Customers’ Survey of
British Airways
In conformity with the
customer survey question 12, 59% travelers of British Airways are pleased with
the services of it and 20% were dissatisfied. And, it is found in the answer of
customer survey question 16, 59% became satisfied with service of BA’s
employees and 12% employees became dissatisfied with their service. By
examining the customer survey question 7, 30% flyers believed that they are
satisfied owing to the gorgeous gifts given by the firm. And, 20% flyers
dislike the delay in check inline. If
we look into the customers survey questions 7 the questionnaire, about
30% have belief that various rewards from BA are reason for their satisfaction
where 20% choose less waiting time in the check in queue,((( 18% selected Seat
selection before departure, 10% selected Carrying Extra Bags, 10% less service
delay, and 12% selected priority boarding.))) Then, BA’s managers consent to
the manager interview question 6(((((( those managers of British airways are
agreeing with this result by the manager interview questions 06, that
facilities like reducing check in and boarding waiting time, fast and first
class check in, seat selection before departure, improving service quality,
giving rewards to the customers, priority boarding, reducing service delay are
helping British airways to satisfy their passengers. )))))))By examining
manager interview question 7, every manager agrees that loyalty reward program
is making satisfied their flyers.
By being satisfied by the
BA service, the customers are frequent and loyal to the firm. By surveying
manager interview question 8 it is clear that 70% of manager said customers
satisfied by BA services are loyal to the company. Where from the customer
survey question 14 it is found that around 42% of customers are loyal to BA as
they are satisfied by BA. In customer survey question 11, 59% of respondents
agreed that they are travelling through British airways as they are happy with
their services where 26% opposed with that view.
So, customer satisfaction is necessary for BA to attract passengers. By
being satisfied by BA’s reward programs, flyers have the most possibility to
fly on British Airways airline repeatedly and in this way, they become frequent
flyer of BA. And, it will become easy for BA to inspire the frequent flyers to
be enlisted in the Executive Club card. Besides, only these frequent flyers
have the possibility to be loyal to BA when the cost is higher for travel. Contented
users are loyal and on the contrary, discontented users are disloyal and they
go to another seller. So customer satisfaction is regarded as the main step for
customer loyalty. This supports the idea of Cheng et al. (2008); Heskett and
Sasser (2010); Story and Hess (2006); Donio et al. (2006); Heskett et al.
(2007); Faullant et al. (2008); McDougall and Levesque (2000); Eggert and Ulaga
(2002); Story and Hess (2006); Terblanche (2006); McQuilken (2005); Chi and Qu
(2008); Olorunniwo et al. (2006); Dimitriades (2006); Mcllroy and
Barnett (2000); Egan (2000); Bennett &
Rundle-Thiele (2004) etc. about customer satisfaction and customer
loyalty explained in the literature review. However, in spite of 59%
flyers’ being satisfied by the better services of BA in accordance with the
answer of customer survey question 12, only 42% flyers become loyal to BA
according to the answer of customer survey question 14. The calculation is that
17% contented flyers are not loyal to BA. So, it seems appropriate to write
down that customer contentment has association with customer loyalty. And, all
contented flyers are not always loyal. On the other hand, customer is needed
for the firm to make the customers loyal but optional. This harmonizes the
theory of McQuilken (2005) that despite the association between purchaser
contentment and purchaser devotion, sometimes contented consumers are disloyal.
With the support of
Customer survey question 13 it is clear that 64% of satisfied customers are not
only loyal to British Airways but also negotiator who inspires others to fly
his/her flying airline to the firm. They advertise his/her relatives about the
better facilities of BA along with its Executive Club card. This supports the
theory of Geeet al. (2008), Woodruff & Gardial (2009), Eggert and Ulaga
(2002) and Parahoo (2006) discussed in second chapter. By being the member of
BA’s Executive Club card, the contented passengers return to the airline
willingly for flight. In this way, the link between customer and firm become
stronger.
By surveying customer survey
question 5, it seems clear that the fact that 44% customers are the Executive
Club card holder which effects on the purchasing decision of 58% of the
customers. (Customer survey question number 9 proves it). During answering the
manager interview question 04, 90% mangers said that Executive Club card is helping British Airways to
measure customer choice. Where all of the managers
stated that, reward
card helps British Airways a lot to satisfy the unhappy customers by
identifying their problems. Therefore from this research it is clear that,
Loyalty card helps a firms to fully understand which facilities are liked by
them, which services are dislike by them, which customers are profitable, which
should be abandoned, which have untapped potential, which to keep, and which
are worthwhile to acquire. This goes with; the concert of Galbreth and Rogers (2004); Dowling
et al (2003); Butscher (2004) that loyalty card can weigh up the choice of passengers
and figuring out the discontented passengers.
Considering manager interview
question 5 and customer survey question 10 it seems evident that 48% passengers
prefer BA for its Executive Club card. Where 56% of passengers are loyal to BA
because of both their Executive club card and quality services (Customer survey
question number 15 proves it). This finding ropes the concept of Keh and Lee (2006) that
devotion program are designed to boost loyalty.
Facilities through Executive club
card like
seat selection at booking time, priority check in and boarding, hiring of car,
100% dividend Avios on each British Airways travel, hotel residing, utilization
of BA’s top class and other oneworld top class check-in desks, booking and
service charge independence on incentive journeys, are helping BA draw and
enlist the new passengers, and make them loyal to it (Manager Interview question 13 and 16
are evidence of it). This harmonizes with the study of Yi & Jeon (2003);
Demoulina and Zidda (2008); Sunny Hu et al. (2010); Sondoh et al. (2007);
Martisiute et al. (2010); Keh and Lee (2006); Demoulina and Zidda (2008)
discussed in second chapter that cardholders happiness with the program leads
to brand loyalty and program constancy.
In the customer survey question 19
and 20, the answer of BA’s customers about the Executive Club card is given.
The question number 19 is “Are you satisfied with Executive Club Card’s
current schemes and benefits‟. 51% of customers replied in the affirmative
and 39% customers replied in the negative. The question number 20 is “are
there any other facilities to be added with the Club Card‟, 70% customers
replied in the affirmative and added that it is substantive for BA to augment
its business partners issuing the Club Card points in different fields such as
Retailing, Travel and Motoring, Home and Garden, Money and Finance, Health and
Fitness and Entertainment. So, it becomes clear that British Airways should pay
attention to modernize Executive Club card program. Modernization of Executive
club card will impress more customers effectively and help the firm keep it
customers loyal for a long time.
