چه چیزی محرک رشد مداوم تقاضا برای مسافرت هوایی است ؟ ارزش مشتری از حمل و نقل هوایی

This article introduces the concept of customer value as a driving factor for continued growth in demand and eliminates a subversion of the customer-value theory for the air-transport industry. This theoretical framework includes risk as subcomponents of perceived relative benefits as well as perceived relative costs. Based on data of a survey the weight of the different influential factors is evaluated. Management implications as well as methodological learning for the measurement of customer value are derived. The key conclusion thereby is that a stronger focus on customer value will be a key challenge of airline management. Important developments take place at the lower and upper end of the price and quality ranges. Thereby the orientation should be directed by the real, often hidden and not only to the stated preferences of customers.

Customer value can be considered simply as the perceived benefits of a specific good or service compared to its perceived cost by single customers or groups of customers. Customer value is thus a factor that impacts on the growth of demand at a micro level. It is created by the products offered (in this case flights) and by the interaction between customer and supplier. Economic theory indicates that demand growth is dependent on different factors including: • demand from business and leisure passengers, that is influenced by family and life models, tourist needs, economic development and business models; • supply which is influenced by technology and airline business models; • substitution by other transport opportunities like train transport and road transport. Fig. 1 shows the effects of different factors on the growth of air transport demand and customer value as a micro-level factor that has a direct influence on the macro-factors. The emphasis of customer value in air transport has been changing over time. Technological changes and the evolution of new business models can be identified as driving forces. In the pioneer stages of air transport, price did not matter much. In the historic archives there are hardly any posters or folders highlighting price. The emphasis was on basic factors as air links or routes and the transport itself. Even the quality of seating was basic to allow safe take-off weight. There was little protection against noise or cold; passengers just had to be transported relatively safe from A to B.

Airline managers of the future should be aware of customer value as an increasingly important factor for driving continued growth. It is important that a focus is put on real needs of the customers instead of stated preferences. Thus, existing data have to be properly used and interpreted as not to be mislead. Furthermore, product innovation based on new-customer segments and new technology should to be pushed, based on the hidden preferences of airline passengers.