Virgin Atlantic's Disruption Policy: An Analysis of Management Tools and Models
Added on 2023-06-15
10 Pages2627 Words357 Views
|
|
|
Running head: VIRGIN ATLANTIC’S DISRUPTION POLICY
Virgin Atlantic's Disruption Policy
Name of the student:
Name of the university:
Author note:
Virgin Atlantic's Disruption Policy
Name of the student:
Name of the university:
Author note:
1VIRGIN ATLANTIC’S DISRUPTION POLICY
The chosen policy for this study is the “Flight Disruption Policy” which Virgin Atlantic
had opted to ensure an improved response to flight delay cases. It has been claimed by the
company that all their actions fulfill the requirements of the European Union’s Regulation (EC)
No 261/2004 (Virginatlantic.com 2018). Policy according to Ritchie and Crouch (2011) is like
a strategy that helps to enhance the firm’s attractiveness and thereby, increase its
competitiveness. The study is purposefully aimed at analyzing the chosen policy in the light of
various models and the management tools.
The theme of the chosen policy is to build up a trusted customer loyalty by providing an
improved after flight delay actions to the affected visitors. The policy has been adopted to serve
the vision to reduce the customer dissatisfaction level and enhance the customer loyalty.
Moreover, this will help Virgin to stay strong in the competition. The mission of the chosen
policy is to enhance the profitability venture and to remain strong in the rising competition. The
chosen policy is aimed at enhancing the market values of the Virgin Atlantic. The objective
behind the chosen policy is to enhance the effectiveness of handling customer’s reaction post the
flight cancels and leaving a good impact in the market to enhance the business sustainability.
There are several priorities attached to it like establishing effective communication with
passengers, reducing the negative responses, improving the market values and increment the
business profitability.
Policy as stated above can be defined as a resource to enhance the firm’s attractiveness
and the competitiveness. The opinion of the Ritchie and Crouch (2011) has already been
discussed in the introduction section. It further means that if a firm like the Virgin Atlantic wants
to respond to the rising market competition, it must therefore use one or few strategic policies
that speak its uniqueness and keep it separated from others. The chosen policy when analyzed
The chosen policy for this study is the “Flight Disruption Policy” which Virgin Atlantic
had opted to ensure an improved response to flight delay cases. It has been claimed by the
company that all their actions fulfill the requirements of the European Union’s Regulation (EC)
No 261/2004 (Virginatlantic.com 2018). Policy according to Ritchie and Crouch (2011) is like
a strategy that helps to enhance the firm’s attractiveness and thereby, increase its
competitiveness. The study is purposefully aimed at analyzing the chosen policy in the light of
various models and the management tools.
The theme of the chosen policy is to build up a trusted customer loyalty by providing an
improved after flight delay actions to the affected visitors. The policy has been adopted to serve
the vision to reduce the customer dissatisfaction level and enhance the customer loyalty.
Moreover, this will help Virgin to stay strong in the competition. The mission of the chosen
policy is to enhance the profitability venture and to remain strong in the rising competition. The
chosen policy is aimed at enhancing the market values of the Virgin Atlantic. The objective
behind the chosen policy is to enhance the effectiveness of handling customer’s reaction post the
flight cancels and leaving a good impact in the market to enhance the business sustainability.
There are several priorities attached to it like establishing effective communication with
passengers, reducing the negative responses, improving the market values and increment the
business profitability.
Policy as stated above can be defined as a resource to enhance the firm’s attractiveness
and the competitiveness. The opinion of the Ritchie and Crouch (2011) has already been
discussed in the introduction section. It further means that if a firm like the Virgin Atlantic wants
to respond to the rising market competition, it must therefore use one or few strategic policies
that speak its uniqueness and keep it separated from others. The chosen policy when analyzed
2VIRGIN ATLANTIC’S DISRUPTION POLICY
based on the facts presented from the authors Ritchie and Crouch have been found as a
potential move from the Virgin Atlantic. Statistic suggests that Europe and America are the two
circles where maximum number of flight delayed cases happens. In such situation, it is very vital
for the airline company that it appropriately communicates to the affected passengers and
provides them with the necessary compensations.
However, a policy until and unless implemented properly in the system, it does not
provide the anticipated results. The policy can be judged to check its effectiveness on the basis of
various models like the strategic success model postulated by Poon (1993) which states four
very important points for an organization to be strategically successful. Those four points are
giving customer the first preference, becoming a leader in quality, developing innovative
thoughts and strengthening the value chain operation.
The strategic success model has put emphasis on putting customer the first; however, it
was proven unjustified in 2015 when the London-Gatwick bound Virgin got delayed and could
only depart after more than 24 hours (Soo Kim 2018). Most of the passengers had complaints
regarding the issue while very few have shown little or no reaction to it. The chosen policy
appears to have missed on fulfilling its aim which is to enhance the market values. The step
though had not been taken intentionally but it actually left many with a never to remember
experience (Soo Kim 2018).
The incident highlighted in the article when customers had to wait for more than 24
hours, it appears that Virgin Atlantic lacked in quality leadership at that point of time. The
company had lacked in managing the issue and as a result, many were felt being cheated by
Virgin.
based on the facts presented from the authors Ritchie and Crouch have been found as a
potential move from the Virgin Atlantic. Statistic suggests that Europe and America are the two
circles where maximum number of flight delayed cases happens. In such situation, it is very vital
for the airline company that it appropriately communicates to the affected passengers and
provides them with the necessary compensations.
However, a policy until and unless implemented properly in the system, it does not
provide the anticipated results. The policy can be judged to check its effectiveness on the basis of
various models like the strategic success model postulated by Poon (1993) which states four
very important points for an organization to be strategically successful. Those four points are
giving customer the first preference, becoming a leader in quality, developing innovative
thoughts and strengthening the value chain operation.
The strategic success model has put emphasis on putting customer the first; however, it
was proven unjustified in 2015 when the London-Gatwick bound Virgin got delayed and could
only depart after more than 24 hours (Soo Kim 2018). Most of the passengers had complaints
regarding the issue while very few have shown little or no reaction to it. The chosen policy
appears to have missed on fulfilling its aim which is to enhance the market values. The step
though had not been taken intentionally but it actually left many with a never to remember
experience (Soo Kim 2018).
The incident highlighted in the article when customers had to wait for more than 24
hours, it appears that Virgin Atlantic lacked in quality leadership at that point of time. The
company had lacked in managing the issue and as a result, many were felt being cheated by
Virgin.
End of preview
Want to access all the pages? Upload your documents or become a member.
Related Documents