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Based on, passenger-kilometers flown, Emirates Airlines is the second largest airline in the world. As such, the scale of service delivery in the business is enormous. Emirates’ customers expect to receive world-class service in their entire period of interaction with the airline. However, the business is operated by human beings who are prone to errors. To the company staff, these errors may be just ordinary and unavoidable; but to certain customers, errors may completely unacceptable to them and may evoke outrage among them. Service recovery is focused on addressing issues that may create a negative attitude among customers and restoring their confidence in the organization. At Emirates Airlines, customer dissatisfaction can result from luggage mix-ups, losses or delays, hitches in catering, flight delays, failure of a service and much more. This service recovery strategy outlines a four-step process that will address any customer issues at Emirates Airlines and restore their loyalty.
Responding immediately to customers shows concern for their issues (Nguyen, Leclerc & LeBlanc, 2013). On the contrary, delaying to respond to a customer may cause them to lose trust in the business’ services. This means that customer issues are addressed on the spot, unless it is impossible. When a customer raises a concern, it should be addressed by the team member in contact with the client. Referrals only show that team members do not have the capacity or do not understand what they are doing. To achieve this service recovery objective, all team players must be empowered to have the capacity and confidence to resolve issues. Besides, internal communication should be based on a networked model. It is important to understand that the customer does not care what the internal communication protocol is – they are angry and need to have their concerns addressed immediately.
A popular approach among corporate organization is to compensate the customer but still deny culpability. Customers do not appreciate irresponsible service providers. If a customer raises a complaint, it is because they believe that the fault is not theirs; otherwise, they would remain silent (Korczynski & Evans, 2013). Therefore, the logical response to a customer complaint is to offer a sincere apology. The team member handling the complaint should not be defensive. Whether the complaint is a personal attack against a staff or against the whole business, the team member should not challenge its legitimacy.
Upon offering an apology, the team member handling the complaint should promptly make a decision as to what action should follow. Most issues could normally be resolved by a mere apology. However, if the issue requires compensation or the attention of a higher authority, the team player should decide immediately what to do.
Compensation should be offered, particularly if the customer incurred a financial or equivalent. In such event of a loss incurred, compensation is not only their right, but also a tool to buy back their loyalty. By compensating the customer, they feel that they are dealing with a reliable service provider. Compensating an aggrieved customer also has the chance of triggering them to spread good word about the services (Arif, Gupta & Williams, 2013). Although it is a last resort, it is not less important than any of the other steps.
The avenues through which customers can give up their loyalty are many. It is therefore imperative to have such a recovery strategy plan to avoid loss of service. The plan identified here does not only address customer dissatisfaction but also restores their loyalty and uses them to spread good word about the airline. It is an effective recovery strategy that can be applied in any context to resolve customer concerns.
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