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To become successful in the airline transport business Going, Inc. needs to improve in several areas and in a way that can provide long-term solutions rather than quick short-term ones. The steps need to be drastic and firm so that the trend of losing business over the last 20 months vanishes away and their goal of becoming the most successful airline service provider to the business travelers. The customers have to be given what they expect from the airline with the marketing slogan of “High Society in the Air” (MyCampus 2010) so that they do not seek another less expensive option.
The improvement of performance needs to be brought in several areas including three main sections, on-time delivery, baggage handling, and overall customer service. Statistics are not a happy scene for the company. If compared with the industry average under the subheads of Being on time, Air carrier delay, Weather delay, National Aviation System delay, Security delay, Aircraft arriving late, Cancelled and Diverted, the figures of Going, Inc. are 71.6%, 9.82%, 2.62%, 5.00%, 1.2%, 3.75%, 6.00% and.10% as against 83.91%, 3.71%, 0.55%, 5.01%, 0.07%, 3.50%, 3.07% and 0.18% of industry average (MyCampus 2010).
Improvement in the service design strategies can be brought about by staying in the present route they are flying instead of expanding to new ones. They already serve long routes across the US and internationally to Europe and Asia. It is better not to stress themselves with more loads, at least for the time being. Instead, they might have an improved location strategy by increasing the number of flights per day to and fro at least some o0f the airports they serve once a day. They must adapt to the internet and provide a customer-friendly website with everything about their services (Valverde-Ventura and Nembhard 2008).
Going, Inc. should target more passengers rather than only targeting first-class frequent flyers with frequent flyer packages. This is necessary to get over medium customer satisfaction ranking and achieve better quality management strategies. Going, Inc. should decrease the variety of models included in their fleet from AirDyno and Cost, which is 7 in number presently. A lesser number of varieties will help in better and speedy cleaning cycles and maintenance and reduce problems oversupply of spare parts as well, especially when they do not share a very good relation with AirDyno (Bisgaard 2007).
Presenting a full meal on the flight is a good idea but over-emphasizing customizing meals to give it “Going, Inc flair” should be avoided. Going, Inc should keep their first come first serve basis for making the passengers board the aircraft instead of letting the first class first. This will make the other class passengers feel important equally. Probably the most serious problem lies in the management of Human Resources. The employees should be allowed to voice their problems and adequate training provided to them. The meager increment in pay has to be addressed or else that will only broaden the gap between the authorities and the employees (Bersimis 2007).
Going, Inc keeps maintenance stations at every hub location which demands exceptionally elaborate management. Reducing the number of models along with keeping maintenance stations only in a few more or less easy-to-reach hubs will lessen the burden of management on the company. The problem of air carriers and connecting aircraft delays have to be solved by rescheduling the routes covered by the company. They cover a too extensive routing schedule which leads to delay as well as other factors.
Going, Inc spends a lot of money due to grounded or repair aircraft which is 18% more than the industry average which indicates poor maintenance. This can be reduced by decreasing the variety in their fleet. Spending money on training is good but it has to be taken care that the staff is getting proper training to perform their duty better.
References
Bersimis, S. (2007). Multivariate statistical process control: an overview. Quality and Reliability Engineering International 23(5), 517-543.
Bisgaard, S. (2007). Quality management and Juran’s legacy. Quality and Reliability Engineering International 23(6), 665-677.
MyCampus. (2010). Service Division. Retrieved from My campus. Web.
Valverde-Ventura, R., and Nembhard, H.B. (2008). Robustness properties of Cuscore statistics for monitoring a nonstationary system. Quality and Reliability Engineering International 24(7), 817-841.
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