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Eine empirische Untersuchung zur Kundensteuerung in der Airline-Branche

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Tightly calculated prices and high fixed costs force airlines to employ measures for steering customer behaviour. These measures can be designed as push or as pull measures. Depending on the situation during the service process, the push or pull measures are perceived by the customer either as an incentive to behave in conformity with the service or as a penalty.

The research objective of this study is to examine the influence of customer penalties on the behavioural intentions of an air traveller. To this end, based on the theoretical and conceptual foundations, a provisional impact model of customer perception and behavioural intentions in negatively perceived situations is developed. In a next step, the provisional impact model is expanded into the central a priori impact model, drawing on the theoretical foundations of the airline sector, a customer survey, expert interviews and an observation at check-in. The central model is tested experimentally by means of a written survey at Zurich Airport and an online survey. The experiment is conducted by presenting various scenarios within the service process. The scenarios concern excess baggage, lounge access as well as priority boarding, a flexible return ticket and an upgrade to the next higher booking class. The quantitative empirical data are analysed using inferential statistical and analysis of variance procedures.

By means of hypothesis tests, four factors influencing customer perception and customer value were identified: the measure for steering customer behaviour (penalty policy or incentive option), the communication of the customer steering, the airline’s image and the ticket price. If customers perceive a situation as a penalty, they will react with negative behavioural intentions, in particular with disloyal behaviour. Furthermore, penalty measures judged to be unfair have a negative effect on the perception of the company’s image. Penalties are justified by companies as preventive measures or as compensation for costs incurred or profits foregone. Incentive systems such as bonus programmes can likewise be used to steer customers without triggering negative behavioural intentions.

The management implication of this experimental study is the recommendation to employ clearly communicated incentive systems and penalty policies in combination. The internet channel is well suited to this for airlines. In setting the penalty fee or the price of the incentive option, a fair relation to the ticket price as well as equal treatment of all passengers within the same customer segment should be sought. It proves useful to draw on a customer’s history for steering customer behaviour.