Mkt 571 Week 3
Classic Airlines Marketing Solution
Amy Salawu
MKT/571
February 25, 2013
Kurt Dietrich
Overview Classic Airlines put together a team to reduce overall costs by 15% and address several concerns including employee morale and customer retention. The team faces the challenge of convincing senior leadership to look beyond the bottom line becoming a customer focused organization. The team also faces the challenging of making changes without increasing costs, cutting salaries, or damaging the reputation of the company in the eyes of shareholders, customers, or employees. The paragraphs below utilize a problem solving process to tackle these challenges.
Problem Solving Solving problems does not occur in a vacuum or only at the highest level of an organization. The employees who deal with various tasks on a day-to-day basis have the best view and in many cases offer the best solutions. In an article from BPI Consulting (2012) about problem solving, a philosophy of problem solving includes the following: • Problem solving should occur at all levels of the organization • All problems should not be addressed with the same approach • Problems are normal • Be hard on the problem and soft on the people involved • People should address the problems in their own areas (BPI Consulting, 2012, p.1) This philosophy lays a positive foundation for problem solving. When all levels of the organization work towards resolution problem solving becomes part of the work process and organizational visions, goals, and direction push solutions that promote growth and meet the needs of customers and employees. The remaining four bullets work together to achieve the best solution. “Problems are opportunities to make things better and should be viewed as such” (BPI, 2012, p.1). Allowing employees from each area to address their own issues promotes ownership. In general employees with a sense of ownership tackle
Amy Salawu
MKT/571
February 25, 2013
Kurt Dietrich
Overview Classic Airlines put together a team to reduce overall costs by 15% and address several concerns including employee morale and customer retention. The team faces the challenge of convincing senior leadership to look beyond the bottom line becoming a customer focused organization. The team also faces the challenging of making changes without increasing costs, cutting salaries, or damaging the reputation of the company in the eyes of shareholders, customers, or employees. The paragraphs below utilize a problem solving process to tackle these challenges.
Problem Solving Solving problems does not occur in a vacuum or only at the highest level of an organization. The employees who deal with various tasks on a day-to-day basis have the best view and in many cases offer the best solutions. In an article from BPI Consulting (2012) about problem solving, a philosophy of problem solving includes the following: • Problem solving should occur at all levels of the organization • All problems should not be addressed with the same approach • Problems are normal • Be hard on the problem and soft on the people involved • People should address the problems in their own areas (BPI Consulting, 2012, p.1) This philosophy lays a positive foundation for problem solving. When all levels of the organization work towards resolution problem solving becomes part of the work process and organizational visions, goals, and direction push solutions that promote growth and meet the needs of customers and employees. The remaining four bullets work together to achieve the best solution. “Problems are opportunities to make things better and should be viewed as such” (BPI, 2012, p.1). Allowing employees from each area to address their own issues promotes ownership. In general employees with a sense of ownership tackle
References: BPI Consulting, LLC. (2004). Problem Solving Model. Retrieved from http://www.spcforexcel.com/problem-solving-model Koma, B. (2010). Foolproof Your Customer Loyalty Program. Retrieved from http://www.businessweek.com/smallbiz/tips/archives/2010/10/foolproof_your_customer_loyalty_program.html Kotler & Keller. (2007). Framework for Marketing Management (3rd ed.). New Jersey: Pearson-Prentice Hall. Retrieved from the University of Phoenix MKT 571 Marketing E-Resource link. Kotler & Keller. (2006). Marketing Management (12th ed.). New Jersey: Pearson-Prentice Hall. Retrieved from the University of Phoenix MKT 571 Marketing E-Resource link. Newsom, Turk, & Kruckeberg. (2004). This is PR: The Realities of Public Relations (8th ed.). Belmont, CA Thomson-Wadsworth. Retrieved from the University of Phoenix MKT 571 Marketing E-Resource link. University of Phoenix (A). (2012). Scenario: Classic Airlines. Retrieved from the University of Phoenix MKT 571 Marketing E-Resource Link. University of Phoenix (B). (2012). Classic Airlines Documents. Retrieved from the University of Phoenix MKT 571 Marketing E-Resource Link.