AIRPORT
PASSENGER EXPERIENCE MODEL FOR TERMINAL LOW-COST CARRIER (STUDY CASE AT
TERMINAL 1 SOEKARNO–HATTA INTERNATIONAL AIRPORT)
Mora Yolanda
Sagala, Ina Primiana Sagir, Iman Chaerudin
Universitas Padjadjaran
Bandung Jawa
Barat Indonesia
Email : morayolanda27@gmail.com,
ina.sagir@fe.unpad.ac.id,
Abstract
Introduction : The high traffic of flight movements and the number
of airport passengers around the world are placed in very high demands on the
airport industry business. For example the airport operator PT. Angkasa Pura II (Persero) or AP II is trusted to manage 19 airports and airport-related
services to concentrate their service business on customers (Customer Centric
Organization).
Objective : This study aims to obtain
the Airport Passenger Experience Model in Terminal 1 of Soekarno-Hatta
International Airport as a Low-Cost Carrier Terminal. Development of a
passenger activity service model to address the gap between the level of
importance and service perceived by business and leisure passenger types at all
travel touch points in service processing activities and non-processing activities.
Method : This study uses 50 service
attributes and 100 samples of respondents. The questionnaires
were distributed twice. The first questionnaire uses the Quality Function
Deployment (QFD) method to determine the performance of each service attribute
through identification of passenger needs and desires (Needs). The second
questionnaire uses the Analytic Hierarchy Process (AHP) to obtain a ranking or
priority order based on the level of importance of airport passengers
(Importance). Results : The results of the
formulation of the House of Quality (HoQ) from a combination of QFD and AHP
analysis methods get 5 priority programs (Panca
Programs) from 17 Needs & Importance technical responses, including
Customer Centric, Strategic Approach to Customer Service, Innovative, Sense of
Place and Positive Ambiance. These have been adapted to the types of business
passengers and leisure passengers at Terminal 1 Soekarno-Hatta Airport as a
template for the Airport Passenger Experience Model for Low-Cost Carrier
Terminals. If the manager of Terminal 1-BSH can carry out the five priority
technical responses, then it can meet the needs of airport passengers by
contributing 53.73% and if the sixth to tenth priority technical response is
also carried out, it will increase the airport passenger experience by
contributing as much as 84.80% as optimization of airport service performance
at Terminal 1 Soekarno-Hatta Airport.
Conclusion : Based on the identification of the needs and
expectations of Terminal 1-BSH passengers through the Quality Function
Deployment (QFD) method, there are 20 service attributes that have a negative
gap value or exceed the average satisfaction threshold. Out of the 50
indicators of passenger activity service processing, it shows that airport
passengers are still dissatisfied with the services provided or there is a
decrease in the quality-of-service performance. The proportion of passengers’
dissatisfaction in the departure service area is higher than in the arrival
area.
Keywords : processing
activities, non-processing activities, qfd, ahp, airport passenger experience
Introduction
Based on the 2018 IATA
Tourism Economics Press Release report, it is estimated that the number of
airplane passengers worldwide will triple to 8.2 billion by 2037 and economic
activity supported by aviation is expected to be USD6.9 trillion
. Meanwhile, in the Asia-Pacific region, Indonesia is expected to become
a prominent performer, rising to the 10th largest in 2017 to the 4th largest in
2037 from the world aviation market as illustrated in Figure 1
Figure
1. Estimated Number of Airplane Passenger & Top 10
Largest Airplane Passenger in 2017-2037.
Source: IATA/Tourism Economics & Oxford Economics, 2018
The high traffic
of flight movements and the number of airport passengers around the world are
placed in very high demands on the airport industry business. For example the
airport operator PT. Angkasa Pura II (Persero) or AP II is trusted to manage 19
airports and airport-related services to concentrate their service business on
customers (Customer Centric Organization) (Simon, VAn Den
DriesT, & Wilms, 2016). The intense and dynamic competition in the
airport industry requires AP II to have proper airport service standardization
through the interaction of passenger activities in building the attraction of
the extraordinary airport (Ridhwanullah,
2016). Therefore, it manages to provide a pleasant passenger experience in
order to leave a positive memory impression on all airport customers as a
competitive advantage. (Popovic, Kraal,
& Kirk, 2010) describe
airport passenger experience as "the activities / activities and
interactions that passengers pass through inside an airport terminal".
According to the International Air Transport Association, abbreviated as (Turner, 2010), passenger activities consist of processing and non-processing
activities as indicators of measuring the optimization of airport service
performance in increasing airport customer satisfaction (Majid, 2020). Terminal 1 Soekarno-Hatta Airport is a terminal with a special
class of service for low-cost carriers (low-cost carrier terminal) for domestic
flight routes. Currently, Terminal 1-BSH only serves Lion Air airlines,
consisting of domestic passengers and foreign tourists on leisure and business
trips. According to (Wiredja, Popovic, & Blackler, 2019) These two types of passengers will pass a series of service
processing and non-processing activities in the departure, transit, and arrival
areas according to IATA standards, which is shown in Figure 2
Source: IATA, ADRM 11th Edition, 2019
Terminal 1-BSH as an LCC terminal has
experienced an increase in passenger movement which is directly proportional to
the number of passenger dissatisfaction each year. Terminal 1 manager have made
efforts to improve services, but there are still many service attributes that
need attention as a reflection of the gap between service performance and
airport customer expectations of the two service processes. Passenger
dissatisfaction data consists of a collection of passenger’s bad experiences,
suggestions, and major recommendations which have been summarized in Table 1.
Table 1
Service Attributes of Terminal 1 Passenger
Dissatisfaction – BSH
Source: Survey CSI, ASQ, SKYTRAX 2015 – 2019 year’s report
Table 1 explains that the services that
have been implemented have not been able to guarantee the optimization of airport
service performance. The purpose of this research is to help the management of
Terminal 1 - BSH to assess the decreased service attributes and to redefine
products and services in accordance with the perspective approach of airport
passengers at LCC terminals. Therefore, airport service performance is more
optimal (Nasution-Patrick, de
Yong, Lukito, & Aziz, 2016). In addition, in the end it is able to provide
reliable, consistent and enjoyable experience for passenger that exceeds the
expectations of airport passengers according to the Company's mission. The
objectives of this study are:
1.
To identify the processing of passenger
activity services at Terminal 1 - BSH;
2.
To find out the right type of passenger
activity service that will affect the optimization of airport service
performance at Terminal 1 - BSH;
To develop a passenger
activity service model to optimize the performance of Terminal 1 - BSH airport.
Research Methods
Case studies in a research are
a way to understand the discussed problems by expanding knowledge through the
previous discussion (Kurniawan, Sebhatu,
& Davoudi, 2017). A case study is a summary of a discussion document
conducted intensively on a particular organization or symptom to be reported
and provides a critical assessment of the case (Freeman, Baumann,
Fisher, Blythe, & Akhtar-Danesh, 2012). This case study research was conducted at Terminal
1 Soekarno-Hatta Airport, which is the LCC Terminal with the highest number of
flight and passenger movements. Therefore, it can determine the development of
a service model to improve the airport passenger experience which will be
adjusted to the types of business and leisure passengers (ACRP Report 157,
2016). The target population
of this study were all passengers on the airline Terminal 1
Soekarno-Hatta Airport. Determination of the number of objects (samples) uses a
random sampling technique with the Slovin formula in order to obtain a total
sample of 100 people (Amir
& Ralph, 2018) . The research instrument test is carried out as a tool
to measure the observed phenomenon or problem and usually uses correlation
techniques through validity and reliability tests (Sugiyono, 2017) The validity test shows the extent to which a
measuring instrument is suitable to measure what you want to measure. The basis
for decision making is that if the value of r count is greater than r table,
then each indicator (statement) is declared valid and vice versa if the value
of r count is less than r table, then each indicator (statement) is declared
invalid. The value of r table depends on the number of samples, the number of
samples in this study was 100 respondents, then the value of r table = 0.195.
Testing the validity of these two measurements by using SPSS version 25.0 is
shown in Table 6 (Ghozali, 2016)
Table 2
Test of Perceived and Importance
Validity
Source: Primary
Data Results, processed in 2020
In Table 2, it can be seen that
the value of Perceived and Importance ≥ 0.195, then all indicators in the
questionnaire are declared valid. Meanwhile, the reliability test is to
determine the level of consistency and reliability of the questionnaire in
measuring the research variables. Cronbach's Alpha coefficient (α) is the
reliability coefficient of statistical data instruments with a coefficient
value greater than or equal to 0.60.
The data that has been
collected and has been tested for validity and reliability is continued with
the analysis of the House of Quality (HoQ) matrix data processing (Ramírez, Cisternas,
& Kraslawski, 2017).
HoQ input data comes from the processing of Quality Function Deployment (QFD)
data analysis. Furthermore, the results of the priority order of service
improvements come from the Analytic Hierarchy Process (AHP) method. Intended to
capture customer desires and to see service attributes that must be prioritized
as the company's basis in making decisions to fulfill needs, the expectations
of airport passengers will be contained in the design of the Airport Passenger
Experience Model for the LCC Terminal. The following are the stages of the
analysis of this research, as follows:
1.
Analysis of Customer Requirements (CR)
service attributes is through the stages of the Quality Function Deployment
(QFD) method from the results of the first questionnaire distribution. This
stage is carried out with the aim of knowing the real performance conditions of
passenger activity service processing, consisting the service attributes of
processing and non-processing activities;
2.
Analysis of the Analytic Hierarchy
Process (AHP) is obtained from the results of distributing the second
questionnaire. This stage will get a priority order (ranking) from the
assessment of processing and non-processing variables with a consistency level
of assessment. There are 3 stages of the AHP method research, namely:
a.
Identification and
arrangement of the three-level AHP hierarchical structure consisting of goals,
criteria, and sub-criteria. These criteria and sub-criteria are an expression
of the level of importance of airport passengers as questionnaire data;
b.
AHP weight and priority
quantification - pairwise comparisons are the data from the distributed
questionnaires which are processed according to the AHP method stages with the
Expert Choice-11 software tool. The results of questionnaire data processing
with AHP are in the form of Relative Importance (RI) values. Therefore, the
consistency value of the assessment, namely CR (Consistency Ratio), is stated
to be consistent if CR <0.1 and the weighted value and priority of the
results are.
c.
Determination of
Service Attribute Importance Level is the weighted value and priority results
which become an input to Customer Requirements in the House of Quality (HoQ)
development stage;
3.
Formulation of a House of Quality (HoQ)
completes the performance of service attributes that still have a high gap as
an effort to develop and improve service quality at every touch point of
airport passenger activities. HoQ process stages include Customer Needs (What's
matrix), Technical Response (How's matrix), Relationship between Customer Needs
and Technical Response, Technical Correlation, and Planning Matrix and
Technical Response Weight (Technical Matrix);
4.
The design of a service development
model for Terminal 1 of Soekarno-Hatta Airport will be adjusted to the type of
domestic airport passenger from the combination of the results of QFD analysis,
AHP analysis and HoQ analysis, namely the Airport Passenger Experience Model as
a program template for improving the service experience of LCC Terminal airport
passengers
Results and Discussions
1. Gap Analysis using QFD Method
The analysis of the QFD
method describes the voice of Terminal 1-BSH passengers from the results of the
distribution of the first questionnaire that was randomly carried out in the
departure, transit, and arrival areas with the category of assessing the
importance of the services offered (Importance) and the level of perceived
service (Perceived). The results of the difference between Perceived and
Importance are shown in Figure 2
Figure
2.
Gap Analysis between Perceived vs Importance
Source: Primary Data Results, processed in 2020)
In Figure 5, it shows
the results of the gap analysis with the following details:
a.
The average
satisfaction threshold between Perceived and Importance is 6.41%. In the sense
that if any service attribute has a gap value greater than the threshold, then
there are problems that result in a decreased airport service quality which
cause the airport passengers feel dissatisfied or disappointed.
b.
20 service attributes
have a negative gap value or exceed the average satisfaction threshold,
indicating a decrease in service attribute performance;
c. The
proportion of passengers who feel
dissatisfied in the departure service area is higher than in the arrival area.
2.
Priority
Sequence Analysis of Passenger Interest Level using AHP Method
Identification of
goals, criteria, and sub-criteria in the AHP method analysis is to obtain a
priority order (ranking) of the variable assessment of processing and
non-processing activities with a consistency level of assessment as a priority
basis for making decision of improvements and improving the quality of airport
services. The following is the AHP hierarchical structure for improving the
service of passenger activities in Terminal 1-BSH, shown in Figure 3
Source:
Primary Data Results, processed in 2020
Figure 3 shows the results of
the second questionnaire distribution (pairwise comparisons) through the help
of Expert Choice software version 11.0. The weighting of the processing
activities criteria is 0.668 and the criterion for non-processing activities is
0.332 with the average value of the final weighting of each sub-criterion
(element), and Consistency Ratio (CR) = 0.00881 or <0.1. Therefore, the
pairwise comparison matrix results can be stated as consistent. Of all the
weight of the final service sub-criteria (elements) in the AHP hierarchical
structure, it can be determined that the priority ranking (ranking) is
determined based on the weighted average value sorted from the highest to the
lowest value, which is shown in Figure 4.
Figure 4
Priority Level of
Interest for Terminal 1 Passengers – BSH
Source:
Primary Data Results, processed in 2020
In Figure 4, there are 5 (five) highest priority sequences based on the level of interest of Terminal 1-BSH passengers, including Security Screening = 13.2%, Airport Access = 11.2%, Airport Facilities = 10.6%, Check-in / Drop Baggage = 10.5% and Boarding = 10.3%. By knowing the five highest priorities based on the level of interest of airport passengers, it becomes a reference in determining the technical response as a follow-up to improvement or service development to improve passenger activity services which will affect the optimization of the service performance of Terminal 1 Soekarno-Hatta Airport.
3.
Proposal
for Improvement of Service Quality for Passenger Activities by using House of
Quality (HoQ) Analysis
The final stage is the
result of the compilation of the House of Quality. From the results of the gap
analysis (QFD method) and the five highest priority rankings for the level of
passenger interest (AHP method), 17 technical responses were obtained according
to the characteristics of the airport terminal based on the management
capability of Terminal 1-BSH (How's matrix). The responses are presented in
Table 3.
Table 3
Technical
Responses from Gap Analysis
|
Category |
Service
Attributes Element |
Technical Response |
Remark |
|
|
The highest
AHP Priority Rating (Rank) |
Security
Screening: Queue
waiting time during the inspection process |
1.
Distinguishing the screening entry
according to the type of passenger with the same inspection SOP standard |
Service
Development |
|
|
Airport
Access: a.
The availability of various public
transportation options from and to the airport |
2. Providing
digital public transportation schedule and route information services |
Additional
Services |
||
|
b.
The waiting time for public transport
queues should not be more than 15 minutes (such as: airport taxis and online
transportation) |
3. Affording
smart taxi facility in line with airport app |
Service
Development |
||
|
c.
The availability of parking space and
ease of finding a parking space |
4. Providing
premium parking products services (such as: parking space, Valet &
reserved, parking lounge, washing car, service station, online payment system |
Additional
Services |
||
|
Airport
Facilities: a. The
availability of Terminal Comfort area options: TV Entertainment, Gaming, rest
area and children's play facilities |
5. Arranging
addition of co-working space / business center facilities (short meeting
& print documents) |
Service
Development |
||
|
6. Placing
addition of prepaid sports area facilities (such as: yoga and fitness) |
Service
Development |
|||
|
Providing
online communication channels (such as: Feedback, Live Chat, newsletter,
email) |
Service
Development |
|||
|
The
availability of internet facilities, WIFI and free charging with a stable
connection |
Increasing
the duration and WIFI access points as well as free power outlets |
Improvement
Service |
||
|
The
availability of bank / ATM / money changer facilities |
Adding
an ATM center and money changer in the arrival hall area |
Additional
site point |
||
|
Check-in
/ Drop Baggage: The
waiting time for the check-in / drop baggage queue should not be more than 15
minutes |
Distinguishing
check-in/baggage drop counters according to passenger types |
Improvement
or Modification Service |
||
|
Providing
excess baggage service |
Service
Development |
|||
|
Providing
express package delivery services |
Additional
Services |
|||
|
The highest service quality gap |
Boarding: Easy
and efficient boarding procedure |
Adding
inline self-boarding services with airport apps |
Service
Development |
|
|
Baggage
Claim: Baggage
delivery speed should not exceed 15 minutes |
Arranging
baggage tracking inline facility with airport apps |
Service
Development |
||
|
Retail
Area: Availability
of retail shop variants and cafes / restaurants in the departure area |
Providing
tourist information center services |
Additional
Services |
||
|
Holding
a seasonal event or cultural exhibition (such as: Live local tradition music,
local food, art & tradition ethic) |
Service
Development |
|||
|
Availability
of local SIM card and locker rental |
Providing
local prepaid SIM e-kiosk and smart locker rent facilities |
Additional
Services |
Source: Primary Data Results, processed in 2020
Table 3 shows 17 technical responses in the
form of adding or developing services as an effort to help airport management
and to improve service quality at each touch point of Terminal 1-BSH passenger
type activities. The results of a series of HoQ process stages with the help of
Edraw Max software (attached to the Appendix) obtained the 5 highest priorities
of service development from 17 Needs & Importance technical response
rankings. These results are shown in Figure 9.
Figure 5. Highest Priority for Service Improvement and Improvement of
Passenger Activities Services Terminal 1 – BSH
Source: Primary Data Results, processed in 2020
Based on the performance of airport
services (KPI Airport, IATA), the needs (Perceived) and the level of importance
(Importance) of airport passengers which are benchmarks must be met by Terminal
1 management. These are shown by starting from the first sequence as a priority
program for service improvement and development that will be adjusted to their
capabilities, companies, and the characteristics of the airport itself to
improve Terminal 1-BSH passenger activity services. According to Lou Cohen
(year) in the book Quality Function Deployment, service attributes that rank 1
to 5 are a priority that must be applied first. The five highest priority
programs are in accordance with Terminal 1 – BSH passenger types to solve
service attribute performance problems in the What's
matrix. The services are namely increasing the duration and WIFI access points
as well as free power outlets by 12.57%, organizing seasonal events or cultural
exhibitions (such as Live local tradition music, local foods, art &
tradition ethic) of 12.33%, distinguishing the screening entry according to the
type of passenger with the same SOP standard of 10.02%, distinguishing check-in
/ baggage drop counters according to passenger type 9.67%, and arranging smart
inline taxi facility with airport app by 9.14% (Cohen, 1995).
4.
Airport Passenger Experience Model
Design for improving LCC Terminal services
Based on the 20 Gap identification
results of passenger needs through the QFD method (Needs) (Fajri, 2020), 5 Priority Levels of interest for airport passengers
through the AHP (Importance) method, and 17 Needs & Importance technical
responses through HoQ analysis, it can be designed to be a development model
for passenger activity services at Terminal 1 Soekarno - Hatta Airport. This
design is the Airport Passenger Experience Model for the LCC Terminal. This
model is also based on the concept of airport passenger experience management
from the overall assessment of airport passengers, evaluation of Terminal 1
management, and innovation of outside airports (ACRP 157, 2016) as a strategy
for optimizing airport service performance, which is shown in Figure 10.
Figure 6
Terminal 1 – BSH Airport Passenger Experience Model
Source: Primary Data Results, processed in 2020
In Figure 6, the Airport
Passenger Experience Model for the business and leisure passenger types at
Terminal 1 Soekarno-Hatta Airport is designed from five priority programs
called the Panca Program, including:
a.
Customer Centric
focuses on two things which are time and efficiency to improve the security
screening and check-in / drop baggage services and to and from terminals and
flights to develop airport access services;
b.
Strategic Approach to
Customer Service focuses on communications strategy across all communication
channels and services, amenities, and technology. This program is for the
development of airport facilities and transit process services;
c.
Innovative focuses on
leveraging technology to improve services on boarding and baggage claim;
d.
Sense of Place focuses
on convenience and hospitality for the development of retail area services and
on safety and security for the disembarkation and baggage transfer services;
and last
e.
Positive Ambiance
focuses on cleanliness and efficient operations for Airport Environment
services.
Each of
the development and improvement of Panca Program
services in the Airport Passenger Experience Model for the types of business
and leisure passengers at Terminal 1 Soekarno-Hatta Airport are described in
Table 4.
Airport Passenger Experience Model (AIPEX
Model) of Terminal 1 Soekarno – Hatta Airport
|
Parameter |
Element |
Service Attributes Current Condition |
Service Attributes Development |
Passenger Targeting |
Goals Strong build up towards the “Airport Brand Experience” |
|
|
|
Business |
Leisure |
|
|
Customer
Centric |
Time
and Efficiency |
Check-in
/ Drop Baggage |
Queue waiting
time, the check-in/drop baggage process, and the attitude of the check-in
clerk |
1.
Distinguishing check-in/baggage drop
counters according to passenger types 2.
Providing excess baggage service 3.
Providing express package delivery
services |
√ √ |
√ √ |
1.
Reducing queue length, saturation and
time efficiency 2.
Providing convenience and comfort and
improve service excellence (service excellence) |
|
Security
Screening |
Attitude
of security officers, waiting time queues, feeling safe and secure |
Distinguishing
the screening entry according to the type of passenger with the same
inspection SOP |
√ |
√ |
Reducing queue
length, burnout and time efficiency for business passengers |
||
|
To and
From Terminals & Flights |
Airport
Access |
The
choice of various public transportation options from and to the airport,
waiting time for public transportation queues, the availability of parking
spaces and the ease of finding a parking space, transfer times between
terminals during transit, the availability of various free airport
transportation options to the next terminal |
1.
Providing digital public
transportation schedule and route information services; 2.
Arranging smart inline taxi facility
with airport app; 3.
Providing premium parking products
services (such as: parking space, Valet & reserved, parking lounge,
washing car, service station, online payment system |
√ √ √ |
√ √ √ |
1.
Providing new services thorough
information accuracy about the most visited places from the airport 2.
Making it easier to get real time
information and seamless journeys 3.
Creating a comfort and convenience
situation for deliverers/pickers and passengers |
|
|
Innovative |
Leveraging
Technology |
Boarding |
Boarding
procedures, attitude of boarding officers, use of jet bridges from the
waiting room to the plane |
Adding
inline self-boarding services with airport apps |
√ |
√ |
Coordinating
high mobility, fast access, and seamless journey with digital services |
|
Baggage
Claim |
Organizing
fast baggage delivery, guaranteed baggage save from scuffed, damaged or lost |
In
lining baggage tracking facility with airport apps |
√ |
√ |
Running
real time information, fast access, and seamless journey with digital
services |
||
|
Strategic
approach to customer service |
Services,
Amenities, technology & Communication strategy across communication
channels |
Transit
Process |
Shaping
attitude of transit officers, waiting time for transit inspection queues,
walking distance to the waiting room |
Existing
services have been adjusted |
|
|
|
|
Airport
Facilities |
Placing
the availability of bank/ATM/ Money Changer facilities, trolley locations and
the number of seats, clear instructions/signs/ language and information
desks, internet availability, Wi-Fi, free charging, clean toilets, nursing
room facilities, showers or hotels in the transit area, and the availability
of a choice of Terminal Comfort area variants (TV Entertainment, Gaming, Rest
Area, Kids Zone) |
1.
Adding co-working space / business
center facilities (short meeting & print documents) 2.
Adding prepaid sports area facilities
(such as: yoga, fitness) 3.
Providing online communication
channels (such as: Feedback, Live Chat, newsletter, email) 4.
Increasing the duration and the WIFI
access point as well as the power outlet for free 5.
Adding an ATM center and money changer
in the arrival hall area |
√ √ √ √ |
√ √ √ √ √ |
Developing Social
Intelligence / Fast reactions a. Communication channels
(social media) b. For internal
management of T1-BSH c. For business
partners and stakeholders d. For employees e. For the airport
community f. For government
institutions g. For media h. For the public |
||
|
Sense
of Place |
Safe
and Secure |
Baggage
Transfer |
Securing
automatic baggage handling, ensuring correct and safe baggage transfers |
Existing
services have been adjusted |
|
|
|
|
|
|
Disembarkation |
|
Existing
services have been adjusted |
|
|
|
|
|
Convenience
& Hospitality |
Retail
Area |
Using
a jet bridge from the plane to the terminal building, walking distance to
baggage claim |
1.
Providing tourist information center
services 2.
Holding a seasonal event or cultural
exhibition (such as: Live local tradition music, local food, art &
tradition ethic) 3.
Providing local prepaid SIM e-kiosk
and smart locker rent facilities |
√ |
√ √ √ |
1.
Obtaining city-hub information easily
(accessibility to and from the airport), especially for leisure passengers; 2.
Leaving a good impression and building
strong perception to make passenger aware of the services (brand awareness) 3.
Generating communication and luggage
service to be easy and convenient |
|
Positive
Ambiance |
Cleanliness |
Airport
Environment |
Adding
the availability of various retail shop variants, cafes/ restaurants, selling
prices at retail stores and cafes/restaurants and the availability of local
SIM cards and locker rentals |
Existing
services have been adjusted |
|
|
|
|
Efficient Operation |
Based on Table 4, it explains that the increase in passengers’ experiences at airport terminals is driven by airport passengers themselves. Every need, desire, expectation, habit or behavior, and different demands of each airport passenger will affect the characteristics of the airport terminal services. Thus, the development of a passenger activity service model that has been adjusted to the types of business passengers and leisure passengers at Terminal 1 Soekarno-Hatta Airport through the Panca Program can be applied to Terminal 1 of Soekarno-Hatta Airport as a template for the Airport Passenger Experience Model for Low-Cost Carrier Terminals.
Conclusion
Based on the identification of
the needs and expectations of Terminal 1 - BSH passengers through the Quality
Function Deployment (QFD) method, there are 20 service attributes that have a
negative gap value or exceed the average satisfaction threshold. Out of the 50
indicators of passenger activity service processing, it shows that airport
passengers are still dissatisfied with the services provided or there is a
decrease in the quality-of-service performance. The proportion of passengers’
dissatisfaction in the departure service area is higher than in the arrival
area.
Based on the results of the
Analytic Hierarchy Process (AHP), airport passenger activity services that will
affect the optimization of Terminal 1-BSH service performance are security
screening elements of 13.2%, airport access of 11.2%, airport facilities of
10.6%, and check-in / drop baggage 10.5%. These four elements are important for
airport passenger activities and can become a reference for determining
technical responses based on the level of importance of airport passengers.
The results of
the formulation of the House of Quality (HoQ) from a combination of QFD and AHP
analysis methods obtain 5 priority programs (Panca
Programs) of 17 Needs & Importance technical responses, including Customer
Centric, Strategic Approach to Customer Service, Innovative, Sense of Place and
Positive Ambiance. These programs have been adapted to the types of business
passengers and leisure passengers at Terminal 1 Soekarno-Hatta Airport as a
template for the Airport Passenger Experience Model for Low-Cost Carrier
Terminals. If the manager of Terminal 1-BSH can carry out the five priorities
of technical responses, it can meet the needs of airport passengers by
contributing 53.73%. Therefore, if the sixth to tenth priority technical
response is also carried out, it will increase the airport passenger experience
by contributing as much as 84.80% as optimization of airport service
performance at Terminal 1 Soekarno-Hatta Airport
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