Professional Documents
Culture Documents
317 753 1 PB
317 753 1 PB
317 753 1 PB
The purpose of this study was to examine the service quality and customer satisfaction of the top 14 U.S. airlines
between 2007 to 2011 using data from the Department of Transportation Air Travel Reports. The objectives of this
study were to compare customer satisfaction and service quality with respect to airlines quality dimensions and
subsequently to determine the relationships between the dimensions of service quality and passengers satisfaction
on airlines services. A critical review of the literature revealed that the airline industry has been struggling with
many challenges: cutting costs, managing fluctuating demand, keeping up with tight quality requirements while
trying to maintain superior services and satisfy the needs of various customer groups. Data were collected from the
Department of Transportation's Air Travel Consumer Report on the following measures: percentage of on-time
arrival, passengers denied boarding, mishandled baggage and customer complaints. Using a quantitative research
method, Microsoft Excel version 2010 was used to analyze the data using percentages, mean and standard
deviation. Results indicate that while the traditional carriers are converging toward a higher level of service
quality, using the four measures, there continue to be significant variation. In this study, over a five year period
2007 to 2011, the service quality of low cost airlines was generally found to be higher than that of traditional
legacy airlines. Implications related to operating costs, market share, infrastructure and customer service were
evident.
Keywords: Quality, service, customer satisfaction, legacy airline, low cost airline
structure of the airline industry (Levin, 1987; Bailey, frequent flyer programs, in an effort to build and
Graham, and Kaplan, 1985). Now, airline companies maintain the loyalty of customers (Miller, 1993).
were allowed to set prices as well as enter and exit Airline companies also attempted to differentiate
the industry upon meeting insurance and safety their services through the use of computerized
requirements. This limited revolution in the freedom reservation systems which were also designed to
for airlines to compete led to many new entries to the create customer loyalty in the distribution channels
industry, and some considerable carnage. Deregulation (Lee and Cunningham, 1996). However, despite the
brought substantial effects on the structure of airlines airlines efforts to differentiate their services, an
in USA, Canada and Europe. Low Cost carriers have extensive survey of frequent fliers conducted by Ott
grown and develop as a result. (1993) revealed that consumers did not perceive any
Customer satisfaction in airline operations has difference from one carrier to another. Ostrowski et
become critically important and Dennett, Ineson, al. (1993) noted that when all airline companies have
Stone, and Colgate (2000) suggest that as comparable fares and matching frequent flyer
competition created by deregulation has become programs, the company with better perceived service
more in-tense, service quality in the airline industry will draw passengers from other carriers. The
has also received more attention. The delivery of a purpose of this study is to examine the service quality
high level of service quality by airline companies dimensions of legacy airlines vs. low cost airlines air
became a marketing requisite in the early 1990s, as travel that are perceived to be important by airline
competitive pressures continued to increase. Most passengers. Table 1. show the differences between
airlines began to offer various incentives, such as the the two business concepts.
The rapid development and competition of service thereby improving the efficiency, profitability and
quality, in both developed and developing countries overall performance (Seth and Deshmukh, 2005).
has made it important for companies to measure and There are two main aspects that describe and affect
evaluate the quality of service encounters (Brown and both service quality; the actual service customers
Bitner, 2007). Several conceptual models have been expected (expected service) and services perceived
developed by different researchers for measuring (perceived service). Fitzsimmons & Fitzsimmons
service quality. It is envisaged that conceptual (2001) explains that the creation of customer
models in service quality enable management to satisfaction for a service can be identified through a
identify quality problems and thus help in planning comparison between service perceptions with service
for the launch of a quality improvement program, expectation, see Figure 1.
Figure 1. Perceived service quality model, Source : Fitzsimmons & Fitzsimmons (2001).
Although the definitions of service quality vary, the (1994) tested a hierarchical conceptualization of
definitions are all formulated from the customer retail service quality that proposed three levels: (1)
perspective: that is, what customers perceive are customers overall perceptions of service quality; (2)
important dimensions of quality (Lewis, 1989). primary dimensions; and (3) sub-dimensions.
Gronroos (1982) and Parasuraman, Zeithaml and Brady and Cronin (2001) adopted the view that
Berry (1988) were the pioneers in the service quality perceptions were multidimensional
conceptualization of the service quality construct, and identified the primary dimensions of their model
these authors maintained that the overall perception based on Rust and Olivers (1994) findings. More
of quality was a disconfirmation of a customers recent work by Brady and Cronin (2001) has
expectation and his/her evaluation of a service. The provided a new and integrated conceptualization of
dimensions of service quality have also been debated service quality. They argued convincingly that
in the literature. For example, Gronroos (1982) customers form service quality perceptions on the
proposed technical (the tangible aspects of service basis of their evaluations of three primary dimensions:
delivery) and functional (the expressive performance outcome quality, interaction quality, and
of the service) qualities as two critical dimensions of environmental quality; these three primary dimensions
service quality. Alternatively, Parasuraman et al. are composed of multiple sub-dimensions. The
(1988) proposed five service quality dimensions, aggregate evaluations of the sub-dimensions form their
namely, tangibles, reliability, responsiveness, perceptions of an organizations performance on each
assurance and empathy. Rust and Oliver (1994) of the three primary dimensions, and those perceptions
developed a three-component dimensional model and then lead to an overall service quality perception. The
concluded that the service product (i.e. technical debate on service quality dimensions is still
quality), the service delivery (i.e. functional quality), ambiguous, but it is generally accepted that
and the service environment were critical dimensions perceptions of service quality are multidimensional
of service quality. Dabholkar, Thorpe, and Rentz and the dimensions are industry-specific.
70 D. A Baker
Situational Factors
Reliability Service Quality
Responsiveness
Assurance
Empathy
Tangibles Product Quality Customer
Satisfaction
Price
Personal Factors
Customer satisfaction has become a key intermediary existing one (Blodgett, Wakefield, and Barners,
objective in service operations due to the benefits it 1995; Gummesson, 1994). In addition, customer
brings to organizations (Ranaweera and Prabhu, satisfaction also leads to favorable word-of-mouth
2003). The importance of customer satisfaction is publicity that provides valuable indirect advertising for
derived from the generally accepted philosophy that an organization (Halstead and Page, 1992; Fornell,
for a business to be successful and profitable, it must 1992). In many industries, having satisfied customers
satisfy customers (Shin and Elliott, 2001). Previous also means that the organization receives fewer
research has demonstrated that satisfaction is strongly complaints (Fornell, Johnson, Anderson, Cha, and
associated with re-purchase intentions (Cronin and Bryant, 1996; Spreng, Harrell, and Mackoy, 1995),
Taylor, 1992; Fornell, 1992). Customer satisfaction hence reducing costs in handling service failures.
also serves as an exit barrier, helping a firm to retain Researchers also maintain that satisfied customers are
its customers (Fornell, 1992; Halstead and Page, willing to pay more for the benefits they receive and
1992). Several studies have concluded that it costs are more likely to be tolerant of an increase in price
more to gain a new customer than it does to retain an (Fornell et al., 1996; Anderson, Fornell, and Lehmann,
American Journal of Tourism Research 71
1994). Shin and Elliott (2001) concluded that, through The authors suggested restricting the domain of
satisfying customers, organizations could improve service quality to long-term attitudes and consumer
profitability by expanding their business and gaining satisfaction to transaction-specific judgments.
a higher market share as well as repeat and referral However, Bitner and Hubbert (1994) determined that
business. service encounter satisfaction was quite distinct from
overall satisfaction and perceived quality. Adding to
The relationship between service quality and the debate about the distinction between service
satisfaction quality and satisfaction, customer satisfaction has also
been operationalzed as a multidimensional construct
To achieve a high level of customer satisfaction, most along the same dimensions that constitute service
researchers suggest that a high level of service quality (Sureshchandar, Rajendran, and
quality should be delivered by the service provider as Anantharaman, 2002). Despite strong correlations
service quality is normally considered an antecedent between service quality and customer satisfaction, the
of customer satisfaction (Cronin, Brady, and Hult, authors determined that the two constructs exhibited
2000; Anderson et al., 1994; Cronin and Taylor, independence and concluded that they were in fact
1992). However, the exact relationship between different constructs, at least from the customers point
satisfaction and service quality has been described as of view. Brady and Cronin (2001), endeavored to
a complex issue, characterized by debate regarding clarify the specification and nature of the service
the distinction between the two constructs and the quality and satisfaction constructs and found empirical
casual direction of their relationship (Brady, Cronin support for the conceptualization that service quality
and Brand, 2002). Parasuraman, Zeithaml, and Berry was an antecedent of the super ordinate satisfaction
(1994) concluded that the confusion surrounding the construct. In addition, the authors found that
distinction between the two constructs was partly satisfaction explained a greater portion of the variance
attributed to practitioners and the popular press using in consumers purchase intentions than service quality.
the terms interchangeable, which make theoretical A reverse casual relationship has also been
distinctions difficult. Interpretations of the role of hypothesized between the two constructs. Rust and
service quality and satisfaction have varied Oliver (1994) maintained that while quality was only
considerably (Brady et al., 2002; Cronin and Taylor, one of many dimensions on which satisfaction was
1992; Parasuraman, Zeithaml, and Berry, 1988), they based, satisfaction was also one potential influence
confined satisfaction to relate to a specific transaction on future quality perceptions. In recent years,
as service quality was defined as an attitude. This organizations are obliged to render more services in
meant that perceived service quality was a global addition to their offers. The quality of service has
judgment, or attitude, relating to the superiority of the become an aspect of customer satisfaction. It has
service. been proven by some researchers that service quality
Cronin and Taylor (1992) argued against is related to customer satisfaction. In relating
Parasuraman et al.s (1988) categorization. Cronin customer satisfaction and service quality, researchers
and Taylor (1992) found empirical support for the have been more precise about the meaning and
idea that perceived service quality led to satisfaction measurements of both satisfaction and service
and argued that service quality was actually an quality. Satisfaction and service quality have certain
antecedent of consumer satisfaction. Cronin and things in common, but satisfaction generally is a
Taylor (1992) asserted that consumer satisfaction broader concept, whereas service quality focuses
appeared to exert a stronger influence on purchase specifically on dimensions of service. Amidst these
intention than service quality, and concluded that the debates, it is clear that there is a strong relationship
strategic emphasis of service organizations should between service quality and customer satisfaction, it
focus on total customer satisfaction programs. The can be concluded that service quality had significant
authors reasoned that consumers may not buy the impacts on customer satisfaction. Sureshchandear et
highest quality service because of factors such as al. (2002) found that service quality and customer
convenience, price, or availability and that these satisfaction were highly related.
constructs may enhance satisfaction while not
actually affecting consumers perceptions of service
Methodology
quality. Cronin and Taylor (1994) later conceded that
the directionality of the service quality - satisfaction
This study involves a quantitative secondary analysis
relationship was still in question and that future
of data drawn from the U.S. Department of
research on the subject should incorporate multi-item
Transportation (DOT) monthly Air Travel Consumer
measures.
Reports. The DOT requirement is based on the
72 D. A Baker
criteria that an airline handled at least 1% or more of quality and the means to file complaints. Statistical
the total domestic scheduled-service passenger mean, standard deviation and percentages are used in
revenues for the year. The variables used to evaluate the analysis.
customer satisfaction were; mishandled baggage;
ticket over-sales i.e. passengers denied boarding;
Results and Discussion
customer complaints and on-time performance. This
study track comparative quality for domestic airline
It was envisioned that the data collected would reflect
operations for January to December each year for
the quality of services provided by the various
five years 2007 2011. Any airline passenger can
airlines, assessing if whether their performance was
file complaints with DOT in writing, by telephone, or
on par with the expectations of their customers in
in person. Complaint categories included flight
terms of overall satisfaction. An analysis of the data
problems, overbooking-passenger denied boarding,
can provide guidelines for participating airlines in
reservations/ticketing/boarding, fares, refunds,
terms of strategies to improve their services and
baggage, smoking, advertising, credit, tours, and
sustain loyalty among existing customers, as well as
other. Several factors led to a surge of complaints
help in designing measures to attract new customers.
against airlines during 2007 2011, lost baggage and
From a consumer perspective, the findings uncover
airlines full with passengers were stuck on the tarmac
the values that consumers look for in the choice of
for more than seven hours without proper care was
airline services and other affecting factors.
given widespread publicity, which in turn led to
increased consumer awareness concerning airline
Table 2. Customer service variables by carriers for the period January to December 2007 to 2011.
% of Flights On-time Passengers Denied Passengers Mishandled Baggage
Boarding Complaints
Airlines Mean SD Mean SD Mean SD Mean SD
Hawaiian 87.44 4.88 0.08 0.06 0.82 0.19 2.63 0.60
Airlines
Alaska Airlines 75.98 11.31 1.08 0.57 0.53 0.13 4.17 1.40
Mesa Airlines 73.20 10.49 1.84 0.54 0.67 0.13 6.34 2.76
US Airways 77.66 6.14 1.30 0.25 1.99 0.71 4.31 2.49
Airtran Airways 74.80 11.67 0.34 0.16 0.90 0.14 2.37 1.08
Delta Airlines 74.34 8.73 1.18 0.89 1.76 0.31 4.92 1.97
Skywest 67.62 7.41 1.09 0.43 0.60 0.12 6.60 2.73
Airlines
American Eagle 66.88 11.69 2.76 1.11 1.06 0.29 9.14 2.70
Southwest 73.46 8.19 1.06 0.25 0.26 0.04 4.19 1.04
Airlines
American 72.92 9.47 0.76 0.14 1.39 0.21 4.93 1.54
Airlines
Jetblue Airways 67.50 9.73 0.01 0.01 1.00 0.19 3.19 1.24
ExpressJet 68.76 5.17 1.88 0.06 0.56 0.28 5.70 1.82
Airlines
Frontier Airlines 67.10 8.14 1.40 0.63 0.86 0.23 3.59 1.70
United Airlines 73.36 12.26 1.09 0.24 1.86 0.39 4.43 1.02
To measure customer service, we use annual data on expected service, the higher consumer satisfaction
consumer complaints filed with DOT for the period will be. Conversely, the more perceived service falls
20072011 for the following reasons: In services, short of expected service, the higher consumer
every interaction between a consumer and a service dissatisfaction will be. Service quality is typically
provider is a moment of truth. Consumers compare defined in terms of consumer (dis)satisfaction.
ex ante expectations about the service to be provided Hence, service quality is inherently subjective in
with ex post perceptions concerning the service nature. Consumer (dis)satisfaction, in turn, drives
delivered. Consumer (dis)satisfaction is a function of repeat purchases (Fitzsimmons & Fitzsimmons 2001;
the difference between expected and perceived Metters, King-Metters, & Pullman 2003; Heskett,
service. The more perceived service exceeds
American Journal of Tourism Research 73
Sasser, & Schlesinger 1997; Zeithaml, Parasuraman, compensation for involuntarily denied boarding,
& Berry 1990). among other things. This has to be considered a
In the five years 2007 - 2011, see Table 2. the factor in the improvement of airlines performance.
U.S. airline industry improved in two major Second, in late 2009, after a lengthy rulemaking and
categories; on-time performance and baggage a task force report on long tarmac delays, DOT
handling, with a slight increase in involuntary denied issued its first Enhancing Airline Passenger
boarding, and customer complaints, according to the Protections rule. The final rule, in effect since April
data provided by the DOT performance analysis of 29, 2010, requires certain U.S. airlines to develop and
the top 14 carriers of U.S. airlines that are required to implement a contingency plan for lengthy tarmac
report performance by virtue of having at least 1% of delays, including an assurance that, for domestic
domestic scheduled-service. flights, the airline will not allow a tarmac delay to
The results show an improvement over the five exceed 3 hours unless the pilot-in-command
years period with airlines on-time arrivals. The rate determines that there is a safety related or security-
of on-time arrivals increased to 84.5 % in 2011 from related impediment to deplaning passengers, or that
66.2 % in 2007 with a mean score of 72.9% overall air traffic control has advised the pilot-in-command
for all 14 airlines. The top three performing airlines that deplaning would significantly disrupt airport
in this category from 2007 to 2011 were Hawaiian operations. The airlines contingency plans must also
Airlines (M=87.44, SD=4.88), US Airways include an assurance that adequate food and potable
(M=77.66, SD=6.14 ) and Alaska Airlines (M=75.98, water will be provided no later than 2 hours after the
SD=11.31), see Table 2. aircraft leaves the gate or touches down, in the case
The results show an improvement over the five of an arrival, unless the pilot-in-command determines
years period with airlines mishandled bags. The rate that safety or security considerations preclude such
of mishandled bags decreased to 3.51 per 1,000 in service.
2011 from 7.4 in 2007 with a mean score of 4.75 per Overall, for this study all four elements got
1,000 overall for all 14 airlines. The top three noticeably better from 2007 to 2011 but the biggest
performing airlines in this category from 2007 to improvement were in on-time performance and
2011 were, AirTran Airways (M=2.37, SD=1.08), mishandled baggage. The results indicate that overall
Hawaiian Airways (M=2.63, SD=0.60) and JetBlue for the last couple of years low-cost carriers AirTran
Airways (M=3.19, SD=1.24). Airways, Southwest and JetBlue topped the list of
The results show an slight improvement over the airlines in the four different categories while the
five years period with passengers who were denied legacy carriers trail behind. The regional carrier
boarding. Passenger denied boarding decline slightly American Eagle performed worst of the airlines rated
to 0.95 per 10,000 passengers in 2011 from 0.99 in in the study. Over the period under study, involuntary
2007 with a mean score of 1.13 per 10,000 overall for denied boarding as a result of overbooking (bumping)
all 14 airlines. The top three performing airlines in for the 14 major airlines in our study combined
this category from 2007 to 2011 were JetBlue improved slightly meaning that less people were
Airways (M=0.01, SD=0.01), Hawaiian Airways denied boarding and complaints decreased over the
(M=0.08, SD=0.06) and Delta Airways (M=1.18, same period thus impacting service quality and
SD=0.89) customer satisfaction. Both on-time arrival and
The results show an improvement over the five mishandled baggage had significant reduction during
years period with airlines customer complaints. the period under study meaning improvements in
Customer complaints improved to 1.05 per 10,000 these quality service areas. So, service improvements
passengers 2011 from 1.15 during 2007 with an in on-time arrival and mishandled baggage are
overall mean score of 1.02. The top three performing mirrored by reductions in complaints, the main
airlines in this category from 2007 to 2011 were customer satisfaction indicator in the airline industry.
Southwest Airlines (M=0.26, SD=0.04), Alaska Januszewski (2003) showed with DOT quality data
Airlines (M=0.53, SD=0.13) and Express Jet that the more actual performance falls short of
(M=0.56, SD=0.28). expected performance, the more consumers file
Passenger complaints about delays, complaints with DOT. Companies with exemplary
cancellations, and denied boarding, including customer service understand that delivering a
complaints about being held in airplanes for many superior experience for consumers drives loyalty and
hours while awaiting takeoff, have led Congress to improves top and bottom line results. There is no
consider stronger passenger protections. In recent secret sauce, but there are some commonalities.
years, DOT has adopted rules to enhance passenger Customer service standouts tend to have extensive
protections and service quality. First, in 2008, it employee training and talent management programs.
amended its overbooking rule to increase the required They also tend to treat workers well by giving them
74 D. A Baker
overall satisfaction has been shown to be well empirical evidence. Journal of Service Marketing, 12(4),
246-264.
explained by satisfaction with constituent service
Clemes, M., Mollenkoph, D., & Burn, D. (2000). An investigation
components (Athanassopoulos & Iliakopoulos 2003; of marketing problems across service typologies, Journal of
Kumar & Tsiros 1999; Ross & Baldasare 1998). The Services Marketing, 14(7), 573-594.
results of this study can provide airline management Chow, C.W., Harrison, G.L., McKinnon, J.L., & Wu, A. (2002).
The organizational culture of public accounting firms:
with information regarding their service quality and
evidence from Taiwanese local and US affiliated firms,
the resulting customer satisfaction. As service quality Accounting, Organizations and Society, 27(5), 347-60.
satisfaction occurs when consumers expectations are Cronin, J., Brady, M.K., & Hult, G.T. (2000). Assessing the
met or exceeded, creating more realistic consumers Effects of Quality, Value, and Customer Satisfaction on
Consumer Behavioral Intentions in Service Environments,
expectations about the promises that airlines make may
Journal of Retailing, 76(2), 193-218.
increase the level of perceived service quality. Cronin, J.J., & Taylor, S.A. (1992). Measuring service quality: a
Therefore, airlines should offer services that they are reexamination and extension, Journal of Marketing, Vol. 56,
capable of delivering. This strategy should enable July, pp. 55-68.
Cronin, J.J., & Taylor, S.A. (1994). SERVPERF versus
management to differentiate their brand from the other
SERVQUAL: reconciling performance-based and
airlines in terms of service quality. Airlines should also perceptions-minus-expectations measurement of service
seek to develop strategies that enhance positive quality, Journal of Marketing, Vol. 58, January, pp. 125-31.
behavioral intentions. These strategies should include Dabholkar, P.A., & Thorpe, D.I. (1994). Does customer
satisfaction predict shopper intentions, Journal of Consumer
meeting and exceeding customers desired service
Satisfaction, Dissatisfaction and Complaining Behavior, 7,
levels, dealing effectively with dissatisfied customers, 161-71.
and confronting customer complaints positively. This Dennet, C.E., Ineson, M., Stone, G.J., & Colgate, M. (2000). Pre-
study provides a number of contributions and Bookable Services in the Chartered Airline Industry:
Increasing Satisfaction through Differentiation, The Service
implications for marketing research for both legacy
Industries Journal, April, 20(2), 82-94.
airlines and low fare airlines. Dotchin, J.A., & Oakland, J.S. (1994). Total quality management
in services. Part 1: understanding and classifying services.
International Journal of Quality & Reliability Management,
References 11(3), 9-26.
Ferris, G.R., Arthur, M.M., Berkson, H.M., Kaplan, D.M., Harrell-
Anderson, E., Fornell, C., & Lehmann, D.R. (1994). Customer Cook, G., & Frink, D.W. (1998). Towards a social context
satisfaction, Market share, and Profitability: Findings from theory of the human resource management-organizational
Sweden, Journal of Marketing, 58(1), 53-66. effectiveness relationship, Human Resource Management
Asubonteng, P., McCleaty, K.J., & Swan, J.E. (1996). Review, 8(3), 235-64.
SERVQUAL revisited: a critical review of service quality. Fitzsimmons, J. A., & Fitzsimmons M. J. (2001). Service
Journal of Service Marketing, 10(6), 62-81. Management: Operations, strategy, and information
Athanassopoulos, Antreas D. & Anastasios Iliakopoulos (2003), technology, 3rd edition, Irwin McGraw-Hill, New York, New
Modeling Customer Satisfaction in Telecommunications: York.
Assessing the Effects of Multiple Transaction Points on the Fornell, C. (1992). A national customer satisfaction barometer:
Perceived Overall Performance of the Provider, Production The Swedish Experience, Journal of Marketing, Vol. 56,
and Operations Management, 12(2), 224-245. January, pp. 6-21.
Bailey, E.R., Graham, D.R., & Kaplan, D. (1985). Deregulating Fornell, C., Johnson, M.D., Anderson, E.W., Char, J., & Bryant,
the Airlines, MIT Press Series on Regulation of Economic B.E. (1996). The American Customer Satisfaction Index:
Activity, Cambridge, MA: MIT Press. Nature, Purpose and Findings, Journal of Marketing, Vol.
Bitner, M.J., & Hubbert, A.R. (1994). Encounter satisfaction 60, October, pp. 7-18.
versus overall satisfaction versus quality. In R.T. Rust and Gammie, A. (1992). Stop at nothing in the search for quality.
R.L. Oliver (Eds.), Service quality: New directions in theory Human Resource, 5 (Spring), 35-38.
and practice, Thousand Oaks: Sage Publications, 72-94. Gowing, M.K., & Lindholm, M.L. (2002). Human resource
Blodgett, J.G., Wakefield, K.L., & Barnes, J.H. (1995). The management in the public sector, Human Resource
effects of customer service on consumer complaining Management, 41(3), 283-95.
behavior, Journal of Services Marketing, 9(4), 31-42. Gronroos, C. (1982). Strategic Management and Marketing in the
Boshoff, C., & Tait, M. (1996). Quality perceptions in the Service Sector, Helsinki, Finland: Swedish School of
financial services sector: the potential impact of internal Economics and Business Administration.
marketing, International Journal of Service Industry Gummesson, E. (1994), Relationship Marketing: From 4Ps to
Management, 7(5), 5-31. 30Rs, Stockholm University, Stockholm.
Brady, M.K., & Cronin, J.J. (2001). Some new thoughts on Gummesson, E. (1998). Productivity, quality and relationship
conceptualizing perceived service quality. A Hierarchical marketing in service operations. International Journal of
Approach, Journal of Marketing, 65(1), 34-49. Contemporary Hospitality Management, 10(1), 4-15.
Brady, M.K., Cronin, J.J., & Brand, R.R. (2002). Performance- Gupta, A., McDaniel, J.C., & Herath, S.K. (2005). Quality
only measurement of service quality: a replication and management in service firms: sustaining structures of total
extension, Journal of Business Research, 55(1), 17-31. quality service, Managing Service Quality, 15(4), 389-402.
Brown, S.W., & Bitner, M.J. (2007). Mandating a service Hallowell, R. (1996). The relationships of customer satisfaction,
revolution for marketing. in Lush, R.F. & Vargo, S.L. (Eds). customer loyalty and profitability: an empirical study.
The Service-Dominant Logic of Marketing: Dialog, Debate International Journal of Service Industry Management, 7(4),
and Directions. Armonk, NY: M.E. Sharp, 393-405. 27-42.
Chang, T.Z., & Chen, S.J. (1998). Market orientation, service Halstead, D., & Page, T.J.Jr. (1992). The effects of satisfaction
quality and business profitability: a conceptual model and and complaining behavior on consumers repurchase
American Journal of Tourism Research 77
behavior, Journal of Satisfaction, Dissatisfaction and Parasuraman, A., Zeithaml, V.A., & Berry, L.L. (1988).
Complaining Behavior, 5, 1-11. SERVQUAL: a multiple-item scale for measuring consumer
Heskett, J.L., Jones, T.O., Loveman, G.W., Sasser, W.E. Jr., & perceptions of service quality, Journal of Retailing, Vol. 64,
Schlesinger, L.A. (1994). Putting the service profit chain to Spring, pp. 12-40.
work, Harvard Business Review, March/April, pp. 105-11. Parasuraman, A., Zeithaml, V.A., & Berry, L.L. (1994).
Heskett, J. L., Sasser, W.E. Jr., & Schlesinger L.A. (1997). The Reassessment of expectations as a comparison standard in
Service Profit Chain, the Free Press, New York, New York. measuring service quality: implications for further research,
Holloway, S. (2008). Straight and level: Practical Airline Journal of Marketing, Vol. 58, pp. 111-124.
Economics, 3rd edition, Ashgate publishing limited. Piercy, N. (2001). Reinventing the Airline Business: If you want
Hung, Y.H., Huang, M.L., & Chen, K.S. (2003). Service quality dinner, go to a restaurant!, Business Cases Organizations,
evaluation by service quality performance matrix. Total Case No. 0068.
quality Management & Business Excellence, 14(1), 79-89. Pratt, J., & Beaulieu, P. (1992). Organizational culture in public
Januszewski, S. I. (2003). Essays on the industrial organization of accounting: size, technology, rank and functional area,
the airline industry, unpublished Ph.D. thesis, Massachusetts Accounting, Organizations and Society, 17,667-89.
Institute of Technology. Ranaweera C., & Prabhu J. (2003). On the relative importance of
Kloppenborg, T.J., & Gourdin, K.N. (1992). Up in the Air about customer satisfaction and trust as determinants of customer
Quality, Quality Progress, February, pp. 31-35. retention and positive word of mouth, Journal of Targeting,
Koberg, C.S., & Chusmir, L.H. (1987). Organizational culture Measurement and Analysis for Marketing, 12(1), 82-98.
relationships with creativity and other job-related variables, Ross Jr. W. T., & Baldasare, P. M. (1998). The Asymmetric
Journal of Business Research, 15(5), 397-409. Impact of Negative and Positive Attribute-Level Performance
Kumar P., & Tsiros M. (1999). Attribute-Level Performance, on Overall Satisfaction and Repurchase Intentions, Journal
Satisfaction, and Behavioral Intentions over Time: A of Marketing, 62(1), 33-47.
Consumption-System Approach, Journal of Marketing, Vol. Rust, R.T., & Oliver, R.L. (1994), Service Quality: insights and
63, January, pp.88-101. managerial implications from the frontier, in Rust, R.T. and
Lasser, W.M., Manolis, C., & Winsor, R.D. (2000). Service quality Oliver, R.L. (Eds.), Service Quality New Directions in
perspectives and satisfaction in private banking. Journal of Theory and Practice, Sage Publications, London, pp. 1-20.
Service Marketing, 14(3), 244-271. Schein, E. (1996). Culture: the missing concept in organization
Lee, M., & Cunningham, L.F. (1996). Customer Loyalty in the studies, Administrative Science Quarterly, 41(2), 229-40.
Airline Industry, Transportation Quarterly, 50(2), 57-72. Seilier, V.L. (2004). Examining Service Quality for homebuyers in
Leonard, F.S., & Sasser, W.E. (1982). The incline of quality. the residential real estate brokerage industry. PhD thesis,
Harvard Business Review, 60(5), 163-171. Sydney: University of Western Sydney.
Levesque, T., & McDougall, G.H.G. (1996), Determinants of Seth, N., & Deshmukh, S.G. (2005). Service quality models: a
customer satisfaction in retail banking, International review. International Journal of Quality & Reliability
Journal of Bank Marketing, 14(7), 12-20. Management, 22(9), 913-949.
Levin, M.E. (1987). Airline Competition in Deregulated Markets: Shin, D., & Elliott, K.M. (2001). Measuring Customers Overall
Theory, Firm Strategy, and Public Policy, The Yale Journal Satisfaction: A Multi-Attributes Assessment, Services
on Regulation, 4(2), 393-494. Marketing Quarterly, 22(1), 3-19.
Lewis, B.R. (1989). Quality in Service Sector A Review. Shostack, L.G. (1977). Breaking Free form Product Marketing,
International Journal of Brand Marketing, 7(5), 4-12. Journal of Marketing, 41 (April), 73-80.
Lewis, B.R., & Mitchell, V.W. (1990). Defining and measuring the Spreng, R.A., Harrell, G.D., & Mackoy, R.D. (1995). Service
quality of customer service. Marketing Intelligence & Recovery: Impact on Satisfaction and Intentions, Journal of
Planning, 8(6), 11-17. Services Marketing, 9(1), 15-23.
Lovelock, C., Patterson, P., & Walker, R. (2004). Services Strauss, B., Chojnacki, K., Decker, A., & Hoffman, F. (2001).
marketing: an Asia-pacific and Australian perspective. (3rd Retention effects of a customer club, International Journal
ed.). New South Wales: Pearson, Prentice Hall. of Service Industry Management, 12(1), 7-19.
Metters, R., King-Metters, K., & Pullman, M., (2003). Successful Sureshchandar, G.S., Rajendran, C., & Anantharaman, R.N.
Service Operations management, South-Western, Mason, (2002). The relationship between service quality and
Ohio. customer satisfaction a factor specific approach, Journal
Miller, C. (1993). Rewards for the Best Customers: Loyalty of Service Marketing, 16(4), 363-379.
Programs Increase as Marketers try to Build Relationships, Wisniewiski, M., & Donnelly, M. (1996). Measuring service
Marketing news (July 5), pp. 1-6. quality in the public sector: the potential for SERVQUAL.
Newman, K. (2001). Interrogating SERVQUAL: a critical Total quality Management, 7(4), 357-365.
assessment of service quality measurement in a high street Zahari, W., Yusoff, W., & Ismail, M. (2008). FM-SERVQUAL: a
retail bank. International Journal of Bank Marketing, 19(3), new approach of service quality measurement framework in
126-139. local authorities. Journal of Corporate Real Estate, 10(2),
OConnell, J.F., & Williams, G. (2005). Passengers perceptions of 130-144.
low cost airlines and full service carriers: A case study Zairi, M. (2000). Managing customer satisfaction: a best practice
involving Ryanair, Aer Lingus, Air Asia and Malaysia perspective, The TQM Magazine, 12(6), 389-94.
Airlines, Journal of Air Transport Management, 11(4), 259- Zeithaml, V.A., & Bitner, M.J. (2001). Services Marketing:
272 Integrating Customer Focus Across the Firms. Boston: Tata-
Oliver, R.L. (1997). Satisfaction : A Behavioral Perspective on the McGraw Hill.
Consumer. Singapore McGraw-Hill Companies Inc. Zeithaml, V. A., Parasuraman, A., & Berry, L.L. (1990). Delivering
Ostrowski, R.L., OBrien, T.V., & Gordon, G.L. (1993). Service quality service: Balancing customer perceptions and
quality and customer loyalty in the commercial airline expectations, New York, NY: The Free Press.
industry, Journal of Travel Research, 32(2), 16-24. Zineldin, M. (2000). Total relationship management (TRM) and
Ott, J. (1993). Airline Customer Service Rated Average in Survey, total quality management (TQM), Managerial Auditing
Aviation Week and Space Technology, February 1, p. 31. Journal, 15(1/2), 20-8.