In the late 1990’s, I worked in a general contractor partnership with two other men.  We reached a particularly bad period where despite all our efforts, our clients weren’t giving us business.  After almost 2 months of giving ourselves $200 paychecks every other week, it was clear that it was time to do something else. 

 

Our particular situation seemed to be based on our costs.  Things like sheetrock and doors had been rising in costs to the point where it became necessary to raise our prices to support the work we did.  There were other competitors, one man shops with a pickup for an office, who were undercutting our bids just enough to win the business.  We faced a choice of lowering our prices to win the business and not have any money or to stand firm and not win the business.  Or so we thought.

 

One of my partners and I were motorcyclists and decided to take a ride during this period that lasted 18 hours.  At one point, we were taking a breather alongside a very quiet road and began talking about our business troubles.  We realized a couple of things that changed our game.  First, the people that were undercutting our business were formerly from larger construction companies setting out on their own.  They were winning on price, not quality and dependability.  Second, we had an operation that had grown some and no longer fit well with some of our clients. 

 

The next business day, we renewed our effort to check in with clients on a regular basis and continued to bid every job available.  By doing this, we began to underline our ability to a project better and for a reasonable price.  We also began to go out and seek new clients who better fit into our business.  This meant asking for the business and delivering exactly what we promised on each job.  The result was that old customers that continued to fit our model came back and we gained new customers who were looking for a company that performed.

 

This should sound remarkably familiar to those who follow the airline industry.  There has been a cycle of attempts to enter the industry by people thought they had a game changing business plan and some were successful while others haven’t been.  Jet Blue brought a new LCC model based on the Southwest turnaround and fleet efficiency but that was also focused on a higher level of comfort and service.  They introduced two types of fleets to right size their routes but stuck with only two in order to benefit from economies of scale. 

 

Skybus came about based on the single fleet, pay for everything model that Ryanair of Ireland built.  They promised rock bottom fares and engineered a plan to accomodate that by flying to secondary cities and airports that offered lower operational costs.  Skybus failed partly because of rising fuel costs but also from a failure to recognize that distances in the US make it much more inconvenient to fly into those secondary cities. 

 

Airlines who identify their niche and develop a plan for it are more likely to survive.  You cannot be all things to all people in this business because that means you have to compete against every other airline at the lowest common denominator.    Why would American Airlines wish to compete against Allegiant Airlines when doing so puts them at a competitive disadvantage?  Allegiant is based on a business model that addresses low frequency, leisure travel combined with ancillary revenue derived from charging for every convenience.  Their labor costs are low and their fleet capital costs are low.   American Airlines isn’t built to compete for that business.

 

Continental Airlines is an excellent example of a company serving the people that fit their niche.  It doesn’t operate a low cost airline, it operates a high frequency, high service system that serves business travelers.  They understand that maintaining a modern fleet with modern conveniences is important to that customer.  They fly where their customers want to go and worry a lot less about being all things to all people when it comes to destinations. 

 

Southwest Airlines has found itself evolving over these past several years.  Often identified with the first time flier in the past, business travelers have realized that Southwest Airlines offers something that many don’t:  dependability.  When they fly Southwest, they know that there is a very high degree of probability that they’ll be able to get to their destination on time and, often, closer to their needs in a particular city.   While Southwest still offers a very low fare compared to its customers and still attracts those first time fliers, they’ve also begun to serve the needs of the business traveler by remodeling their gate areas to offers business conveniences such as laptop power ports.  They are in the process of testing in flight internet connections for the business traveler as well. 

 

In contrast, you have United Airlines who has pursued the “be all to everyone” philosophy and it shows.  With a huge network to leisure destinations, they get soundly beat by other airlines who compete on price.  Their national and international business traveler destinations are served by older, unrefurbished equipment and their service model denies the conveniences a business traveler expects such as meals, beverages and even charging for checking the first bag.  Notice that Continental hasn’t ignored the incremental revenue from such fees in general (they charge $25 for the 2nd bag checked) but they haven’t offended the business traveler with 1st bag checked fees either. 

 

American Airlines and United Airlines have pursued a strategy that offends or, at the least, disappoints their core customers.  Continental, on the other hand, recognizes that the opportunity cost of forgoing that 1st bag fee is paid back in customer loyalty when it comes to choosing Continental. 

 

The last thing the business or frequent flyer wants to hear is that the airline resents them and wants more.  Indeed, many have said publicly that if an airline wants more money, charge a higher fare but don’t insult them by charging for a bottle of Ozarka water on a flight.  It strikes such people as petty and money grubbing.   At the same time, these travelers don’t need to be singled out as the ones to carry the burden of paying for a flight.   Don’t charge exorbitant business fares simply because the company is paying for it rather than traveler.  These business travelers are smart people and generally the ones traveling are some of the smartest.  They will begin to recognize that the fare to travel somewhere on business becomes inefficient at a certain point.

 

I suspect that it is time for airlines to begin eliminating some perks in the business class cabin as well.  Often the business cabin is occupied by many travelers who purchased full fare economy class tickets and used their frequent flier status to upgrade into that seat.  Airlines will have to begin to find ways to differentiate their service and charge accordingly.  Perhaps a full fare economy ticket should be upgradeable to an Economy Plus seat rather than a business class seat. 

 

Service is important to the frequent flier but what is that “service” that is most important?  Is it a hot meal?  A business class seat?  A friendly flight attendant?  No doubt each of those things has some importantance but I’d argue that the primary measure of service is whether or not you can dependanbly transport your customer from point A to point B on time.   That is, after all, what the airline is contracting to do.  Deliver that and the customers bags as well, and you’ll likely win their hearts and minds.

 

Filed under: Airline Service by ajax