Delta Air Lines

Thus every passenger traveling with the airline should lay hold of (on the Stubble Experience which combines value, excellent service, style and innovations. By offering mark snacks, dunking donuts, coffee, more(prenominal) legroom, wider seats and satellite television etc. The customers benefit from a high quality service. Innovations much(prenominal) as tickles flying, one-way f ares, touchstones check-in, free ac spotledge television and flying with the latest aircrafts such as the Embracer one hundred ninety regional Jet reflect the airlines aim to create a hip symbol that differentiates them from their competitors.Melanin reduces distance within the conjunction by talking to passengers about their experiences and by visiting the employees at their workplace. Supervisors need to attend theJet Blue University, where they are happy by Melanin or Dave hasten, the chief operating officer. All employees are seen as Creamers and are highly involved in all backup aspects t o cultivate a strong team spirit and enthusiasm for the airline. found on these aspects theStubble Experience is strongly embedded in the companys overall business strategy.Question 2 When Stubble got bigger, the company faced parvenu challenges in 2005, by dealing with more complex operations and scalability issues. Labor and keep costs for older aircrafts increased and with the introduction of the new plane Embracer 190 the airline faced running(a) problems. Escalated costs for the implementation of the new aircraft-type, delays because of the adeptness of the in-flight entertainment system and trainings for mechanics and pilots ended in significant operable problems within the company.Additionally Hurricane Rata, Wilma and Strain led to a decreased demand in their eye revenue regions, petroleum refineries were closed and the fire costs ruddiness 52 percent, the airline lost $20 million in that year. As a response to the losses of 2005, Melanin and Barge formulated a reco very plan, which contained a raise of the average fares, a more efficient routine of capacities and extending their services to small and medium cities, where they had less competition. Furthermore they stressed their pattern to fly with a delay rather than canceling a flight.The airline as well as verbalize to improve their workforce productivity wrought better trainings, babble business processes and more extensive use of automation. To control the rising fuel prices the company wanted to implement financial hedging strategies. As a reaction to the operation loss the managers refused bonuses and delayed the purchase of 36 new planes. Enjoyed three successive profitable quarters, with only $1 million in the red. Question 3 Stubble suffered their worst crisis on February 14, 2007, when a sour snow set upon reached New York City although the weather forecast stated that the city would not be affected.Due to the companys principle to avoid cancellations, they kept six-spot air planes in the gate waiting for better weather and four more arriving aircrafts stuck on the tarmac for up to 10 hours. This led to frustrated passengers, sound off about Stubble in the media. The actual problem besides the pull and the wrong weather forecast was the internal way of handling the operational part within this situation. The communication and coordination between the employees struggled and Stables service system was exclusively overloaded.The staff on board were not aware of hat was misfortune outside and as they had never handled such a problem before, they didnt know how to handle it. Also the companys principle of not canceling any flights if possible and kind of keeping the passengers on the airplanes led to criticism, bad media and unsatisfied customers. Stubble reacted to the contingency with a public apology and announced that every passenger who was stuck on the plane for more than three hours would get a honest confuse back and a free roundup ticket a nd to those whose flight has been cancelled a full refund.They also published a Customers Bill of Rights which specified the imposition terms. The company could have published a Customer Bill of Rights before the storm happening since such an issue had happened earlier with Northwest airlines and it had led to a lot of bad press and clearly from the way employees reacted it shows that they were not trained to handle such difficult situations which could have been pre-meditated.Even if the way Stables management took action, (like when Dave Barge went to JIFF on the day of the storm to take a look at the situation and speak to passengers and creamers, or the fact that David Melanin became the public ace of the crisis to give interviews, was a good way of dealing with the situation) the company would have necessary someone in the management who was more experienced with handling such circumstances or been in similar situations before.To better overcome such crisis the staff should ha ve been trained by experienced coaches, that give operating instructions how to act in such cases. The management should also have gauzy the responsibilities of each department to avoid irritations in critical situations. And in post to not get into an emergency situation the company