This paper discusses the service management approaches at EasyJet with regard to process, humans aspects and managing resource capacity. Sir Stelios Haji-Ioannou founded EasyJet in 1995 with the vision of the creation of a customer-centric brand that would change the air travel concept. After the market leader Ryanair, EasyJet is the challenger in the European airline industry low-cost travel.
There are more than 500 routes and 129 airports that EasyJet serves in West Asia, North Africa, and Europe. As low-cost corporation EasyJet distinguished it from traditional airlines by its low-fares. EasyJet maintains low costs through elimination of unnecessary expenses and frills. Cost reduction is a strategy for reaching many clients as possible and EasyJet has adapted it as one of its service management approaches.
Table of Contents
1. Introduction
2. Process
Processes at EasyJet
Limitations of Processes
3. Human Aspects
Purpose of Human Aspects
Human Aspects at EasyJet
Limitation of EasyJet Human Aspect
4. Managing Resource Capacity
Purpose of Managing Resource Capacity
Managing Resource Capacity at EasyJet
Limitation of Managing Resource Capacity at EasyJet
5. Conclusion
Objectives and Research Focus
The primary objective of this work is to evaluate the service management approaches employed by EasyJet, specifically analyzing how the airline balances its low-cost "no frills" strategy with the need for maintaining customer satisfaction and operational efficiency.
- The implementation and optimization of standardized service processes within a low-cost carrier model.
- The strategic role of human capital and teamwork in sustaining service excellence.
- Methods for managing resource capacity to ensure both profitability and service quality.
- Evaluation of the limitations inherent in low-cost service delivery frameworks.
Excerpt from the Book
Processes at EasyJet
Telephone services were initially used for bookings, but EasyJet adopted the online booking process to adapt to the changing dynamics of the market. Travel agents selling EasyJet booking don’t have incentives since the commission isn’t given which is low-cost carriers’ standard practice. EasyJet has since initiated a website for direct reservations (Jones, 2007, p.31).
The layout of the cabin of EasyJet is structured as single-class and high density. Airbus A319 carries 156 passengers, and A320 carries 180 travelers who are the primary EasyJet fleet. There aren’t complimentary foods or beverages offered on board in EasyJet flights. Onboard passengers buy food form the EasyJet Bistro. Headphones, eyeshades, and travel pillows are viable for purchase subject to stock availability for onboard passengers. Inflight magazines that are published monthly are available to travelers to read on travel destinations guides (Yip, 2004, p.10).
Summary of Chapters
1. Introduction: Provides an overview of EasyJet's founding in 1995, its strategic vision as a low-cost carrier, and its market positioning.
2. Process: Examines EasyJet’s operational procedures, focusing on booking systems, onboard services, and the trade-offs between flexibility and efficiency.
3. Human Aspects: Discusses the importance of human capital, teamwork, and leadership development in driving customer service and business success.
4. Managing Resource Capacity: Analyzes how EasyJet utilizes its resources and manages the marketing mix (Product, Price, Place, Promotion) to maintain a competitive advantage.
5. Conclusion: Summarizes how EasyJet's no-frills strategy has fostered growth and offers recommendations for future improvements to compete more effectively against rivals.
Keywords
EasyJet, Low-cost carrier, Service management, Consumer loyalty, Operational efficiency, No-frills, Human resources, Process management, Resource capacity, Customer satisfaction, Airline industry, Marketing mix, Strategic management, Teamwork, Brand reputation.
Frequently Asked Questions
What is the primary focus of this work?
This work provides an evaluation of the service management approaches implemented by EasyJet, analyzing its business model as a low-cost carrier.
What are the core thematic areas discussed?
The core themes include service processes, human resource management within the airline sector, and strategies for managing resource capacity.
What is the central research goal?
The goal is to understand how EasyJet sustains its low-cost, "no frills" value proposition while ensuring high levels of customer satisfaction and operational performance.
Which methodologies are used in this study?
The study relies on a secondary research approach, analyzing existing literature, industry reports, and company-specific data to evaluate service management practices.
What does the main body cover?
The main body covers operational processes (booking/cabin services), the significance of human capital and leadership, and the management of resources, including the marketing mix.
What are the key attributes of the airline described?
Key attributes include a high-density cabin configuration, ticketless travel, online booking, and a focus on cost reduction without compromising basic safety and service standards.
How does EasyJet handle customer feedback?
EasyJet utilizes client audits, online reviews, and CSAT (Customer Satisfaction) studies to monitor performance and drive continuous service improvements.
What is the primary limitation of EasyJet's current booking system?
The reliance on a single online booking framework is identified as a risk, as it may exclude individuals who are not comfortable using the internet.
- Quote paper
- Christine Nyandat (Author), 2019, Service Management at EasyJet. An evaluation of process, humans aspects and managing resource capacity, Munich, GRIN Verlag, https://www.grin.com/document/502245
