Purchasing at American Airlines When it comes to running and operating a business, one of the most important functions in many to most situations is purchasing. Whether it be things like fuel, office supplies, uniforms or other things, buying such items at competitive prices and in a way that keeps the business operational and steady in terms of its day-to-day operations is very important and this cannot be understated. Even so, purchasing is far from a simple thing as there are many options out there, there are competing firms that influence the proverbial playing field and there are also regulatory and legal concerns that have to be dealt with and taken into account. This particular report will focus mostly on American Airlines in particular but there are obviously some industry trends and events that American Airlines has or will need to take seriously so they will be mentioned as well. While the airline industry is very treacherous and perilous at times, there is a set of standard practices that should be the norm when it comes to executing and maintaining purchasing within the airline industry sphere.

Analysis

While this report will not be long enough to cover all of the ins and outs of purchasing, this report will cover some of the more important facets of the subject as it relates to the airline industry in general and American Airlines in particular. Upon reviewing each of the facets, a specific description of American Airlines will be rendered including how their purchasing is structured, what strategies they use and how the broader purchasing process contributes to the success of the organization. One such facet that has to be focused on is what is referred to as customer loyalty and how purchasing figures into that equation. Indeed, there are some that say that purchasing can be used as a tool to enhance a company's customer loyalty performance scheme and, by extension, their loyalty scores. Indeed, keeping customers coming back to the same airline (e.g. American Airlines) would be an important thing to do as keeping a loyal customer is a lot easier than attracting new ones, especially those that have been turned off by your airline. With that in mind, Schultz (2014) discusses that customer loyalty (or lack thereof) has an impact on the marketing or business model of a company and this would certainly impact purchasing to at least some degree. The degree to which this is all assessed and analyzed includes the use of customer modeling techniques. Such modeling has been used with success by Tesco PLC and it is now being applied to the airline industry. The gist of using the model is that the behaviors and patterns of customers are observed and analyzed based on what motivates them, what products they tend to favor and why they make the decisions they make. This in turn could and should be used to craft and design a customer loyalty program that will attract them to a given product and keep them loyal to the same. To state the obvious, what the customers do and do not glom onto will have a marked and complete effect on the purchasing decisions that are made as a result. For example, if it is found that consumers prefer Pepsi products from the concessions on the flight as compared to Coke, then that would influence what the airline in turn purchases. They could either buy Pepsi only or they could buy a bit more Pepsi than Coke based on what consumers tend to prefer (Schultz, 2014).

The customer loyalty/purchasing paradigm is further expanded upon by Chacon and Mason (2011) when they focus on low-cost airlines. While American is not really in this class, they obviously compete with them and thus their purchasing decisions are certainly not irrelevant. Further, American often does discounts on their fares at least some of the time when planes are not as full as they would like or when they generally want to attract new business. As such, the habits and propensities of low-cost carriers would certainly not be irrelevant. With that, the Chacon piece also makes mention of "network" carriers and this would absolutely involve American Airlines. When it comes to customer loyalty levels at any airline, there are four levels that are commonly seen when it comes to customer loyalty and those are loyal, latent loyalty, spurious loyalty and no loyalty. These benchmarks are assessed against the "relative attitude and repeat patronage toward the airline" that a given consumer uses the most. When it comes to making...

For example, if it is found that O'Hare Airport in Chicago and Hartsfield-Jackson in Atlanta are a main focal point when it comes to customer loyalty and repeat buyers, then purchasing decisions centering on customer loyalty should center a lot on the customers at those airports. A main source of opportunity for airlines are the people that are latently loyal. If handled and marketed to the right way, those are the customers that will most likely increase their patronage and the dollars they spend. This would mean that airlines like American should center their customer loyalty purchasing decisions on those that are already loyal or are on the cusp of being that way (Chacon & Mason, 2011).
The realm of purchasing when it comes to travel on the airlines extends to the customer and consumer perspective. Indeed, what used to be done in offices and via the phone is now done partially or completely online. This requires the creation of marketplaces by American Airlines itself or by other vendors that sell flights from American and other airlines like those of travel agencies, clearing houses for flights (e.g. Travelocity) and so forth. These third party sites are a major conduit for selling flights and there is very much a "pay to play" dynamic to these sites. American has to spend money on purchasing that involves selling on third party sites so that they can get planes as full as possible on as many flights possible. Further, there are different kinds and levels of customers when it comes to purchasing sales space on these sites including business travelers, summer vacationers and so forth. The strategy of American and other websites when it comes to these sites has to be very focused, careful and aligned with profit maximization and sales volume in general (Park, Wang & Fesenmaier, 2011).

One thing that airlines have to be careful of, at least on the surface, is that segmenting the consumer market too rigidly can be something that customers grow resentful of. For example, many airlines have seized on the fact that business consumers are ready and willing to pay more for tickets because their business needs necessitate it. After if all, if a business traveler feels they must be in Los Angeles the following Monday, they will typically pay more than those that are more flexible due to having less urgent matters to attend to. However, if that same business passenger is heading home, they are deemed to be less likely to be willing to staying overnight on given nights of the week because they need to get back to their home base. The airlines realize this tendency and acting accordingly. Some would say, however, that this is not proper because it is, in a way, discrimination against the consumers. Perhaps a regular vacationing consumer wants to be home on Saturday but is pigeonholed into having a Sunday return flight because they are not a business consumer and/or they are unwilling to pay a huge premium on the flight fare to return sooner. While some assert that consumers are not obliged to fall into the proverbial slots that the airlines might want to sort them into, consumers often acquiesce to this game and the airlines are usually not betrayed by engaging in purchasing patterns that reinforce the same. Even so, it is an ethical question that does bear some merit as customers are treated more as stereotypes rather than individuals with individual needs when this sort of pattern continues. Some may counter that giving a true individual treatment to every single passenger is not rational or possible but the fact remains that some passengers are adverse affected due to what the airlines do (Rakowski, 2004).

A different study looked a bit deeper into the purchasing decisions that are made by airlines and the reactions that are rendered and manifested by consumers as a result. Indeed, when airlines like American make purchasing decisions that are centered on revenue and pricing in general, there is always going to be some sort of consumer reaction even if the consumer is not fully aware of the calculus and decision framework behind the decision. To further state the position, certain purchasing decisions can lead to certain consumer perceptions coming to light and this can lead to a lessening…