Professional Documents
Culture Documents
1) Evaluate the service to club members and casual flyers by completing a table similar to
Table 3.1.
Customers
Product Range
Design Changes
Delivery
Quality
Club Members
Provision of facilities &
instruction to pursue sport
Enthusiasts
Novice to Expert
None
Club/team Activity
Good flying conditions, Skills
150 members
Negligible
Competitive Factors
Order Winners
Products
Casual Flyers
Trial Flights
Thrill Seekers
Short Introductory Flights
Variety
Dependable flight
Support, care & attention,
Safety
High numbers
Mostly profitable
Qualifiers
Less Important
Quality
2) Chart the five performance objectives to show the differing expectations of club
members and casual flyers and compare these with the actual service delivered.
The Club Members & Casual Flyers have different expectations from the club, but following are the
actual services delivered:
Its clear that the operation is more accustomed to the needs of the club members as club members run
the gliding club. Many club members see the casual flyers as nuisance who take up their precious air
time and reduce instructor availability with little benefit to the club.
Club members are expected to work for a full day at the club, whereas casual flyers are not required to
help at all.
Members hope to fly sometime during the day, whereas casuals expect to have a flight almost
immediately.
Casuals have paid for their flight and have to be flown but members are not guaranteed a flight.
On some occasions if the weather conditions change for the worse club members do not get to fly at
all. And, as a result:
They feel pushed out of flying by casuals flyers
They consider the club is grabbing money from casuals at the expense of their flying
They feel like cheap labour.
Similarly, the casual flyers perceive about club members:
They see unfriendly and unhelpful people
They feel ignored and loathed
They enjoy the flight but it can be as short as 2 minutes.
They experience very poor service.