Air New Zealand Customer Satisfaction Analysis

The assignment focuses on analyzing customer satisfaction levels for Air New Zealand. It utilizes both primary and secondary data sources. Primary data comes from a survey of 50 frequent Air New Zealand customers who rated various aspects of the airline's services. Secondary data is collected from reports, articles, and publications that discuss Air New Zealand's performance, brand reputation, and industry trends. The analysis aims to understand customer perceptions of Air New Zealand's services and identify areas for improvement.

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Business Project Management
Name of the Student
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Table of Contents
1.0 Introduction................................................................................................................................2
1.1 Overview of the Organization...............................................................................................2
1.1.1 History of the Organization............................................................................................2
1.1.2 Organization Structure....................................................................................................2
1.1.3 Products and Services.....................................................................................................3
1.1.4 Goals of the Organization...............................................................................................4
1.2 Aims and Objectives of the Project.......................................................................................4
1.3 Scope......................................................................................................................................5
2.0 Management Practices of the Company....................................................................................5
2.1 Organizational Corporate Social Responsibility...................................................................5
2.2 Finance and Budgeting..........................................................................................................6
2.3 Organizational Technology...................................................................................................7
3.0 Data and Research Methods......................................................................................................8
References......................................................................................................................................10
Appendix........................................................................................................................................12
Review Survey...........................................................................................................................12

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1.0 Introduction
1.1 Overview of the Organization
1.1.1 History of the Organization
Air New Zealand was first founded in the year 1940 in the name of Tasman Empire
Airways Limited (TEAL) in order to provide flight services in the Australia-New Zealand region
until it was merged with New Zealand National Airways Corporation in 1978 and renamed into
Air New Zealand. In 1999, Air New Zealand joined the Star Alliance and since, it has won
numerous awards including several Airline of the Year recognitions (Hopkins et al., 2016). Air
New Zealand is also popular among the people owing to its numerous facilities that assist the
tourists and businessmen alike and also cheap fares compared to other airlines operating in the
same area. This company operates over 21 domestic and 31 international destinations that
include the Pacific Islands regions and United Kingdom.
1.1.2 Organization Structure
The organizational structure of Air New Zealand consists of several board members and
executives under the chairmanship of Antony “Tony” Carter since 2010. He is also assisted by
Deputy Chair Janice “Jan” Dawson and other board members and executives. The detailed
organization structure of Air New Zealand is shown in the following picture.

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Figure 1: Air New Zealand Organization Structure
(Source: Tsui, 2017)
1.1.3 Products and Services
Air New Zealand is extremely popular in its service region due to its varieties of reliable
and cheap services that are always accepted in the highest priority in order to satisfy the needs of
the customers. Air New Zealand provides both passenger and cargo services in several domestic
as well as international regions. Air New Zealand currently serves 21 domestic and 31
international destination for passenger transport. For cargo transport, Air New Zealand has
different schemes depending on the type and priority of cargo. These schemes are shown in the
following table.
Feature GoGeneral GoExpress GoPriority

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Guaranteed space for ad
hoc
No Yes Yes
Drop off time 3h ETD1 Latest available Latest available
Collection time Longest Earliest Earliest
Allocated capacity Yes Yes No
Uplift priority 3 2 1
1.1.4 Goals of the Organization
The goals of the organization include providing cheap and comfortable services to
passengers across its main operational area as well as deliver cargo for the clients at the topmost
priorities. Moreover, the organization also aims to create a global network for both passenger and
cargo services.
1.2 Aims and Objectives of the Project
The aim of this project is to analyze three main management practices of Air New
Zealand that play a major role in deciding the success of their business. The objectives of the
project are as follows.
 To analyze the organizational corporate social responsibility of Air New Zealand
 To analyze the financial and budgeting strategies of Air New Zealand
 To analyze the organizational technology used by the company including its
social media access

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1.3 Scope
The scope of this project includes study and analysis of the company’s data from its
official website as well as some other websites and opinions of the regular passengers of the
company. However, analysis of confidential information like internal administration strategies,
details of current financial details and others is out of scope of the project.
2.0 Management Practices of the Company
2.1 Organizational Corporate Social Responsibility
Air New Zealand is very much involved in maintaining its corporate social responsibility
and has several policies that are strictly followed in its operations. Some its major corporate
social responsibilities are as follows.
Intolerance – Air New Zealand is strictly intolerant to common criminal offenses like
bribery, corruption, slavery, human trafficking and others. The company takes special care to
ensure these incidents do not occur anytime by enforcing strict rules and guidelines on its
employees. Any offenders are subject to strict punishments and may also lead to termination
from employment (Howie, 2015). In case a passenger commits some of the mentioned crimes,
Air New Zealand takes immediate steps to hand over the offender to the responsible authorities
from trial and punishment. The company also ensures all the employees abide by various
compliance policies that are set on them.
Audit Independence – Air New Zealand values the importance of auditor independence
in order to earn best possible outcome from the audit. Hence, the company allows full
independence to its external auditor who takes care of all the company audits including stock

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operations in the share market. However, even the auditor needs to comply with certain board
listing rules and operation guidelines of the company to perform his part of duties.
Palm Oil – Air New Zealand uses palm oil for various purposes including cooking food
for passengers and fleet personnel. However, the company has also emphasized on the
deforestation issue that has been caused due to unsustainable cultivation of palm trees and
considers this as an environment and human rights abuse. Hence, while procuring palm oil, the
company ensures the source of the oil is not unsustainably cultivated palm farm.
Risk Management – The company considers risk management as a factor that must be
done at the topmost priority. According to the general analysis, there are several risks associated
including legal, operational, regulatory and others that may hamper the company’s operations
(Francis & Lyon, 2016). However, the company ensures there is a risk-aware environment so
that all employees avoid any risky activities. The main idea is to develop a sustainable
environment inside the company.
2.2 Finance and Budgeting
Finance and budgeting are two important management practices of any business
organization as it decides the outcome of future business ventures. Without balanced investment
and profit, the entire balance of a business can be disrupted. Hence, Air New Zealand has taken
suitable steps to ensure the annual investments are balanced by the annual profits and revenues.
Based on the profit of a financial year, the company prepares its finance and budgeting strategies
accordingly. According to the official statement released by the company, “Air New Zealand
prepares its financial statements in accordance with New Zealand Generally Accepted
Accounting Practice (“NZ GAAP”). NZ GAAP consists of New Zealand equivalents to

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International Financial Reporting Standards (“NZ IFRS”) and other applicable financial
reporting standards as appropriate to profit-oriented entities. These financial statements comply
with NZ IFRS and International Financial Reporting Standards (“IFRS”).” The budgeting
strategy also plays an important role in the companies strategies for fixing ticket prices as well as
release new schemes and offers that the customers can use based on certain conditions and
occasions (Walker, 2015). Air New Zealand has also joined in partnerships with various tour
companies and hotel chains in order to release some joint schemes where the customers will be
able to receive discounts on the partner hotels’ prices if they use the Air New Zealand flights.
For instance, currently, Air New Zealand has a special Asia tour offer (valid only till a certain
date) that will allow customers to buy flight tickets to Asian destinations like Shanghai, Ho Chi
Minh City, Tokyo and Hong Kong at discounted prices ranging from $459 to $549. The main
objective of these schemes is to increase the overall customer base that will boost the revenues of
the company so that they are able to boost their global expansion policy. However, the company
also ensures the finances are well managed throughout the year by appointing independent
external auditors.
2.3 Organizational Technology
Air New Zealand emphasizes on using the latest technology for providing services to the
passengers as well as enhancing overall travel experience inside the flights. Hence, the company
makes considerable investment for developing better technologies each year. The most technical
development in the company includes development of new robots that have the ability to climb
walls, carry cameras and others (Brodie, Benson-Rea & Medlin, 2016). Air New Zealand plans
to deploy these robots for remote inspections of the aircrafts without having to risk the lives of
maintenance staffs. In addition, the company also invests in software technology and social

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media platform. Air New Zealand has its own big data server when it stores and manages all
types of business data. Social media platform is used by Air New Zealand in order to promote
services including ticketing schemes, offers, recruitment information and others. Three years
back, Air New Zealand has also signed a technology agreement with Sabre for global
distribution of products and services.
3.0 Data and Research Methods
For the purpose of this research, data has been collected mainly from the official website
of Air New Zealand (https://www.airnewzealand.com/). However, in order get a better and
verified view, data has also been collected from other sources as well as surveys that were
conducted among the regular passengers of Air New Zealand. The research process was mainly
based on the analysis of primary and secondary data collected from the above mentioned
sources. In addition, a survey has been conducted on some regular customers of Air New
Zealand who use the services for transportation frequently or on a regular basis. The sample size
for the survey is 50 and the participants were asked to rate the airline’s services and fill the
accompanying questionnaire. The main points that the participants were needed to rate are shown
in the following picture.

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Figure 2: Survey Questionnaire Excerpt
(Source: Created by Author)

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References
Birchall, S. J., Murphy, M., & Milne, M. J. (2015). Evolution of the New Zealand Voluntary
Carbon Market: An Analysis of CarboNZero Client Disclosures. Social and
Environmental Accountability Journal, 35(3), 142-156.
Brodie, R. J., Benson-Rea, M., & Medlin, C. J. (2016, February). Diagnosing the Success of
Brand New Zealand Wine. In 9th Academy of Wine Business Research Conference (p.
332).
Cikaliuk, M., Erakovic, L., Jackson, B., Noonan, C., & Watson, S. (2015). Board leadership and
governance for clear-sighted CEO succession at Air New Zealand.
Davies, A. J., Sadashiva, V., Aghababaei, M., Barnhill, D., Costello, S. B., Fanslow, B., ... &
Ranjitkar, P. (2017). Transport infrastructure performance and management in the South
Island of New Zealand, during the first 100 days following the 2016 mw 7.8 “Kaikōura”
earthquake.
Francis, G., & Lyon, D. (2016). Current Issues in Airport Management in New Zealand. Air
Transport in the Asia Pacific, 53.
Hopkins, D., Higham, J., Tapp, S., & Duncan, T. (2016). Academic mobility in the
Anthropocene era: a comparative study of university policy at three New Zealand
institutions. Journal of Sustainable Tourism, 24(3), 376-397.

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Howie, D. (2015). Back in black: from the distinctive livery and striking interiors of its aircraft,
to its latest strong financial results, Air New Zealand (ANZ) is in the black. Rolls-Royce
Magazine.
Lyon, D. (2016). Case studies from New Zealand about the shifting nature of airport–airline
relationships. Journal of Airport Management, 10(4), 402-415.
Miller, H. (2014). From the top: Sal Sanfilippo, North Americas Regional Manager for Cargo,
Air New Zealand. Air cargo focus.
Schofield, A. (2014). New blood: Air New Zealand taps latest Boeing and Airbus offerings to
overhaul its international fleet. Aviation Week & Space Technology, 176(26).
Tsui, K. W. H. (2017). Does a low-cost carrier lead the domestic tourism demand and growth of
New Zealand?. Tourism Management, 60, 390-403.
Walker, K. (2015). Taking the high road: Air New Zealand is riding a performance wave and
taking eco-aviation responsibility to a new level. AIR TRANSPORT WORLD.

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Appendix
Review Survey
The following data charts show the survey response gathered from a sample size of 50.

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