Satisfaction And Loyalty To Airlines In Mexico

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Satisfaction And Loyalty To Airlines In Mexico
Satisfaction And Loyalty
To Airlines In Mexico
Overall Indicators
Findings reveal the existence of three groups of airlines
that achieve different levels of overall satisfaction (net
satisfaction score), willingness to fly again (net
repurchase score) and willingness to recommend (net
promoter score)*.
Introduction
The privatization of Aeromexico and Mexicana,
the emergence of low-cost airlines and the strong
penetration of foreign companies in the country
are only a few of the changes that in recent years
have transformed the commercial airline industry
in Mexico.
Overall
Satisfaction
High
The market expansion has broadened the base of
customers, but at the same time has turned them
more experienced and demanding. Nowadays,
attributes like departure schedules and varied
destinations are no longer enough to win their
preference.
Moderate
Moderate
Moderate
Low
Low
Low
60
51
40
20
32
14
33
24
2
-20
-18
Fieldwork took place on June, 2009.
The study’s margin of error is ± 3.3%, calculated
for a confidence level of 95%.
56 55
48
36
35
17
43
27
3
-11
-4
-7
-40
NSS Net Satisfaction Score
NRS Net Repurchase Score
NPS Net Promoter Score
Emotions Triggered By Each Airline**
Volaris and Interjet trigger the greatest happiness and
surprise among flyers; in contrast, American Airlines
arouses twice the sadness, anger, disgust and contempt in
comparison to the rest of the airlines.
Happiness
Sadness
Anger
Surprise
Fear
Disgust
Contempt
Neutral
100%
27%
33%
32%
60%
3%
% Customers
7%
3%
4%
40%
18%
21%
5%
1% 1%
8%
8%
9%
17%
5%
2%
4%
5%
3%
5%
7%
16%
25%
80%
10%
868 online interviews were conducted with
passengers of all ages and socioeconomic levels,
residing in the 32 states of Mexico.
25
17
0
The following is a summary which includes the
most interesting findings.
Methodology
Airlines
80
With this context in mind, Leventer Group
decided to carry out a research project to measure
the population’s level of satisfaction with the main
airlines operating in the country, evaluate their
performance in specific service-related attributes,
determine the strength of the emotional bond and
analyze customer fidelity.
http://www.leventergroup.com/english/sindicados.php
Willingness to
Recommend
High
100
Because of the ever-growing competition and the
constant crises that have affected this industry
since 2001, customer loyalty becomes a key
element to survive and grow in the near future.
For the free full analysis, please visit:
Willingness to
Fly Again
High
5%
2%
7%
3%
4%
14%
3%
4%
5%
1%
3%
3%
9%
13%
1%
3%
5%
5%
3%
5%
61%
46%
11%
22%
0%
46%
36%
20%
54%
46%
Emotional Bond
EMOTIONAL BOND INDICATOR
(Percentage of customers´ heart conquered by each airline)
The Emotional Bond Indicator measures the portion
(percentage) of customers’ heart that has been conquered
by an airline as a consequence of its ability to be
associated to six emotional dimensions: warmth,
empathy, justice, trust, interest in the customer and pride.
2%
12%
In this sense, even though “low cost” companies (Volaris
and Interjet) take the lead, no airline has really been able
to connect emotionally with customers.
0%
4%
37%
Performance By Attribute
The performance of different airlines in 15 service-related dimensions was analyzed. Volaris turned out to be the best
rated in 8 categories. In the opposite extreme, American Airlines and Aviacsa came last in almost all aspects.
Overall Satisfaction
1
2
3
4
5
6
7
57
50
40
39
36
29
13
70
60
48
44
37
23
1
67
49
47
45
43
35
20
63
62
58
54
80
75
57
56
49
23
3
80
77
67
67
48
41
36
50
47
18
16
12
0
-2
70
68
66
50
4
3
2
-1
-6
-7
-37
53
49
26
14
23
4
2
0
-2
-8
-40
44
40
31
19
70
62
51
44
38
24
0
51
44
9
6
5
2
-17
42
40
33
23
Airport staff’s friendliness and service attitude
Flight attendants friendliness and service attitude
Efficiency of check-in process
Quality of waiting lounges
Aircraft physical conditions
Aircraft cleanliness
Seat comfort - Coach
Seat comfort – Business class
Quality of food and beverages - Coach
Quality of food and beverages – Business class
In-flight entertainment - Coach
In-flight entertainment – Business class
On-time arrivals
Value for money - Coach
Value for money – Business class
Loyalty
As a result of their superior performance in
service-related attributes and as a consequence of
generating more positive experiences among their
passengers, Volaris and Interjet are the airlines that
achieve the highest loyalty levels.
In the opposite extreme are American Airlines and
Aviacsa, both in a complicated situation because
non-loyal customers outnumber loyal customers.
100%
% Customers
40%
20%
50%
31%
14%
18%
44%
37%
27%
22% 24%
35%
14%
7%
14%
8%
0%
Loyal
The dynamics of the Mexican commercial airlines
market has heightened the battle over customers’
preference and has turned service into a key
element to enhance their loyalty.
Generally speaking, Mexican airlines have a far
superior image than their American counterparts,
but even among the prior there are major
differences in terms of quality.
In this sense, Volaris stands out for providing the
best flying experiences and for establishing the
strongest emotional bond with its passengers.
80%
60%
CONCLUSIONS
Non-loyal
The high level of satisfaction with this airline and
with Interjet confirms the success of low-cost
airlines in Mexico, proving that it is possible to
offer lower prices without compromising service
quality.
As to flagship airlines, Aeromexico and
Mexicana have a similar performance in all
analyzed attributes and fail to clearly differentiate
from each other. Although satisfaction and
loyalty levels among their customers are not bad,
both are a step below the aforementioned airlines.
The crisis Aviacsa is going through reflects in the
negative opinion and perception of customers,
who punish it with low scores in all service
measures and position it very distantly from the
remaining national companies.
Despite the good performance of some airlines in
functional/ rational aspects, there’s a wide gap in
terms of emotional bond. This is exactly where
airlines should focus their efforts to build up or
consolidate their competitive advantage. In this
sense, there are three priorities which must be
addressed: empathy, justice and interest in the
customer.
* NPS and Net Promoter Score are registered trademarks property of Statmetrix Systems,
Inc, Bain & Company, and Fred Reichheld
** Based on FaceTrace methodology property of Brainjuicer

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