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Evaluation of Customer Gap in Airlines and Travel Services in Kuwait.

Student Name

Lecturer

Institution Affiliation

Course

Date

Unit
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Evaluation of Customer Gap in Airlines and Travel Services in Kuwait.

The customer gap is the discrepancy between what customers expect and what

they believe (Park et al., 2004). Customer expectation is what a customer expects based

on accessible resources, and it is influenced by cultural background, family lifestyle,

personality, demographics, advertising, previous experience with similar products, and

online information. Customer perception is based on the customer's engagement with the

product or service and is completely subjective.

The customer's pleasure with a given product or service, as well as the quality-of-

service delivery determine perception. (Chen and Chang, 2005) The customer gap is the

most significant, because in an ideal world, the customer's expectation and perception

would be nearly similar. Delivering an excellent service for a specific product should be

based on a thorough understanding of the target market in a customer-oriented strategy.

Understanding consumer wants and expectations may be the most effective strategy to

bridge the gap.

Since then, the idea concerning the quality of service has grown into a very

strategic matter that any organization management can never ignore. That is why

specialists and academics are so interested in attempting to develop a true reflection

assessment of the quality of service so that to better comprehend key components. As a

result, the goal remains to come up with strategies to increase quality, so gaining a

competitive edge and increasing customer loyalty (Krasfka and Elexa, 2014). Because the
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primary goal of service providers is to acquire and keep consumers special consideration

has been paid to see to it that the client is well satisfied.

Customer satisfaction in aviation business is heavily influenced by the concept of service

quality. This is due to the fact that various customers have varied demands and goals in terms of

what their expectation from service provider throughout how the interactions are made. Because

of its significance in boosting the world trade, international investment, the aviation industry can

also be viewed as a globalization centre for other industries. This means that enterprises that

have previously operated locally must adapt to new global developments, competition, and client

beliefs about overcharging (Manani, 2012).

In many firms, service quality is critical because it establishes the firm's worthwhile and

consequently meeting client demands. The quality of Service is assessed in a specific context and

attempts to meet the needs and desires of passengers, as well as how well the service offered

meets their expectations (Namukasa, 2013). As a result, it can be defined as the consumer's

overall impression of the business's and its services' efficiency. It can also be thought of as a

series of actions through which the entire service offering is spread. It's also been characterized

as the gap between what customers expected and what they really experienced in terms of

service (Ueltschy et al., 2003)

The airline workers have a vital role in quality of service because every service delivered

is different. The aviation sector, in accordance to (Gursoy et al., 2005), encompasses a range of

customer interactions between themselves and airlines with staff aiming to impact customers’

perceptions and the carrier's imagination image . As a result, employee contact may have a
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positive or negative impact on service quality perception. Passengers' expectations for airport

service excellence, according to research done in the United States by Dale and Murray (2007),

involve various aspects with varying degree constructs that encompass essential dimensions of

purpose, deviation, and interactivity. One more study conducted by Namukasa (2013) in Entebbe

International Airport Uganda with 303 respondents on international flights found that the

standard of pre-flight, in-flight, and post-flight services had a significant influence on customer

satisfaction. Given the foregoing findings, it's critical to determine whether the same idea appeal

to regional airlines.

An airline must assess the its service standards as recognized by passengers in order to

acquire a competitive edge. Chang and Yeh are a couple (Chang and Yeh, 2002). According to

them, high-quality services must be delivered smoothly and consistently in order to achieve high

consumer contentment. Any feature that the consumer finds necessary should not be disregarded

because it may be provided for free by other service providers. Given the importance of the

service, it is vital to ensure that passengers are satisfied, as a string of bad encounters would

significantly harm the passengers' opinion. In a research conducted in Malaysia with a sample of

300 travellers, Munusamy et al. (2011) discovered that customers who consistently receive poor

treatment from an airline may grow unsatisfied with their services and, as a result, migrate their

business elsewhere. Every dissatisfied customer means a revenue loss.

As shown in Table 2.1, Parasuraman et al (1988) constructed a model of service

standards that included five aspects: reliableness, receptivity, assurance, empathy, and tangible.

They also discovered that perceived value and the five service quality indicators appear to have a

statistically important relationship. As a result, service quality has become the majority
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competitive trend that has influenced the marketing circle and increased corporate strategy. It has

to do with higher profits and gaining a competitive edge (Abdullah, 2005).

Before and after the September 11, 2001 terrorist attacks, Rhoades and Waguespack

(2005) evaluated the service levels in US airlines. They determined that service quality was at an

all-time high in 2002, and that reducing the number of seats occupied resulted in on-time

performance, less overbooking, and fewer customer complaints. This suggests that a business's

ability to deliver better service results in more profitability. Companies can differentiate

themselves by consistently providing higher quality than their competitors. As a result, they must

be aware of their target clients' service quality expectations. According to Liou and Tzeng

(2007), who performed research on international airlines in Taiwan, the passenger's impression

of the airline's services and how they are given is the foundation of service excellence. As a

result, airlines will be able to see what their competitors have to offer in terms of quality and so

remain competitive. They discovered that the most essential criteria of service quality were

reliability and safety in their research.

According to Raditha et al., (2015), service quality and perceived value had a direct

impact on passenger satisfaction, with perceived value acting as a mediating factor, implying that

passenger satisfaction is influenced by service quality and the trade-off between what clients

have given versus what they received. Service quality is vital, and it is widely acknowledged as a

key issue in industry management. It assists businesses in increasing revenues by satisfying the

wants and wishes of customers, hence retaining them (Raditha et. al., 2015). JetBlue Airways

Corporation of the United States has become a benchmark in terms of service quality concepts

and customer happiness after being ranked first for the past 12 years (J.D. Power rankings 2016).
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The rankings are based on a survey of customer satisfaction that looked at seven distinct factors,

including price and fees, boarding/deplaning/baggage, on-board facilities, check-in processes,

flight crew, aircraft type, and reservation system

The aviation industry plays a significant role in con

necting the country's people and goods to the global economy. The ever-increasing need for air

travel, whether for business or pleasure, has caused an increase in passenger and freight traffic.

As a result, airlines must pay close attention to their clients to ensure that they are satisfied with

their services. Passenger air transport had a successful year in 2016, with passenger movements

up 7.1 percent in January compared to the same month the previous year (IATA, Air Passenger

analysis report January 2016).

In order to grow and keep a competitive advantage, airlines must provide excellent

service to their customers. Because these excellent services are not free, they must design

methodical procedures for achieving quality and cost effectiveness (Kongoti, 2015). As a result,

client satisfaction is becoming more crucial. Airlines must develop a strategic management plan

in order to remain competitive. The majority of Kuwaiti airlines have begun to integrate

consumer interaction programs on their websites in order to better understand customer

satisfaction levels and perceptions of the airline. Customers are satisfied when their expectations

for a certain airline are realized. If a customer is dissatisfied, they may opt to fly with a

competitor, resulting in revenue loss. Customers who are dissatisfied typically complain, which

might negatively affect other customers. Customer complaints must be handled correctly since

they allow organizations to correct mistakes, retain dissatisfied clients, and regulate their future

behavior (Usman, 2014).

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The data was analyzed using IBM Corp.'s SPSS 20.0 (IBM Corp., 2011). Using the

Kolmogorov–Smirnov test and nonparametric statistical tests such the Mann–Whitney and

Kruskal–Wallis tests (IBM SPSS Statistics for Windows, Version 20.0, Armonk, NY: IBM

Corp.) (due to the nonnormal distribution of the examined dependent variable). A P value of less

than 0.05 was used to determine statistical significance. In addition, the following ethical

considerations were considered: coordinating with the clinic administrator via an introductory

letter, providing the required explanations of the project and its objectives to the studied airline

workers and travellers and obtaining oral informed consent from them, voluntary participation in

the project, and anonymous research.

A total of 100 respondents were chosen from ten local airlines for the survey. Table

below shows the findings of the response rate survey.

Response Rate

Frequency Percentages
Number of Questionnaires 70 70

returned back
Questionnaires that were not 30 30

returned back
Sum 100 100
Source: 2016 Research Data

According to the data, the survey received a 70 percent response rate, with 70

respondents completing and returning the questionnaires. This response rate was sufficient for

the researcher to extrapolate the findings from the study to the entire Kuwaiti aviation industry in

terms of the relationship between service quality and customer happiness.

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Travelling frequency table

No. of times travelled Frequency Percent

2 - 5 times 7 10.0
6 - 10 times 49 70.0
Above 10 times 14 20.0
Total 70 100.0
Source: 2016 Research Data

The bulk of the passengers (70 percent) who participated in this survey had

traveled by the same airline, as seen in the research findings in Table above. 20% of

passengers had traveled by the same airline more than 10 times, and 10% had

traveled by the airline 2 to 5 times.

The primary goal of this study was to figure out what elements influence

customer satisfaction in Kuwait's aviation business. The respondents were given a

total of 22 factors to choose from and were asked to rate how much they agreed with

each one. 1 meant severely disagree, 2 meant disagree, 3 meant neither disagree nor

agree, 4 meant slightly agree, and 5 meant strongly agree.

The mean for each of the factors was calculated, and if the mean matches

any of the numbers on the scale, it signifies that the majority of the respondents fit

into that category. The outcomes are shown in the table below.

Descriptive Statistics

N Minimum Maximum Mean Std.

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Deviation

The airline follows the flight 70 1 5 3.60 1.439

schedule.

The services were supplied on

70 2 5 3.70 1.012
time.
70 1 5 3.80 1.547
The airline uses cutting-edge
aircraft.

The outfit of the staff is 70 2 5 4.20 .987

appealing.

Customer confidence was

instilled by employee 70 1 5 3.80 1.258
behaviour.

Whatever the issue, there is 70 1 5 4.00 1.351

always someone to help.

The airline has a strong track

record when it comes to 70 1 5 4.20 1.410
safety.

Airline services are quick and 70 2 5 4.00 1.103

efficient.
70 1 5 4.10 1.385
Employees are
knowledgeable.

The aesthetic attractiveness of 70 2 5 4.40 .923

the flight materials is
excellent.
70 3 5 4.40 .923
Employees are eager to assist
consumers. 70 3 5 4.30

Services are consistently 70 2 5 4.10 .906

communicated.
70 2 5 3.90 1.052
The working hours are
70 3 5 4.40 1.229
flexible.

Customers are given

individual attention. 70 3 5 4.50 .923
Customers are treated with 70 1 5 4.30 .812
respect by employees.

Customers will be served by

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employees who are available. 70 1 5 4.00 1.196

The airline's facilities are very 70 2 5 4.40 1.274

pleasing.

Disabled, sick, and infected

70 2 5 4.20 .923
people are well cared for.

Check-in and boarding

systems that work. 70 2 5 4.20 .987
The airline prioritizes the 70 2
needs of its customers.

The airline maintains precise f

light records. 70 5 4.30 .987

Customers are given

individual attention. 1.012
Valid N (listwise)
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According to the findings, the appearance of the staff uniform had the highest mean of

4.7, indicating that the majority of passengers believed the appearance of the staff uniform was

an essential factor that influenced customer contentment. The type of aircraft possessed by the

airline and employee preparedness to respond to client requirements both contributed to a mean

of 4.50. This shows that the vast majority of travelers believe these two factors have a significant

impact on customer satisfaction. Other variables with a mean of 4.40 included adherence to

scheduled flights, the airline's capacity to achieve what it promises, the airline's problem-solving

ability, the prompt service of the airline's services, the airline's reliability in service provision, the

efficiency of check-in procedures, and putting the customers' interests first. This implies that the

respondents agreed that these factors influenced consumer satisfaction in the Kuwait aviation

industry.

The eagerness to assist clients, the staff' regard for the airline's customers, and the ease of

the airline's working hours all received a score of 4.30. This found that the vast majority of

passengers felt that these factors played a role in determining customer satisfaction in Kuwait's

aviation business. Customer satisfaction in Kuwait's aviation industry was shown to be

influenced by factors such as employee confidence (mean 4.20), visual ability of flight materials

(mean 4.20), and the airline's treatment of the disabled, infants, and children (mean 4.20). (Mean

4.20). The average score for airline personnel competency, physical facilities possessed by the

airline, and employees' personal attention to clients was 4.10. This means that the vast majority

of passengers polled agreed that these parameters have an influence on customer satisfaction.

The airline's safety record and the accuracy of flight records were both

judged equally important in determining customer satisfaction in Kuwait's aviation

company, each receiving a score of 4.00. Individual customer attention, on the other
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hand, had a mean of 3.90, indicating that the majority of respondents were

undecided about whether it had a significant impact on customer satisfaction in the

aviation industry. The outcomes of the study, as shown in Table, showed that a

majority of customers believe that airline employees are willing to assist them. This

is supported by a mean of 4.50, the highest in terms of perceived service quality.

Passengers' perspectives of airline flight materials being visually appealing averaged

4.40, airline employees' commitment to assist customers averaged 4.40, airline

employees' respect for customers averaged 4.40, and efficient check-in and boarding

systems averaged 4.40, to continue with the perception of service quality.

The travelers agreed that this was how service quality was in the Kuwait

aviation sector because of several views of quality of the offered service having 4.30

as the mean. They include the following: the airline's services are continuously

communicated, the airline's facilities are physically pleasing, and the Kuwait airline

provision of keen personal attention to customers. A good number of quality service

perspectives had a mean of within 4.00 to 4.20, showing that Kuwait passengers

agreed to some extent with these perceptions of service quality in the aviation

industry. They are that the airline's employees are competent in answering customer

questions with a calculated mean of 4.20, the airline has a good safety record having

scored a relative mean of 4.30, the airline prioritizes customer needs with a mean

4.20, the airline maintains accurate flight records reflects a mean of 4.20, and the

airline's employees are attractive (mean 4.20).In Average a mean 4.10), The airline's

hours of work are convenient for customers (mean 4.10), there is always assistance

no matter what challenge the client faces (mean 4.00), airline operations are
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promptly (mean 4.00), and the airline handles disabled, infants, and ill people well

(mean 4.00). (Mean 4.00). (Average 4.00)

Respondents' failure to agree or disagree with some service quality

judgments, on the other hand, suggested that they were unsure if they were correct.

These included: the airline adheres to flight schedules (mean 3.60), the airline's

services are delivered as promised (mean 3.70), the airline has cutting-edge aircraft

(mean 3.80), the airline's employee behavior inspires customer confidence (mean

3.80), and the airline provides personalized service to customers (mean 3.80). (Mean

3.80). (Average 3.90)

Finally, a number of elements have been identified as influencing consumer

satisfaction levels in Kuwait's aviation industry. These factors include adherence to

flight schedules, the ability to deliver what is promised, the type of aircrafts owned

by the airline, the appearance of staff uniforms, self-belief in employees' behaviors,

problem-solving interest for people complaining and requests, the airline's safety

profile, punctuality of service, workers' expertise in answering clients' questions,

and the capacity to process of flight substances, employees' eagerness to assist

customers, reliability of service, comfort of working hours, employees' respect for

consumers, and employees' preparedness to respond to client demands, to name a

few.

Customers perceive service quality when the airline's uniform is appealing, there is

always some assistance no matter what the problem is, the airline has a good safety record, the

airline's services are prompt, employees are competent in answering customers' questions, the

airline's flight materials are visually appealing, and the airline's employees are courteous. It was
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also discovered that there is a strong link between service quality and customer satisfaction in

Kuwait's aviation business. According to the research, service quality accounted for

approximately 98.8% of customer satisfaction variation. This demonstrates that customer

satisfaction is almost entirely dependent on service quality. The aviation industry must strive to

improve service quality in order to increase customer satisfaction.

As required by EU legislation, they shall include a non-exhaustive statement of Kuwait

Airways' liability for passengers and their baggage. Kuwait Airways, its subsidiaries, and

franchisees should do all possible to keep its flights on schedule. However, this is not always

practicable, and a flight may be delayed or cancelled as a result. Customers should be informed

of their rights under EC Regulation No 261/2004 if this occurs. Unless they have requested

assistance in the coordination, this legislation will apply to all passengers departing from an EU

airport and all passengers travelling into an EU Member State on an EU airline. If a flight

schedule is disturbed, KU should do everything necessary to minimize the disruption and make

any waiting time as pleasant as possible. All actions must comply with Regulation (EC) No

261/2004 of the European Union, which specifies identical processes for passenger

compensation and assistance in the case of denied boarding, aircraft cancellation, or extended

delay.

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APPENDICES

Appendix I: Questionnaires

This survey is designed to gather information on how you feel about the service provided

by your local airline.

PART 1: RESPONDENT GENERAL INFORMATION

Please respond to the following questions by putting an X next to the most appropriate

option or filling in the blanks.

Name of the Airline…………………………………………

Number of times travelled using this airline: Once [ ] 2 to 5 [ ]6 to 10 [ ]

more than 10 [ ]

PART II: CUSTOMER Pleasure Elements

This section is about the factors that influence your satisfaction with the airline.

Please put an X in the appropriate cell to show how much you agree or disagree with

the following factors.

Strongly concur
Disagree to a degree
Disagree vehemently

I don't agree or disagree.

Agree to a degree
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Factors
1Flight Adherence to Schedule
2Ability to deliver what is promised
3Aircrafts Types
4staff uniform Appearance impression
5Confidence in employees’ behaviors
6Problem solving interest for complaints and requests
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7 Safety record of the airline

8 Promptness of service
9 Employee’s competence in answering customers’

questions
Visual ability of flight materials associated with

the service
Willingness to assist clients.
1 Service consistency.
1 Working hours that are convenient.
1 Customers are given individual attention by the airline
1 The airline's physical facilities.
1 The ability of employees to respond to client requests.
1 Employees' treatment of consumers with respect.
1

1 Efficiency of Check-in and boarding procedures

2 The best Interests of the customers come first
2 Accuracy of flight records
2 Employees personal attention to customers
SERVQUAL model was used as a starting point (Zeithaml et.al., 1988)

PART III: PERCEPTIONS OF SERVICE QUALITY

There are no right or incorrect answers in this section because it is about your

opinion on certain aspects of the airline's service quality levels.

Please put an X in the appropriate field if you believe the airline has the

characteristics stated by the variables.

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Disagree to a degree

Agree to a degree
Disagree vehemently

I don't agree or disagree.

Strongly concur
Factors
1The Adherence of flights schedule by Airline
2Provision of Airline services as promised
3The uniform used by staff is attractive
4The behaviors by employees build confidence in customer
5A solution help is always available regardless of the

problem
6 The safety record of the airline is good
7Services by the airline are immediate
8The customers are addressed well by employees in case of

any enquiries
9 The flight Materials used by airline are appealing

visually
1 The services offered by employees are well

communicated
1 The working hours of the airline are convenient
1The customers of the airline are given individual attention
1The behaviors by employees build confidence in customer
1 Customers are given individual attention by the airline.
1Customers are treated with respect by the airline's workers.
1Employees are on hand to respond to client inquiries.
1The airline's facilities are very pleasing.
1Disabled, sick, and babies receive excellent care.
1The airlines' check-in and boarding procedures are both quick

and easy to use.

2Customers are treated with respect by the airline's workers
2The airline prioritizes the needs of its passengers.
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2 The customers are addressed well by employees in case

of any enquiries
SERVQUAL model was used as a starting point (Zeithaml et.al., 1988)