Singapore Airlines take both the complaints and the compliments seriously. The Vice President is entrusted with the responsibility to address customer feedbacks. Every article, coming from the passengers, is given due importance and is followed up with proper investigation. The lessons learnt from the complaints are properly executed to remove the loopholes and to enhance the service. The complaint management cell ensures that the problems are properly identified and corrected, and ascertains that such situations are not repeated (Johnston, 2001). Singapore Airlines brings into view the problems and the mistakes so that they are not repeated by the same person, not even by others working within the organisation. This action stems from the realisation that operational process progresses at a faster rate when one learns from others mistakes rather than restricting oneself to his/ her own mistakes. Not only the complaints, but the compliments are also taken seriously. The organisation ensures that the success too is equally shared among the employees. This not only keeps the employees motivated but also helps other people to learn from the successful incidents. These incidents help the organisation to excel in its service. Improving processes, redesigning jobs, improving quality, increasing staff are some of tasks that the management performs to enhance the entire feel of the services offered. However, many organisations are of the opinion that such services result in high cost, on the contrary such processes minimise the total cost thereby enhancing the total revenue. Researches show that good complaint management processes has led to the enhancement of the financial performance (Johnston, 2001).
Another significant effort that requires special mention is its endeavour to offer immediate attention to the arising issues. In Singapore Airlines, if any problem occurs on board, the crew present tries to