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Is your customer service strategy focused on the correct goal?

April 15, 2014


When it comes to airline complaints in the United States, low cost carrier Spirit is way ahead of the competition. In fact, passengers are three times as likely to have an issue with Spirit as the country’s next most complained-about carrier, Frontier Airlines. 

In 2013, Spirit had 9,440 complaints per 100,000 enplanements, an incredibly high figure. These relate to everything from delayed flights to issues with baggage. Frontier Airlines came second in 2013 with 3,087 complaints per 100,000 enplanements while United rounded off the top three with 2,144.

Since 2009, the annual revenues of Spirit has climbed from about $781 million to $1.6 billion. The facts could lead one to conclude that customer service does not matter after all. A better conclusion is Spirit has not “failed” to meet customer expectations of customer service. The expectations are already low, and the value received (trip) for the cost and the low customer service meets a market demand.

Are you as a company, trying to deliver excellent customer service? Is excellent customer service, or WOW! really needed? Is there an opportunity cost to not leveraging your real capability due to slavish devotion to the idea of WOW!?


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