Customer service 2.0: The Effect of Ryanair\u27s Policy Change

Customer perceptions of Ryanair and Southwest were evaluated to compare two data periods; 2012-13 and 2016-17 to determine differences in passenger perceptions between and within airlines. Quantitative data and open area comments were analyzed. A replication of a previous study for 2016-17 data indicated that customer perceptions of Ryanair improved since the implementation of a customer service program. Survey results indicated Ryanair and Southwest did not have statistically significant differences in overall ratings; a change from 2012-13 data where Southwest was rated significantly higher. Additionally, 2016-17 Ryanair customers indicated they would recommend the airline at a significantly higher rate than Southwest customers. A comparison within each airline’s data between the 2012-13 and 2016-17 collection periods indicated a significant perceived improvement of Ryanair’s customer service in the areas of seat comfort and whether they would recommend the airline to others. Southwest’s customer perceptions between 2012-13 and 2016-17 showed significant declines in overall ranking, seat comfort, value and whether they would recommend the airline. Recommendations for further research include a replication of this study comparing 2016-17 data with 2021-22 data to determine how well each airline has adapted to the Coronavirus

How we roll: A fire engine to every call? Fire department resource allocation and firefighter support in the United States

Emergency service departments in the United States face changing mission requirements, budget constraints and a demanding work environment. This study examined the perceptions of fire chiefs, officers and firefighters who attended the National Professional Development Symposium on the use of a tiered approach when responding to calls, the continued increase in medical calls, and mental health services available to fire service personnel. Regarding the question on sending a fire engine to every call or using a lighter vehicle for medical or non-fire type of calls, most respondents indicated that they currently use or would consider using a tiered approach to vehicle and crew dispatch. This idea has future implications regarding the vehicle mix of fire stations as administrators seek to meet the needs of the public most effectively. Survey responses also noted the need for mental health services arguing that care seeking firefighters should have the option of getting mental health services within the station or at an external location. Calls involving babies or young children were overwhelming cited as the most difficult. Additionally, 95% of respondents indicated a belief that most firefighters suffer from PTSD. Recommendations include: A larger scale survey and analysis of first responder perceptions based on this study. Identifying “best practices” of the most effective tiered response approaches to deploying emergency services resources to calls. Studying Mental Health services combating PTSD to identify best practices. Lastly, emergency services administrators should consider changes to the “vehicle mix” when equipping or reequipping stations

A Tale of Two Airlines_ A Comparative Case Study of High-Road versus Low-Road Strategies in Customer Service and Reputation Management

This research represents an in-depth comparative case study highlighting the differences in marketing strategies, and customer service models between American low-cost carrier Southwest Airlines and European low-cost carrier Ryanair. Analysis focused on the differing brand personalities of the two airlines, particularly with regard to customer service and its relationship to customer satisfaction and overall corporate success from the early days of these organizations through 2013. Southwest Airlines is a budget U.S. airline that prides itself on customer service. Its internal branding provides specific behaviors to ensure employee buy-in to its friendly culture. The focus on respect, concern and a caring attitude toward all customers is a hallmark of the Southwest Airlines internal marketing strategy. This corporate culture appears to build employee motivation resulting in higher levels of quality service, customer satisfaction and higher profitability. Southwest has turned a profit every year since 1973; the only US airline to do so, (Czaplewski, Ferguson and Milliman, 2001; Schleckser, 2018). Ryanair is a budget European airline that ignores typical customer service. It can be easily argued that Ryanair takes the opposite approach to customer service in order to keep costs down. Customers expect low fares but also understand that they will receive a low level of customer service (Ozcelik & Findikli, 2014)

A Tale of Two Airlines: A Comparative Case Study of High-Road versus Low-Road Strategies in Customer Service and Reputation Management

Does customer service - good or bad - really matter? Customer surveys from Ryanair and Southwest Airline passengers were examined to determine their perceptions on customer service for the period of 2012-2013. Southwest Airlines (n=149) was rated significantly higher than Ryanair (n=165) in overall rating (p=.0228), seat comfort (p\u3c.0001), cabin/staff service (p\u3c.0001), and value (p=.0004). Additionally, passengers would recommend Southwest Airlines at a higher rate than Ryanair (p=.0006). Open area comments emphasized that customer service and policies had a large impact on the ratings. Specifically, 53% of Ryanair customers complained about inefficient or unwelcome processes and discourteous or unfriendly service compared to 29% for Southwest Airlines. Ryanair customers complained about check-in procedures, open seating policy, and fees ranging from oversized carry-on bags to fees for printing out boarding passes. The largest area of complaint for Southwest customers concerned how customers were treated during flight delays

Customer service 2.0: The Effect of Ryanair\u27s Policy Change

Customer perceptions of Ryanair and Southwest were evaluated to compare two data periods; 2012-13 and 2016-17 to determine differences in passenger perceptions between and within airlines. Quantitative data and open area comments were analyzed. A replication of a previous study for 2016-17 data indicated that customer perceptions of Ryanair improved since the implementation of a customer service program. Survey results indicated Ryanair and Southwest did not have statistically significant differences in overall ratings; a change from 2012-13 data where Southwest was rated significantly higher. Additionally, 2016-17 Ryanair customers indicated they would recommend the airline at a significantly higher rate than Southwest customers. A comparison within each airline’s data between the 2012-13 and 2016-17 collection periods indicated a significant perceived improvement of Ryanair’s customer service in the areas of seat comfort and whether they would recommend the airline to others. Southwest’s customer perceptions between 2012-13 and 2016-17 showed significant declines in overall ranking, seat comfort, value and whether they would recommend the airline. Recommendations for further research include a replication of this study comparing 2016-17 data with 2021-22 data to determine how well each airline has adapted to the Coronavirus

Customer Service 2.02021 V3.pdf

Customer perceptions of Ryanair and Southwest were evaluated to compare two data periods; 2012-13 and 2016-17 to determine differences in passenger perceptions between and within airlines. Quantitative data and open area comments were analyzed. A replication of a previous study for 2016-17 data indicated that customer perceptions of Ryanair improved since the implementation of a customer service program. Survey results indicated Ryanair and Southwest did not have statistically significant differences in overall ratings; a change from 2012-13 data where Southwest was rated significantly higher. Additionally, 2016-17 Ryanair customers indicated they would recommend the airline at a significantly higher rate than Southwest customers. A comparison within each airline’s data between the 2012 and 2013 and 2016-2017 collection periods indicated a significant perceived improvement of Ryanair’s customer service in the areas of seat comfort and if they would recommend the airline to others. Southwest’s customer perceptions between 2012-13 and 2016-17 showed significant declines in overall ranking, seat comfort, value and if they would recommend the airline. Recommendations for further research include a replication of this study comparing 2016-17 data with 2021-22 data to determine how well each airline has adapted to the Coronavirus

Customer service 2.0: The Effect of Ryanair\u27s Policy Change

Customer perceptions of Ryanair and Southwest were evaluated to compare two data periods; 2012-13 and 2016-17 to determine differences in passenger perceptions between and within airlines. Quantitative data and open area comments were analyzed. A replication of a previous study for 2016-17 data indicated that customer perceptions of Ryanair improved since the implementation of a customer service program. Survey results indicated Ryanair and Southwest did not have statistically significant differences in overall ratings; a change from 2012-13 data where Southwest was rated significantly higher. Additionally, 2016-17 Ryanair customers indicated they would recommend the airline at a significantly higher rate than Southwest customers. A comparison within each airline’s data between the 2012-13 and 2016-17 collection periods indicated a significant perceived improvement of Ryanair’s customer service in the areas of seat comfort and whether they would recommend the airline to others. Southwest’s customer perceptions between 2012-13 and 2016-17 showed significant declines in overall ranking, seat comfort, value and whether they would recommend the airline. Recommendations for further research include a replication of this study comparing 2016-17 data with 2021-22 data to determine how well each airline has adapted to the Coronavirus

RSCH 202 - Difference in grades - grade distribution and pass rates between online-classroom and video learning Roberts Griffith Faulconer.pdf

Education researchers have conducted studies on the relationship of learning mode to student performance but few studies have evaluated pass rate, grade distribution and student withdrawal rate in an introductory research methods course. In this study, researchers examined 2,097 student grades from the 2015-2016 academic year to determine if such a relationship existed. In this study, learning mode was significantly related to failure rate, grade distribution and withdraw rate. Synchronous video home students had a significantly higher failure rate than traditional In-Person or online students. Online student grade distributions were significantly different than In-Person classroom, synchronous video home or synchronous video classroom students. Online Students tended to earn more “A”s and fewer “B”s and “D”s. Synchronous video home students also had a significantly higher withdraw rate than synchronous video classroom students. Recommendations for further research include investigating variables which may impact student performance such as faculty experience with course content and technology and how students select learning modes when taking classes. Future research should continue to employ outcome-based studies to measure the impact of learning mode on student performance. This remains a key issue from the perspective of the students and the institution

RSCH 202 - Difference in grades - grade distribution and pass rates between online-classroom and video learning Roberts Griffith Faulconer.pdf

Education researchers have conducted studies on the relationship of learning mode to student performance but few studies have evaluated pass rate, grade distribution and student withdrawal rate in an introductory research methods course. In this study, researchers examined 2,097 student grades from the 2015-2016 academic year to determine if such a relationship existed. In this study, learning mode was significantly related to failure rate, grade distribution and withdraw rate. Synchronous video home students had a significantly higher failure rate than traditional In-Person or online students. Online student grade distributions were significantly different than In-Person classroom, synchronous video home or synchronous video classroom students. Online Students tended to earn more “A”s and fewer “B”s and “D”s. Synchronous video home students also had a significantly higher withdraw rate than synchronous video classroom students. Recommendations for further research include investigating variables which may impact student performance such as faculty experience with course content and technology and how students select learning modes when taking classes. Future research should continue to employ outcome-based studies to measure the impact of learning mode on student performance. This remains a key issue from the perspective of the students and the institution

A Meta-Analysis of Crew Resource Management/Incident Command Systems Implementation Studies in the Fire and Emergency Services

This research is a meta-analysis of studies on Crew Resource Management (CRM)/Incident Command System implementation in the fire and emergency services. After a thorough literature review, four sets of results were analyzed to determine if CRM training was effective. An aggregate total of 283 test scores were evaluated. The data indicated that CRM training was effective in all studies analyzed. Fixed and random effects models indicated significance as well. The studies had a high degree of heterogeneity probably due to different training and testing procedures used. The data support the use of CRM training in the fire and emergency services. There is evidence for the need for ongoing CRM training as well. Recommendations include designing CRM training with both initial and recurring sessions to ensure internalization of CRM concepts. Future research should also focus on studies with course outcome measures such as pre and post test scores