Adoption and loyalty toward low cost carriers: The case of Taipei–Singapore passengers

Chang, Li-Yen; Hung, Shao-Chih

doi:10.1016/j.tre.2012.10.003

Cited by 66 publications

(53 citation statements)

References 18 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Passenger loyalty is fundamental to any airline aiming to maintain a stable market share and revenue stream (Chang and Hung, 2013), particularly in a turbulent market. The competitive landscape of the global airline industry has been in a constant change in recent years, with a rapid growth of low cost carriers and high-speed railways, rising fuel costs, fluctuating demand, and tighter security, safety and quality requirements.…”

Section: Introductionmentioning

confidence: 99%

“…However, research into factors driving passenger loyalty is still at its early stage, and findings so far have been inconclusive. A recent exploratory research by Chang and Hung (2013) examined passenger loyalty towards low cost carriers, yet the factors that drive business travelers' loyalty towards full-service airlines still remain underexplored.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Drivers of airline loyalty: Evidence from the business travelers in China

Vlachos

Lin

2014

Transportation Research Part E: Logistics and Transportation Re

View full text Add to dashboard Cite

The full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders. Implications for airline managers and recommendations for future research are provided.

show abstract

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Drivers of airline loyalty: Evidence from the business travelers in China

Vlachos

Lin

2014

Transportation Research Part E: Logistics and Transportation Re

View full text Add to dashboard Cite

show abstract

“…The LCCs often operate services from secondary airports (Chang, Hung 2013;Francis et al 2006). LCCs often commence their services from secondary airports, which are normally located farther from the main urban area than primary airports.…”

Section: Low Cost Carrier Business Modelmentioning

confidence: 99%

The Evolution of Low Cost Carriers in Australia

2014

View full text Add to dashboard Cite

Due to the vast distances across the country as well as between urban centres, Australia is heavily reliant upon its air transport industry. Following deregulation of Australia's domestic air travel market on the 30th October, 1990, low cost carriers have entered the market. Australia's LCC market has had three discrete phases. The first wave occurred between 1990 and 1993 and was subsequently followed by a duopoly period in 1994–1999. The second wave occurred between 2000 and 2006 and the final wave has been in the post-2006 period. This paper examines the evolution of Australia's domestic low cost carrier airline market and finds that by 2010, low cost carriers had captured around 64 per cent of the market. Following the evolution of the “Virgin Australia” business model from a low cost carrier to a full service network carrier, commencing in 2011, the low cost carrier's market share has declined significantly and is now around 31 per cent. “Jetstar” and “Tiger Airways” are the two major carriers presently operating in this market segment.

show abstract

“…Service failure has several antecedents on which the said service can fail, and it is paramount for the marketers to diagnose the cause of service failure for a successful prognosis of offering appropriate remedies. When dissatisfaction with the service encounter occurs, consumers are likely to complain, leave, switch, and/or engage in negative word of mouth and other damaging activities towards the organization, thus negatively impacting overall profitability, consumer commitment and loyalty (Bitner, Brown, & Meuter, 2000;Lee & Park, 2010;Chang & Huang, 2013;Wen & Chi 2013). TARP (1979) study found that problematic experiences reduce consumer loyalty across all industries by fifteen to thirty percent.…”

Section: Introductionmentioning

confidence: 99%