Research on the Evaluation of Economy Class Service Quality Based on Customer Satisfaction of MU Airlines

Abstract

The airline industry, characterized by intense competition and evolving customer expectations, necessitates continuous evaluation of service quality to sustain competitive advantage. This study focuses on China Eastern Airlines (MU Airlines) economy class service, examining the critical link between service attributes and customer satisfaction to identify areas for improvement. The research is motivated by the need to address persistent gaps in service delivery, particularly in economy class cabins, where cost-efficiency measures may inadvertently compromise passenger experience. By analyzing customer perceptions, this study aims to provide actionable insights for enhancing service quality while balancing operational constraints.

The theoretical framework integrates the SERVQUAL model and customer satisfaction theory, emphasizing five dimensions of service quality: tangibles, reliability, responsiveness, assurance, and empathy. A mixed-methods approach combining quantitative surveys (n=500 economy class passengers) and qualitative interviews (n=20) was employed. The survey instrument, validated through pilot testing, measured satisfaction across 20 service attributes, including seat comfort, in-flight entertainment, cabin crew professionalism, and meal quality. Data collection spanned three months, covering domestic and international flights, to ensure representativeness. Thematic analysis was applied to interview transcripts to contextualize quantitative findings.

Results reveal significant discrepancies between passenger expectations and perceived service performance. Key dissatisfaction drivers include inadequate seat pitch, inconsistent meal quality, and delays in cabin service. Conversely, crew politeness and on-time departures emerged as strengths. The study proposes a prioritized improvement agenda: (1) optimizing seat design through partnerships with ergonomic specialists, (2) standardizing catering quality via supplier audits, and (3) implementing crew training focused on proactive service recovery. A 12-month implementation timeline is recommended, with quarterly reviews to track progress. By aligning service enhancements with passenger priorities, MU Airlines can enhance loyalty, reduce churn, and position itself as a leader in economy class service excellence. This research contributes to both theoretical understanding of airline service quality and practicalstrategies for operational improvement.