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Ochsner Robert C (1995), “Welcome to the New World of Economic Valueadded”, Compensation and Benefits Review, American Management Association, (March/April) Pauline Gleadle and Nelarine Cornelius,(Dec, 2008), “A case study of financialization and EVA®”, Critical Perspectives on Accounting. London: Vol. 19, Iss. 8; pg. 1219 Rajeshwar C (1997), “Economic Value-added: Rediscovery Value”, Financial Analyst, December. Ray D Dillon and James E Owers (1997), “EVA as a Financial Metric: Attributes, Utilization, and Relationship to NPV”, Financial Practice and Education, Vol. 7, No. 1 (Spring/Summer). Sharpe, W. F. (1964) “Capital Asset Prices: A Theory of Market Equilibrium under conditions of Risk”, The Journal of Finance, vol, 1, pp. 425-442. Shimin Chen and James L Dodd (1997), “Economic Value-added (EVA): An Empirical Examination of a New Corporate Performance Measure”, Journal of Managerial Issues, Vol. IX, No. 3 (Fall). Tony Brabazon and Breda Sweeney (1998), “Economic Value-added Really Adding Something New?”, Institute of Chartered Accountants in Ireland, Accountancy Ireland, Vol. 30, No. 3 (June). through non-value-added activity analysis” , Cost Management pp. 22-32. Bennett, P. (1996), “ABM and the procurement cost model. Management Accounting”, pp. 28-32. Tsuji, C., (2006), “Does EVA Beat Earnings and Cash Flow in Japan?”, Applied Financial Economics, Vol. 16, pp. 1199-1216. Michael Griffin (2000),” Value Added Dairy Products: An international perspective”, NATO advanced Research Workshop, on Economics of Dairy Industry in Central and Eastern Europe, Rydzyna, Poland. www.theinternationaljournal.org > RJEBS: Volume: 02, Number: 09, July-2013 Page 52
Customer Experience Management – Determinants of Air Flying Experience With Reference To Lcc’s Sathish Arumbi Saravanan,Associate Professor, VIT Business School,VIT University ABSTRACT The aim of this paper is to study the Customers’ Air Flying Experience flying through the Low Cost Air Lines in India. This paper examines some of the issues concerned with the conspicuous marketing activity as airlines are actively engaged in the development of branding strategies to integrate their services, establish identities, create and engage delightful experiences and brand images. This study looked into factors like website and information, flight booking agent, sales office, service providers in the airport, gate management, and cabin on board services, internal/external environment of the airport and location of the airport with a five point likert scale. In many ways current marketing activity of airlines is following traditional and well-tried methods which reflect decisions regarding the product/service provision of routes, seat allocation and types, in-flight and terminal support services, the price structure, distribution channels and promotional activities. The marketing environment, however, is becoming more competitive and leverages on the experiences that are derived by the customers. Keywords: Customer experience, air flying experience, low cost carriers (LCC’s) INTRODUCTION The aviation industry in India is one of those sectors that saw a constant pace of growth among the other industries in the world over the past many years. The open sky policy of the government has helped a lot of overseas players entering the aviation market in India. From then, it has only been growing in terms of players and the number of aircrafts. The Indian aviation industry is one of the fastest growing aviation industries in the world with private airlines accounting for more than 75 per cent of the sector of the domestic aviation market (as of 2006). The market witnessed around 150 million travelers passing through its airports, and if Indians begin to travel with the same pace and frequency as Westerners, then within few years market shall boom beyond the two billion mark. Market reports emphasize, by 2020 traffic at Indian airports is expected to reach 450 million, making it the third-largest aviation market in the world. Domestic passenger numbers are expected to rise from 1.72 billion in 2011 to 2.21 billion in 2016, a 494 million increase reflecting a compounded annual growth rate (CAGR) of 5.2 per cent. The numbers of passengers travelled by domestic airlines were 53.4 million during the period from January-November 2012. Airline service quality and the role it plays in a business strategy of differentiation, has assumed greater importance in recent years. Service Quality is viewed, not only as an important part of competitive strategy, but a key resource for building competitive advantage over its rivals (Siobhan Tiernan et al., 2008). Competition among different players in the market place and continuous expansion gives very choice available to customers and to organizations a limited means of distinguishing. Airline Industry is not an exception to this phenomenon. The potential is enormous. The aviation sector in India holds huge potential for growth, the reasons being, it receives great impetus from the booming tourism industry driven by higher disposable incomes and favourable demographics. THEORETICAL PERSPECTIVE Traditionally airline service quality was assessed with respect to industry and managerial variables such as flight frequency, load factors, transit times and aircraft type etc. the provision of superior service quality has been accepted as an important source of customer retention and loyalty, which may ultimately lead to superior competitive. Within service research, customer experience is treated as embedded in service quality and is measured by comparing expectations before and predictions after the experience, or perceptions only, different predetermined service attributes. Consequently service www.theinternationaljournal.org > RJEBS: Volume: 02, Number: 09, July-2013 Page 53
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