بررسی جایگاه های برند خطوط هوایی از طریق اندازه گیری انگیزش خرید مجدد مسافران خطوط هوایی استفاده از اندازه گیری رسچ

This study develops a method of measuring airline repurchase motivation exploring service items affecting repurchase, and aiding airlines to self-evaluate their service marketing. An empirical study is conducted involving interviewing 1457 repeat patrons of four major airlines that fly between Taipei and Hong Kong. Rasch measurements converting raw ordinal responses into interval scale values was applied to identify the relatively strong and weak service items for each airline.

Passenger retention can significantly influence airline profitability (Wong and Chung, 2007). Repeat patrons not only represent a stable source of revenues, but also generate positive word-of-mouth and cost less to maintain as a clientele base (Rust and Zahorik, 1993; Petrick, 2004). As a consequence, retaining customers can become a priority for business operations. In studies concerning customer retention management, business operations that minimize customer turnover by protecting products and markets from competitive inroads are deemed to have be a “defensive marketing strategy” (Zeithaml and Bitner, 2000). Brand loyalty and customer retention often symbolize the commercial relationship of a long-term association between customer and service provider (Gerpott et al., 2001). Whilst the term “brand loyalty” is extensively discussed in marketing, customer retention itself has rarely been studied.1 Despite brand loyalty and customer retention possessing a somewhat different focus, in practice they are commonly applied as defensive marketing strategies to retain customers. Most studies of brand loyalty and customer retention have employed structural equation modeling (SEM) to examine causes and effects between observed variables and their underlying latent constructs. Even though SEM can effectively estimate correlations and offer a measurement model to indicate consistency between manifest variables and latent variables, it is limited in its analysis to identify the impact of every variable and aid further evaluation. Here, a method is developed that can simultaneously consider the viewpoints of people and service items. Airlines can then use this method to measure repurchase motivation, explore service characteristics that influence repurchase motivation, and self-evaluate strengths and weaknesses in service marketing.

Many airlines are now trying building unique brand strength to attract customers. The segmenting boundary of the Taipei–Hong Kong route was significant and reasonably easy to differentiate. The four airlines examined had a sufficiently objective environment in which to develop favorable strategies and unique brands that complement their competitive advantages. Airline A focuses on customer service, as illustrated by their slogan “customers always come first”, airline B takes a lead on “setting”, airline C differentiates itself through low price and by establishing frequent schedules to China, and airline D has created a competitive advantage based on the quality of air-meals and flight safety. In terms of weaknesses, airline A has room for improvement in terms of “providing frequent transit flights to different localities in China”, “flight safety image”, and “space disposition of service environment” while airline B has problem with its “low ticket prices”, “the speed and flow of service processes”, as well as “providing the frequent flyers special offers and courtesy”; airline C could expend more effort in “providing the delicious in-flight air-meal and drinks” and “providing the frequent flyers special offers and courtesy”; and repeat passengers of airline D appear to expect improvement in “providing frequent transit flights to different localities in China” and “space disposition of service environment”. Measures of repurchase motivation indicate that although every airline has its own loyal repeat passengers under existing conditions, their preferences are somewhat different. Airline A has the greatest customer loyalty, followed by B, D and C.