Why is Asia Pacific Airport the best in service?

Why is Asia Pacific Airport the best in service?

Source: Civil Aviation Resource Net Author: Ni Haiyun 2009-05-31 12:52:10 I have two sentences ( 0 )

[ professional classification ] airport operation [ Article ID ] 37-2009-0110

What makes the Asia Pacific Airport so special? How do they maintain a high level of service? Is it because cultural and political factors make it difficult for other countries to imitate? Or do you have some basic creeds, management skills and skills that will make them stand out? In short, can airports in Europe and the United States hope to catch up with the satisfaction of Asian travelers and the overall customer service level of Asia Pacific Airport?

The purpose of the International Airport Association's organization of ASQ (Airport Service Quality Survey) is to identify which services will truly win the hearts of passengers. After analyzing the data of 140 airports, it is concluded that there is no single determinant or simple solution to provide the best quality of service.

But an airport with good performance understands what must be done first, while ensuring that these things have always been of high concern to the airport. They innovate or change on a regular basis; if there are inevitable shortcomings in the entire service process, they will focus on their strengths, give full play to their strengths, differentiate themselves, and implement differentiated strategies.

This is especially true for small airports. They can rely on their small and advantageous advantages to provide a travel experience that is very friendly, convenient, and free from all kinds of troublesome harassment factors, especially for those who often come and go at large hub airports.

Hiring the right people is also a critical factor in building great customer service. In fact, many companies realize that the quality of their employees is the company's greatest strength. If the corporate culture is closely related to the service concept and the services provided, then this will always be the advantage of the airport. This is also a key factor in the success of Asian airports in the satisfaction ranking. However, if a passenger contacts an airport employee, it usually means that the passenger has encountered a problem that needs to be resolved. A perfect airport experience should be that passengers don't need the help of airport staff at all.

A very simple truth is that the source of a great airport travel experience usually comes from the architecture of the airport, the surrounding environment, and the practicality of the design and building materials. If intermittent airport development and subsequent retrofits often mean that the airport lacks an overall strategy, it is not a holistic, clean, and pleasing facility left to the passengers. From entering the terminal building to the door of the aircraft cabin, the most fundamental requirement for passengers to the airport is speed and few troubles, but this fundamental requirement is often forgotten. If the airport is designed for long-term operation with super-design capacity, it is not surprising that the quality of service will definitely decline. Regular investment is one of the key strategies for an airport to achieve consistently superior performance, but airports receive different funding, different support (or incentives) from their owners and governments.

For some Asian cities, airports have always been their primary or only place to connect with the outside world. Recognizing the importance of providing broad connectivity and building a world-class airport to attract tourists and businesses, the government has established policies to ensure the construction of one of the best airports in the world.

In terms of airport facility costs, this means that in the last century many people thought that the more cost-effective way was to renovate the old airport, which is much more cost-effective than restarting the construction. For this reason, many airports only get a very average passenger satisfaction rating. Those world-class, brand new terminals are seen by the existence of old facilities. The ASQ survey results show that the airport services that have achieved excellent results are based on a comprehensive travel experience for the persevering passengers. This means that effective passenger processes and consistently high quality facilities are readily visible both inside and outside the airport. However, the new facility does not just explain why Asian airports stand out. We see similar passenger satisfaction at some new airports around the world.

Airport facilities may be the basis for a perfect experience, but airport management defines, creates and preserves the entire atmosphere. The airport's employees (including shop assistants in the store, waiters in the restaurant, customs and border government officials, because most travelers think they are working for the airport) are responsible for providing service concepts. It is worth noting that the responsibility for providing services is not only the part of the staff who face the passengers; some areas where customer service is very important are those that do not face passengers, such as cleaners, baggage operators, and baggage car operators. Some details, such as the boarding gate as close as possible to the passenger, are the embodiment of the service concept. This means a shorter walking route for the passengers, although this is a trivial matter but it feels very different for the passengers. Everyone needs to pay attention to the passengers and provide truly outstanding service.

So how do other airports follow suit? ASQ data analysis shows that there are some key similarities - the world's leading airports are similar in management. The primary concern of a first-rate airport is to drive passenger satisfaction. Analysis of ASQ data shows that regardless of the size and location of the airport, there are some common factors that establish high passenger satisfaction. The difference between a first-class airport and other airports may vary - old facilities, operations beyond design capacity, poor terminal design, poor strategy, too much attention to non-aviation revenues, poor management Or employees lack pride in the airport and so on. But airports that receive high customer satisfaction scores are single-minded in their pursuit of excellence. They ensure that efforts and initiatives are focused on services that will impact consumers and drive better passenger satisfaction.

ASQ divides passenger satisfaction into two aspects: satisfied and dissatisfied. There is no effect on the continued investment and attention of those who are dissatisfied. For example, a $10 cup of coffee can cause violent anger among passengers; the same is true for one dollar and 20 cents, not much different. So why provide a 20 cent cup? Knowing the boundaries of services and when they are limited, this is a big difference in the creation of limited resources.

Finally, the first class airport will hardly take risks. Most airports have used a lot of resources to motivate employees and properly assess and monitor performance. It is also important to use these data and improve performance as daily work at all levels of the day. By creating an organizational culture driven by quantitative assessments and systematic improvements, high-quality services are easier to identify, monitor and upgrade. Obviously, employee motivation is crucial. However, corporate culture prefers not to use a structured, quantitative approach, but instead relies on some temporary practices, such as customer opinion cards. Those who voluntarily fill out a comment card are usually "two extremes" -- either good or bad, usually negative. So the airport's initiatives are aimed at a small group of people - not really representing the vast majority of passengers, who often complain and complain about trivial matters. The state-of-the-art airport is designed to enhance the perception of the vast majority of passengers. They focus on factors that affect passenger satisfaction and establish a system within the organization that will enable them to improve their services year after year.

Appendix: Key indicators used by ASQ in the 2008 Top 10 Airport Ratings:

1. Airport cleanliness

2, the environment

3, the convenience of the bathroom

4, the service attitude of the check-in staff

5, the cleanliness of the bathroom

6, a feeling of security

7. Service attitude of airport employees

8. Check the efficiency of the check-in personnel

9, luggage cart

10. Waiting for identity check

(Source: "Asia-Pacific Airport" in 2009 the first phase; Original title: Leading the way, the original author: Mark Adamson)