Making Every Journey Better at HeathrowColin Bates – Customer ChampionsTim Wheen – Research & Insight, Heathrow Airport
Outline agenda• The Heathrow vision• Achieving the vision• Capturing airline feedback• How Heathrow has used the results
Our vision for Heathrow
Our vision for HeathrowTo be the UKs direct connection tothe world and Europes hub of choiceby making every journey better
Making every journey better is a challenge…c70m passenger movements459,000 ATM’s, 99% CapacityOnly 38% of passengers are B...
3.003.203.403.603.804.004.20 Q206Q306Q406Q107Q207Q307Q407Q108Q208Q308Q408Q109Q209Q309Q409Q110Q210Q310Q410Q111Q211Q311Q411Q...
Heathrow won’t achieve its vision without collaboration…
Collaboration during passenger journey is critical every dayCheck In Security ImmigrationService Provider Airline Agents H...
A number of significant challenges had emergedFrequency• Bi-annual is seen as too frequent by participants• Some action pl...
Customer Champions response to Heathrow
Copyright of Customer 11MEASUREMENTCOMMUNICATIONCOMMUNICATIONACTION DEPLOYMENT ACTION PLANNINGCustomer Sat, Internal Metri...
Tackling the challengesFrequency• Move to an annual surveyParticipation• Gain active participation of users in defining th...
Airline input / survey joint ownership
Choosing the right methodology for the audience
Analysis and reportingConsider the business structureas well as the customer tosupport ownership and actionSegment by:Term...
Survey logisticsInterviewing• Survey sent to day to day operational contacts• Majority of airlines covered• Regular commun...
Key FindingsKey strengths across Heathrow• Improved operational performance during the Olympics/Paralympics recognised wit...
Things to consider to make B2B Research a successImportance of recipients to define the output, and therefore the scope• O...
Actions Heathrow have taken so far…• Presentations to:– Heathrow senior management team– Heathrow terminal directors and o...
Thank you andany questions?
Heathrow & CustomerChampions B2B CustomerEngagement DirectorsForum
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Heathrow & CustomerChampions B2B CustomerEngagement DirectorsForum

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  • 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!)
  • Heathrow & CustomerChampions B2B CustomerEngagement DirectorsForum

    1. 1. Making Every Journey Better at HeathrowColin Bates – Customer ChampionsTim Wheen – Research & Insight, Heathrow Airport
    2. 2. Outline agenda• The Heathrow vision• Achieving the vision• Capturing airline feedback• How Heathrow has used the results
    3. 3. Our vision for Heathrow
    4. 4. Our vision for HeathrowTo be the UKs direct connection tothe world and Europes hub of choiceby making every journey better
    5. 5. Making every journey better is a challenge…c70m passenger movements459,000 ATM’s, 99% CapacityOnly 38% of passengers are British• 27% from Europe• 18% from North America• 17% from Rest of Worldc35% of passengers are transferring40% of passengers will be making theirfirst trip of the year through HeathrowEvery passenger is unique but they all have a similar journey when atthe airport
    6. 6. 3.003.203.403.603.804.004.20 Q206Q306Q406Q107Q207Q307Q407Q108Q208Q308Q408Q109Q209Q309Q409Q110Q210Q310Q410Q111Q211Q311Q411Q112Q212Q312Q412ASQScoreOverall Satisfaction Heathrow vs. Gatwick - ASQ Trend Q2 2006 - Q1 2012HEATHROW EU AVERAGE TOP EU QUARTILESource: Airports Council International / ASQ Worldwide Airport Service Quality BenchmarkHeathrow is gaining on the leading European airports indelivering passenger experience
    7. 7. Heathrow won’t achieve its vision without collaboration…
    8. 8. Collaboration during passenger journey is critical every dayCheck In Security ImmigrationService Provider Airline Agents Heathrow UK Border ForceExample ofInfluencersAirline passengerforecastsAirline processes andservice standardsAirport infrastructure /processes and ITAirport wayfindingAirport trolleymanagementAirline passengerforecasts andschedulesAirline passengerinformation3rd party CompliancesupportDfT / EU regulationsAirline passengerforecasts andpunctualityAirport infrastructure /processes and ITAirport wayfinding3rd party servicesupportHome Office
    9. 9. A number of significant challenges had emergedFrequency• Bi-annual is seen as too frequent by participants• Some action plans do not have sufficient time to embed and be recognisedParticipation• Limited participation with high anonymity• Mix of strategic & operational roles respond to a single surveyContent• Rating scale was misunderstood and therefore scores were not seen reflective of participants’ trueopinions• Relevance & interpretation of questions depends on participants’ roles (strategic & operational)• Single sub-optimal questionnaireOutput• Participation limits analysis of trends and development of actionable insights
    10. 10. Customer Champions response to Heathrow
    11. 11. Copyright of Customer 11MEASUREMENTCOMMUNICATIONCOMMUNICATIONACTION DEPLOYMENT ACTION PLANNINGCustomer Sat, Internal MetricsetcTell employees what customersare sayingCompany decides what to doabout findingsCompany sets up action teamsto implement the Action PlanTell customers thatcompany has listened andis making the followingchanges to improve things95%5%10% 30%50%Maximising the Value ofCustomer FeedbackSource: Customer Champions survey of 100 European companiesCopyright of Customer Champions Limited
    12. 12. Tackling the challengesFrequency• Move to an annual surveyParticipation• 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 / answerContent• Move to a single scale that offered greater sensitivity to change in customer experiences• Allow respondents to only answer questions they could contribute toOutput• Understand how best to segment data and to share (Heathrow and Airlines)
    13. 13. Airline input / survey joint ownership
    14. 14. Choosing the right methodology for the audience
    15. 15. Analysis and reportingConsider the business structureas well as the customer tosupport ownership and actionSegment by:TerminalAirline typeAirline specific
    16. 16. Survey logisticsInterviewing• 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 surveyQuestions were divided into 5 broad areas:• Day to Day Relationships• Operational Facilities• Operational Performance• Passenger Experience• Hot Topic (Performance during the Olympics)
    17. 17. Key FindingsKey strengths across Heathrow• Improved operational performance during the Olympics/Paralympics recognised with thehope 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 airlinesBroad 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. 18. Things to consider to make B2B Research a successImportance of recipients to define the output, and therefore the scope• Owning the output means owning the actionGain senior management proactive support and participation from the startInput from the customer on what they see as key in the relationship• Actively encourage customers to be identifiableRole of account management in encouraging participationActing 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. 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. 20. Thank you andany questions?

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