A member of the royal family of European airlines, British Airways (BA) servesabout 150 destinations in some 75 countries from hubs at London's Heathrow andGatwick airports. The carrier operates a fleet of more than 240 aircraft, consistingmainly of Airbus and Boeing jets. BA extends its network via code-sharing relation-ships, chiefly with AMR's American Airlines and other members of the Oneworldglobal marketing alliance, such as Iberia and Qantas. (Code-sharing allows airlinesto sell tickets on one another's flights and thus offer passengers additional destina-tions.) Among Europe's flag carriers, BA is outranked only by the combined AirFrance-KLM and by Deutsche Lufthansa
British Airways is well known for the quality of the experience provided. In this paper, we apply the flower of services theory inorder to break down and study all thesupplementary (enhancing and fa-cilitating) services that the company provides in order to deliver the coreservice, that is the actual flight, andto differentiate itself from competi-tors. We will see that the company and its part-ners (the airport staff, the support vehicles,etc) have to put a lot of effort and resources in thesupplementary services while the actual flight has a relatively small part in the proc-ess. These facilitating services, although necessary, are perceived by the customers
mostly as hygienic factors that is, they don‟t provide additional value to the cus-
tomer experience but if for some reason they fail, they will create a big dissatisfac-tion. (Think for example at when one luggage is lost.) the customer is paying to betransported around the world but to make this experience enjoyable, a lot of work has to be done.
being tran-sported fast,safely andcomfortably
Post-flightCustomer careFrequent-flyer programBaggagehandlingOn-boardfoodOn-boardentertainmentReservationsystemwebsiteAirport desk Call-centreAirport loun-geOn-boardflight assi-stants