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Throughout the uses of their website by these three dominant segments, Delta is also capturing click stream data to see how they can anticipate and better improve the automated processes on their website as well. Using technologies developed by DoubleClick and Overture from Yahoo in addition to those from Google, Delta is learning how to better define the navigational points on their website to better serve the three dominant customer segments they target today. They are also learning more intensive information about each of these three segments through the analysis of click stream data as well. Delta has an ethical and legal responsibility to manage this data in a secure and private environment to ensure it is not sold by employees or worse, stolen and used by competitors or marketers in related companies. Delta has an intensive it security strategy that seeks to protect the confidentiality of its customers on its website, including their interaction from the alerts and messages which form the basis of the company's strategy to create a more collaborative and trusted relationship with its customers.
Connecting with Customers to Gain Feedback
Delta leads other American airlines...
One of the first companies to create a Facebook and Twitter accounts to create more opportunities for customers to connect and communicate with them, Delta continues to create online strategies for customers to share their opinions and recommendations with them. Delta's website provides opportunities for customers to write blog entries share their feedback in over a dozen different online applications and also has specific web pages just for feedback on specific services on flights.
In addition to all these efforts to stay connected with their customers and listen to them, Delta also has created a series of micro sites, or smaller Java-based websites that give their customers an opportunity to be more specific about their unmet needs and interests in future services as well. Delta's approach to charter service is a case in point, where the company has created a specific micro site for large groups wanting to charter an entire Delta jet for their travel plans. This is one of the fastest growing service areas of Delta right now as a result.
For example, Delta cannot readily expand to Canada by any means because of regulatory limits on foreign carriers. Competition is a key driver of change in the industry as well. Firms behave in a manner similar to oligopolies, responding to each other's moves. This forces firms to be creative with respect to how they attract and retain customers. An innovation like loyalty programs is easily replicated by all competitors in
Scheduled annual ASMs went up from 300 billion in 1978 to more than 700 billion by 2000. (Tam; Hansman, 2003) Of late, the close association between economic growth and the demand for air traffic travel also led to unprecedented traffic loads and profits for the airline industry during the economic growth cycle during the later part of 1990s. The rise in the airline industry following deregulation and the average decline
" (Knorr and Eisenkopf, 2004) the fifth and final strength identified for Emirates Airline in the work of Knorr and Eisenkopf (2004) is stated to be the Emirates "...award-winning service in all classes, which is matched or exceeded only by very few other carriers such as Singapore Airlines. Sixth, clever marketing - for example, Emirates, not Lufthansa - was named official carrier of the 2006 FIFA World Cup hosted by
United Airline Holdings: Tools AnalysisIndustry AnalysisMichael Porter�s strategic model happens to be one of the most effective tools in the assessment of the various trends affecting industry competition and attractiveness (Godfrey, 2015). Thus, this particular model comes in handy in not only the identification, but also the analysis of the various competitive forces that have an impact on the industry. This would be a crucial tool in seeking to develop
Classic Airlines has the reputation of being the world's fifth largest airline, which commands a fleet of more than 375 jets that serve 240 cities with over 2,300 daily flights. Classic, around for more than 25 years, employs more than 23,000 employees and the year before this report earned $10 million on $8.7 billion in sales. Classic also has a glorious reputation for its integrity with Labor Unions due to the
Furthermore, while it is true that American recently implemented a refund and $50 voucher guarantee for consumers who find a lower possible fare to their destination, also to keep up with pricing pressure from low-cost carriers, Continental had already implemented such a guarantee first. This may contribute to the industry perception that once-dominant American Airlines is merely playing catch-up with even major carrier rival in terms of consumer incentives