Stakeholder survey

The survey on the assessment of the identification, reputation and quality profile of SEA's relationships with its stakeholders was performed in December 2014 and January 2015 by Marketing Problem Solving, a leading public opinion survey institute. Overall, 171 stakeholder interviews were carried out within the following categories: Aviation and Non Aviation customers, control authorities, suppliers, the bank and financial community, the regions business community and journalists. The results of the surveys concerning the evaluations of the range of the sample interviewed on the identity and the aspects related to the image of SEA are reported below. The findings regarding the evaluations made by the various stakeholder categories on specific aspects of the relationship with SEA were included in the paragraphs concerning the competitive advantage factors, supplier relations, customer relations and the company and the region.

The stakeholders view of SEA

The overall assessment of SEA by the stakeholders interviewed remained very position, and the general average of ratings increased compared to the previous measurement. The best assessments were expressed by the categories of bank and finance, suppliers and Non Aviation customers. At a lower level, although completely positive were the opinions for members of regional companies and institutions and control authorities, while the assessment of Aviation customers dropped slightly.

On a scale of 1 to 10 how would you evaluate SEA?

 201520142013
Suppliers 7.5 7.1 6.5
Aviation Clients 6.5 6.7 6.2
Non-Aviation Clients 7.2 6.9 6.8
Control Authorities 6.9 6.9 6.8
Banking/financial community 7.6 7.1 7.5
Society/Region 7.0 6.2 6.9
General average 7.0 6.6 6.7

Source: 2013 - SWG, Survey of SEA Group stakeholders
2014 - Doxa, Survey of SEA Group stakeholders
2015 - Marketing Problem Solving, Survey of SEA Group stakeholders

In the opinion of SEA stakeholders the perception of positive change is high and growing compared to the previous measurement.

Perception of change within SEA over the last 2/3 years

 201520142013
It has changed 68% 68% 49%
It has remained the same 30% 30% 29%
It has improved 80% 65% 77%
It has deteriorated 15% 33% 18%

Source: 2013 - SWG, Survey of SEA Group stakeholders
2014 - Doxa, Survey of SEA Group stakeholders
2015 - Marketing Problem Solving, Survey of SEA Group stakeholders

The assessment of the relationship with SEA remains very positive (85% of the sample judges it constructive and useful), on the rise compared to the previous measurement (78%).

Overall evaluation of the relationship with SEA

 201520142013
Constructive 55% 41% 51%
Useful 30% 37% 30%
Not useful 2% 7% 1%
Disorganised 12% 5% 4%

Source: 2013 - SWG, Survey of SEA Group stakeholders
2014 - Doxa, Survey of SEA Group stakeholders
2015 - Marketing Problem Solving, Survey of SEA Group stakeholders

The level of confidence expressed by the stakeholders towards SEA increased significantly (86% of the interviewed sample declared to have a lot/ enough confidence, in line with the previous measurement).

Level of confidence in SEA

  2015  2014 2013
 Very confident    39%   21%  21%
 Sufficiently confident   47%   65%  56%
 Not very confident  13%   13%  13%
 No confidence    1%   1%  3%

Source: 2013 - SWG, Survey of SEA Group stakeholders
2014 - Doxa, Survey of SEA Group stakeholders
2015 - Marketing Problem Solving, Survey of SEA Group stakeholders

The evaluation of the central identity characteristics of SEA

The perceived identity of SEA obtained for an assessment of its central identity characteristcs, is in line with the figures from previous measurements.

The positive factors which were amply recognised by the stakeholders such as reliability, soundness, proximity and propensity for socially responsible conduct have remained on the positive side and on the rise compared to last year, while flexibility and openness have undergone a positive change.

The aspect related to bureaucracy and monopolistic approach, even if recovering compared to the previous measurement, continue to be negative.

Perceived characteristics of the company

Perceived characteristics of the company

Source: 2013 – SWG, Survey of SEA Group stakeholders
2014 – Doxa, Survey of SEA Group stakeholders
2015 – Marketing Problem Solving, Survey of SEA Group stakeholders

Evaluation of the distinguishing features of SEA

In SEA's opinion the factors that represent the company's strong points, i.e. its intangible assets that the company feels its possesses and cultivates and that it considers elements that set it apart form other operators in the same sector - were assessed by the stakeholders to verify their degree of recognition of these characteristics. An overall positive picture resulted, which includes come points of excellence mainly represented by the respect that the company uses in relationships with its counterparts, the capacity to trigger, stimulate and accelerate economic development of the territory area the airports and the leadership its expresses in its industry.

Company skills that did not receive as much recognition fro the stakeholders are those related to interaction with the local community, a clear vision of its future, resilience that the company is able to express when faced with difficult situations and openness to dialogue, clarity, transparency and promptness in communication.

Evaluation of the distinctive features of SEA

Evaluation of the distinctive features of SEA

Source: 2013 – SWG, Survey of SEA Group stakeholders
2014 – Doxa, Survey of SEA Group stakeholders
2015 – Marketing Problem Solving, Survey of SEA Group stakeholders

Management team

The SEA Group relies on an organisational and managerial structure which supports the growth and implementation of the strategic guidelines, primarily thanks to the consolidated experience of senior management within large enterprises operating in complex sectors and, in particular, in the air transport sector. In particular, the company has demonstrated its ability to react to the challenges of contracting numbers (the de-hubbing of Alitalia, the economic and financial crisis) by tapping into growth and development opportunities through operating flexibility, the redefinition of strategies and by anticipating major developments within the market.

Stakeholder opinion on SEA management (scale 1-5)

 SuppliersAviation ClientsNon-Aviation Clients Banking/financial communityCompanies and Institutions
Competence 4.6 4.0 4.3 4.2 3.9
Reliability 4.7 3.5 4.4 4.3 3.9
Correctness 4.7 3.8 4.6 4.1 4.0
Openness/Availability 4.6 3.7 4.2 4.1 3.7

2015 - Marketing Problem Solving, Survey of SEA Group stakeholders

The quality of SEA’s management was recognised by the principal stakeholders who allocated very positive average scores concerning competence, reliability, correctness and availability in their interactions with group management.