core strategy focuses on excellent customer service. They aim to make flights as comfortable as possible through high quality cabin crew training and service.
This document provides an overview of brand management strategies for Singapore Airlines. It discusses Singapore Airlines' vision and mission, the macroenvironmental factors it faces, its segmentation, targeting, positioning, marketing mix (4Ps), and branding journey. Key aspects of its brand strategy include a focus on premium service, innovation, and positioning through the iconic "Singapore Girl" symbol. The airline maintains a young fleet of fuel efficient aircraft and strives to be a leader in passenger experience through amenities and technologies.
The document discusses the key facts and history of Singapore Airlines (SIA), their strengths such as excellent customer service and innovative technologies, and the current challenges they face. The current challenges include the lingering effects of 9/11 on tourism, stiff competition from other airlines, and the rise of low-cost carriers. SIA has addressed these challenges through cost-cutting measures, partnerships with other airlines through their Star Alliance membership to expand routes, and investing in products like their "Space Bed" seats to remain competitive despite costs. The recommendation is that SIA should continue with their Space Bed plan to gain an advantage over competitors and attract budget travelers.
Singapore Airlines has a long history of innovating and investing in customer service to differentiate itself from competitors. It implemented a "Spacebed" concept to install new premium seats on some aircraft that would recline fully flat like a bed. Analysis showed the Spacebed would take over 2 years to break even on installation costs due to reduced seating capacity. While it improved the premium experience, there were concerns about rising costs and labor rates. The document discusses alternatives like using lower cost international labor and testing the Spacebed on selective routes before making a final decision.
Singapore Airlines; Internet and Electronic Marketing ProjectVaneet Sood
Its a detailed project to analyze and study Singapore Airlines website and its effort to increase its UI for customers. From the study it can easily be concluded that its Website aids various uses including Marketing and Promoting besides e-commerce and ticket booking.
The document summarizes an internship at SpiceJet airlines from November 2014 to February 2015. It details the author's responsibilities which included assisting passengers at check-in counters, boarding gates, arrivals, and baggage handling. The author also helped provide meals to passengers during flight delays and assisted in airport security processes. The internship provided learning about basic airport and airline operations, passenger interaction, and security procedures.
Singapore Airlines is considered a role model for customer service in the airline industry. It focuses heavily on customer satisfaction and innovation in service marketing. Some of SIA's customer service strategies include operating a young fleet of modern aircrafts to improve safety and reduce costs, creating the iconic "Singapore Girl" as a marketing symbol, and providing differentiated inflight services like international cuisine and entertainment systems. SIA also developed high quality ground services like an early computerized reservation system and flexible check-in options to enhance the customer experience.
Vistara is a joint venture between Tata Sons and Singapore Airlines that began operations in 2015. It operates Airbus A320 aircraft on 311 weekly scheduled domestic routes between 12 destinations within India. The document discusses Vistara's business model, costs, funding, and provides a breakdown of estimated per seat fuel and operating costs for a flight from Delhi to Mumbai on an Airbus A320.
Mercedes Benz Bengaluru dealer Akshaya Motors - Press ReleaseRushLane
Bengaluru – Pursuing the strategic’15 in 15’ approach for network expansion, Mercedes-Benz India today inaugurated a state-of-art showroom in Bengaluru-
“Akshaya Motors”. The new showroom which is spread over 4,350 sq. ft.is located in the most premium residential area of Bengaluru. This new showroom was inaugurated by Eberhard Kern, Managing Director and CEO, Mercedes-Benz India and MP Shyam, Managing Director, Akshaya Motors.
Business Plan for Car Wash - Auto dazzleRajat Rangdal
Auto Dazzle is a car washing and detailing business that plans to operate in Vashi, Navi Mumbai. It will offer services like washing, interior cleaning, teflon coating, injector cleaning, and throttle body cleaning. The business aims to provide high quality services at affordable prices while maintaining high employee satisfaction to ensure great customer service. It plans to target various car owner segments and expand to a second location after 3 years. Auto Dazzle conducts analyses to understand its competitive advantages and opportunities in the local market.
Singapore Airlines' iconic "Singapore Girl" campaign focused on its employees rather than aircraft to differentiate its brand. This successful approach highlighted the airline's emphasis on people and service quality. Singapore Airlines invests heavily in recruiting and training employees to maintain its high standards. It receives many applicants due to its strong reputation and provides employees opportunities to grow. This investment helps Singapore Airlines attract talent and compete effectively based on both cost and quality service.
This document provides an overview of the aviation industry in India and discusses Kingfisher Airlines. It begins with an introduction to the aviation industry in India, covering its origins and growth. It then analyzes the industry using Porter's Five Forces model and PESTEL analysis. Next, it reviews the current market share among airlines. The document then focuses on Kingfisher Airlines, discussing its strategic alliance with Deccan Airlines and conducting a SWOT analysis. It also examines Kingfisher's marketing mix, including its products/services, pricing, promotion, and processes. Finally, it provides recommendations for Kingfisher's future strategies.
Unlike US and some other developed countries, India’s car aftermarket is totally fragmented. There are no national level players of any significance.
Car aftermarket typically has 2 parts: the workshop market where repair and servicing jobs are done; and a pure retail market, where the customer buys parts and accessories. In the US, these markets are called DFIM (do it for me) and DIY (do it yourself) market respectively.
The report focusses on a segment of the retail market: car care and accessories. By car care, we mean washing and cleaning. Accessories refers to items like seat covers, mats; electronic items like audio and security systems; car care items like cleaning and waxing products, and application tools; perfumes; and exterior products like alloy wheels, luggage carriers, trims etc.
Overall, car care and accessory market is close to a $2B market in India. A few organised players are beginning to emerge. In car detailing and cleaning, 3M India, CarzSpa and Speed Car Wash are some of the leading names. In accessories, there are online players like Autofresh.in and carindiaaccessories.in. Reliance Autozone is trying to build a brick and mortar chain.
IBR believes this is a very attractive market for organised players to focus on. Current focus of organised players has been on ‘workshop’ segment of car aftermarket. Some other have focussed on second hand car sale. We think those are the more difficult businesses as compared to car care, and just about all of them are struggling. Fixed investment is high, getting customers is not easy, and OEMs don’t want these guys to compete with their authorised dealer network.
We believe the market has missed a trick. The Car Care market has very attractive dynamics. Gross profit of 50% is available to retailers, which is an excellent margin to work with. Unorganised players are getting marginalised in many markets. The same will happen here.
This document discusses Pegasus Airlines and its customer-focused approach. It provides an overview of Pegasus, including its founding in 1989 and passenger numbers. It then examines Pegasus' strategies for being truly customer focused by developing policies to meet customer expectations, having a customer satisfaction guarantee, and providing discounts. It also looks at Pegasus' emphasis on more than just amenities, such as being recognized as a top Turkish brand and sharing plans with other airlines. Finally, it discusses Pegasus' goal of loving customers by keeping in touch with them through a customer feedback website and ensuring successful service through training and developing employees.
Presentation1 - My thoughts on Air India RecoveryMadan Menon
Air India needs to improve its load factor, brand image, and financial health. It could increase load factor through marketing to improve its negative brand perception. Bringing back its iconic Maharaja symbol could help with branding. Separating into domestic and international brands--Indian Airlines and Air India respectively--could also help. Leasing newer aircraft and retiring old planes would lower maintenance costs. Forming subsidiary companies for ground handling, catering, cargo, and MRO could generate additional revenue streams. Overall, changes aim to make Air India competitive again through improved operations and multiple business lines.
Sumii C participated in an Internshala Business Case Contest organized in association with Uber India in October 2016 by submitting a valid entry. This certificate confirms her participation in the contest held at M.O.P.Vaishnav College for Women. The certificate wishes Sumii the best for her future endeavors.
This document provides information about a 5-cycle car wash franchise business model. It details the 5 wash cycles: 1) water rising, 2) soaping, 3) waxing, 4) exterior drying, and 5) interior vacuuming. It then estimates the startup costs, monthly expenses, and projected monthly and annual income over time as the business grows, showing profits within the first 6 months. Market research on the local area population and number of existing car washes is also included to support the business opportunity.
This document discusses plans for an automatic car wash business in Chennai, India. It includes sections on the company vision, market trends analysis, target customers, and financial projections. The business aims to become the market leader through a customer-centric approach and using latest technology. Growth in car sales in Chennai indicates potential. Target customers are urban professionals seeking quality and convenience. Financial projections estimate 73,000 INR in monthly expenses and a profit split of 35% after paying costs and interest.
This document proposes a mobile car wash business that provides car washing services to vehicles parked in various locations like parking lots, without moving the vehicles. The business uses compact, autonomous washing carts that require no additional infrastructure. Each cart can wash 20 cars per day and is self-sufficient with onboard water tanks and batteries. The business aims to fill the current lack of mobile car washing services. It plans to operate in parking areas of malls, offices, airports and more. Pricing for basic, deluxe and super washes is provided along with financial projections and management details.
This document contains the resume of Syed Amir Hassan, an After Sale Service Supervisor at Universal Motors Agencies in Dammam, Saudi Arabia. It summarizes his professional experience of over 14 years in automotive customer service positions in Saudi Arabia and the United Arab Emirates. It also lists his educational qualifications including a diploma in automotive engineering and a bachelor's degree in automotive engineering. The resume highlights his numerous achievements and awards for excellent customer satisfaction scores and service.
This document discusses Pegasus Airlines and its focus on customer satisfaction. It provides an overview of Pegasus, including its founding in 1989 and passenger numbers. It then discusses Pegasus' approach to being truly customer focused through initiatives like yield management, customer guarantees, and discounts. It also notes Pegasus' emphasis on amenities and developing a brand that customers love through ongoing communication and ensuring a quality customer experience. The document concludes with questions and answers that further explore Pegasus' understanding of customer needs, wants, and demands, as well as its marketing approach.
Our family consists of 5 members including myself, my wife Jane, and our 3 children - John (15), Sally (12) and Bobby (8). We enjoy spending time together going on hiking trips in the nearby state park on weekends and having family dinners together during the week. Family is very important to us and making memories with one another through both everyday activities and special vacations is what brings us the most joy.
This document discusses the creation of makerspaces and intellectual design spaces in classrooms. It defines makerspaces as publicly accessible places for designing and creating, and fab labs as low-cost digital spaces for project-based learning. The document provides resources for creating a classroom makerspace, including guides from the Digital Harbor Foundation. It also describes an activity for a digital card/digital badge project using LEDs and foam construction sheets.
This document is a final project submitted by Ratih Ika Chrisnindyasari to fulfill the requirements for a bachelor's degree in English Education. The project discusses using a color hunting game to teach spoken descriptive text to 7th grade students at SMP N 2 Demak in the 2012/2013 academic year. The study aims to describe how the game is implemented, identify problems students face, and find solutions. The writer conducted classroom observations and interviews. It is hoped that the results provide benefits for teachers, students, and readers.
Singapore Airlines; Internet and Electronic Marketing ProjectVaneet Sood
Its a detailed project to analyze and study Singapore Airlines website and its effort to increase its UI for customers. From the study it can easily be concluded that its Website aids various uses including Marketing and Promoting besides e-commerce and ticket booking.
The document summarizes an internship at SpiceJet airlines from November 2014 to February 2015. It details the author's responsibilities which included assisting passengers at check-in counters, boarding gates, arrivals, and baggage handling. The author also helped provide meals to passengers during flight delays and assisted in airport security processes. The internship provided learning about basic airport and airline operations, passenger interaction, and security procedures.
Singapore Airlines is considered a role model for customer service in the airline industry. It focuses heavily on customer satisfaction and innovation in service marketing. Some of SIA's customer service strategies include operating a young fleet of modern aircrafts to improve safety and reduce costs, creating the iconic "Singapore Girl" as a marketing symbol, and providing differentiated inflight services like international cuisine and entertainment systems. SIA also developed high quality ground services like an early computerized reservation system and flexible check-in options to enhance the customer experience.
Vistara is a joint venture between Tata Sons and Singapore Airlines that began operations in 2015. It operates Airbus A320 aircraft on 311 weekly scheduled domestic routes between 12 destinations within India. The document discusses Vistara's business model, costs, funding, and provides a breakdown of estimated per seat fuel and operating costs for a flight from Delhi to Mumbai on an Airbus A320.
Mercedes Benz Bengaluru dealer Akshaya Motors - Press ReleaseRushLane
Bengaluru – Pursuing the strategic’15 in 15’ approach for network expansion, Mercedes-Benz India today inaugurated a state-of-art showroom in Bengaluru-
“Akshaya Motors”. The new showroom which is spread over 4,350 sq. ft.is located in the most premium residential area of Bengaluru. This new showroom was inaugurated by Eberhard Kern, Managing Director and CEO, Mercedes-Benz India and MP Shyam, Managing Director, Akshaya Motors.
Business Plan for Car Wash - Auto dazzleRajat Rangdal
Auto Dazzle is a car washing and detailing business that plans to operate in Vashi, Navi Mumbai. It will offer services like washing, interior cleaning, teflon coating, injector cleaning, and throttle body cleaning. The business aims to provide high quality services at affordable prices while maintaining high employee satisfaction to ensure great customer service. It plans to target various car owner segments and expand to a second location after 3 years. Auto Dazzle conducts analyses to understand its competitive advantages and opportunities in the local market.
Singapore Airlines' iconic "Singapore Girl" campaign focused on its employees rather than aircraft to differentiate its brand. This successful approach highlighted the airline's emphasis on people and service quality. Singapore Airlines invests heavily in recruiting and training employees to maintain its high standards. It receives many applicants due to its strong reputation and provides employees opportunities to grow. This investment helps Singapore Airlines attract talent and compete effectively based on both cost and quality service.
This document provides an overview of the aviation industry in India and discusses Kingfisher Airlines. It begins with an introduction to the aviation industry in India, covering its origins and growth. It then analyzes the industry using Porter's Five Forces model and PESTEL analysis. Next, it reviews the current market share among airlines. The document then focuses on Kingfisher Airlines, discussing its strategic alliance with Deccan Airlines and conducting a SWOT analysis. It also examines Kingfisher's marketing mix, including its products/services, pricing, promotion, and processes. Finally, it provides recommendations for Kingfisher's future strategies.
Unlike US and some other developed countries, India’s car aftermarket is totally fragmented. There are no national level players of any significance.
Car aftermarket typically has 2 parts: the workshop market where repair and servicing jobs are done; and a pure retail market, where the customer buys parts and accessories. In the US, these markets are called DFIM (do it for me) and DIY (do it yourself) market respectively.
The report focusses on a segment of the retail market: car care and accessories. By car care, we mean washing and cleaning. Accessories refers to items like seat covers, mats; electronic items like audio and security systems; car care items like cleaning and waxing products, and application tools; perfumes; and exterior products like alloy wheels, luggage carriers, trims etc.
Overall, car care and accessory market is close to a $2B market in India. A few organised players are beginning to emerge. In car detailing and cleaning, 3M India, CarzSpa and Speed Car Wash are some of the leading names. In accessories, there are online players like Autofresh.in and carindiaaccessories.in. Reliance Autozone is trying to build a brick and mortar chain.
IBR believes this is a very attractive market for organised players to focus on. Current focus of organised players has been on ‘workshop’ segment of car aftermarket. Some other have focussed on second hand car sale. We think those are the more difficult businesses as compared to car care, and just about all of them are struggling. Fixed investment is high, getting customers is not easy, and OEMs don’t want these guys to compete with their authorised dealer network.
We believe the market has missed a trick. The Car Care market has very attractive dynamics. Gross profit of 50% is available to retailers, which is an excellent margin to work with. Unorganised players are getting marginalised in many markets. The same will happen here.
This document discusses Pegasus Airlines and its customer-focused approach. It provides an overview of Pegasus, including its founding in 1989 and passenger numbers. It then examines Pegasus' strategies for being truly customer focused by developing policies to meet customer expectations, having a customer satisfaction guarantee, and providing discounts. It also looks at Pegasus' emphasis on more than just amenities, such as being recognized as a top Turkish brand and sharing plans with other airlines. Finally, it discusses Pegasus' goal of loving customers by keeping in touch with them through a customer feedback website and ensuring successful service through training and developing employees.
Presentation1 - My thoughts on Air India RecoveryMadan Menon
Air India needs to improve its load factor, brand image, and financial health. It could increase load factor through marketing to improve its negative brand perception. Bringing back its iconic Maharaja symbol could help with branding. Separating into domestic and international brands--Indian Airlines and Air India respectively--could also help. Leasing newer aircraft and retiring old planes would lower maintenance costs. Forming subsidiary companies for ground handling, catering, cargo, and MRO could generate additional revenue streams. Overall, changes aim to make Air India competitive again through improved operations and multiple business lines.
Sumii C participated in an Internshala Business Case Contest organized in association with Uber India in October 2016 by submitting a valid entry. This certificate confirms her participation in the contest held at M.O.P.Vaishnav College for Women. The certificate wishes Sumii the best for her future endeavors.
This document provides information about a 5-cycle car wash franchise business model. It details the 5 wash cycles: 1) water rising, 2) soaping, 3) waxing, 4) exterior drying, and 5) interior vacuuming. It then estimates the startup costs, monthly expenses, and projected monthly and annual income over time as the business grows, showing profits within the first 6 months. Market research on the local area population and number of existing car washes is also included to support the business opportunity.
This document discusses plans for an automatic car wash business in Chennai, India. It includes sections on the company vision, market trends analysis, target customers, and financial projections. The business aims to become the market leader through a customer-centric approach and using latest technology. Growth in car sales in Chennai indicates potential. Target customers are urban professionals seeking quality and convenience. Financial projections estimate 73,000 INR in monthly expenses and a profit split of 35% after paying costs and interest.
This document proposes a mobile car wash business that provides car washing services to vehicles parked in various locations like parking lots, without moving the vehicles. The business uses compact, autonomous washing carts that require no additional infrastructure. Each cart can wash 20 cars per day and is self-sufficient with onboard water tanks and batteries. The business aims to fill the current lack of mobile car washing services. It plans to operate in parking areas of malls, offices, airports and more. Pricing for basic, deluxe and super washes is provided along with financial projections and management details.
This document contains the resume of Syed Amir Hassan, an After Sale Service Supervisor at Universal Motors Agencies in Dammam, Saudi Arabia. It summarizes his professional experience of over 14 years in automotive customer service positions in Saudi Arabia and the United Arab Emirates. It also lists his educational qualifications including a diploma in automotive engineering and a bachelor's degree in automotive engineering. The resume highlights his numerous achievements and awards for excellent customer satisfaction scores and service.
This document discusses Pegasus Airlines and its focus on customer satisfaction. It provides an overview of Pegasus, including its founding in 1989 and passenger numbers. It then discusses Pegasus' approach to being truly customer focused through initiatives like yield management, customer guarantees, and discounts. It also notes Pegasus' emphasis on amenities and developing a brand that customers love through ongoing communication and ensuring a quality customer experience. The document concludes with questions and answers that further explore Pegasus' understanding of customer needs, wants, and demands, as well as its marketing approach.
Our family consists of 5 members including myself, my wife Jane, and our 3 children - John (15), Sally (12) and Bobby (8). We enjoy spending time together going on hiking trips in the nearby state park on weekends and having family dinners together during the week. Family is very important to us and making memories with one another through both everyday activities and special vacations is what brings us the most joy.
This document discusses the creation of makerspaces and intellectual design spaces in classrooms. It defines makerspaces as publicly accessible places for designing and creating, and fab labs as low-cost digital spaces for project-based learning. The document provides resources for creating a classroom makerspace, including guides from the Digital Harbor Foundation. It also describes an activity for a digital card/digital badge project using LEDs and foam construction sheets.
This document is a final project submitted by Ratih Ika Chrisnindyasari to fulfill the requirements for a bachelor's degree in English Education. The project discusses using a color hunting game to teach spoken descriptive text to 7th grade students at SMP N 2 Demak in the 2012/2013 academic year. The study aims to describe how the game is implemented, identify problems students face, and find solutions. The writer conducted classroom observations and interviews. It is hoped that the results provide benefits for teachers, students, and readers.
The document provides resources for finding content to teach digital citizenship to both adults and students. For adults, it recommends the book "Digital Citizenship in Schools" which covers major issues around digital citizenship. It also lists websites with tools and ideas for using social media in the classroom from Utah Education Network and a resource from Josten's called "Pause Before You Post" for parents. For students, it recommends the K12 Digital Literacy & Citizenship Curriculum from Common Sense Media and the Digital Driver's License Project from the University of Kentucky, which contains case studies for students K-12.
If 'impact' equals 'engagement'..., there is a lot to fixTon Dobbe
This was the theme of a keynote presentation I did at the Unit4 Connect Conference in Singapore in August 2016. It challenges the audience around the topic how they add value in their job - and whether technology a help ... or a hinder. I showcased how software powered by artificial intelligence can make a big impact on productivity and engagement of employees.
This document discusses how creativity scores in American children have been declining since 1990 according to the Torrance Tests of Creative Thinking. It then discusses how making and hands-on learning can be a response to boost creativity. It provides definitions for making, constructionism, and tinkering. It also discusses how making can make students' thinking visible and provide shareable artifacts. Examples of making projects in schools and communities like the Bay Area Maker Faire are also mentioned.
The document outlines the nine elements of digital citizenship according to the International Society for Technology in Education: digital access, digital commerce, digital communication, digital literacy, digital etiquette, digital law, digital rights and responsibilities, digital health and wellness, and digital security. It defines digital citizenship and discusses teaching the nine elements at all grade levels through awareness, guided practice, modeling and demonstration, and feedback/analysis.
Calynn was found abandoned in China in 2006 and cared for at an orphanage due to her heart condition. Reed and Charity Quinn learned of Calynn's story in 2007 and felt prompted through prayer to adopt her. In August 2008, Calynn came to the US for lifesaving heart surgery, and Reed and Charity decided to adopt her, seeing it as part of God's plan for their family. The surgery was a success, though Calynn's heart condition remained terminal, and Reed and Charity brought her home to be part of their family.
Imagine a world that’s safe.., sustainable.., free of poverty, with
growth opportunities for everyone…
This was the theme of a presentation I provided as part of the Taste the Future event in Munchen on November 9th 2016.
4.2 how making connects to new learning standards slideshow_finalbrucemortland
The Next Generation Science Standards include learning about engineering practices like design projects. Ohio's new science standards also embrace engineering and design. Project-based learning increases long-term retention of content compared to traditional instruction, and helps improve problem-solving, collaboration, and student attitudes towards learning. References are provided about the Next Generation Science Standards, project-based learning research, and open portfolios used for assessment of maker projects.
This certificate of appreciation recognizes Mr. Ameya Sonkusale for his valuable contributions to Indian Nerve's digital marketing team from 2013 to 2014. He played a key role in establishing their social media presence on platforms like Facebook and Twitter. Indian Nerve acknowledges Mr. Sonkusale's commitment and assistance as part of the team, and wishes him the best in his future endeavors.
This was the business plan I wrote and entered into the BYU, Utah State, Wake Forest, Oregon State, San Diego State, and Moot Corp Graduate Business Plan Competitions. My Cousin Michelle and I traveled to each of the competitions and presented before over a hundred judges in dozens of rounds of competitions. We took 1st place at virtually every competition with the notable exception of BYU, raising over $200,000. To start the business.
The document provides resources for finding free content for teaching digital citizenship to both adults and students. For adults, it recommends the book "Digital Citizenship in Schools" by Mike Ribble, which covers the nine elements of digital citizenship, and websites from Utah Education Network and Josten's with tools and ideas for social media in the classroom. For students, it suggests the digital literacy curriculum from Common Sense Media used in schools nationwide, the "Digital Driver's License Project" case studies from the University of Kentucky, and the private social platform Edmodo for grades PreK-6.
VLN is launching a new premium linear OTT network featuring ultra high definition and long-form lifestyle content across multiple devices. They are offering content creators the opportunity to launch their own exclusive UHD or HD channels on the VLN platform to reach a large international audience. This provides a turn-key channel solution with low startup costs and revenue sharing opportunities, handling all distribution, promotion and monetization. VLN aims to fill the void for premium UHD lifestyle content and become a leading multi-channel network in the new era of television.
Indigo is India's largest airline offering no-frills service on Airbus A320 aircraft. AirAsia recently entered the Indian market with low introductory fares. This poses a key challenge to Indigo's 50% market share. While AirAsia advertises low base fares, additional baggage fees increase prices. Indigo should focus on strengthening its brand positioning of on-time performance, customer focus, and price transparency to counter AirAsia's entry. Educating customers through advertising will help differentiate Indigo on quality over price.
This document discusses in-flight catering and is an assignment for a training course. It provides an introduction to in-flight catering, acknowledging the guidance received from the instructor. It then discusses the processes involved in in-flight catering, including ordering, food preparation, packaging, storage, and serving. It also discusses innovation in the industry and guidelines for flight kitchens. It concludes by thanking the instructor for the knowledge gained through the course.
Great customer experiences are planned, designed and actively managed. Companies that consistently deliver, and improve upon, positive experiences have three things in common: customer insight, a customer culture, and a “designed” customer experience. The paper advocates how organizations must deliver a rich, personalized cross-channel experience with seamless integration across all touch points
Kingfisher Airlines is an Indian airline based in Bangalore that was founded in 2005. It was owned by Vijay Mallya's UB Group and aimed to be a premium airline in India. Kingfisher Airlines grew rapidly in its early years but began experiencing financial difficulties in 2011 due to increased competition and rising costs. By 2012, the airline had amassed significant debts and was losing money on every flight. Kingfisher Airlines would eventually cease all operations in 2013 due to its inability to pay salaries and other costs.
Vistara Airlines is marketing its premium services to business travelers and high-end customers while keeping prices competitive. It aims to create brand awareness and increase its customer base through innovative advertising campaigns. Vistara offers various seating classes with inflight entertainment and catering options. Its marketing strategies focus on visibility through events and partnerships, highlighting its premium product offerings, and building strong customer relationships.
The document provides an overview of the Indian airline industry and an analysis of Kingfisher Airlines. It discusses the PEST analysis of the industry and Kingfisher, the 7 Ps of marketing for Kingfisher, Porter's 5 forces analysis, and recommendations using Ansoff's matrix. Kingfisher targeted the domestic luxury segment but had low load factors, high costs, and faced fierce competition. The ROI for Kingfisher was low due to overspending and it struggled to generate expected returns.
SB Airways is one of India's leading domestic airlines, known for its affordable fares and high quality service. It has a 25% market share and serves over 110 destinations worldwide. The document outlines SB Airways' history, services, target customers, marketing strategies, and service quality processes. It also describes a service failure incident where a customer missed her flight due to a technical issue, and how the airline effectively recovered by apologizing, upgrading her flight, and providing compensation.
Airline are looking at new and innovative ways.Aspire
Airlines are looking to use new technologies and customer-focused strategies to reduce costs while improving the customer experience. This includes using online booking engines for reservations, recognizing loyalty program members, offering Wi-Fi access and discounts, and personalizing services for different passenger needs like families. Korean Air sets an example by upgrading cabins and lounges, offering organic meal options, and dedicating female-only bathrooms. British Airways also aims to improve the customer experience through self-service options and relaxing in-flight electronics policies.
Physical evidence as a key component of services marketing mix, A presentation on the physical evidence used by the aviation sector for services marketing.
This document provides an overview of the Indian airline industry and analyzes Kingfisher Airlines. It begins with a PEST analysis of the industry and an introduction to Kingfisher. Next, it covers the 7 P's of Kingfisher's marketing strategy and analyzes the airline using tools like the industrial lifecycle model, SWOT analysis, Porter's 5 forces, and a competitor analysis. It concludes with recommendations for Kingfisher's future growth.
Running Head: IN-FLIGHT SERVICES 1
IN-FLIGHT SERVICES 2
In-flight Services:
Course:
Instructor:
Institution:
Date:
Introduction
The aviation airline industry is a constant changing industry thriving to gain competitive advantage through strategy and innovation. The main focus is for an airline industry to stand out and attract customers. The customers are the reason why companies such as Virgin, Jet Blue, AirTran, Delta and Hawaiian airlines are at the top of the food chain. Providing unique customer experience is one of the many ways that organizations exploit to gain competitive advantage. Customer experience while using organization products or services has been transformed into an art within the business environment (Saha & Theingi, 2009). The art of customer experience aims at establishing the best customer satisfaction. Airline industries are not spared by the new art of establishing the best customer satisfaction. In fact Airline industry is one of the many industries that embrace the art of customer satisfaction since it deals with actual handling of customers. Every unit of the airline organization must be well interlinked so as customer satisfaction remain a priority at all the time.
Every airline organization should focus on ways that provide the safest, dependable and pleasurable air transport. Achieving the objective would ensure that the airline becomes a unique organization of choice for many either locally or internationally. Airline industries have divergent areas that must be considered in effort to achieve the desired level of customer satisfaction (Zeithaml, Bitner, & Gremler, 2009). The different areas can be categorised into three main phases. The three main phase include, pre-flit, in-flight and post-flit. This paper will explore on various ways that airlines can exploit to improve on in-flit customer satisfaction.
In-flit situation
Before exploring any form of customer satisfaction, airline management must first appreciate that the diversity of needs for their customers. The needs in this case involve the motivations that forces one into using air transport instead of other modes of transport. The diversity remains a major challenge for majority of airlines seeking to achieve best level customer experience and satisfaction. Different people have different reasons behind them using air transport. The various reasons may be categorised into three main groups (Atilgan, Akinci, & S. Aksoy, 2008). First category involves those travelling for pleasure and status. Travellers in this group always use air transport as way of achieving personal pleasures. The second group involves individuals who travel for business or work related activities. This group of travellers have unique preferences that airline organizations must meet so as to make them fully satisfied.
The ...
The document discusses competitive analysis of the airline industry. It covers product level analysis, core and supplementary services offered by airlines. It also discusses various aspects of airline branding like positioning, pricing strategies, marketing communications and different flight classes. The core service provided is transportation while supplementary services include information, consultation, order taking, hospitality and billing/payment options. Low cost carriers focus on value pricing while full service airlines offer premium pricing.
Complete Marketing Strategy of Jet airwaysSAEED INAMDAR
1. Jet Airways is India's second largest airline in terms of market share and passengers carried, operating over 300 daily flights to 74 destinations worldwide.
2. Domestic air traffic and passenger numbers increased significantly in the July-September quarter and September month over the previous year.
3. Jet Airways provides various classes of service on domestic and international flights, as well as cargo services, and is expected to see continued passenger traffic growth in coming years.
4. The airline employs over 13,000 employees and has established itself as a leading domestic and international carrier in India.
Sachin Kambli has over 9 years of experience in customer relationship management in the aviation sector, most recently as Customer Delight Manager for Audi Mumbai South. He has a proven track record of maintaining high service standards and processes to ensure compliance and achieve customer satisfaction. Kambli was previously a cabin crew member for Qatar Airways and Jet Airways, receiving an award as Best Cabin Crew, and has commercial pilot licenses from FAA, Transport Canada, and DGCA India.
Crm strategy of singapore & american airlinesVikhyat Khanna
CRM strategy of Singapore & American Airlines in detail, touch points and their significance, data handling techniques, parameters of importance, their correlation to a opportunity.
Feedback's requested.
Jet Airways implemented various total quality management techniques like ISO certification and continuous employee training to improve service quality. It used the SERVQUAL model to understand customer priorities and identify gaps in reliability, assurance, tangibles, empathy and responsiveness compared to competitors. Areas of quality management included on-time performance, baggage handling, food quality, and compensation for delays. Yield management software helped optimize pricing based on demand. Customer surveys found Jet to have on-time flights but untrained staff who struggled during delays.
The document discusses the aviation industry and compares old (A300) and new (A380) aircraft technologies. It acknowledges those who helped with the assignment. It then analyzes the advantages and disadvantages of the aviation industry, including job opportunities, tourism, low cost airlines, and modernized airports. It provides details on the advantages of tourism and low cost airlines. Finally, it compares features of the A300 and A380 aircraft.
Passengers’ Perspective of Philippine Airlines Within Nueva EcijaIJAEMSJORNAL
This document discusses a study on passengers' perspectives of Philippine Airlines. It provides background on Philippine Airlines as the oldest airline in Asia and flag carrier of the Philippines. The study aims to investigate passengers' perceptions of Philippine Airlines' service quality based on their personal experiences. A descriptive research method was used to gather information from 100 passengers through a questionnaire. Key findings include that most respondents were satisfied with ground services like check-in assistance and inflight services such as cabin crew responsiveness. The document provides context about the airline industry and customer satisfaction to frame the goals and significance of the study.
This document discusses P I Infosoft's travel technology services including destination management, quality control, online booking options, and back-office solutions. It provides examples of their flight and hotel booking tools, fixed tour packages, plug-and-play modules for affiliates, and back-office systems. The document also outlines their B2B2C model, cost savings approach, integration services, and goals of expanding partners' destination presence in India through their knowledge processes and backend systems.
This document discusses P I Infosoft's travel technology services including destination management, quality control, online booking options, and back-office solutions. It provides examples of their flight and hotel booking tools, fixed tour packages, plug-and-play modules for affiliates, and back-office systems. The document also outlines their B2B2C model and how it can help partners save costs while increasing destination presence and conversion rates.
1. Can Air India Fly Again?
2015
PRODUCT& SERVICEMANAGEMENT- 2
AMEYA SONKUSALE – MSEP14CMM02
S P JAIN SCHOOL OF GLOBAL BUSINESS | 10 HYDERABAD ROAD, SINGAPORE
2. Page | 1
Table of Contents
KEY ISSUES...........................................................................................................................................2
MAKE SERVICE TANGIBLE....................................................................................................................2
APPEARANCE ....................................................................................................................................2
EMPATHY..........................................................................................................................................2
RESPONSIVENESS..............................................................................................................................2
REALIABILITY.....................................................................................................................................2
ASSURANCE ......................................................................................................................................2
PROACTIVE STRATEGY.........................................................................................................................2
3i.......................................................................................................................................................2
SERVICE VS EXPERIENCE VS PRICE....................................................................................................3
NETWORK OF COMMITMENT ..........................................................................................................3
NURTURING RELATIONSHIP & CLAIM VALIDATION.........................................................................3
ASSULTING 5 SENSES........................................................................................................................3
EMPOWER & ENGAGE......................................................................................................................4
AUTHENTIC CONSULTANTS..............................................................................................................4
APPENDIX.............................................................................................................................................5
GRAPH: 3i..........................................................................................................................................5
GRAPH: SERVICE LEVEL.....................................................................................................................5
GRAPH: EMPLOYEE ADVOCACY........................................................................................................5
GRAPH: RELATIONSHIP.....................................................................................................................5
GRAPH: CLAIM VALIDATION.............................................................................................................5
GRAPH: NETWORK OF COMMITMENT .............................................................................................5
SERVICE PLAN...................................................................................................................................6
3. Page | 2
KEY ISSUES:
1. Wouldthe ₹ 300 billion turnaroundplanintroduced bythe Governmentof India(GOI) inthe year2012, for
AirIndia(AI),be successful?(Bundhun,2014)
The turnaroundplanis aimedmaking AI profitable inthe nearfuture byimprovingoperational
efficiency,restructuringthe debt alongwithimprovingthe brandimage of the National Airline of
India.
2. Will AirIndiabe able to sustainitself withthe currentpractice of havingbloatedstaff numbers,ageingstaff
to serve onthe aircraft, lessthanmediocre service & poignantinternal staff problems?
AirIndiais currentlyisina dismissal state,the brandequityisclose to nothing. The turnaround plan introduced by
the GOI would be successful if and only if Air India ensures that the customers gets a pleasurable experience by
offering an insanely great product along with an insanely great service. The first step to offer a pleasurable
experience is to ensure that your service is tangible, this can be done as follows:
MAKE SERVICE TANGIBLE
APPEARANCE:AirIndia needs to change the current uniform of its staff especially the Air Hostesses, the uniform
worn by them should be smart and suave with the blend of ethnicity of India. Air India should rope in a talented
celebrity designer to design the uniform, this would bring credibility to the brand as well as will be visually
captivating for the customers experiencing the service.
EMPATHY:All the Air India employees at the front end, at every touch point facing the customer, need to give an
authenticexpressive smile assoonasthe customersisat a distance of 10 feetfromthem,andthen if required with
a genuine concerninquire asif theycanhelptheminanyway. Inthe aircraftthe air hostessesalways need to have
a smilingface andmake customersfeel welcome onboard.Wheninteractingwiththe customerswhoare seatedin
the aircraft, the air hostesses need to ensure that they bend down to the eyelevel of the customers while
interacting.All thiswill invoke positive emotionsinthe mindsof the customersandshe will wanttoexperience the
service again.
RESPONSIVENESS:Be itsolvingthe grievances while bookingticketsorfare returnsincase of a flight cancellation or
issues/requests while experiencing the service or responding to a grievance mail, Air India needs to ensure that
response by the concerned employees is instant and the issue is solved at that very moment to the customer’s
satisfaction.
RELIABILITY: On time landing and departure is a hallmark of a reliability for a great airline. In order to ensure
punctuality in terms of landing & departure, Air India needs to ensure that the turnaround time is at most 25
minutes,whichissupposedtobe bestinthe industry.Here,how AirIndiaempowers&engagesthe staff will play a
decisive role for consistently achieving that milestone.
ASSURANCE: Air India currently does not have the trust of the customers, it has near negligible commitment to
ensure thatthe flightsarrive anddeparton time,misplaced baggage is rarely compensated, missed flights/flights
cancelleddue totechnical glitches are rarely rescheduled as per customer’s convenience. This coupled Air India’s
premiumpricingstrategyhasworkedagainstAirIndia.AirIndiawill have tomake focused efforts to convert these
negatives in to positive in order to win the trust of the customers and make them assured of its service.
PROACTIVE STRATEGY
For any service to excel itisveryimportanttopersonalizeorcustomize the service asmuchaspossible in
followingway,
3i: For Instant Recognition,as soonas the customermeetsthe staff at the check-incounter,the staff personnel
shouldbe able togreetthe customerby hername.Thiswouldbe possible through a facial recognition cameras
installedatthe check-incounter.ForInstantConfiguration,passengersshouldbe allowedtoselectthe location
4. Page | 3
of theirseat,this would be subject to availability. For Instant Gratification, the staff personnel should ensure
that the customersissatisfied,if notthe doeverythingwithinthe limitstoensure hersatisfaction thusensuring
gratification by honouring her request.
Service VsExperience VsPrice: Inorder tooffera pleasurable experience to its customers Air India should have
lounges catering to all its customers. These lounges should offer all the possible creature comforts so that the
customers of Air India can relax away from the crowd. These lounges should offer gourmet buffets, à la carte
meals,barsand fresh juice bars.Soothing spa facilities,massage& beauty treatment should be made available
to business class & first class travellers in the lounge, thus adding an aspirational appeal for its potential
customers.Complimentary chauffeur-driveservice,making useof only premium luxury sedans, should be made
available to first class & business class passengers. Inflight entertainment system should include all possible
genre & varieties of music, movies&TV shows alongwith kids’ cartoons,all thisinmultiple languages. In terms
of cabinexperience,freeWi-Fiservice should meavailableto all passengers.First class passengers should have
theirown suitwith shower spas and an access to gourmet cuisine matched with exclusive wines, business class
passengersshouldhave facilities like flat bed, global cuisine matched with fine wines, economy class will have
access to entertainment system, ample of leg room & space, free Wi-Fi along with delicious gourmet meal
inspired by the region. Families travelling with kids wouldbe allowed to board first,they would be provided with
changing tables & complimentary stroller at airports. Bassinets would be provided to families travelling with
babies.
Thisservice providedwouldbe highlycustomizedthusthe customerswill getinvolvedin the service and would
allowAirIndiatocharge a highprice as theywill be willingtopaymore for the pleasurable service.Butsince the
current brand image of Air India is on the negative side, Air India would benefit if it charges a littl e less than
whatthe customersare expecting.This would encourage the customers to experience the service of Air India
thus creating the much needed initial inflows, gradually becoming the first choice to fly.
Networkof commitment & Hostmanship:ForAirIndiatodeliverapleasurableexperience,AirIndiashould
follow hostmanship tothe hilt.All the employeesshouldbe treated asbusinesspartners,they should betreated
with samerespect,concern and caring attitudewithin the organization thatthey areexpected to sharewith the
customersof Air India.Theyshouldbe giventhe powerto do anything in their limits to servethe customer
better.Treating employeesgreaterthan customers,providing a stableenvironmentto workin with an equal
opportunity to learn & grow,iswhat wouldbringthatpassiontoserve the customerinthe bestpossible way. All
the employeeswould then pridethemselvesby being highly committed to onegoal,delivering the bestin class
customerservice withwarmth& friendliness in the spirit Air India.
Nurturing Relationship &Claim Validation:
All the AirIndiastaff,epicallythe cabincrewshouldmake effortstoestablisharelationshipwiththe customers,
by knowing thefrequentflyerspersonally and respectfully acknowledging themby theirnamefosters
relationshipwithcustomers.If the cabincrew seesanypassengeratsome kindof uneasinessorsome kindof
distress,theyshouldbythemselvesgoandinquire how theycanhelpthe customerandsolve the problemthen
and there.Thiswouldgratifythe customers&he wouldwantto be associatedwiththe service againinfuture.
AirIndiashouldalsomake sure that itdeliversthatqualityof service itpromisesthe customer,andif notit
shouldpenalizeitself evenbefore the customersasksforsome kindof compensation.Fore.g.:the flightgets
delayed,AirIndiashoulddistribute discountcouponstoall the customers thatwouldallow themtogeta hefty
discountontheirnextbookingoroffercomplimentarygourmetdishesalongwithexclusive alcoholic&non-
alcoholicdrinksfree of costonce on board.Thiswouldgainthe trust of the customersthatAirIndiais
committedtoserve theminthe bestpossible wayandthey’llbe assure of the service offeredbyAirIndiainthe
future.
Assaulting 5 Senses:
For assaultingthe visual appeal,all cabincrew should be young (preferably below 28 years of age), fit & smart.
Theyshouldprofessionallydressedintheirrespective uniform andalwayshave asmilingface.The flightsshould
5. Page | 4
be clean & hygienic, before departure flights should be cleared of any waste left behind by the previous
passengers. The lightinginthe flight should be bright till the flight departs, once the flight departs depending
moodlightingshouldbe used. Forassaultingthe sense ofsmell,AirIndiashouldconsultaromatherapyexperts
and findoutone fragrance (signaturefragranceof Air India) which will have a soothing & pleasant smell and a
calmingeffectonthe passengersonboard.Thisfragrance shouldbe sprayedat regular intervals. For assaulting
the sense of touch, the seat fabric used and upholstery should be smooth to touch with a visually pleasant
design. For assaulting the sense of hearing, a calming music should be played till the flight departs, once
departedit should be stopped. For assaulting the sense of taste, Air India should make sure whatever food &
drinks are served to the customer have appeal to their taste buds. By assaulting the 5 senses Air India would
have repeat customers as these customers would want to relive the pleasurable experience.
Empower & Engage: In order to ‘Empower’ its employees, it is very important for the firm to set a conducive
platform for the employees. This can be done by having an exhaustive training through a fun learning
experience.The seniormanagement&companystalwartswhohave yearsof rich experience shouldbe actively
involved in the training. This would make the employees feel important & motivate them to work harder.
Employeesshouldhave autonomytodowhattheythinkis appropriate to provide the best in class service. For
e.g., A passenger is getting disturbed because of a family travelling with kids, if a seat is available in business
class the cabin crew should have the autonomy to upgrade his seat free of cost. Air India should have monthly
Feedback systemwhere inemployeesshould be made aware of areas of improvement, and if the employee’s
performance is exceptional she should be rewarded by public appreciation, one to one feedback by higher
management&growthopportunities.In order to ‘Engage’, Air India should be very stringent in their selection
criterion,forcabincrewonlywell qualified,smart,goodlooking&fitcandidatesshouldbe hired. Once selected
the employees should have a Frictionless Platform to grow within the organization. Air India should lay
emphasison Civil Behaviourof the employees,employeesshouldalwaysbe polite&respectful notjusttowards
the customer but also towards each other. Finally, Air India should ensure that it has Fair and transparent
system,incase of anygrievancesbyemployees,the managementshouldmake sure that the problem is solved
at the rootand final decisionisjust. Alsotokeepeachandemployee of the organization motivated & made to
feel that have the ownership of Air India, financial stocks should be given to each employee.
AuthenticConsultants:AirIndia(AI) employees should help customers reach their personal goals, by ensuring
thingslike flightdeparture andarrival is on schedule, providing reschedulable tickets and so on. AI should put
resources in the pocket of the customers by doing things like allowing students extra luggage free of cost or
allowingcustomerstocancel tickets10 minutesprior to departure and reuse the funds to book other Air India
flight. AI employees should say No to things that harm the quality of service, for e.g., AI should have strict
security policy & should not let any dangerous. Air India should make sure that it does not monetize every
touch point. Air India should have tie up with other airlines, if a customer has missed a flight, if there is any
flightgoingtothe customer’s location, within onehourfromthedepartureof missed flight, the ticket should be
transferred to the partner airline free of cost.
Thus by ensuring that all the services offered by Air India are though well trained & expert staff personnel, a
pleasurable experience that is high on convenience is delivered to the customers. Apart from offering a
pleasurable experience throughthe above services,thatwouldmake the customerswhohave experienced the
service wanttorelive itagain and alongwith beingafirmfollowing (Employee Advocacy)3,itis veryimportant
to attract newcustomersandmake themcustomersforlife.Thiscanbe done by plannedadvertising efforts, of
which one of the thing that would involve, is providing ample visual cues of all the aspirational products &
servicesofferedby Air India in commercials. This would appeal to the reward & pleasure centres in the brain,
making the people want to live the ‘Air India Experience’.
6. Page | 5
GRAPHS CURRENT FOR BEING ASPIRATIONAL
3i
SERVICE LEVEL
EMPLOYEE
ADVOCACY
RELATIONSHIP
CLAIM
VALIDATION
NETWORK OF
COMMITMENT
7. SERVICE &
STANDARD
SCRIPT
Response Time Distance to
Lounge
Service
Experience
Time Time Service Experience Checking on
guests
Service
Experience
Greetingthe
guest& assisting
withthe
Checking-In
process
Guestis
directed
towardsthe
Lounge.First
class&
businessclass
guestsare
assistedwith
baggage
Seatingin
Lounge
Greetingthe
guest,
inquiring
aboutthe kind
of service they
wishto
experience.
Remindingguest
45 minutesbefore
flightdeparture,
and assistingfirst
class& business
classwith
baggage to the
departure area.
Greetingthe
guestinthe
aircraft
Guestare
directed
towardstheir
seat, firstclass
& business
classare
escortedto
theirseats/
suite
Inquiringat
regularinterval
if the guests
needanything,
providingfood&
drinksat regular
intervals.
Greetingthe
guestas she
leavesthe
aircraft.
PHYSICAL
EVIDENCE
Well groomed,
smartlydressed,
witha fluent
diction& a
smilingface;
respectfully
greetingguest
by theirname
Smartly
dressedwith
a smiling
face,a staff
assistingthe
gueststo the
lounge area.
Visually
pleasing,
luxury
décor,
withfresh
lemony
scentin
the resting
area.
SoftMusic
playedinthe
back ground,
array of
newspapers &
magazinesat
disposal,open
bars & buffets
Smartlydressed
witha smiling
face,reminding
the guestabout
the departure
time. inquiringif
he wants any
service before
leaving
Well groomed,
smartly
dressed
respectfully
greetingguest
by theirname
witha smiling
face
One of the
cabincrews
guidesthe
guestto their
seat
Mood lighting,
softMusic
playedinthe
back ground,
array of
newspapers &
magazinesat
disposal,
inquiringif they
needanyservice
Well
groomed,
smartly
dressed
respectfully
greetingguest
goodbye,
usingtheir
name witha
smilingface
LINE OF INTERACTION
CONTACT
PERSON
Staff at the
check-incounter
Chauffeur Chauffeur Entourage of
authentic
consultants
Chauffeur AirHostesses Cabincrew
staff
AirHostesses AirHostesses
LINE OF VISIBILITY
SUPPORT
PROCESSES
Facial
recognition
camera detects
the guestand
the name is
communicated
to the staff at
counter
Tellsthe
Chauffeur
througha
microphone
if the
passenger
belongsto
first,business
or economy
class.
Helpingwith
schedulingthe
luxury services
like spa,first&
business class
guestswishto
experience
If any service
requested,
puttingitin high
priority& quickly
arrangingthings
required
Facial
recognition
camera
detectsthe
guestand the
name is
communicated
to Air
Hostesses
SERVICE PLAN