Operations Marketing and American Airlines [4 of 6]

Areas for Improvement, Identified Potentials


While there is always room for improvement, American Airlines is ostensibly doing everything right. If one were to run a SERVQUAL process and analysis, one imagines a few minor patterns might percolate to the surface (perhaps there's a series of airports where the plants are not being watered properly, or maybe there's a reason of the country where people are forgetting their name badges more than elsewhere). However, overall the carrier is a model of the industry. Naturally, this is a good thing, until you are in a position seeking a way to push the envelope; then it seems there is nowhere to go.

Large corporations are rarely as nimble as small to medium-sized businesses or startups. Given the size of American Airlines, one has reason to expect that nothing will be happening overnight. Yet as we look back at the steady progression into the 21st century, we see that American Airlines has evolved at a relatively brisk pace (albeit consistent with its competition). To ask of this carrier a quicker pace, a greater risk or even an out of character creativity may seem ludicrous at first. Nevertheless, American has been such a compelling success that it has "filled its space", and in order to effectively differentiate itself it will need to "create new space".



Increasing Customer-centricity Recommendations

With all due humility, here is a small list of actions that clearly live outside of American Airlines "box". These ideas have all been written up elsewhere before at some length. Here, with an eye toward increasing customer centricity, are the recommendations.



iPad® Surveys

In a previous document, this author spelled out in quite some detail the logistics for this idea. For current purposes, the essence of the idea is to preload iPads and replaces the current paper surveys handed out on certain flights. The rationale is several folds; it can make the survey a more fun experience (given all the digital opportunities for interaction not afforded by paper), several planes worth of iPads donated by Apple may compel some co-branding or some mutual advertising, the data has already been entried, etc.

Referencing the previous document once again, the inspiration is in no small way tied to the nature of the survey itself. The example given fully explored a digital experience while in flight, and asked for consumer feedback. Moreover, the payoff for completing the survey is the opportunity to sneak peek various immersive experiences that American airlines might consider exploring.