Our expectation was that we’d learn how the airports were implementing strategies centered on the passenger (customer). In many cases, the presentations and subsequent discussions dealt with the airport’s discrete strategy rather than a customer engagement strategy. In essence, many presenters left us with the impression it was about the airports versus their passengers – suggesting that airports need to consider their strategic direction.

By this we mean that the passenger is obligated to engage with each separate part of their travel journey, usually on terms defined by the airline or airport. That means the customer must master each of the airline, airport, hotel, car rental, ground transportation, etc. websites or interfaces in deference to their own unique needs.

All that said, we were particularly impressed with the presentation from John Holland-Kaye, Commercial Director, BAA Airports and his view of transforming the passenger experience at Heathrow. He said “it’s all about the passenger’s journey with the airport’s job is to improve or make things better for the passenger. He ended with their tagline “making every journey better”.

Allen Lainez, Director of Service Excellence with Copa Airlines highlighted our view when he said that in the industry “had better listen to voice of the customer”. The clear implication was that customers are the consumers who are now in control of the purchasing decisions. Ignore this fact at your own peril.

One topic that received a significant focus during the conference was that of customer service. Unfortunately, many airports measure customer satisfaction only within their own departmental operations. An example is the airport ASQ surveys that attempt to measure customer satisfaction (CSAT). Unfortunately, a passenger’s view of their airport experience may be a function of many variables, including flight delays.

We view this perspective on customer satisfaction in a different way, creating tools based on a Passenger Experience Index (PEI) aimed at measuring customer satisfaction across their entire travel journey. The recent announcement of SimpliFlying’s analysis tool with Eezeer.com is an example of the growing focus on the passenger’s view that encompasses many of the elements we espouse.

What was clear from the conference is that some airports are implementing customer service improvement programs. They are also trying to define a customer engagement strategy by putting the passenger/customer at the heart of their operations. If implemented correctly, we feel that the Passenger’s Travel Experience will improve over time.

• [Presentation] How airports can track passengers, throughout the Evolving Traveler Life Cycle
• Top 10 Airports on Social Media – case studies of the airports best at driving engagement
• Is your Airport Customer Services Delivery Under Pressure?
• 5 Ways to Incorporate Social Media Into the Flying Experience, and leverage on your “followers”
• Best Airports in Social Media: Top 5 Airports nominated for the SimpliFlying Awards for Social Media Excellence 2011

When airlines across the world are cringing due to rising costs and reacting in a knee-jerk manner, hurting both employees and customers, Air New Zealand (ANZ) has taken a bold step in customer service practices and introduced an in-flight concierge on board. The concierges will commence their new roles flying the airline’s London to Los Angeles route, and later operate on flights out of New Zealand. The concierges will be providing a range of services, from travel advice to assistance with onward bookings, to all Air New Zealand’s passengers in the plane, regardless of the class they are in. They will be dedicated to assisting customers with questions and will have no additional roles.

Great for customer retention

This initiative by ANZ is worth a standing ovation. It reflects tough adherence to company standards, even in times of crises. It is such distinguishing services that will make the customer feel the center of the universe – a key to success in service industries. Hotels like Ritz-Carlton to a great job at doing this, and now ANZ might possibly achieve that too. This initiative would be great not only for retaining customers but also win over new ones from competition.

Clear brand leadership

Providing a level of personal service that regular in-flight attendants at other airlines may find it difficult to match, ANZ is taking service to a new level. They are perfectly applying lessons from Blue Ocean Strategy, which talks about fighting the competition on a new plane, on your own terms. If ANZ executes well on what’s touted as their “walking wikipedia”, they would have led the way in building a strong brand, by providing unmatched levels of customer service, on board their flights. Such leadership is what paves the way for a Brand X-Factor “ something that puts an airline in a league of its own.

You can read a detailed interview with Ed Sims, the Group General Manager International Airline for Air New Zealand at The Cranky Flier for more info.

This article is an excerpt case study from the airline branding white paper.
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