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Artikel ini dimaksudkan sebagai bahan pelajaran bagi salah satu perusahaan penerbangan di Indonesia yang akan meberlakukan para crew cabinnya dengan sistem gaji 60 % fixed salary, sisanya 40 % merupakan bonus atau variable ( info diambil dari salah satu majalah ekonomi ). Konon katanya untuk meningkatkan pelayanan terhadap pemakai jasa, padahal kinerja perusahaan bukan tergantung hanya pada crew cabin, dan kemungkinan secara psikolgis para crew cabin akan frustasi , yang nota bene hanya bagian sangat kecil dari sistem manajemen. Yang harus dirubah itu sistem manajemen korporasinya . In Case bahwa sistem penggajian baru akan memicu para crew cabin untuk memberikan pelayanan terbaik, apakah yakin bahwa imbalan yang mereka terima dengan sistem baru akan lebih besar dari sistem lama " full fixed salary " ? Darimana proyeksi perhitungannya ? Silahkan anda baca artikel dibawah ini, bagaimana perusahaan kelas dunia melakukan strategy bisnisnya, walaupun tidak selalu strategy bisnis akan menghasilkan suatu hasil yang maksimal ( not just a piece of works ) - Hendra S Raharjaputra ( 14 Oktober 2009 )
USA TODAY'S David Grossman recently scored an interview with David Cush, Virgin America's CEO, and came away with some interesting details about how the airline sees itself. Mr Cush is a former American Airlines employee, but he says Virgin doesn't look at his former employer for inspiration: Observing jetBlue "really opened my eyes when I was at American Airlines," says Cush. "They had a very high quality product, but were able to produce it at a low cost." Cush attributes jetBlue's success to investing primarily in what is most visible to the customer, like new airplanes, live television and well-trained people... It's amazing that more airlines don't seem to get this. There's a reason the established players in America's domestic airline industry have given up so much ground to disruptive new players: the new guys are focussed on customer service. Instead of trying to cut costs by becoming terrible airlines, the new guys make cuts in other areas. Mr Grossman explains: Although it follows the successful low-cost airline model with a single aircraft type (the Airbus A320 family) and a point-to-point route network with few connections, Virgin America has constructed a premium product including 9" video touch screens with a full qwerty keyboard, 110-volt electrical power outlets, and USB and RJ-45 Ethernet jacks at every seat in the airplane. Passengers may access the Internet, live television channels, on-demand movies or 3,000 music MP3's. In addition, travelers may use the in-flight seat-back entertainment system to build their own playlists, engage in live seat-to-seat chat messaging with other passengers or order food and drinks on-demand. Virgin America also offers a luxurious first-class cabin that resembles international business class on most airlines. There's actually a great parallel to this in a related industry: ground transportation in America's north-east corridor. The Washington Post published an interesting (if behind the times) piece late last month on the way new bus companies have shaken up that market. The upshot? New bus lines that improved the customer experience with newer, cleaner and more comfortable buses, WiFi, and online booking have carved out a significant chunk of the transport market between DC, New York and Boston. Instead of cutting costs by making their customers suffer, they cut costs by offering vastly fewer destinations than the established players and largely doing away with ticket windows and formal stations. They've even threatened car travel—if you're not carpooling and splitting the cost of petrol and tolls, it's usually cheaper to take the bus from New York to DC than it is to drive. It's often faster, too. The bottom line is that most travellers don't really care if you're cutting costs by reducing the different types of aircraft you use or by simplifying your network (and coincidentally introducing more direct flights). They do care if you decide to cut costs by making them miserable. If you make your customers miserable, someone will come in and offer a better product that doesn't make passengers quite as miserable. That seems to be exactly what's happening with Virgin America. But don't take Mr Cush's word for it. What about you, readers? Have you enjoyed flying on Virgin America? Or is it all a bunch of hype? Source : Economist ( Washington DC ) |
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BIZ_TALKS SITES STRATEGY - I Strategy Virgin America
BIZ_TALKS SITES STRATEGY - I Strategy Virgin America