Showing posts with label Marketing. Show all posts
Showing posts with label Marketing. Show all posts
Monday, December 31, 2012
Guy's free marketing books
From Guy Kawasaki:
To celebrate the New Year, you can get four of his books for free. Please spread this link as far and wide as you can.
http://www.yousendit.com/download/WUJZZUNndWNlaFRMYnRVag
The books are: What the Plus!, The Macintosh Way, Database 101, and The Computer Curmudgeon.
Happy New Year!
Tuesday, June 19, 2012
Happy (2 year) Birthday to BusGlobalMktg&theAppliedArts !
Wednesday marks the twin anniversary that is this blog. On June 20 2010, I began writing literally daily (after about a third of the year I gave myself weekends off) for a full year.
On June 20 2011, I gave myself permission to add to this blog with extreme leisure ... essentially whenever, though usually when it seemed I had something significant to say.
Tomorrow, June 20, 2012, will mark the close of the second year (though I imagine blogging will not change in its current drift). Interestingly, at least to me (and especially from a marketing perspective), after the fifth month this blog has garnered over 500 hits every month without fail … even after going from five days a week to “every once in a while”.
Delighted to be of service!
Sunday, June 3, 2012
Michael Porter; a hero disappoints.
or, the danger of the disingenuous subject matter expert (would YOU have caught this lie?)
6/3/2012 2:05:20 PM
I just took pause from my all-day work in front of the computer to have lunch … and as is my habit set myself up in front of the TV and turned on some news. Fareed Zakaria was on (I really like Fareed’s show), and Michael Porter was about to speak. As a student of business, imagine my joy (Porter’s hardly if ever on TV … first time I’d ever see him on TV)!
For the uninitiated, amongst contemporary business literature Porter’s caliber would rank analogously with, say, the Rolling Stones (were business academics rock and roll). He has essentially helped Harvard Business School maintain its vaulted pantheon position, as faculty, as serial author, etc. And I must confess, I cite him regularly (as I variously am either learning or agreeing him.).
When he and Fareed began speaking, it was on the topic of where American business was headed (certainly fascinating). Unfortunately, it appears that Porter may have taken too much grant money from corporate sources (my conjecture)! More than once he cited Americans as not being productive enough!!! Just go to Google images and put in “American productivity chart” (https://www.google.com/search?tbm=isch&hl=en&source=hp&biw=1024&bih=614&q=american+productivity+chart&gbv=2&oq=American+productivity&aq=5S&aqi=g1g-S9&aql=&gs_l=img.1.5.0j0i24l9.1547.7094.0.11250.21.13.0.8.8.0.78.842.13.13.0...0.0.aEFu6vXy1Yo). While I didn’t check each and every chart you can readily see that most if not all say, as they should, the same thing. What that same thing tends to be, according to the Bureau of Labor Statistics, Bureau of Economic Analysis and others, is SO the contrary as to make one ill! Americans are setting records for productivity!
Now, does Michael mean productivity compared to wages elsewhere? Something like that is all I can think of. But honestly, that was the one silver lining of all the off shoring, I don’t want us to lose our minimum wage (it isn’t high enough as it is!). To make matters worse, he hardly looked Fareed in the eye, looking mostly down and to the right … generally a sign of being disingenuous.
What, it begs the question, would prompt such “marketing” (possibly propaganda)? He spoke of a study ... I'll have to keep an eye out for this study!!! If corporations could suppress wages more, somehow extract even greater ROI, then America becomes that much more attractive. Well, that's the simplistic easy thing, isn't it? Corporations have broken the middle class back - there IS no more low hanging fruit!!! How about corporations fulfilling the promise of America shifting from a manufacturing economy to a knowledge economy? Come on, Michael, you’re an old academic – don’t you want to champion corporations promoting, underwriting, etc. our knowledge economy? Why would you help "them" try to squeeze blood from a stone? Is it not time to reinvest? "Americans not being productive enough"? Have you gone mad? This so very much erodes your leadership credibility.
For those in academia you may recognize the old saw about how public schools do not “abuse” the financial aid system the way private institutions do. I am a Professor of Business of some years and actively teach for both kinds of Universities. There may or may not be an imbalance here, and both advantage monies every way they can (they, after all, each “have a business to run”). One thing is very certain, however, the public “research” schools (some, not all ... but as much their public blemish as the private schools have theirs) … are increasingly showing their stripes as paid for and bought.
I am happy to report, I can assure you, I do not teach for any schools that are bought : )
6/3/2012 2:05:20 PM
I just took pause from my all-day work in front of the computer to have lunch … and as is my habit set myself up in front of the TV and turned on some news. Fareed Zakaria was on (I really like Fareed’s show), and Michael Porter was about to speak. As a student of business, imagine my joy (Porter’s hardly if ever on TV … first time I’d ever see him on TV)!
For the uninitiated, amongst contemporary business literature Porter’s caliber would rank analogously with, say, the Rolling Stones (were business academics rock and roll). He has essentially helped Harvard Business School maintain its vaulted pantheon position, as faculty, as serial author, etc. And I must confess, I cite him regularly (as I variously am either learning or agreeing him.).
When he and Fareed began speaking, it was on the topic of where American business was headed (certainly fascinating). Unfortunately, it appears that Porter may have taken too much grant money from corporate sources (my conjecture)! More than once he cited Americans as not being productive enough!!! Just go to Google images and put in “American productivity chart” (https://www.google.com/search?tbm=isch&hl=en&source=hp&biw=1024&bih=614&q=american+productivity+chart&gbv=2&oq=American+productivity&aq=5S&aqi=g1g-S9&aql=&gs_l=img.1.5.0j0i24l9.1547.7094.0.11250.21.13.0.8.8.0.78.842.13.13.0...0.0.aEFu6vXy1Yo). While I didn’t check each and every chart you can readily see that most if not all say, as they should, the same thing. What that same thing tends to be, according to the Bureau of Labor Statistics, Bureau of Economic Analysis and others, is SO the contrary as to make one ill! Americans are setting records for productivity!
Now, does Michael mean productivity compared to wages elsewhere? Something like that is all I can think of. But honestly, that was the one silver lining of all the off shoring, I don’t want us to lose our minimum wage (it isn’t high enough as it is!). To make matters worse, he hardly looked Fareed in the eye, looking mostly down and to the right … generally a sign of being disingenuous.
What, it begs the question, would prompt such “marketing” (possibly propaganda)? He spoke of a study ... I'll have to keep an eye out for this study!!! If corporations could suppress wages more, somehow extract even greater ROI, then America becomes that much more attractive. Well, that's the simplistic easy thing, isn't it? Corporations have broken the middle class back - there IS no more low hanging fruit!!! How about corporations fulfilling the promise of America shifting from a manufacturing economy to a knowledge economy? Come on, Michael, you’re an old academic – don’t you want to champion corporations promoting, underwriting, etc. our knowledge economy? Why would you help "them" try to squeeze blood from a stone? Is it not time to reinvest? "Americans not being productive enough"? Have you gone mad? This so very much erodes your leadership credibility.
For those in academia you may recognize the old saw about how public schools do not “abuse” the financial aid system the way private institutions do. I am a Professor of Business of some years and actively teach for both kinds of Universities. There may or may not be an imbalance here, and both advantage monies every way they can (they, after all, each “have a business to run”). One thing is very certain, however, the public “research” schools (some, not all ... but as much their public blemish as the private schools have theirs) … are increasingly showing their stripes as paid for and bought.
I am happy to report, I can assure you, I do not teach for any schools that are bought : )
Friday, May 18, 2012
(a word on) Grant Writing
Grant writing is a career path in its own right. It's tedious and involves a ton of research and throwing lots of ones own time and effort against a wall and seeing what sticks.
There are courses, and if I recall there may even be the odd degree offered in it (if you look hard enough). Being a grant writer, especially a seasoned and successful one (maintain metrics, even if they're your own), pays off huge!
I did this for a time for a charity I did volunteer work for. This is a great approach because once you've put forth a good faith effort, you get to keep the files you had access to ... AND basically received training for free. If you do a couple months like that at 2 or 3 different NFPs for a couple years you've immediately catapulted to inheriting [a] one of the most muscular databases ever (presuming you're synthesizing them all into one of your own), and [2] some awesome training, insofar as it may be basic training (ultimately, it's fairly basic stuff anyway) but it's from a half dozen different perspectives (and the additional perspectives is mighty valuable). Naturally, you do this ethically, do your best for these folks and you don't take what you ought not. BUT, think of the advantage!!! Now THAT'S volunteerism with a payoff!
There are courses, and if I recall there may even be the odd degree offered in it (if you look hard enough). Being a grant writer, especially a seasoned and successful one (maintain metrics, even if they're your own), pays off huge!
I did this for a time for a charity I did volunteer work for. This is a great approach because once you've put forth a good faith effort, you get to keep the files you had access to ... AND basically received training for free. If you do a couple months like that at 2 or 3 different NFPs for a couple years you've immediately catapulted to inheriting [a] one of the most muscular databases ever (presuming you're synthesizing them all into one of your own), and [2] some awesome training, insofar as it may be basic training (ultimately, it's fairly basic stuff anyway) but it's from a half dozen different perspectives (and the additional perspectives is mighty valuable). Naturally, you do this ethically, do your best for these folks and you don't take what you ought not. BUT, think of the advantage!!! Now THAT'S volunteerism with a payoff!
Saturday, April 14, 2012
Marketing Occupy (1st draft - complete audio book - free download-able podcasts)
http://soundcloud.com/frankdavis/sets/marketing-occupy-an-audio-book
Marketing Occupy views the global social movement Occupy through the professional conversational lens of marketing. This first draft certainly needs editing, it nonetheless carries the substance. We find a range of insights, from the common sense & still overlooked to the creative. We find in the observations natural frustrations with a fledgling movement not yet evolved to an openness of alternative paths that could make a more positive difference. We see suggestions as to how communication can work wider & more positively, including a commitment to branding (and what that involves and could mean long term).
The author has worked in the applied & communication arts his whole life, as art director & as an educator of 30+ years, professor of business, ABD, about to begin his DBA dissertation.
Marketing Occupy views the global social movement Occupy through the professional conversational lens of marketing. This first draft certainly needs editing, it nonetheless carries the substance. We find a range of insights, from the common sense & still overlooked to the creative. We find in the observations natural frustrations with a fledgling movement not yet evolved to an openness of alternative paths that could make a more positive difference. We see suggestions as to how communication can work wider & more positively, including a commitment to branding (and what that involves and could mean long term).
The author has worked in the applied & communication arts his whole life, as art director & as an educator of 30+ years, professor of business, ABD, about to begin his DBA dissertation.
Friday, June 10, 2011
Operations Marketing and American Airlines [6 of 6]
References
4lowfare. (2009, ). (e-commerce site) (e-commerce ). Retrieved from 4lowfare: http://www.4lowfare.com/ : .
AirIndia . (2011). (e-commerce site) (e-commerce). Retrieved from AirIndia : http://home.airindia.in/SBCMS/WebPages/Home.aspx
American Airlines commercial ’Thank You’ . (2010, ). ’Thank You’ [Video file]. Retrieved from http://www.youtube.com/watch?v=-peCyr5ALJU
American Airlines. (2011). (Social Media sites) (leveraged relationship marketing). Retrieved from Facebook, Twitter, YouTube & Android Market: http://www.facebook.com/aa; http://twitter.com/americanair;
American Airlines. (2011). Welcome to AA.com’s online press guide, your American Airlines and AA.com resource for marketing information (Press Guide ). Retrieved from Press Guide & Ad Campaign’s: http://www.aa.com/i18nForward.do?p=/aboutUs/pressGuide/pressGuide.jsp&v_locale=en_US&v_mobileUAFlag=AA; http://www.whyyoufly.com/whyyoufly.jsp; and http://www.aa.com/i18n/amrcorp/newsroom/advertising.jsp
Staff (2011, March 20). What’s the best airline loyalty program?. The Economist. (Online), (The Economist Newspaper Ltd). Retrieved from http://www.economist.com/blogs/gulliver/2011/03/frequent_flyer_programs; and http://search.proquest.com.wf2dnvr2.webfeat.org/docview/857940743/fulltext?source=fedsrch&accountid=34899
Thursday, June 9, 2011
Operations Marketing and American Airlines [5 of 6]
A New B2B
This recommendation would require significant research on Americans part and would necessarily result in an out of industry strategic alliance, or network of the same. There is a significant well-established niche sub-industry within the education industry, made up of workshops, seminars, conferences and trainings that may or may not yield professional credits (yet are nonetheless significant events in their own right).
So far, the airlines have been a feeder for this phenomenon. With such detachment comes freedom of responsibility. Yet, what could come of taking some responsibility? This much of the idea only has the carrier collaborating more closely in networks it picks and chooses. American Airlines would suddenly have a voice as to location, time of year and the like. While there is no illusion that American could call such shots in a vacuum, at this level alone they have lower operation costs (by choosing optimal times and locales) and increased consumption by a prized demographic (professionals, further enticed by packages of accommodation, auto rental etc.). Partnerships with certain accrediting bodies may also prove lucrative as relationships develop (“the official airline of Notre Dame, Duke, Villanova, etc.”). There may be many moving parts to this idea, and yet it seems that every moving part is an opportunity.
The Child Agenda
The essential idea here is to bring to bear subject matter expertise on making flight child friendly. This necessarily includes matters of developmental appropriateness on one spectrum end and sourcing the lowest cost amusements at the other. The most radical suggestion here, however, is sacrificing the back row, cordoning it off as a space for newborns and toddlers (with parents and guardians, of course). This would include an unobstructed view and audio/video monitoring for the staff (and security), and would be made to be as comfortable and sound proof as possible (stocked with a variety of necessities as well as niceties).
The seat or two (or three) that may be lost may be offset by raising the ticket price of the child somewhat (for the privilege of specialized accommodations) and slightly on all else (justified by way of the assurance that the flight will be unmarred by screaming children). Such benevolence in the ad campaigns that follow would show AA as accommodating and caring beyond its competitors.
Conclusion
Given the relative thoroughness of the review of the Marketing Operations for American Airlines in particular, its industry and industries generally, it is the opinion of this writer that said operations are muscular and well attended as they are.
The only concern is that the DNA might be too conservative to seek chance taking. There is no talk of blithely actuating anything with naïveté. AMR has both a regional as well as commuter line through which to pilot projects. Heck, it now has a NY affiliation with JetBlue (where it might leverage piloting through them somehow). There is ample resource to gather data and run numbers. However, at this level the tendency is to let others pioneer. The payoff is tried and true, it never costs them much to let others do the innovating (or so it seems). Still, what if the payoff is significant and lasting, then it has cost them that, and they remain undifferentiated.
In addition, one understands that during this economic downturn, it may be prudent to put such an effort off until better times, a rationale that makes sense.
Nonetheless, between fuel being a diminishing resource (with no clear answer yet in sight) and the industry being as unstable as it is, differentiation could be huge. Each year sees mergers and acquisitions, (not to mention the dozens of carriers that come and go each year), being relatively undifferentiated from Continental, the only other legitimate legacy airline in the US, may eventually prove a fight to the finish. Positioning for a win in advance may prove very wise indeed.
This recommendation would require significant research on Americans part and would necessarily result in an out of industry strategic alliance, or network of the same. There is a significant well-established niche sub-industry within the education industry, made up of workshops, seminars, conferences and trainings that may or may not yield professional credits (yet are nonetheless significant events in their own right).
So far, the airlines have been a feeder for this phenomenon. With such detachment comes freedom of responsibility. Yet, what could come of taking some responsibility? This much of the idea only has the carrier collaborating more closely in networks it picks and chooses. American Airlines would suddenly have a voice as to location, time of year and the like. While there is no illusion that American could call such shots in a vacuum, at this level alone they have lower operation costs (by choosing optimal times and locales) and increased consumption by a prized demographic (professionals, further enticed by packages of accommodation, auto rental etc.). Partnerships with certain accrediting bodies may also prove lucrative as relationships develop (“the official airline of Notre Dame, Duke, Villanova, etc.”). There may be many moving parts to this idea, and yet it seems that every moving part is an opportunity.
The Child Agenda
The essential idea here is to bring to bear subject matter expertise on making flight child friendly. This necessarily includes matters of developmental appropriateness on one spectrum end and sourcing the lowest cost amusements at the other. The most radical suggestion here, however, is sacrificing the back row, cordoning it off as a space for newborns and toddlers (with parents and guardians, of course). This would include an unobstructed view and audio/video monitoring for the staff (and security), and would be made to be as comfortable and sound proof as possible (stocked with a variety of necessities as well as niceties).
The seat or two (or three) that may be lost may be offset by raising the ticket price of the child somewhat (for the privilege of specialized accommodations) and slightly on all else (justified by way of the assurance that the flight will be unmarred by screaming children). Such benevolence in the ad campaigns that follow would show AA as accommodating and caring beyond its competitors.
Conclusion
Given the relative thoroughness of the review of the Marketing Operations for American Airlines in particular, its industry and industries generally, it is the opinion of this writer that said operations are muscular and well attended as they are.
The only concern is that the DNA might be too conservative to seek chance taking. There is no talk of blithely actuating anything with naïveté. AMR has both a regional as well as commuter line through which to pilot projects. Heck, it now has a NY affiliation with JetBlue (where it might leverage piloting through them somehow). There is ample resource to gather data and run numbers. However, at this level the tendency is to let others pioneer. The payoff is tried and true, it never costs them much to let others do the innovating (or so it seems). Still, what if the payoff is significant and lasting, then it has cost them that, and they remain undifferentiated.
In addition, one understands that during this economic downturn, it may be prudent to put such an effort off until better times, a rationale that makes sense.
Nonetheless, between fuel being a diminishing resource (with no clear answer yet in sight) and the industry being as unstable as it is, differentiation could be huge. Each year sees mergers and acquisitions, (not to mention the dozens of carriers that come and go each year), being relatively undifferentiated from Continental, the only other legitimate legacy airline in the US, may eventually prove a fight to the finish. Positioning for a win in advance may prove very wise indeed.
Wednesday, June 8, 2011
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.
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.
Tuesday, June 7, 2011
Operations Marketing and American Airlines [3 of 6]
All airlines have had to cut back. You may not receive the kind of meal you may have had once upon a time, but what you receive will not only be a choice (kosher fare, the departure location cuisine, vegetarianism and the cuisine of the arrival location tend to be standard), but also, one designed by a master artist chef.
Your flight attendant today is no longer window-dressing, indeed, by contrast, they are invisible more than before, but if you need him or her, they arrive quicker. Professional small talk replaces chitchat, they no longer pretend to be your friend, and they are there to serve you.
In the earlier decades, the business model more closely resembled that of other, more rudimentary mass transportation models, and now we have a half century of evolution on this score, elevating and reflecting that which is particular to flight.
Current Marketing Communications (echoes of Segmentations)
As one of arguably two (and possibly three) legacy airlines from a recently emergent empire, (a new status for the US), positioning itself not only to embrace all its consumers domestically, but everywhere, becomes a clarion opportunity for American’s marketing. However conscious of this, they at least intuit the need to embrace more than just business class, and have proactively moved on that front.
Americans main conduit, perhaps predictably, are the mainstays of outdoor, print, TV and online; with budget monies recently shifting from TV to online.
It was not so very long ago when marketing communicated as a broad-brush stroke, all at once. While American and the rest of the industry were juggling the balls in the air of global recession, (response to) war on terror and escalating fuel costs, social media inserted itself as one more ball in the air, so utterly transforming how corporations were to interact with consumers. Deftness applied, American moved in this direction with a degree of accomplishment. This now unpacked audience has found magazine articles appealing to an African-American audience celebrating a black female principle among AAs upper management, as well as “dude trips” in a man’s health publication. Other publications, as well as sub pages on its company website, catering to the Latino community. There are sub pages for a variety of demographic, including the LB GT community. American has allied with conventions for seniors, charities against cancer and everywhere else it seems it can speak to a group.
Along with external segmentation, internal industry based segmentation has moved apace simultaneously. To better meet consumer needs, the company evolved to include both a regional as well as commuter line (as previously referred to). Consistent with the larger movement in the industry, code-sharing arrangements and the strategic alliance of OneWorld were committed to, leveraging well over a dozen other carriers. As recently as 2010, perhaps by way of the intimacy lessons of social media, to serve better its New York market, American announced a new alliance for that market with Jet Blue. With similar motivation, a new partnership with British Air and Iberia found recent approval.
Meanwhile, American continues to attend to standard segmentation established long ago, its AA Flagship Lounges and Admirals Clubs as well as members of Aadvantage.
Your flight attendant today is no longer window-dressing, indeed, by contrast, they are invisible more than before, but if you need him or her, they arrive quicker. Professional small talk replaces chitchat, they no longer pretend to be your friend, and they are there to serve you.
In the earlier decades, the business model more closely resembled that of other, more rudimentary mass transportation models, and now we have a half century of evolution on this score, elevating and reflecting that which is particular to flight.
Current Marketing Communications (echoes of Segmentations)
As one of arguably two (and possibly three) legacy airlines from a recently emergent empire, (a new status for the US), positioning itself not only to embrace all its consumers domestically, but everywhere, becomes a clarion opportunity for American’s marketing. However conscious of this, they at least intuit the need to embrace more than just business class, and have proactively moved on that front.
Americans main conduit, perhaps predictably, are the mainstays of outdoor, print, TV and online; with budget monies recently shifting from TV to online.
It was not so very long ago when marketing communicated as a broad-brush stroke, all at once. While American and the rest of the industry were juggling the balls in the air of global recession, (response to) war on terror and escalating fuel costs, social media inserted itself as one more ball in the air, so utterly transforming how corporations were to interact with consumers. Deftness applied, American moved in this direction with a degree of accomplishment. This now unpacked audience has found magazine articles appealing to an African-American audience celebrating a black female principle among AAs upper management, as well as “dude trips” in a man’s health publication. Other publications, as well as sub pages on its company website, catering to the Latino community. There are sub pages for a variety of demographic, including the LB GT community. American has allied with conventions for seniors, charities against cancer and everywhere else it seems it can speak to a group.
Along with external segmentation, internal industry based segmentation has moved apace simultaneously. To better meet consumer needs, the company evolved to include both a regional as well as commuter line (as previously referred to). Consistent with the larger movement in the industry, code-sharing arrangements and the strategic alliance of OneWorld were committed to, leveraging well over a dozen other carriers. As recently as 2010, perhaps by way of the intimacy lessons of social media, to serve better its New York market, American announced a new alliance for that market with Jet Blue. With similar motivation, a new partnership with British Air and Iberia found recent approval.
Meanwhile, American continues to attend to standard segmentation established long ago, its AA Flagship Lounges and Admirals Clubs as well as members of Aadvantage.
Monday, June 6, 2011
Operations Marketing and American Airlines [2 of 6]
E-commerce is also a wealth of information gathering. Here process, experience (ease of use) and results rule the day, for the consumer. Meanwhile, every nuance of a profile has already been digitized and is updated with each use; an extraordinary resource of data.
Other methods of data capture include e-mail databases, postal databases, databases based on frequent flyer membership, platinum and gold card membership, executive lounge membership and associations with blogs, forums, other social media and mobile apps.
Classically, a small variety of senior vice presidents (operations, marketing, etc.) have their departments generating reports and charts constantly, based upon the information generated. What is been spoken of as far as that which produces the new information, the new variable. However, historical patterns for the industry itself, for this carrier in particular and for other relative constants such as food and fuel costs fluctuations, these are all well established. Although no software can be absolute, one imagines a constant striving for algorithms that will arbitrage all of these variables against each other. Whether or not such software is in the process of existing, it remains the task of these upper managers to best leverage the knowledge outcomes of all these syntheses.
Customer Centricity as it is
Once upon a time American was the first institution to establish a frequent flyer program. Although unprecedented, let us really contextualize this larger consideration.
Imagine the air travel elegance of the 1950s and 60s, most all men in suit jackets, women in beautiful period dresses. Please also notice the dozen or more ticketing agents jostling behind the counter, and all the beautiful flight attendants on every plane. Of course, a half-century later, this image has shifted. While many would argue for the worse, (nostalgia tends to filter for that which we wish to hold on to), let us pause for a moment and consider the pluses that have evolved over the years.
Consumer dress has downshifted to a more casual look, however this has utility of purpose, and comfort goes a long way on a many hours long flight. Simultaneously, the behavior shift of these individuals has likely been for the better. Consistent with an increase in need is the imagining that passengers these days are significantly more orderly. Contributing factors would include, at a minimum, the war on terrorism, the absence of cigarette smoke and a decrease in alcohol consumption.
A half-century ago ticket counters were significantly manual, and as mentioned “fully” staffed. One can easily see the enormous potential for error with all this physical paperwork. Moreover, in such narrow confines, the jostling of baggage and bumping into each other likely had been more frequent.
Gone is the sexist “Coffee, Tea or Me” days (with their “mile high club” implications), as we find not only both genders yet also a wider age spectrum attending to our needs as well.
There is less leeway for anything short of professionalism on the front lines, and carriers such as American Airlines are fully aware of this. There may only be a small handful of agents behind the ticketing counter, but chances are every one of them is willing to jump through hoops to make sure that your needs are fulfilled with a smile (not a double meaning smile, a professional smile). Chances are they are not bumping into each other either, and that their areas are immaculate. Now this company puts its employees through constant trainings (agents every six weeks!).
Other methods of data capture include e-mail databases, postal databases, databases based on frequent flyer membership, platinum and gold card membership, executive lounge membership and associations with blogs, forums, other social media and mobile apps.
Classically, a small variety of senior vice presidents (operations, marketing, etc.) have their departments generating reports and charts constantly, based upon the information generated. What is been spoken of as far as that which produces the new information, the new variable. However, historical patterns for the industry itself, for this carrier in particular and for other relative constants such as food and fuel costs fluctuations, these are all well established. Although no software can be absolute, one imagines a constant striving for algorithms that will arbitrage all of these variables against each other. Whether or not such software is in the process of existing, it remains the task of these upper managers to best leverage the knowledge outcomes of all these syntheses.
Customer Centricity as it is
Once upon a time American was the first institution to establish a frequent flyer program. Although unprecedented, let us really contextualize this larger consideration.
Imagine the air travel elegance of the 1950s and 60s, most all men in suit jackets, women in beautiful period dresses. Please also notice the dozen or more ticketing agents jostling behind the counter, and all the beautiful flight attendants on every plane. Of course, a half-century later, this image has shifted. While many would argue for the worse, (nostalgia tends to filter for that which we wish to hold on to), let us pause for a moment and consider the pluses that have evolved over the years.
Consumer dress has downshifted to a more casual look, however this has utility of purpose, and comfort goes a long way on a many hours long flight. Simultaneously, the behavior shift of these individuals has likely been for the better. Consistent with an increase in need is the imagining that passengers these days are significantly more orderly. Contributing factors would include, at a minimum, the war on terrorism, the absence of cigarette smoke and a decrease in alcohol consumption.
A half-century ago ticket counters were significantly manual, and as mentioned “fully” staffed. One can easily see the enormous potential for error with all this physical paperwork. Moreover, in such narrow confines, the jostling of baggage and bumping into each other likely had been more frequent.
Gone is the sexist “Coffee, Tea or Me” days (with their “mile high club” implications), as we find not only both genders yet also a wider age spectrum attending to our needs as well.
There is less leeway for anything short of professionalism on the front lines, and carriers such as American Airlines are fully aware of this. There may only be a small handful of agents behind the ticketing counter, but chances are every one of them is willing to jump through hoops to make sure that your needs are fulfilled with a smile (not a double meaning smile, a professional smile). Chances are they are not bumping into each other either, and that their areas are immaculate. Now this company puts its employees through constant trainings (agents every six weeks!).
Friday, June 3, 2011
Operations Marketing and American Airlines [1 of 6]
“You cannot expect successful buy in without accommodating participation”
-Frank Davis
Introduction
The idea of doing a review of the marketing operations for American Airlines in this, the spring of 2011, seems in many ways as much about the business climate of the time as anything else. That the technology that has grown, the geopolitical instability across the world, the United States ‘reluctance to take on the mantle of empire has indelibly affected. What has happened with fuel, the continued growing nonchalance of the consumer perspective (shifting air travel meaning downward to just another means of transportation), globalization and so on, has metaphorically moved the industry from the caliber of a Tiffany's to Wal-Mart.
Like everyone else, American Airlines finds itself making every effort to do more with less. No different from other airlines, American has razor thin margins. And in keeping with its own stature as a legacy airline, like Continental, Lufthansa, etc, American has done its level best to continue to communicate itself as an airline of professionalism, if not accessible sophistication.
For the record, American Airlines is actually one aspect of AMR, (which represents its stock symbol, not an acronym), along with a Chicago-based regional expression, American Connection, and its commuter line American Eagle. As the fourth-largest airline on the planet, American has been flying since 1934. American has its headquarters in Fort Worth, Texas, and the Dallas-Fort Worth hub is the largest in America. As part of the relatively recent branding phenomenon, the major-league sporting arena in Dallas is the American Airlines Center (with naming rights to a center in Miami also). American celebrated 40 years of transcontinental flight this year (2011). By all indications, the DNA of American Airlines is essentially conservative; by approach, by operations, by expression, etc.
American Airlines current customer-centric orientation
Upon what Customer Centricity is Based?
Establishing a baseline of customer centricity may be best expressed among Webster's four key approaches as “Marketing as creating and managing markets”. This particular context for marketing is a relatively academic perspective; one of study, measuring, seeking constant feedback, and paying attention to benchmarks, and so on. This makes sense, and American is by no means alone in its industry as this appears to be the industry standard.
In marketing ops speak this is accomplished by way of marketing performance measurement and management; measuring every way possible.
Transaction data (ticketing) yields PNR/Ticket Data. E-commerce builds customer profile databases (name, address, phone number, e-mail etc.). Daily surveys generate database entries as American sees fit, typically demographic and attitudinal feedback. Such surveys are not the domain of passengers alone. Periodically other stakeholders survey as well.
Among the hyper vigilant constants which constitute the pulse of our customers wants, needs and preferences, feedback on key performance indicators, internal strengths and weaknesses and the perception of the external comparative strengths and weaknesses.
Sales are another ripe area for constant pulse taking. Classic metrics here include sales variance and micro sales analysis, expense to sales and market share analysis. These metrics expose gaps, generate ratios and yields comparative information.
-Frank Davis
Introduction
The idea of doing a review of the marketing operations for American Airlines in this, the spring of 2011, seems in many ways as much about the business climate of the time as anything else. That the technology that has grown, the geopolitical instability across the world, the United States ‘reluctance to take on the mantle of empire has indelibly affected. What has happened with fuel, the continued growing nonchalance of the consumer perspective (shifting air travel meaning downward to just another means of transportation), globalization and so on, has metaphorically moved the industry from the caliber of a Tiffany's to Wal-Mart.
Like everyone else, American Airlines finds itself making every effort to do more with less. No different from other airlines, American has razor thin margins. And in keeping with its own stature as a legacy airline, like Continental, Lufthansa, etc, American has done its level best to continue to communicate itself as an airline of professionalism, if not accessible sophistication.
For the record, American Airlines is actually one aspect of AMR, (which represents its stock symbol, not an acronym), along with a Chicago-based regional expression, American Connection, and its commuter line American Eagle. As the fourth-largest airline on the planet, American has been flying since 1934. American has its headquarters in Fort Worth, Texas, and the Dallas-Fort Worth hub is the largest in America. As part of the relatively recent branding phenomenon, the major-league sporting arena in Dallas is the American Airlines Center (with naming rights to a center in Miami also). American celebrated 40 years of transcontinental flight this year (2011). By all indications, the DNA of American Airlines is essentially conservative; by approach, by operations, by expression, etc.
American Airlines current customer-centric orientation
Upon what Customer Centricity is Based?
Establishing a baseline of customer centricity may be best expressed among Webster's four key approaches as “Marketing as creating and managing markets”. This particular context for marketing is a relatively academic perspective; one of study, measuring, seeking constant feedback, and paying attention to benchmarks, and so on. This makes sense, and American is by no means alone in its industry as this appears to be the industry standard.
In marketing ops speak this is accomplished by way of marketing performance measurement and management; measuring every way possible.
Transaction data (ticketing) yields PNR/Ticket Data. E-commerce builds customer profile databases (name, address, phone number, e-mail etc.). Daily surveys generate database entries as American sees fit, typically demographic and attitudinal feedback. Such surveys are not the domain of passengers alone. Periodically other stakeholders survey as well.
Among the hyper vigilant constants which constitute the pulse of our customers wants, needs and preferences, feedback on key performance indicators, internal strengths and weaknesses and the perception of the external comparative strengths and weaknesses.
Sales are another ripe area for constant pulse taking. Classic metrics here include sales variance and micro sales analysis, expense to sales and market share analysis. These metrics expose gaps, generate ratios and yields comparative information.
Thursday, June 2, 2011
Not Making the Change [2 of 2]
Franchise
As the general dialogue of this document unfolds, it is reaching across these subcategories. A chief differentiator between retail and franchise is that in the former every little business expression island is still wholly owned by the larger corporate entity. Imagine creating an even larger built-in disconnect by spinning off independent "plug and play" locations. One imagines the common experience of settling down with your sack lunch only to realize that the drive-through person got it wrong. As these errors occur regularly at the hands of minimum wage earners, this author's self conciliatory mantra to himself has become, “remember, that's why they're working here, and their consequence is both their experience and compensation package” (the consolation is not an elevated feeling so much as a backing off perspective).
Such ineptitude has even spawned the term "McJob” (…now in the Oxford Dictionary, by the way) McDonalds countered as recently as yesterday (April 19, 2011 with a National Hiring Day; and to its credit is among the few who give felons, among the most challenged populations, a second chance). One franchise owner of several stores in Philadelphia reported a need to hire approximately 100, and at one location received over 400 applications in the first four hours alone. Corporations, such as McDonald's, who have come a long way in recent decades to express social responsibility, continue to miss the point in such instances as this recent national, what amounted to a "cattle call" (McDonald’s, 2011).
Elsewhere
There was a passage of time in this author's life when employment was in call centers. Fortunately, there was an ability to rise out of those trenches and become part of management. In many cases, these institutions were multinational brands.
A number of things are notably different here. The interaction with the customer is not face-to-face and we are speaking of a highly scripted, highly controlled environment.
This is not to say that nonsense does not occur here as well, however, having been on both sides of the managerial/employee construct, the highly controlled environment and the scripting certainly helped. What is also true (and I know this as a trainer in those settings), is that when a company chose to honor the humanity of its employees by empowering them through training, coupled with real leadership, transcendent things happened.
Conclusion
People are not disposable. That axiom has to become first and foremost.
There is very little that we manufacture in the United States today, and if we cannot learn to serve each other better, we likely have a very dim future (not everyone will get to participate in the new knowledge economy). The companies that highlight their growing talent efforts at the base of operations, rewarding lower management, embracing and honoring its base employees, they will be rewarded with more loyalty, candor and better customer relations.
As one looks back over this document, only something as blatant as shrinkage falls in the domain of the employee, the rest is management’s responsibility. Now, in an age when business is actively studying and engaging the technology of leadership itself, hardly is there an excuse. Like any mentor/mentee relationship, the mentor cannot keep changing mentees; they need to step up their own game.
References
McDonald’s. (2011). Working Here (Corporate hiring site). Retrieved from McDonald’s: http://www.mcdonalds.com/us/en/careers/working_here.html
NPR. (Producer). (2011, April 19). Caitlin Kelly: “Malled” [Audio podcast]. Retrieved from http://thedianerehmshow.org/audio-player?nid=14089
As the general dialogue of this document unfolds, it is reaching across these subcategories. A chief differentiator between retail and franchise is that in the former every little business expression island is still wholly owned by the larger corporate entity. Imagine creating an even larger built-in disconnect by spinning off independent "plug and play" locations. One imagines the common experience of settling down with your sack lunch only to realize that the drive-through person got it wrong. As these errors occur regularly at the hands of minimum wage earners, this author's self conciliatory mantra to himself has become, “remember, that's why they're working here, and their consequence is both their experience and compensation package” (the consolation is not an elevated feeling so much as a backing off perspective).
Such ineptitude has even spawned the term "McJob” (…now in the Oxford Dictionary, by the way) McDonalds countered as recently as yesterday (April 19, 2011 with a National Hiring Day; and to its credit is among the few who give felons, among the most challenged populations, a second chance). One franchise owner of several stores in Philadelphia reported a need to hire approximately 100, and at one location received over 400 applications in the first four hours alone. Corporations, such as McDonald's, who have come a long way in recent decades to express social responsibility, continue to miss the point in such instances as this recent national, what amounted to a "cattle call" (McDonald’s, 2011).
Elsewhere
There was a passage of time in this author's life when employment was in call centers. Fortunately, there was an ability to rise out of those trenches and become part of management. In many cases, these institutions were multinational brands.
A number of things are notably different here. The interaction with the customer is not face-to-face and we are speaking of a highly scripted, highly controlled environment.
This is not to say that nonsense does not occur here as well, however, having been on both sides of the managerial/employee construct, the highly controlled environment and the scripting certainly helped. What is also true (and I know this as a trainer in those settings), is that when a company chose to honor the humanity of its employees by empowering them through training, coupled with real leadership, transcendent things happened.
Conclusion
People are not disposable. That axiom has to become first and foremost.
There is very little that we manufacture in the United States today, and if we cannot learn to serve each other better, we likely have a very dim future (not everyone will get to participate in the new knowledge economy). The companies that highlight their growing talent efforts at the base of operations, rewarding lower management, embracing and honoring its base employees, they will be rewarded with more loyalty, candor and better customer relations.
As one looks back over this document, only something as blatant as shrinkage falls in the domain of the employee, the rest is management’s responsibility. Now, in an age when business is actively studying and engaging the technology of leadership itself, hardly is there an excuse. Like any mentor/mentee relationship, the mentor cannot keep changing mentees; they need to step up their own game.
References
McDonald’s. (2011). Working Here (Corporate hiring site). Retrieved from McDonald’s: http://www.mcdonalds.com/us/en/careers/working_here.html
NPR. (Producer). (2011, April 19). Caitlin Kelly: “Malled” [Audio podcast]. Retrieved from http://thedianerehmshow.org/audio-player?nid=14089
Wednesday, June 1, 2011
Not Making the Change [1 of 2]
Abstract
This document is a consideration of the absence of customer centricity. It is general in its scope, and seeks to touch upon some of the larger patterns.
Introduction
Classically, even successful marketing operations, when large enough, disconnect from the managerial perspective experience in the trenches. In large measure, the rationale for this occurrence is that these are separate worlds.
The dilemma is that there is this phenomenon of degradation of communication and purpose across a wide spectrum of products and service providers. Much like making a copy from a copy from a copy from a copy, with each remove in the production of a facsimile image when can actually witness the graphic progression of deterioration. Unless there is a conscious effort to intervene and reinsert something close to, if not the original itself, the breakdown is something one can count on.
When one asks which companies are becoming more customer-centric, and which are not, the exercise here of defining terms shifts the perspective to include other constructs. While one company may generally express itself better than another may (and clearly this is managerial operations), a consumer experience "in the trenches" can vary akin to winning a lottery. This may have to do, in part, to the size of the organization, what it pays its base employees (including benefits are not), what it asks of its employees, its structure and a variety of other excuses.
This is where the rubber meets the road. This too is managerial operations, where assessments of marketing reengineering transcend business as usual.
Retail
Have you been in Wal-Mart? This icon of consumer capitalism is fraught with issues. You may find yourself in a department with the question and no one is around to answer it. You may be reviewing a kiosk of product, the top half of which is one price and the bottom half another … or maybe there's no price marked anywhere. The configurations are endless.
This writer, frustrated with customers in front of me in a 20 item or less line, engaged management (at the store level) about this. The response was a reluctance to accept a paying customer. My suggestion was to amend the signage with the disclaimer that every item over the 20 would invite an additional progressive charge based on a price percentage, and that this overage would in no way go to Wal-Mart itself, but to a rotating charity of the month. This would turn a frustrating situation into a win-win-win. Management still would not have to confront customers, customers would self regulate, and local charities would reap the benefits. The feedback given was that management's hands were tied (at the store level management was unable to have an effective voice, unable to bubble the idea up).
Caitlin Kelly, in her new book Malled, explodes the results of these kinds of disconnects as she chronicles her experiences working in a retail outlet in a typical American shopping mall (NPR, 2011). A few of the expressions include more theft occurs by employees than customers, employee disrespect by customers seems almost a given and what is asked of employees regularly inconveniences the individuals to the cost of their health, security, etc.
This document is a consideration of the absence of customer centricity. It is general in its scope, and seeks to touch upon some of the larger patterns.
Introduction
Classically, even successful marketing operations, when large enough, disconnect from the managerial perspective experience in the trenches. In large measure, the rationale for this occurrence is that these are separate worlds.
The dilemma is that there is this phenomenon of degradation of communication and purpose across a wide spectrum of products and service providers. Much like making a copy from a copy from a copy from a copy, with each remove in the production of a facsimile image when can actually witness the graphic progression of deterioration. Unless there is a conscious effort to intervene and reinsert something close to, if not the original itself, the breakdown is something one can count on.
When one asks which companies are becoming more customer-centric, and which are not, the exercise here of defining terms shifts the perspective to include other constructs. While one company may generally express itself better than another may (and clearly this is managerial operations), a consumer experience "in the trenches" can vary akin to winning a lottery. This may have to do, in part, to the size of the organization, what it pays its base employees (including benefits are not), what it asks of its employees, its structure and a variety of other excuses.
This is where the rubber meets the road. This too is managerial operations, where assessments of marketing reengineering transcend business as usual.
Retail
Have you been in Wal-Mart? This icon of consumer capitalism is fraught with issues. You may find yourself in a department with the question and no one is around to answer it. You may be reviewing a kiosk of product, the top half of which is one price and the bottom half another … or maybe there's no price marked anywhere. The configurations are endless.
This writer, frustrated with customers in front of me in a 20 item or less line, engaged management (at the store level) about this. The response was a reluctance to accept a paying customer. My suggestion was to amend the signage with the disclaimer that every item over the 20 would invite an additional progressive charge based on a price percentage, and that this overage would in no way go to Wal-Mart itself, but to a rotating charity of the month. This would turn a frustrating situation into a win-win-win. Management still would not have to confront customers, customers would self regulate, and local charities would reap the benefits. The feedback given was that management's hands were tied (at the store level management was unable to have an effective voice, unable to bubble the idea up).
Caitlin Kelly, in her new book Malled, explodes the results of these kinds of disconnects as she chronicles her experiences working in a retail outlet in a typical American shopping mall (NPR, 2011). A few of the expressions include more theft occurs by employees than customers, employee disrespect by customers seems almost a given and what is asked of employees regularly inconveniences the individuals to the cost of their health, security, etc.
Tuesday, May 31, 2011
Customer-centric snapshot of American Airlines [4 of 4]
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Kumar, V. (1999). International marketing research. [VitalSource Bookshelf]. Retrieved from ISBN 0130453862
Kumar, V., Sarang, S., & Ramaseshan, B. (2011, March, 19). Analyzing the Diffusion of Global Customer Relationship Management: A Cross-Regional Modeling Framework. (academic journal article Journal of International Marketing - ISSN: 1069031X; English AN : 58009554). Retrieved from Argosy University Online Library: http://wfxsearch.webfeat.org.wf2dnvr15.webfeat.org/cgi-bin/WebFeat.dll?Command=Search&Databases=wf_ebscoxml_bsh&wf_action=fulltext&wf_url=http%3A%2F%2Feit.ebscohost.com%2FServices%2FSearchService.asmx%2FSearch%3Fprof%3D%26pwd%3D%26authType%3Dip%26ipprof%3Deitws%26query%3DAN%2B58009554%26startrec%3D1%26numrec%3D20%26db%3Dbsh%26format%3Dfull%26sort%3DDate&ispdf=1
Lazare, L.. (2010, November 2). American Airlines launches new Hispanic ad campaign [Web log message]. Retrieved from http://blogs.suntimes.com/media/2010/11/american_airlines_launches_new.html
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Martin, C., Melville, G., Adams, E., Court, B., Kita, P., Kotch, A., Lombardi, L., ... Weber, J. (2010, July). 50 guy trips that will change your life. Men’s Health, 25(6), p138-145. doi: ISSN:10544836.
New Airline Seats Offer More Comfort, Convenience. (2010, September). Travel Destinations. Retrieved from http://www.traveldest.com/newsletter/newsletter092010.html
Raman, A. P., Thompson, P. M., Aaker, J. L., Manwani, H., Gift, S., & Kotabe, M. (2003, ). The global brand face-off. Harvard Business Review, 81(6)(), . doi: AN 9943706
Reuters. (2011). Key Developments AMR Corp (reference). Retrieved from (Reuters) Key Developments: http://www.reuters.com/finance/stocks/keyDevelopments?rpc=66&symbol=AMR×tamp=20100826175300
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Santander, T. (2007, June). American Airlines Apple (print media ad). Retrieved from WebMediaBrands Inc.; Ads of the World: http://adsoftheworld.com/media/print/american_airlines_apple
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American Airlines Post 9-11 Ad Campaign (Part 1). (2010, ). American Airlines Post 9-11 Ad Campaign (Part 1) [Video file]. Retrieved from http://www.youtube.com/watch?v=V64IMaou8lU
American Airlines Post 9-11 Ad Campaign (Part 2). (2010, ). American Airlines Post 9-11 Ad Campaign (Part 2) [Video file]. Retrieved from http://www.youtube.com/watch?v=jzDOa6HEGYI&feature=related
American Airlines commercial ’Putting Them First’. (2010, ). ’Putting Them First’ [Video file]. Retrieved from http://www.youtube.com/watch?v=x6iAMiJUu5g
American Airlines commercial ’Thank You’ . (2010, ). ’Thank You’ [Video file]. Retrieved from http://www.youtube.com/watch?v=-peCyr5ALJU
American Airlines commercials ’Win-Win’ & ’Late Nate’. (2010, ). American Airlines commercial ’Win-Win’ & ’Late Nate’ [Video file]. Retrieved from http://www.youtube.com/watch?v=M5ARsRUUnUU&feature=autoplay&list=PLA67E3FBC26F6480D&index=54&playnext=2; and http://www.youtube.com/watch?v=HIinwOGQwN0
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Imber, J., & Toffler, B. (2008). (various marketing terms). In Dictionary of Marketing Terms (4th, pp. -). Hauppauge, NY: Barron’s Educational Series, Inc..
Incheon International Airport: The ultimate in comfort & convenience. (2011, Feb. 23). DominicanToday.com. Retrieved from http://www.google.com/url?sa=t&source=web&cd=2&sqi=2&ved=0CB8QFjAB&url=http%3A%2F%2Fwww.dominicantoday.com%2Fdr%2Fbusiness-and-pleasure%2F2011%2F2%2F23%2F38700%2FIncheon-International-Airport-The-ultimate-in-comfort-convenience&ei=XBNxTf7TIdGgtwe9kaCJDw&usg=AFQjCNF8ElU1HXomIN6y3SaRxvXcXv-OAA&sig2=lFff7G11DBA25ye__2DYiQ
Inglehart , R. (2009). [charts] [World Values Surveys]. Retrieved from http://www.worldvaluessurvey.org/wvs/articles/folder_published/article_base_54
J.D. Power and Associates. (2011, 8 June 2010 ). J.D. Power and Associates Reports: Airline Rankings 2010 (reflecting 2009) (reference). Retrieved from J.D. Power and Associates, The McGraw-Hill Companies, Inc.: http://businesscenter.jdpower.com/news/pressrelease.aspx?ID=2010092
Johnson, B. (2010, October 11). Why (and how) you should go after the gay dollar.. Advertising Age, 81(36), p22. doi: Accession Number:54401100
Jones, C. (2010, March 16). Airlines get ready for return of elite fliers. USA Today.
Kotler , P., & Keller, K. L. (2009). A Framework for Marketing Management, Managing Marketing in a Global Economy (4th ed.). Upper Saddle River, NJ: Prentice Hall .
Kotler, P., Rackham, N., & Krishnaswamy, S. (2006). Ending the war between sales and marketing. Harvard Business Review, 84(7/8), 68–78. Retrieved from http://web.ebscohost.com.wf2dnvr14.webfeat.org/ehost/detail?hid=7&sid=9466c0aa-56a7-4392-8747-ac4497539270%40sessionmgr10&vid=1&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bsh&AN=21124747
Kuancheng , H., & Ko-chen, C. (2011, March). A model for airline seat control considering revenue uncertainty and risk. Journal of Revenue and Pricing Management, 10, 161-171. doi: ProQuest Document ID 856737394
Kumar, V. (1999). International marketing research. [VitalSource Bookshelf]. Retrieved from ISBN 0130453862
Kumar, V., Sarang, S., & Ramaseshan, B. (2011, March, 19). Analyzing the Diffusion of Global Customer Relationship Management: A Cross-Regional Modeling Framework. (academic journal article Journal of International Marketing - ISSN: 1069031X; English AN : 58009554). Retrieved from Argosy University Online Library: http://wfxsearch.webfeat.org.wf2dnvr15.webfeat.org/cgi-bin/WebFeat.dll?Command=Search&Databases=wf_ebscoxml_bsh&wf_action=fulltext&wf_url=http%3A%2F%2Feit.ebscohost.com%2FServices%2FSearchService.asmx%2FSearch%3Fprof%3D%26pwd%3D%26authType%3Dip%26ipprof%3Deitws%26query%3DAN%2B58009554%26startrec%3D1%26numrec%3D20%26db%3Dbsh%26format%3Dfull%26sort%3DDate&ispdf=1
Lazare, L.. (2010, November 2). American Airlines launches new Hispanic ad campaign [Web log message]. Retrieved from http://blogs.suntimes.com/media/2010/11/american_airlines_launches_new.html
LittleSis. (2011). AMR Profile (reference). Retrieved from LittleSis: http://littlesis.org/org/110/AMR
LowCostAirlines.org. (na, ). (reference ). Retrieved from LowCostAirlines.org: http://www.discountairfares.com/lcostusa.htm : .
MakeMyTrip.com. (2011). (e-commerce site) (e-commerce). Retrieved from MakeMyTrip.com: http://www.makemytrip.com/
MarketingProfs LLC. (2010, January 27). Disconnects Plague Loyalty Programs (White Paper ). Retrieved from MarketingProfs.com: http://www.marketingprofs.com/charts/2010/3359/disconnects-plague-loyalty-programs : .
Martin, C., Melville, G., Adams, E., Court, B., Kita, P., Kotch, A., Lombardi, L., ... Weber, J. (2010, July). 50 guy trips that will change your life. Men’s Health, 25(6), p138-145. doi: ISSN:10544836.
New Airline Seats Offer More Comfort, Convenience. (2010, September). Travel Destinations. Retrieved from http://www.traveldest.com/newsletter/newsletter092010.html
Raman, A. P., Thompson, P. M., Aaker, J. L., Manwani, H., Gift, S., & Kotabe, M. (2003, ). The global brand face-off. Harvard Business Review, 81(6)(), . doi: AN 9943706
Reuters. (2011). Key Developments AMR Corp (reference). Retrieved from (Reuters) Key Developments: http://www.reuters.com/finance/stocks/keyDevelopments?rpc=66&symbol=AMR×tamp=20100826175300
Sally White & Associates. (n.d.). Professional Skills. Retrieved 10.25.10, from http://career.cabalgroup.com/exercises/professional_skillls.htm
Santander, T. (2007, June). American Airlines Apple (print media ad). Retrieved from WebMediaBrands Inc.; Ads of the World: http://adsoftheworld.com/media/print/american_airlines_apple
Staff (2009, July 14). Southwest checks fleet after hole forces landing, Hole in fuselage causes pressure-loss scare on Boeing 737. Associated Press. Retrieved from http://www.msnbc.msn.com/id/31902513/ns/travel-news/
Staff (2011, April 02). Southwest to ground 81 planes after hole prompts emergency landing. Cable News Network. Retrieved from http://articles.cnn.com/2011-04-02/us/arizona.flight.diverted_1_emergency-landing-southwest-flight-regional-sales-manager?_s=PM:US
Staff (2011, March 20). What’s the best airline loyalty program?. The Economist. (Online), (The Economist Newspaper Ltd). Retrieved from http://www.economist.com/blogs/gulliver/2011/03/frequent_flyer_programs; and http://search.proquest.com.wf2dnvr2.webfeat.org/docview/857940743/fulltext?source=fedsrch&accountid=34899
Temkin, B. (2011, January 21). I Am The Customer Experience… Not! [Web log message]. Retrieved from http://experiencematters.wordpress.com/category/employee-engagement/
TextArt.ru. (na). Database of slogans; Advertising slogans of airlines (reference). Retrieved from www.TextArt.ru: http://www.textart.ru/database/english-advertising-slogans/airline-advertising-slogans.html
TheyRule. (2011). Companies>AMR>Show Directors>Show Boards (reference). Retrieved from TheyRule: http://theyrule.net/
Usunier, J., & Lee, J. A. (2005). Marketing Across Cultures (4th ed.). Essex, England: Pearson Education Limited. []. doi: Retrieved from
Vanto Group. (2011). Vanto Group (Corporate website). Retrieved from Vanto Group, a Landmark Education Company: http://www.vantogroup.com/
WebMediaBrands Inc.. (2009, August 7). American Airlines, AADP Launch Advertising Award for Positive Portrayals of People with Disabilities (blog post). Retrieved from Ads of the World: http://adsoftheworld.com/blog/american_airlines_aadp_launch_advertising_award_for_positive_portrayals_of_people_with_disabili
Weitz, B. A., & Wensley, R. (2002). Handbook of Marketing. Thousand Oaks, CA 91320: Sage Publications Ltd.
Yahoo! Inc.. (2011). Yahoo directory Airlines (reference). Retrieved from Yahoo directory Airlines: http://dir.yahoo.com/business_and_economy/shopping_and_services/travel_and_transportation/airlines/
company-statements-slogans.info. (2008). US Airways Group (reference). Retrieved from company-statements-slogans.info: http://www.company-statements-slogans.info/list-of-companies-u/us-airways-group.htm
Monday, May 30, 2011
Customer-centric snapshot of American Airlines [3 of 4]
D When you’re first hired as an agent… [F: and is it just agents?] …well, my group of people that I manage… [F: oh, I see] …are agents, but every department has training, as far as pilots and flight attendants, I’m not sure what the… [F: even baggage handlers, I’m sure] …period of time is, right, and in the computer, every 45 days you have some type of lesson due. [F: Wow!] It’s either learning about triggers in the baggage, or how to, let’s say, something unfortunate happened and the person is looking for compensation, you could look here, look there, deciding what to give the customer because we failed at some type of service… [F: whatever’s high-lit at that time] …right, right…
F Do you folks get acknowledged on your anniversaries or birthdays… [D: yes, absolutely; on the 10/20/30 years…] …on your frequent flier or repeat customer base, does American send them out a post card or anything, an e-mail, happy birthday, or…
D That’s a good question, I’m not sure, for a platinum and executive platinum’s and gold’s… [F: I’m thinking that would be an easy, extremely low cost marketing…] …that’s a good question, I’m not sure, I mean locally, with our agents here we post them, and we have cake and whatever, but, I would sure hope so, but…
F …and if not you can bubble it up. Supervisor on duty, thank you so much for your time. [D: you’re welcome] …I’m grateful… […sorry we’re a little stressed down here today (there was a baggage back up issue she was staying behind to handle), so…] …no, I’m extremely grateful you took a few moments for me, [D: yeah, no problem] I do appreciate it. I think I’ll get three pages out of this easy.
D …okay, alright…we appreciate everybody’s business, and we… (recording ends).
Evaluating the airline’s customer service quality.
Any institution that gifts its employees support training every six weeks is already aces in the mind of this researcher. That the Supervisor on duty kept cycling back to her agents as the base of responsibility for the consumers’ positive experience speaks volumes. Therefore, rather than looking at the customer, the majority of this customer centric conversation rightly settled on maintaining the high spirits and excellent training of those who would serve.
How marketing plans incorporate service quality.
One senses that the transcript speaks for itself. It would be ridiculous to presume that what we just shared as experienced by this dialogue was not a byproduct of marketing woven through the organization. Clearly, this conversation was the result of the marketing plan of high strategic caliber.
Concluding thoughts
This author reiterates again his deep appreciation to the Supervisor on duty. It was an honor to meet her. A privilege to have had the dialogue we did and that there is some confidence as we imagine American Airlines has a right to be proud to be represented by someone who has thoroughly integrated the AA way.
Ordinarily a document such as this carries with it an effort to embrace as much as possible. Taking this different approach yielded fresh insight, speaks to the topic in a way ordinary research would not have allowed and yielded something of a snapshot of exactly what we are talking about.
F Do you folks get acknowledged on your anniversaries or birthdays… [D: yes, absolutely; on the 10/20/30 years…] …on your frequent flier or repeat customer base, does American send them out a post card or anything, an e-mail, happy birthday, or…
D That’s a good question, I’m not sure, for a platinum and executive platinum’s and gold’s… [F: I’m thinking that would be an easy, extremely low cost marketing…] …that’s a good question, I’m not sure, I mean locally, with our agents here we post them, and we have cake and whatever, but, I would sure hope so, but…
F …and if not you can bubble it up. Supervisor on duty, thank you so much for your time. [D: you’re welcome] …I’m grateful… […sorry we’re a little stressed down here today (there was a baggage back up issue she was staying behind to handle), so…] …no, I’m extremely grateful you took a few moments for me, [D: yeah, no problem] I do appreciate it. I think I’ll get three pages out of this easy.
D …okay, alright…we appreciate everybody’s business, and we… (recording ends).
Evaluating the airline’s customer service quality.
Any institution that gifts its employees support training every six weeks is already aces in the mind of this researcher. That the Supervisor on duty kept cycling back to her agents as the base of responsibility for the consumers’ positive experience speaks volumes. Therefore, rather than looking at the customer, the majority of this customer centric conversation rightly settled on maintaining the high spirits and excellent training of those who would serve.
How marketing plans incorporate service quality.
One senses that the transcript speaks for itself. It would be ridiculous to presume that what we just shared as experienced by this dialogue was not a byproduct of marketing woven through the organization. Clearly, this conversation was the result of the marketing plan of high strategic caliber.
Concluding thoughts
This author reiterates again his deep appreciation to the Supervisor on duty. It was an honor to meet her. A privilege to have had the dialogue we did and that there is some confidence as we imagine American Airlines has a right to be proud to be represented by someone who has thoroughly integrated the AA way.
Ordinarily a document such as this carries with it an effort to embrace as much as possible. Taking this different approach yielded fresh insight, speaks to the topic in a way ordinary research would not have allowed and yielded something of a snapshot of exactly what we are talking about.
Friday, May 27, 2011
Customer-centric snapshot of American Airlines [2 of 4]
F But it’s not just AA…
D Oh gosh no… [F: oh, just to be clear] …it’s the whole industry has changed…
F …absolutely … I think (all) the airlines generally should work on re-branding that because is still [D: right] elegant, and I was noticing that, there’s a caché about, I mean, even when the first subways hit New York the first passengers came on board with suits and top hats and that sort of thing and that was the case with train travel when it first showed up, that was the case with plane travel when it first showed up, and yeah, and everybody’s like, and more than half the people getting on board are wearing jeans and they’re very casual, and that’s actually, in many ways, a good thing, but what’s also true is, you’re right, there’s a diminishment of, y’know, we begin to take things for granted. But I think American Airlines is one of those institutions in the industry that still goes out of its way to … [D: right, and that was my…] … we’re not going to buy into that, we’re still going to project the elegance.
D …point about all that. And we still want to promote that the customer is first, and it doesn’t matter what’s happening as far as … there’s a lot more problems at home nowadays, there’s a lot more financial, but when you go out that door you’re still American Airlines and we want this customer service that you provide, whatever, y’know, set aside from everything else the customer, we do try to go out of our way and do what we can for the customer.
F Do you folks do any kind of metric, any kind of customer survey or metrics, I am sure you guys do…
D Yes, Absolutely, yeah.
F And is that at the corporate level, or at the regional level, or…
D It’s the surveys that you get as you’re boarding the plane, they’ll pick certain flights and the flight attendant will give you the survey… [F: where do they end up?] …in headquarters, in Dallas… [F: okay] …and then every month they come out how we’ve ranked against the other airlines, unfortunately I don’t know… [F: no, no, no, I’m not gonna hold you to anything, I’m just lookin’ for conversation, feedback light, open ended…] …and then actually we get a small bonus if our metrics are met… [F: oh nice] …oh yeah, so there are incentives out there, we have a quarterly newsletter that they send to all the employees and any of the customer, some of the letters will come through acknowledging certain agents and managers and that [F: nice] sort of thing, there’s employee week, locally here, we have like an employee appreciation day, every couple of months, the GM at TPA, he’ll be out there grillin’ for everybody and … [F: Grillin’, wow!] …so, food all day and for the crews and for, and just anything boost the morale and keep ya going and any little thing – every little thing counts, so yeah, it’s a tough industry nowadays.
F …and this is an industry that knows every little thing counts.
D Yes, absolutely.
F …every little thing. And I do want to honor your precious time. Aside from any last thoughts, I had one other thought myself – and, of course, if you do want a copy of this I would need your card or an e-mail address or something. [D: yeah, uh huh] With regards to training I imagine that these kinds of listening skills and communication skills… [D: right] …are really hammered home in training, is training an ongoing, periodic, or that sort of thing?
D Oh gosh no… [F: oh, just to be clear] …it’s the whole industry has changed…
F …absolutely … I think (all) the airlines generally should work on re-branding that because is still [D: right] elegant, and I was noticing that, there’s a caché about, I mean, even when the first subways hit New York the first passengers came on board with suits and top hats and that sort of thing and that was the case with train travel when it first showed up, that was the case with plane travel when it first showed up, and yeah, and everybody’s like, and more than half the people getting on board are wearing jeans and they’re very casual, and that’s actually, in many ways, a good thing, but what’s also true is, you’re right, there’s a diminishment of, y’know, we begin to take things for granted. But I think American Airlines is one of those institutions in the industry that still goes out of its way to … [D: right, and that was my…] … we’re not going to buy into that, we’re still going to project the elegance.
D …point about all that. And we still want to promote that the customer is first, and it doesn’t matter what’s happening as far as … there’s a lot more problems at home nowadays, there’s a lot more financial, but when you go out that door you’re still American Airlines and we want this customer service that you provide, whatever, y’know, set aside from everything else the customer, we do try to go out of our way and do what we can for the customer.
F Do you folks do any kind of metric, any kind of customer survey or metrics, I am sure you guys do…
D Yes, Absolutely, yeah.
F And is that at the corporate level, or at the regional level, or…
D It’s the surveys that you get as you’re boarding the plane, they’ll pick certain flights and the flight attendant will give you the survey… [F: where do they end up?] …in headquarters, in Dallas… [F: okay] …and then every month they come out how we’ve ranked against the other airlines, unfortunately I don’t know… [F: no, no, no, I’m not gonna hold you to anything, I’m just lookin’ for conversation, feedback light, open ended…] …and then actually we get a small bonus if our metrics are met… [F: oh nice] …oh yeah, so there are incentives out there, we have a quarterly newsletter that they send to all the employees and any of the customer, some of the letters will come through acknowledging certain agents and managers and that [F: nice] sort of thing, there’s employee week, locally here, we have like an employee appreciation day, every couple of months, the GM at TPA, he’ll be out there grillin’ for everybody and … [F: Grillin’, wow!] …so, food all day and for the crews and for, and just anything boost the morale and keep ya going and any little thing – every little thing counts, so yeah, it’s a tough industry nowadays.
F …and this is an industry that knows every little thing counts.
D Yes, absolutely.
F …every little thing. And I do want to honor your precious time. Aside from any last thoughts, I had one other thought myself – and, of course, if you do want a copy of this I would need your card or an e-mail address or something. [D: yeah, uh huh] With regards to training I imagine that these kinds of listening skills and communication skills… [D: right] …are really hammered home in training, is training an ongoing, periodic, or that sort of thing?
Thursday, May 26, 2011
Customer-centric snapshot of American Airlines [1 of 4]
Abstract
This intention of this paper is as a snapshot of sorts as regards the customer centricity as it appears/occurs with American Airlines.
Introduction
After more than a month’s worth of research, with margins so tight, fuel prices moving as they are and so much money on the line a fresh approach to the subject matter was sought to break through the proprietary information wall. This author chose to drive out to Tampa International Airport to engage someone in (American Airline’s) management as to their take on customer centricity. The transcription of the brief conversation will follow shortly. Despite the fact that this seven minute, 35 second conversation took place with the Supervisor on duty, a supervisor in ticketing and baggage, does not seem a huge leap to extend attributes of the customer centricity paradigm into the domains of pilots and steward/esses, baggage handlers, et.al.
It should be noted that the Supervisor on duty is not a corporate talking head. She was and is a very real person whose candor is refreshing. Some may nitpick the transcript, but that would miss the point. The Supervisor on duty should be both cloned and given a raise, as an authentic example of what any airline should be proud to employ.
That the Supervisor on duty would afford me a moment at all speaks to the trained sense of service that came so naturally, and I express my gratitude to her here (and indeed to American for fostering such diligent talent).
Transcript - American Air’s customer-centric orientation (Lipka, 2011).
(this was an impromptu dialog with the Supervisor on duty, represented as “D”, the author, Frank, as “F”)
F …Really? Just whatever your thoughts are as regards (to) American Airline’s sense of customer centricity. Y’know, your organization’s actually done quite a lot…
[phone ringing]
D …uh huh…
F …and, uh [phone ringing] customers come first, I’ll hold if ya…
D …yeah, I’m thinkin’ this probably might not be a good time for this, and maybe an e-mail would be better because I’ve got a lot going on here, but, go ‘head…
F …well, out of respect I wanna send you a copy [D: uh huh, okay] of the paper [D: excellent, okay] but, really, just your thoughts, you know, here’s an example of customer centricity … you had a baggage issue and here you are, a supervisor, you’re down here taking care of it in person [D:umhm], I could come up with all kinds of things based on research, but I’m just wondering what pops up into your mind when it comes to this legacy airline that’s been around since, like, 1934 (1930 literally, but first flight was in 1934) [D: yeah] … one of the best companies this country has … what comes to your mind when you think of the customer coming first and how you folks attend to customers?
D Well, I think the most important thing is to listen to them., as well, and hear what they’re saying and asking for … there’s many times upstairs, with technology, these days, it’s hard to give that … with the self service machines going, and all the cutbacks that we’ve had because of our financial situation … we used to have ten people on our counter, now you might see four [F: it’s a horrible industry for margins] … right… [F: and that’s across the board] …exactly… [F: and with fuel prices, absolutely, I understand] …so, we’re doing a lot more with a lot less, so to speak, that we had years ago. I think it was a very prestigious airlines to begin with, back twenty years ago, I mean, everybody wanted to work for the airlines, it was just, you know, this glamorous job. I think that’s kind of, the morale has gone down a little bit, unfortunately, because of the financial situation …
This intention of this paper is as a snapshot of sorts as regards the customer centricity as it appears/occurs with American Airlines.
Introduction
After more than a month’s worth of research, with margins so tight, fuel prices moving as they are and so much money on the line a fresh approach to the subject matter was sought to break through the proprietary information wall. This author chose to drive out to Tampa International Airport to engage someone in (American Airline’s) management as to their take on customer centricity. The transcription of the brief conversation will follow shortly. Despite the fact that this seven minute, 35 second conversation took place with the Supervisor on duty, a supervisor in ticketing and baggage, does not seem a huge leap to extend attributes of the customer centricity paradigm into the domains of pilots and steward/esses, baggage handlers, et.al.
It should be noted that the Supervisor on duty is not a corporate talking head. She was and is a very real person whose candor is refreshing. Some may nitpick the transcript, but that would miss the point. The Supervisor on duty should be both cloned and given a raise, as an authentic example of what any airline should be proud to employ.
That the Supervisor on duty would afford me a moment at all speaks to the trained sense of service that came so naturally, and I express my gratitude to her here (and indeed to American for fostering such diligent talent).
Transcript - American Air’s customer-centric orientation (Lipka, 2011).
(this was an impromptu dialog with the Supervisor on duty, represented as “D”, the author, Frank, as “F”)
F …Really? Just whatever your thoughts are as regards (to) American Airline’s sense of customer centricity. Y’know, your organization’s actually done quite a lot…
[phone ringing]
D …uh huh…
F …and, uh [phone ringing] customers come first, I’ll hold if ya…
D …yeah, I’m thinkin’ this probably might not be a good time for this, and maybe an e-mail would be better because I’ve got a lot going on here, but, go ‘head…
F …well, out of respect I wanna send you a copy [D: uh huh, okay] of the paper [D: excellent, okay] but, really, just your thoughts, you know, here’s an example of customer centricity … you had a baggage issue and here you are, a supervisor, you’re down here taking care of it in person [D:
D Well, I think the most important thing is to listen to them., as well, and hear what they’re saying and asking for … there’s many times upstairs, with technology, these days, it’s hard to give that … with the self service machines going, and all the cutbacks that we’ve had because of our financial situation … we used to have ten people on our counter, now you might see four [F: it’s a horrible industry for margins] … right… [F: and that’s across the board] …exactly… [F: and with fuel prices, absolutely, I understand] …so, we’re doing a lot more with a lot less, so to speak, that we had years ago. I think it was a very prestigious airlines to begin with, back twenty years ago, I mean, everybody wanted to work for the airlines, it was just, you know, this glamorous job. I think that’s kind of, the morale has gone down a little bit, unfortunately, because of the financial situation …
Wednesday, May 25, 2011
Motel SERVQUAL [3 of 3]
Concluding Thoughts, SERVQUAL in the Marketing Plan
Early on in any SERVQUAL, process is a gap analysis, a measure between expectation and perception. Of itself, this becomes valuable information. e-SQ is the online version of SERVQUAL.
It would be this author’s recommendation that, naturally depending on the particular institution, a given motel asking for or updating a marketing plan would need to be open to a holistic review of its entire operations, top to bottom. This statement is rests upon the appropriateness to weave SERVQUAL throughout the marketing plan as a way of re-engineering, and therefore necessarily has to include all considerations of management, operations, finance, et al. For contrast, a motel that asks for marketing and is not open to such a thorough review is actually just asking for advertising (which could mean anything from a logo or a website to media production). This latter is respectable and viable in its own right, but by contrast is a mere Band-Aid compared to the technology that real marketing can bring to bear.
References
AKS-Labs. (2000-2011). Hotel and Inn Management Balanced Scorecard Metrics Template (Corporate Website). Retrieved from Balanced Scorecard Designer: http://www.strategy2act.com/solutions/hotel_management_excel.htm
Heide, M., Gronhaug, K., & Laerdal, K. ([2008-2011]). Advances in Consumer Research - North American Conference Proceedings. In , Development of an Instrument for Measuring Consumers’ Perception of Atmosphere.. Symposium conducted at the , .
Mohinder , C. (2008-2011). The impact of HRM practices on service quality, customer satisfaction and performance in the Indian hotel industry.. International Journal of Human Resource Management . doi: DOI : 10.1080/09585191003612059
Shonk, D., & Chelladurai, P. (2008-2011). Service Quality, Satisfaction, and Intent to Return in Event Sport Tourism.. Journal of Sport Management. Retrieved from http://wfxsearch.webfeat.org.wf2dnvr8.webfeat.org/cgi-bin/WebFeat.dll?Command=Search&Databases=wf_ebscoxml_s3h&wf_action=fulltext&wf_url=http%3A%2F%2Feit.ebscohost.com%2FServices%2FSearchService.asmx%2FSearch%3Fprof%3D%26pwd%3D%26authType%3Dip%26ipprof%3Deitws%26query%3DAN%2B34035061%26startrec%3D1%26numrec%3D20%26db%3Ds3h%26format%3Dfull%26sort%3DDate&ispdf=1
Weitz, B. A., & Wensley, R. (2002). Handbook of Marketing. Thousand Oaks, CA 91320: Sage Publications Ltd.
Early on in any SERVQUAL, process is a gap analysis, a measure between expectation and perception. Of itself, this becomes valuable information. e-SQ is the online version of SERVQUAL.
It would be this author’s recommendation that, naturally depending on the particular institution, a given motel asking for or updating a marketing plan would need to be open to a holistic review of its entire operations, top to bottom. This statement is rests upon the appropriateness to weave SERVQUAL throughout the marketing plan as a way of re-engineering, and therefore necessarily has to include all considerations of management, operations, finance, et al. For contrast, a motel that asks for marketing and is not open to such a thorough review is actually just asking for advertising (which could mean anything from a logo or a website to media production). This latter is respectable and viable in its own right, but by contrast is a mere Band-Aid compared to the technology that real marketing can bring to bear.
References
AKS-Labs. (2000-2011). Hotel and Inn Management Balanced Scorecard Metrics Template (Corporate Website). Retrieved from Balanced Scorecard Designer: http://www.strategy2act.com/solutions/hotel_management_excel.htm
Heide, M., Gronhaug, K., & Laerdal, K. ([2008-2011]). Advances in Consumer Research - North American Conference Proceedings. In , Development of an Instrument for Measuring Consumers’ Perception of Atmosphere.. Symposium conducted at the , .
Mohinder , C. (2008-2011). The impact of HRM practices on service quality, customer satisfaction and performance in the Indian hotel industry.. International Journal of Human Resource Management . doi: DOI : 10.1080/09585191003612059
Shonk, D., & Chelladurai, P. (2008-2011). Service Quality, Satisfaction, and Intent to Return in Event Sport Tourism.. Journal of Sport Management. Retrieved from http://wfxsearch.webfeat.org.wf2dnvr8.webfeat.org/cgi-bin/WebFeat.dll?Command=Search&Databases=wf_ebscoxml_s3h&wf_action=fulltext&wf_url=http%3A%2F%2Feit.ebscohost.com%2FServices%2FSearchService.asmx%2FSearch%3Fprof%3D%26pwd%3D%26authType%3Dip%26ipprof%3Deitws%26query%3DAN%2B34035061%26startrec%3D1%26numrec%3D20%26db%3Ds3h%26format%3Dfull%26sort%3DDate&ispdf=1
Weitz, B. A., & Wensley, R. (2002). Handbook of Marketing. Thousand Oaks, CA 91320: Sage Publications Ltd.
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