服务战略案例

案例5-1America West AirlinesAmerica West Airlines was established in phoenix as an employee-owned organization and began by serving 10 cities in the southwestern United States with a fleet of new Boeing 737 aircraft. This neophyte company showed remarkable daring by entering an arena where the majors, America Airlines and Delta Air Lines, already were firmly entrenched and where Southwest Airlines was digging in. Even more daring-some would say foolhardy-was the timing: deregulation was threatening to swallow up small airlines faster than they could refuel their planes.America West, however, came into the game prepared with a skilled and creative management team, well-trained support personnel, and an effective inside pitch. Obviously, the fledgling company did not have the resources to provide the nationwide, much less the worldwide, coverage that American and Delta provided. Its smaller region, however, allowed it to do something the majors could not: America West established a major hub in Phoenix and offered more flights per day at lower cost between its cities than the two larger competitors could. In many cases, America West offered direct routing and, consequently, relatively short flight times between destinations. “Burdened”with serving everywhere from Tallahassee to Seattle, American and Delta were able to schedule flights between America West destinations, but with longer layovers and at premium prices because they were major carriers. For example, consider travel from Austin, Texas, to Los Angeles. America West has four flights scheduled each day, with each taking approximately 4.5 hours and requiring one layover of 30 minutes in Phoenix, and its least expensive fare is $238. American Airlines offers eight flights each day, with each lasting at least 5 hours, but the traveler has a 60-minute layover in Dallas and spends $298 for American’s least expensive flight.When America West passengers have a layover, it is almost always at the Phoenix hub. (America West has a “sub-hub” in Las Vegas, where layovers usually are overnight, an appeal not lost on many travelers.) Consequently, America West’s “accommodations” at the Phoenix airport are as comfortable as one could hope for in a place that hosts such a larger number of people each day. The waiting areas arespacious, with banks of well-padded seats placed farther apart than in most airports. Television monitors are mounted in several places throughout the facility, and because the concessions are run by nationally known fast-food franchises, the traveler has ample reason to “feel at home.”Southwest Airlines presented a competitive challenge somewhat different from that of American and Delta. Southwest was serving the same general region as America West and also was offering frequent, low-cost flights with Boeing 737 aircraft. Thus, it would seem that these two airlines were meeting head to head and might be destined to “flight”-to-the-finish of one of them.Southwest established its hub at Love Field in Dallas, thereby offering its passengers easier access both to and from the city, which is especially attractive to commuters. (Landing at Love Field, does, however, present a problem for those who must make connections in the Dallas-Fort Worth International Terminal.) Southwest began as the “fun airline,”the one with attendants in hot pants and snappy commercials on television. Since then it has created a competitive challenge by offering its frequent, low-cost, no-frills service nationwide. It now has four fare rates including an occasional promotional fare, and there is no need to call at 1 AM “to see if fares have changed in the past ten hours.” Initially, reservations for flights could be made by phone, but they had to be paid for either through a travel agent or in person at the airport desk. Passengers now have the luxury of purchasing tickets electronically over the Internet or from Southwest’s version of ticketing “ATMs”located in many airports. There are no preassigned seats; seating is handled on a first-come, first-served basis according to a numbered boarding pass that is handed to the passenger at check-in time. One-board amenities usually are limited to free soft drinks, juice, and peanuts. Prepackaged cookies and crackers with cheese or peanut butter are available on long flights, and alcoholic beverages are available for a price. Except for short commuter flights, routing might involve several lengthy layovers.Thus far, America West has managed to meet Southwest’s challenge to some extent. Preassigned seating can be done by telephone, and, in contrast to Southwest’s ticketing policy, travel agents can ticket passengers using the SABRE reservation system. On-board amenities include complimentary copies of USA Today and TheWall Street Journal, and, on longer trips, an uncooked snack such as a sandwich, salad, cheese, fruit, and dessert.As the public air transport industry has matured, however, Southwest has set the “gold standard” for safety, efficiency, and satisfaction in the skies. Where Southwest leads in pricing, on-time arrivals, and “no frills” service, others still follow. Question:1. What generic competitive strategy has America West chosen to use in entering the air passenger market? What are the dangers of this strategy?2. Identify the service winners, qualifiers, and service losers in America West’s market.3. How has America West addressed the eight elements in its strategic service concept?美国西部航空公司美国西部航空公司建于菲尼克斯，是一个“职员所有”的企业，拥有一组波音737飞机，最初服务于美国西南部的10个城市。