aer lingus - leveraging customer feedback to prioritise cx
TRANSCRIPT
Aer Lingus - Leveraging Customer Feedback to Prioritise CX Investments
Michelle McLoughlin, Aer Lingus Head of Insights
1
Aer Lingus is a
Value Carrier
Low Cost
Carrier Full Service
Carrier
Value
Carrier
Voice of the
Guest
• CX programme started 2014
• First time in our history we have finger
on the pulse of what guests really think
• Credibility & trust earned by robust
sample and continuous feedback
• 2017 all IAG airlines launched aligned
CX survey with MartizCx
Vast majority of product & service investments
driven by VOG
Model for continuous
Improvement
Monitor & Refine
Heat Maps MAINTAIN VITAL RETAIN
CRITICAL
Keep it up, no action Focus on maintaining or
improving performance
Lower priority for
improvement
Priority focus for
improvement
Importance
(Impact on NPS)
Pe
rfo
rma
nce
1 2
4 TERTIARY 3
Net Promoter Score
Keep the output
Simple CRITICAL HEAT MAP EXAMPLE
Pe
rfo
rma
nce
(To
p 3
Bo
x)
Importance
7
Importance of senior
Advocate
• who understands the value of a
customer centric organisation
• .. and can change mindsets
• Goal is to integrate customers into the
heart of your business model
Stakeholder Buy-in: Have a Proof of
Concept
NPS OTP (within 15mins)Punctuality
9
Pound the
Pavements
• Continuous stakeholder engagement to
build CX champions
• Relevant message to each audience
• Keep knocking on doors until they start
knocking on your door!
• Accountability is key
• Set non-financial targets
• Year 1 targets – make them achievable
• Keep number of KPIs to a minimum
• Easier to get traction if tied to bonus
structure
10
Set achievable
Targets
11
Worth
Sharing
• Insights function moved from marketing to guest experience
• Monthly reporting to Executive team
• Managing expectations – product changes can gain double digit increases in
satisfaction but process/service changes involving people take much longer and
increases are harder won!
• VOG is now single source of truth - embedded in bonus structure, business cases
and IT priorities
Our approach in practice – 3 case studies
13
Proof of Concept
Punctuality • Cross functional responsibility but no single owner
• Heat map shows it is the single biggest driver of detraction
• Exec sponsor appointed
• Wide ranging changes made
which improved punctuality
• Within 12 months punctuality
moved off the ‘Critical heat
map’
14
A large investment
IFE
• Replaced seat back monitors/screens
• Improved content with limited additional budget
• New earbuds with marginal cost increase but
superior sound quality
15
A large investment
IFE
10% in IFE Satisfaction in Year 1
16
17
Power of feedback in changing processes
Airport Arrivals Process
18
New Process
Airport Arrivals Process
19
Seek out senior advocates and develop CX Champions
Prioritise quick wins & demonstrate return on satisfaction
Keep the insight and output simple
Develop links between CX and financial performance
Takeaways
20
Thank You
Q&A