The challenge

Deep dive into the organisation and brand to identify opportunities that can benefit from a change in the innovation strategy.

The outcome

A detailed analysis of customer journey and opportunity for improving customer service when surprises occur, including two concrete directions and core insights for implementing this change.

Pick an area to explore

Minor disruptions

Major disruptions

As soon as you leave for the airport you are stuck in an ongoing traveling process that wont stop until you reach your destination. Making sure you are on time, being stuck in waiting lines, making sure your documents are all sorted out properly, being around people you don’t want to be around. These are all moments or activities that can cause minor discomfort or inconvenience, but will undermine from what could be an otherwise good traveling experience.

common denominator:

Process insecurity
Interview and survey respondents indicated that while traveling it is easy to lose your sense of being an autonomous individual. Short moments of recognition by for instance staff were said to be able to regain a sense of individualism.
During minor disruptions travelers could be capable of solving their own problems. During these minor disruptions emphasis should be on enabling travelers to solve their own problems rather than solving problems for them. A way to give travelers autonomy, while at the same time one less problem for staff to solve.
Losing autonomy can partly be caused by a lack of overview of a traveler’s own situation. Taken from another context, an example of a solution for this are Dutch traffic lights that show a timer telling you how long you have to wait. It provides pedestrians with direct insights on their own situation, and increases their sense of control
Ultimately the goal is to make the traveler feel recognized as a person, to take away process insecurities and to enable him to take care of himself. Combined these should increase the sense of autonomy and contribute to a more positive and smooth traveling experience.
KLM’s unique advanced CRM systems allow KLM to know and track the customer. This information can be used to offer personalized information to customers in the moments right before they need it. For example; when a client is stuck in traffic, provide him with an indication of how long the queue at security is, so that he doesn’t have to worry. Start with KLM FlyBlue members and gradually build it out.
KLM FluBlue members are frequent users of KLM’s app. They use the app in all processes in the airport. So why not use it to offer clients a hotel voucher when a flight is seriously delayed? This is easy and quick for the customer, as well as the service staff on the plane and in the airport.
KLM should try and predict big disruptions as early as possible. Using data from CRM systems and knowledge from front-line staff who have spoken with passengers, a profile of the passengers can be created, indicating who has the most serious implications from the disruption.
KLM already has several services that deal with separate problems. It is advised that for frequent flyers KLM should pro-actively try and combine the services without requiring the passenger to initiate the service; crafting a solution before the passenger realizes there is a problem.
Create a package of services tailored to the frequent flyer’s situation and streamline communication of this complete solution in a personal way; for example through the KLM app or a personal message on board from the stewardess.
Create a package of services tailored to the frequent flyer’s situation and streamline communication of this complete solution in a personal way; for example through the KLM app or a personal message on board from the stewardess.

common denominator:

Pro-active problem solving
Flying is a complex business, and sometimes things go wrong in a way that have big implications for the traveler’s journey and can’t be solved quickly. Frequent flyers indicated that they understand that these disruptions are sometimes bigger than KLM can handle, but they expect help in finding a solution. This is an area KLM can improve upon. By being friendly and helpful in these situations KLM can build a unique memory of the brand. Ideally KLM should create an integrated solution tailored for each frequent flyer and activated before he even realizes there will be a problem.