Service innovation by Dubai International Airport: the battle to remain competitive
Publication date: 3 March 2015
Tourism and hospitality management, strategy, economics and customer service.
Undergraduate students studying hospitality management, customer satisfaction, customer service and economics.
Dubai International Airport is one of the most celebrated airports worldwide. It was constructed by order of Sheikh Rashid bin Saeed Al Maktoum in 1969 and has developed significantly in all sections over the years. Passenger numbers and profits have increased dramatically and the airport has received many awards from various countries and organizations, contributing greatly to economic and tourism development. Dubai International Airport offers unique services and facilities to customers, including the Airport Medical Centre, special needs services, Dubai International Airport Hotel, transportation, lounges, a children's play area, smoking rooms, Al Majlis services, executive flight services, Ahlan services, a modern baggage-handling system and Dubai Duty Free. The quality of service is one of the significant concerns of an international company, including Dubai International Airport, as a high quality brings many benefits to the organization, such as increased customer satisfaction and revenue. Thus, to maintain a high-quality level and compete with other international airports, Dubai International Airport needs to ensure the development of its service.
Expected learning outcomes
This cast study will help understand both the services offered by the airport and their features and understand the concepts of increasing value to customers in lieu of money, the contribution of the airport to economic growth, exceeding customers' expectations, intonation in providing services, some factors of competitive advantages, the application of customer satisfaction theories, the services market triangle and providing a role model to other airports.
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Albeshr, H. and Ahmad, S.Z. (2015), "Service innovation by Dubai International Airport: the battle to remain competitive", , Vol. 5 No. 1. https://doi.org/10.1108/EEMCS-06-2013-0111
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