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Klm Crm Case Study

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KLM Koninklijke Luchtvaart Maatschappij literally means Royal Aviation Company CRM CASE STUDY Jason CHICHE Olivia Tayo KIWEWA Nikki OBIANAGHA Edweena D’ALMEIDA Tidjane SOW
HISTORY ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
HISTORY ,[object Object],[object Object],[object Object],[object Object]
KLM GROUP ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Klm and CRM part one
Klm and CRM part one ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Klm and CRM REBIRTH
Klm and CRM part one
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Klm and CRM REBIRTH
INTEGRATED CUSTOMER DATA ,[object Object],[object Object],[object Object],[object Object],[object Object]
INTEGRATED CUSTOMER DATA
CRM PROGRAM DRIVE ,[object Object],[object Object],[object Object],[object Object],[object Object]
VISION-INTO-ACTION
CRM PROGRAM LIVE In mid-2003 the CRM Program was ready to be implemented. The CRM Meeting of September 2003 set out the lines for the next phase of the CRM Program. Four priorities would govern next year’s activities: • To realize the maximum business benefits from the CIAO project. • To stimulate data and insight capture that enriched the single view of the customer. • To increase the availability of customer information for personalization in pre-, in- and post-flight services. The objective was to at least be able to recognize customers and address them by name where possible. • To drive cultural change. Training programs were launched to accompany CRM-driven change projects. Awareness creation initiatives were set up for pre-, in- and post-flight services.
RESULTS ,[object Object],[object Object],[object Object],[object Object]
RESULTS ,[object Object],[object Object]
FLYING BLUE ,[object Object],[object Object],[object Object],[object Object]
FLY FOR FORTUNE ,[object Object],[object Object]
Customer’s impression ,[object Object],[object Object],[object Object]
how TO IMPROVE ,[object Object],[object Object]
British Airways (One World) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
British airways “We want to put things right and quickly” ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
British Arways ,[object Object],[object Object],[object Object],[object Object],[object Object]
Lufthansa (Star Alliance) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Lufthansa ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Lufthansa ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Low-Cost Companies ,[object Object],[object Object],[object Object]
[object Object],[object Object]

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Klm Crm Case Study

  • 1. KLM Koninklijke Luchtvaart Maatschappij literally means Royal Aviation Company CRM CASE STUDY Jason CHICHE Olivia Tayo KIWEWA Nikki OBIANAGHA Edweena D’ALMEIDA Tidjane SOW
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  • 8. Klm and CRM part one
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  • 14. CRM PROGRAM LIVE In mid-2003 the CRM Program was ready to be implemented. The CRM Meeting of September 2003 set out the lines for the next phase of the CRM Program. Four priorities would govern next year’s activities: • To realize the maximum business benefits from the CIAO project. • To stimulate data and insight capture that enriched the single view of the customer. • To increase the availability of customer information for personalization in pre-, in- and post-flight services. The objective was to at least be able to recognize customers and address them by name where possible. • To drive cultural change. Training programs were launched to accompany CRM-driven change projects. Awareness creation initiatives were set up for pre-, in- and post-flight services.
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