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Heathrow & CustomerChampions B2B CustomerEngagement DirectorsForum
- 1. Making Every Journey Better at Heathrow Colin Bates – Customer Champions Tim Wheen – Research & Insight, Heathrow Airport
- 2. Outline agenda • The Heathrow vision • Achieving the vision • Capturing airline feedback • How Heathrow has used the results
- 3. Our vision for Heathrow
- 4. Our vision for Heathrow To be the UK's direct connection to the world and Europe's hub of choice by making every journey better
- 5. Making every journey better is a challenge… c70m passenger movements 459,000 ATM’s, 99% Capacity Only 38% of passengers are British • 27% from Europe • 18% from North America • 17% from Rest of World c35% of passengers are transferring 40% of passengers will be making their first trip of the year through Heathrow Every passenger is unique but they all have a similar journey when at the airport
- 6. 3.00 3.20 3.40 3.60 3.80 4.00 4.20 Q206 Q306 Q406 Q107 Q207 Q307 Q407 Q108 Q208 Q308 Q408 Q109 Q209 Q309 Q409 Q110 Q210 Q310 Q410 Q111 Q211 Q311 Q411 Q112 Q212 Q312 Q412 ASQScore Overall Satisfaction Heathrow vs. Gatwick - ASQ Trend Q2 2006 - Q1 2012 HEATHROW EU AVERAGE TOP EU QUARTILE Source: Airports Council International / ASQ Worldwide Airport Service Quality Benchmark Heathrow is gaining on the leading European airports in delivering passenger experience
- 7. Heathrow won’t achieve its vision without collaboration…
- 8. Collaboration during passenger journey is critical every day Check In Security Immigration Service Provider Airline Agents Heathrow UK Border Force Example of Influencers Airline passenger forecasts Airline processes and service standards Airport infrastructure / processes and IT Airport wayfinding Airport trolley management Airline passenger forecasts and schedules Airline passenger information 3rd party Compliance support DfT / EU regulations Airline passenger forecasts and punctuality Airport infrastructure / processes and IT Airport wayfinding 3rd party service support Home Office
- 9. A number of significant challenges had emerged Frequency • Bi-annual is seen as too frequent by participants • Some action plans do not have sufficient time to embed and be recognised Participation • Limited participation with high anonymity • Mix of strategic & operational roles respond to a single survey Content • Rating scale was misunderstood and therefore scores were not seen reflective of participants’ true opinions • Relevance & interpretation of questions depends on participants’ roles (strategic & operational) • Single sub-optimal questionnaire Output • Participation limits analysis of trends and development of actionable insights
- 10. Customer Champions response to Heathrow
- 11. Copyright of Customer 11 MEASUREMENT COMMUNICATION COMMUNICATION ACTION DEPLOYMENT ACTION PLANNING Customer Sat, Internal Metrics etc Tell employees what customers are saying Company decides what to do about findings Company sets up action teams to implement the Action Plan Tell customers that company has listened and is making the following changes to improve things 95% 5% 10% 30% 50% Maximising the Value of Customer Feedback Source: Customer Champions survey of 100 European companies Copyright of Customer Champions Limited
- 12. Tackling the challenges Frequency • Move to an annual survey Participation • Gain active participation of users in defining the survey • Active input from the Airlines on what mattered • Review the questionnaire • Focus on operational aspects • Query who owns the question / answer Content • Move to a single scale that offered greater sensitivity to change in customer experiences • Allow respondents to only answer questions they could contribute to Output • Understand how best to segment data and to share (Heathrow and Airlines)
- 13. Airline input / survey joint ownership
- 14. Choosing the right methodology for the audience
- 15. Analysis and reporting Consider the business structure as well as the customer to support ownership and action Segment by: Terminal Airline type Airline specific
- 16. Survey logistics Interviewing • Survey sent to day to day operational contacts • Majority of airlines covered • Regular communications and reminders issued • Heathrow’s highest response rate to airline B2B survey Questions were divided into 5 broad areas: • Day to Day Relationships • Operational Facilities • Operational Performance • Passenger Experience • Hot Topic (Performance during the Olympics)
- 17. Key Findings Key strengths across Heathrow • Improved operational performance during the Olympics/Paralympics recognised with the hope it will be maintained and built on going forward • Keeping airlines informed about issues that impact their day to day operations • Having a clear point of contact when airlines have an issue • Working in close collaboration with airlines Broad opportunities identified: • Value to airlines of Heathrow volunteers introduced for the Olympics • Process for reporting and fixing faults (incl. air bridges) • Immigration experience • Passengers connections experience
- 18. Things to consider to make B2B Research a success Importance of recipients to define the output, and therefore the scope • Owning the output means owning the action Gain senior management proactive support and participation from the start Input from the customer on what they see as key in the relationship • Actively encourage customers to be identifiable Role of account management in encouraging participation Acting up and communicating findings: – Tells the customer their time and input is valued – Rewards the customer by illustrating change based upon feedback – Customer community will share their positive experience – Encourages participation in future surveys – Improves the level of collaboration
- 19. Actions Heathrow have taken so far… • Presentations to: – Heathrow senior management team – Heathrow terminal directors and operation teams – Airport Community (AOC meetings) – UK Border Force – Civil Aviation Authority • Follow up with each Airline contact who was willing to be identified • Follow up group discussions to understand root causes • Actions been implemented / planned: – Volunteers to return to all terminal during peak travel periods – Re-evaluation of process to report faults – Working with UK Border Force to improve immigration
- 20. Thank you and any questions?
Notes de l'éditeur
- Tim to set the scene and define Heathrow:Based upon the passengers journey and how much Heathrow can impactAirlines are key customers (as well as the airlines passengers)Collaboration between Heathrow and the airlines is key to an improved passenger experienceHeathrow performance previously measured but data was in-actionableHigh profile programme with Heathrow Senior MgmtBrief to Customer Champions to resolveColin to talk through Customer Champions approachExperience in B2B marketsChallenge of converting feedback into action (it has to be actionable)
- You need to consider the passengers journey in order to understand what Heathrow can influence, and therefore what service they can provide to airlines, and hence to their passengers.The direct involvement of senior and middle management from Heathrow across all of the terminals was vital to the success of the programme.We needed to know:What kept them awake at night in terms of ensuring there was a successful service b) what did they get the most feedback on from airlines.So this could range from car parking, through to terminal signage, keeping airlines informed during unplanned incidents (poor weather), How these may change in their importance or relevance by terminalIt was only with this background could we then have meaningful interviews with the airlines themselves. We gathered qualitative feedback on what they needed to see to be improved, where Heathrow ere getting it right, and what they would want the survey to be covering. This was gathered through a combination of one to one interviews and being invited to meetings of the airlines within each terminal.
- Involvement of both internal users of the survey and the airlines to help define the scope and depth of the surveyUnderstanding current issuesIdentifying the required outputUnderstanding the customer journey for passengers and then airlines, and identifying which aspects of this can be influenced / impacted by Heathrow.The need for close collaboration between all parties at Heathrow in order to deliver the passenger experienceIndepth face to face discussions with key individualsPlus AOC group input and telephone interviews
- Redeveloping a previous survey in order to get it more actionableInvolvement of both internal users of the survey and the airlines to help define the scope and depth of the surveyAirlines nominating their people to ensure the results are reflectiveImportance of choosing the right survey methodology for customer groupsUnderstanding the environment in which the respondent is operating and their availabilityChallenges of building sample and ensuring high participation levelsRole of account managers in airline communication
- Measurement using “agree – disagree” scaleReview by performanceReview by “net agreement”Data segmentation reflecting both customers profiles and Heathrow structure:Heathrow overall viewBreakdown by terminalAlso review planned T2 airlinesDrives meaningful and actionable dataNeed to align data outputs with customers and how the organisation is best placed to act upon it (e.g. based around Terminals)Example outputs to be shown (not real data!)