The paper 'Effective Management of British Airways " is a good example of a management case study. In theory, customer satisfaction is generated from the experience of the customer towards the service as well as the perceived quality of service (Negi & Ketema, 2013, p. 110). Customer satisfaction as mentioned by Taherikia and Zaibaf (2013, p. 490) is the outcome of a contrast between the customer expectations and service received with regard to the service offered. The foremost requirement for increased customer satisfaction is thus to properly comprehend and set the customer expectation all through the whole lifecycle as well as to deliver without fail not in favor of this expectation (Ferrell & Hartline, 2012, p. 302).
British Airways management understands that numerous groups of customers with dissimilar expectations must be satisfied during the lifecycle of the service. So as to get a rational view between customer satisfaction and service offering, all element of service at British Airways (operations, processes, applications) have been connected to expectations of the customer and the connections have been maintained all through the service lifecycle (Graham et al. , 2012, p. 210).
Basically, here subsist various opportunities and threats facing British Airways when dealing with both suppliers and customers. An Opportunity includes a high-quality system that will improve the quality of service delivered while threats include fluctuating exchange rates, uncertain fuel costs resulting in high ticket prices, and terrorist attacks. 3.0 Body 3.1 Strategies for effective management of customer demand and satisfaction In the present milieu, management of customer demand may be seen as a means of negating, mitigating or reducing the social impact of service reductions, by looking for optional ways of delivering the results needed by the customers.
At British Airways, managers are aware that any re-configuration or reduction of services on the side of supplies inexorably impacts and influences demand. The issue is not whether the nature of demand should be influenced by managers, but instead whether they manage demand ‘ by accident’ or by ‘ by design’ . Furthermore, with no lasting as well as a holistic view of customer demand, British Airways risks offering false economies where provision reductions in one section lead to increases somewhere else.
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