The advantages of fidelity programme for an airline company

Résumé du document

Customer loyalty as defined by Brown is the result of an oganization creating a benefit for a customer so that they will maintain or increase their purchases from the organization. True customer loyalty is created when the customer becomes an advocate for the organization, without any incentive. Most of the top companies have a loyalty club and propose various offers (cards) to their customers according to their level of loyalty. They have practically the same advantages, however the customer's satisfaction will depend on the service quality. On the contrary, the smaller companies do not practise a customer loyalty program.

Extraits

[...] Moreover the cost of maintenance for a database involve a lot of personal and money. In our case it is different because all take place on internet so it will be less expensive. Furthermore, communicate is expensive, but as above it will be quiet cheaper as we have not to send mail but email Gain for the company and the customers Appendix FOR THE ORGANISATION Butsher. (2003). “Customer Loyalty Programmes and Clubs”, pp42 ( Hierarchy of goals customer loyalty programmes) The aim of customer loyalty programmes is to increase profit, revenue and market share. [...]

[...] It thus benefits from the enthusiasm of the consumers for the low cost companies by positioning like this on this segment. For all that in the other classes it can apply higher tariffs thanks to the fact that in these ones it proposes more elaborate services and in addition, a company low-cost does not offer various classes possibilities. Appendix : SWOT ANALYSIS OF FLYRELAX Appendix : COMPARATIVE TABLE BETWEEN AIRLINES' LOYALTY PROGRAMMES (source Centre for Regional and Tourism Research, mars 2003) Appendix : Main goals of customer loyalty programmes (Source: Butsher. [...]

[...] To have 60% of their target enroled in the loyalty programme 6.3 Measurement We have to define the goals precisly if we want to measure them. In addition,we have to put a scale in order to monitoing each criteria and to judged the success or the failure of the programme. This criteria must be “quantifiable factors that can be mesured automatically, such as rsponse rates to loyalty programme activities, but also more qualitative factors factors such as brand loyalty” (Butsher,2003). [...]

[...] (2002). “Total Relationship Marketing”, 2nd Ed Hoffman, K.D. and Bateson, J.E.G. (1998). “Essentials of services marketing” Hollensen, Swen. (2003). “Marketing Management : A relationship Approach” Middleton Hughes, Arthur. (2003). Customer Loyalty Solution : What Works (and What Doesn't) in Customer Loyalty Programs” Websites Air France Frequent Flyer. [...]

[...] Finally, to be successfull, the most important thing is to stay aware of the changes by receiving feedback of the customers words REFERENCES Benavent, Christophe., (2003) Université des Sciences et Techniques de Lille) Brown, S.A. (2000). “Customer Relationship Management : A strategic imperative in the World of e-Business”, pp55 Butsher. (2003). “Customer Loyalty Programmes and Clubs”, pp7-8 ; pp55 Dowling Grahame R. And Uncles Mark (1997), Customer Loyalty Programs Really Sloan Management Review Summer 1997, pp71-82 Hollensen, Swen. (2003). “Marketing Management : A relationship Approach” BIBLIOGRAPHY Books Blythe, Jim. [...]