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S. And other nations (O'Neal, Jacob, Farmer, Martin, 2007). As a result, there is much dissatisfaction specifically in the areas of pricing, price discounting and the configuration of schedules to get optimal pricing. It has been common in the past for customers to be charged up to $300 to $400 more fares for alleviating a one-stop fare when a nonstop fare into a non-hub city became available. Customers have complained this is more of a factor of Delta's lack of flexibility in managing flight reservations and scheduling. Second, Delta has room for improvement in the boarding and deplaning process, specifically in how zones are defined and the planning & deplaning process is management. The queuing of this approach has at times been considered elitist due to the separate lanes and the cavalier attitude given to the most senior frequent flyers over just a customer (Wasmer, Bruner, 1991). It had been common for a full paying fare customer to be bumped from a flight just so a last-minute Medallion customer could fly with no reservation. This enraged regular customers and drove them away from the airlines. Customer began websites saying they had been fired by Delta for not flying with them enough.
Recommendations to make Delta more customer-centric
Key to Delta becoming more customer-centric is the further re-aligning of their most complex processes including flight reservations & scheduling, boarding & deplaning including baggage handling, and cost & fees. These are processes that require an inordinate amount of process re-engineering and optimization. Delta needs to focus on how they can use analytics applications including routing, scheduling, pricing and baggage handling optimization to better align with customers' preferences (Garrow, Ferguson, 2008). The optimizing of these processes is also called Business Process Management (BPM) and Business Process Re-engineering (BPR). Delta still in fact has these processes more focused on internal process efficiency first. To attain greater levels of customer centricity, the main processes that are included in each of these core areas will need to be continually reviewed and updated over time to keep up with the customers' rapidly changing needs. The bottom line is that a continual commitment to improving these complex process areas are critical for Delta to continue to be trusted by those who are now loyal and to earn the trust of new customers (Field, 2006).
Customer centricity is never a one-and-done proposition. It requires continual efforts to align the core processes in an organization to those touch points where customers gain experiences from working with the company. Delta's commitment to customer service today often includes the integration of new yet proven technologies to enhance the experiences customers have with them. Due to these factors it is clear customer centricity is inherent in their marketing plans.
David Field (2006, August). Trust seeker. Airline Business, 22(8), 48-50,53. Retrieved December 12, 2008, from ABI/INFORM Trade & Industry database. (Document ID: 1124601721).
Dan Fitzpatrick (2005). Embattled mainline carriers move to cut costs and fares. Knight Ridder Tribune Business News,1. Retrieved December 12, 2008, from ABI/INFORM Dateline database. (Document ID: 819814151).
Garrow, Laurie and Ferguson, Mark (2008). Revenue management and the analytics explosion: Perspectives from industry experts. Journal of Revenue and Pricing Management, 7(2), 219-229. Retrieved December 12, 2008, from ABI/INFORM Global database. (Document ID: 1479596291).
Higgins, Kevin T (1996). Flying high. Marketing Management, 5(3), 6-11. Retrieved December 11, 2008, from ABI/INFORM Global database. (Document ID: 10698149).
Lisa LaMotta (2006, April). Delta rebranding push takes page from Song. PRweek, 9(17), 3. Retrieved December 11, 2008, from ABI/INFORM Trade & Industry database. (Document ID: 1033197541).
Jerome W. O'Neal, Michael S. Jacob, Adam K. Farmer, Kristi G. Martin. (2007). Development of a Codeshare Flight-Profitability System at Delta Air Lines. Interfaces, 37(5), 436-444,497-498. Retrieved December 11, 2008, from ABI/INFORM Global database. (Document ID: 1381612551).
James Ott (2003, May). Check Out This Check-in Delta, faced with travelers' discontent, retrains staff and employs high-technology to alter airport environment. Aviation Week & Space Technology, 158(19), 44-46. Retrieved December 9, 2008, from ABI/INFORM Global database. (Document ID: 336948121).
Wasmer, D.J., Bruner, Gordon C., III. (1991). Using organizational culture to design internal marketing strategies. The Journal of Services Marketing, 5(1), 35. Retrieved December 11, 2008, from ABI/INFORM Global database. (Document ID: 7482902).
Benet Wilson (2008, August). Delta Plans to Offer Wifi on…[continue]
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DELTA Information Systems Management Industry Analysis Case Study, research airline company (Delta Airlines) give an overview company, identify industry a part, complete a Five Forces Industry Analysis. Delta Airlines Brief company background Delta Airlines became one of the world's largest air carriers when it merged with Northwest Airlines in 2008. Based at the Hartsfield-Jackson Atlanta International Airport, Delta offers extensive domestic and international service (Delta Airlines, 2013, CAPA). It is also one of the
4). The return on this modest investment was impressive: "We saw that mobile is five-to-ten times more effective than online advertising" (Butcher, 2009, para. 4). The contest also increased visitors to the company's WAP site (Butcher, 2009). 7. Description of Location The same location will be used for the envisioned marketing campaign as the "Back for a while" initiative which targeted Hispanic males and females ranging in age from 27 to 45
corporate merger between Delta and Northwest airlines in order to find out the possible reasons why it was necessary. We evaluate the merits associated with corporate mergers and the challenges that might be faced in the process. A recommendation on how mergers should be carried out is also provided Mergers and acquisitions form a very integral part of the contemporary corporate landscape. Kolker (2010) points out that initial six months
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
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Innovation is our signature. We foster creativity and vision to provide solutions beyond today's boundaries ("FAA Mission)." JAA The Joint Aviation Authorities (JAA) was developed in the 1970s by a handful of major European National Aviation Authorities when they began to join activities. The JAA was established for the purposes of developing a platform for a cooperative safety regulatory system because they desired to have a uniform high standard of aviation
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