2. Table of Contents
Executive Summary (Done By Anthony)..............................................................................................1
Introduction (Done By Anthony).........................................................................................................1
Solution Overview (Done By Suyesh)..................................................................................................1
Technology Selected (Done By Suyesh)...............................................................................................3
Performance Dashboards...................................................................................................................4
Airline Management Dashboard (Done By Suyesh) ......................................................................4
Customer Spend Dashboard (Done By Anthony)..........................................................................7
Customer Loyalty Dashboard (Done By Dhruba) ........................................................................10
Prediction Model (Done By Felix)..............................................................................................12
Recommendations (Done By Felix) ...................................................................................................14
References(Done By Dhruba)...........................................................................................................17
3. 1
Executive Summary
Thisreportproducedby KDEPprovidesananalysisof variousaspectsof the Air-Clientcompany,whilst
alsoproposingsome recommendationsthatcouldbe implementedinordertoaddressa keybusiness
challenge.Thatis,Air-Clientcommissionedthe productionanddeliveryof thisreportwiththe intention
of receivingvaluableanalysisof the areasof the businessâoperationsthatthe consultancyteamdeemed
to be most necessaryforthe organization,whilstalsoattemptingtodevelopapredictivemodel forthe
satisfactionratingsof itscustomerbase.Ultimately,the KDEPconsultantsstronglyrecommendthatAir-
Clientcontinue togatherdata,suchthat theycan thentrack patternsoverlongerperiodsof time.This
wouldenable the companytogaina deeperinsightintocustomerbehavior,andemployeecapabilities.
Likewise,the use of a predictive model hasrenderedresultsthatsuggestthatAir-Clientfocuson
reducingflightdelays,andprovidingamore comfortable andluxuriousexperience toitscustomers;
bothinside the airport,andduringthe flight.
Introduction
Air-Client,the airline managementorganization,hasrecentlyenlistedthe assistance of aKDEP
consultancyteam,inorderto addresssome analytical problemsfacedbythe company.Thisreport
providesacomprehensive analysisof the datagatheredbyAir-Client,whilstpresentingthe datainan
informative manner.Therefore,the reportwill enable Air-Clienttomake more informed decisions.
Additionally, the reportwill alsoconsistof some recommendationsforthe businesstoimplementin
orderto improve satisfactionratingsof the Air-Clientcustomerbase.
Althoughexplicitobjectiveswere notstatedforthisproject,the KDEPconsultantshave conducteda
thoroughanalysisof the data providedbyAir-Client,andhave presentedthe appropriate information
for varioususers,inthe formof dashboards.These dashboardsare single-page viewsof the information
that KDEP believestobe of significance tothe givenusersof eachparticulardashboard.Thatis,three
dashboardshave beencreatedforuse byairport managementteams,airlinemanagement,sales
divisions,andmarketingdivisionsof the organization.However,itisimportanttorealize thateach
dashboardisnot limitedtoone specificuser.Furthermore,itisencouragedbyKDEPthata dashboard
be distributedtomultiple users,suchthatall requiredinformationisobtainedbythe business
departmentsthatAir-Clientdeemsnecessary.
Whilstthese dashboardspresentthe companywithinformationthatcanbe accessedbymany users,
and changedeasilytoadaptto variousbusinessscenarios,the mainobjectiveof the KDEPanalysis,was
to buildamodel to predictthe satisfactionof Air-Clientcustomers.Similarly,the consultantshave
developedasetof recommendationsthattheybelieve shouldbe implemented, sothatcustomer
satisfactionratingsare more likelytobe increased;alsoresultinginoverall performance improvements
of Air-Client.
Solution Overview
KDEP focusesonimplementationof the bestpracticesinthe designinganddevelopmentof a BI solution
whichaddressesthe keychallengesof Air-client.We lookattechnologyasa businessenablerthatcan
aidin offeringnewservices, reducingcostandmostimportantlyhelpreachandengage the customers.
4. 2
The solutionwill ensure value generation andsustainability throughITintegrateddecisionmaking.
Alongwiththe focusto improve the businessoperationsbyprovidingthe businesswithqualityand
accurate informationatthe righttime.
Air-clientbeingalarge firm,have variousstakeholderswithdifferentinterestsfromthe business.To
make sure that all stakeholdersare providedwiththe rightinformation,KDEPhasdevelopedasolution
that alignswiththe interestsandneedsof everygroup. 4DifferentstakeholdersrequiringBIcapability
across Air-clienthasbeenidentifiedbyKDEP:
1. SeniorExecutives
2. Air-clientManagementTeam
3. SalesExecutives
4. MarketingExecutives
All representativesof the businesswere consultedbeforehandregardingthe areasof interest enabling
KDEP to understandtheirkeybusinessobjectivesandthe wayinformationwas tobe presentedto the
stakeholders. A highlypersonalizedBIsolutionwasdevelopedforeachof these groupwhichwill allow
the stakeholderstoeasilyaccessthe informationaccordingtotheirbusinesspriorities.Inaddition,this
allowsthemtomonitorthe performance of Air-clientandmake informativedecisionstoimprove the
operationsof the businessandthe companyâsfuture.
The BI solutionfocusesonfourkeyelements,these are the bestdriversof the companythathelps
deliverthe bestBICapabilitytoAir-clienttohelpmitigatethe companyâsriskfromitscompetitorsand
businessinefficiencies.The solutionandthe keyaudiencesare summarizedforeachof the elements
below.
Table 1: BI Solution Overview
Solution Purpose Key Audiences
Airline Management
Dashboard
The dashboardprovides
snapshotsof the businessâs
performancesand enablesusers
to view individualairline
performances whichaidsin
strategicdecision making.
ďˇ Air-clientexecutive
team
CustomerSpend Dashboard To provide acomprehensive
analysisof the spending
patternsand habitsof Air-
Clientâscustomerbase.
Performance canbe evaluated,
inadditiontogainingan insight
intothe most valuable
customersof the company.
ďˇ SalesandMarketing
Executives
ďˇ Airline Executives
ďˇ AdvertisingManagers
CustomerLoyalty Dashboard To notifyaboutthe keyfactors
contributingtowardscustomer
relationshipwithAir-client.
Insightsfromthisdashboard
can helpto improve and
ďˇ SeniorExecutives
ďˇ Advertising
ďˇ Service Team
5. 3
increase customerloyaltyfor
Air-client.
Company Predictionand
Satisfaction
To informthe concernedparties
of the predictedoutcome inthe
future.Thisallowsfor
precautionsanddecisionstobe
made givingbusinessesalegup
on the competition.
ďˇ Air-clientexecutive
team
ďˇ SalesandMarketing
Executives
ďˇ Airline Executives
ďˇ AdvertisingManagers
Technology selected for BI Reports
IBMâs WatsonAnalyticsinterface wasusedtodevelopthe BIsolutionreportsforAir-client.The Watson
Analyticstool wasselectedafterassessingthe softwareâs mainfeatures andcapabilities.The software is
easyto implement,cheapincostcomparedtoother alternative BItools,easytouse alongwithother
advantages.The table belowshowswhythe softwarewasasuitable choice for KDEPfor presentingAir-
ClientâsBIcapabilities.
Table 2: Summary of suitabilityofWatson Analytics for BI Dashboards and Reports
Criteria Summary
Easy to use Watson Analyticsisaninterface thatensuresthat
userswithnoexperiencewithdatamanagement
and analysistobe able to fullymake use of the
software withlittleornotraining.
Cost Effective The Watson Analyticstool issignificantlycheaper
than otherBI toolsas itonlycosts around$30 per
user.
Rapid Implementation Watson Analyticsisacloudbasedinterface which
allowseasy implementation,sharingand
changingof informationaccordingtothe users
requirements.
SpeedyData Retrieval Watson Analyticsenablesquickaccesstoall the
rightinformation.Itallowsimprovementof
businessprocessesthroughfasteraccesstoand
retrieval of information,graphsanddata.
Timelyupdates Since BI capabilitiesare evolvingovertime,
Watson Analyticsmakessure thatthe interface
staysenhancedandupdatedforeffectiveuse.
6. 4
Performance Dashboards
Airline Management Dashboard
The AirlinesDashboard providesan overview of the performancesof all the airline companiesassociated
withAir-client.The focusof the dashboardisto provide insightsfromavolume of datacollectedover
time forthe Air-clientseniorexecutives foraclearview of the KPIs(KeyPerformance Indicators)
relevanttothe airline operations.Thisreportensuresthatthe contentdisplayedissimple andallows
easycommunicationforgeneral consumption.Italsofullysupportsthe organizedbusinesswith
meaningful anduseful data.Furthermore, bypresentingthe reportwithaccompanyingvisuals,the users
will be more likelytoabsorbthe content,therebyincreasingthe reportseffectiveness.
Thisdashboardcontainsan executivesummaryandhighlightsthe businessoperationsof the different
airline companies associatedwithAir-client.Thisaidsinprovidinginsightsforthe executiveteam tohelp
Air-clientsettargetsbasedonanalytical findings preparedfromhistorical data.
ConsultationwithAir-clientâsseniormembersrevealedvariousimportantKPIstoinclude intothe
AirlinesManagementDashboard.KDEPhasidentifiedandincludedthe followingKPIsintothe
dashboardbelow:
ďˇ Numberof FlightsPerAnnum
ďˇ Airline Satisfaction
ďˇ Total FlightDelaysbyClass, Travel type andAirlinename
Combiningthe existingmetricsallowstoprovide aclearunderstandingof the airlineperformances
alongwiththe areas that require immediateattention.The datamade available byAir-Clienthas
allowedKDEPtocalculate the total delaysinminutes.Thismetrichasbeencritical forKDEPto measure
the inconsistenciesin the performances of the operations of variousairlines.Due toshareholdersbeing
mainlyinterestedinthe profitabilityof the airlines,the Airline ManagementDashboard shouldbe
closely reviewed by the executive teamof Air-clienttomake necessarychanges whenrequiredto
improve the operationsof eachindividual airline.
The KDEP businessintelligence teamcame upwithvariousmetrics toaddintothe analytical report.
However,tomake sure that the reportis notoverwhelmingtothe consumers,the teamhascarefully
selectedthe majormetricboards todisplaythe informationregardingthe performancesandthe
inconsistencies of Air-client.Furthermore, all informationhasbeenconsistentlypresentedusingbar
charts to avoidconfusionsandoverwhelmingthe readers.
7. 5
Figure 1: Airline Management Dashboard
Figure 1 showsthe screenshotof the Airline ManagementDashboard.Thisdashboardconsists of 6key
segmentswhichaddressesthe KPIâsaccordingtothe flightsperyear,satisfactionandtotal delay. All the
segmentshave beennumberedand describedaccordinglybelow.
1. The top leftdashboardshowsthe metricsforthe numberof flightsthattook place for the year.
Thisis an importantmetricforthe Air-clientâsexecutive teamas itprovidesaproperguidelineof
the overall flightstakingplace throughoutthe 9differentairlinesassociatedwithAir-client.For
an accurate breakdownof the numberof flightsperannum, abar chart has beenselectedas itis
simple tounderstandand comparisons betweentwoormore airlines are made easy.The
breakdownmakesitsimple forthe executive teamtoretrieve dataaboutthe performancesof
each airline. The chartclearlyshowsthatScooterAiristhe mostpopularairline amongstthe
groupwiththe highest numberof flightstakingplace forthe year, followed byLuxBizAirways
and AmericanAirlines. Outof the 9 airlines,the lowestnumberof flightsgothroughGoingNorth
AirwaysIncfollowedcloselybyWestAirwaysInc.Thisanalytical viewprovidesthe required
informationtothe executive team toprepare systematicplansforimprovingandincreasingthe
numberof flightstakingplace from eachairlines.Furthermore,thisperformance indicatoraids
to come up withsolutionsforairlines strugglingtogeta stable numberof flightdemands and
customertraffic.
8. 6
2. The seconddiagramin the dashboardshowsthe average customersatisfactionforeachairline.
KDEP has sequencedthe diagramfromlefttorightas thisfollowsgeneralconvention. Customer
satisfactionisanabsolute priorityforAir-clientâsexecutivememberstoknow the thoughtsand
feelingsof the customersof theiroverall experience of the servicesprovided. Onthis chart,
customersatisfactionforeachairlineshasbeenpresented.Inaddition,the dashboardcanbe
usedto selectone particularairlinetocheckitsaverage customersatisfactionrate asshownin
the diagrambelow.
Figure 2: Airline Satisfaction
The simplicityof thisbarchart allowsusersto easily know thatWestAirwaysInchas the highest
customersatisfactionrating outof the group andGoingNorthAirlinesIncbeingthe airlinewith
the lowestcustomersatisfaction. The informationprovidedbythe dashboardhelpsthe
executivememberstogetsensitiveinformationaboutthe customerswhotravel throughthe
airlines associatedwithAir-Client.Furthermore,thisinformation canbe usedbythe
organizationinthe followingways:
ďˇ It can be usedasa leadingindicatorof consumerrepurchase intentionsandloyalty.
ďˇ The customerchurn rate can be reducedif effective plans are implementedeffectively.
ďˇ Improvingcustomerlifetime valuethrough identifyingareasof concernsandtakingactionsto
respondtothe concerns.
The comparisonallowsthe executive teamtoknow the strengthsand weaknesses
of eachairlinesinvolved withAir-client,whichenables the organizationtomitigateproblems
throughplaneddecisions byaddressingthe sectorseachairlinestrugglesin.
3. The top rightdiagram representedonthe dashboardshowsasummaryof the average total
delaysinminutesacrossall airlines. The bottomthree metricsinthe dashboardgive an
extendedsummaryof the total delaysinminutesfocusingonthe airline name,the travel class
9. 7
and the type of travel.
4. The fourthdiagram onthe maindashboardshowsusthe overall delayexperiencedbyeach
airline.Thischart enablesuserstounderstandwhetherthe airlinesare performingwell or
underperforming. Flightdelaysstate the inefficienciesof the flightstakingplace whichneedsto
be takenseriouslyand be addressedasquicklyaspossibletoimprove the flighttimingand
customersatisfaction.
5. The fifthdiagramprovidesafurtherbreakdownof the total delayKPIintothree differentflight
classes. Itisdifferentiatedintothree classeseconomy,ecoplus andbusiness forall airlines.
Here the userscan immediatelysee thateconomyclassflightsexperiencemore delaysasmore
people demandforeconomyflightticketsdue toaffordable costs.Whereas,Economyplusand
businessflightsare comparativelycostedhigherresultinginlesserdemands.Due tothe
demand,a highernumberof economyflightstake place whichresultsinahigherrate of delays
comparedto the othertwo classes.
6. The sixthdiagramdifferentiatesthe delaysthroughthe type of travel foreachairline.The travel
type isdividedintothree types business,mileage andpersonal travel.Thisdifferentiation clearly
enablestogaininsightonthe mostdelayscausedaccordingto the type of travel. Overall the
largestamounts of delayscanbe seenwithbusinesstravels.Of businesstravel delaysScooter
Airhas seenthe highest amountsof delayscomingjustunderthe 400,000 minute mark.
However,thiscanalsobe attributedtothe large numberof total flightsforScooterAir. Personal
Travel comesinat secondoverall amountof delayswhichisagainledbyScooterAir.Inthis
regard,LuxBix Airwayswhohave the secondhighestamountof flightsp.a.are doinga much
betterjobat providingtimelyflights.Mileage ticketshave the lowestamountsof delayacrossall
airlines.WhichyetagainisledbyScooterAir.
Customer Spend Dashboard
The customerspenddashboardprovidesanoverview of the differentaspectsof customerexpenditure
withinthe airport,andhowthisspendingmaybe affected.Thisdashboardaimstoprovide the
managementteamof the airportwithall of the necessaryinformationregardinghow customersare
spendingtheirmoneywithinthe airport;ratherthanfocusingonthe purchase of airfares.Likewise,the
airportmanagementteammaynot be the onlyusersof thisview,asit islikelytobe deemednecessary
to be distributedtosalesandmarketingdivisionsaswell.Thisdashboardhasthe abilitytoprovide
multiple airportmanagementdivisionswithagreaterunderstandingof a major functionof the airport;
all fromthe one visualization.
Therefore,thissummarywill displayinformationrelatingtothe amountof moneycustomersspendon
eatingand/ordrinkinginthe airport,how muchis spentonshoppingrelatedactivities,and also,the
total customerexpenditure insidethe airport.Inorderto provide agreaterinsightintothe spendingof
customersinthe airport,comparisonshave beendrawninrelationtoanassortmentof factors.That is,
expenditure canbe viewedbyage group,originstate,airline status,gender,andtype of travel.Whilst
these comparisonsare of significantbenefittoairportmanagement,summaryfiguresare alsoprovided
to allowforquickinsightsintogeneral performance.
10. 8
Importantly,the userisable tomanipulate the datapresentedinthe dashboardtoallow forfurther
detailedanalysis.Thisiseasilyachievable throughapplyingafilter;whichisimplementedatthe
discretionof the user,bysimplyclickingonthe desiredattribute of the diagram.
Figure 3: Customer Spend Dashboard
Figure 3 representsthe customerspenddashboardthathasbeencreatedforthe managementteamof
the airport.Across the top of the dashboard,the userwill findthree large visualizations,asthese are
believedtoprovide the mostinsightful overview,whilstbelow,the usercanachieve amore in-depth
perspective.Likewise,the diagramsonthe toprow of the dashboardallow fora more effective filterto
be implemented.
1. Firstly,the topleftof the dashboardhas beenreservedforthe breakdownof total customer
spendingasperthe customerâsage group.Thisvisual allowsairportmanagementtoidentify
the amountof expenditure byvariousage groupsinthe airportat a quickglance;as the size of
the rectangularblocksignifiesthe total amountexpendedbyeachage group.Therefore,this
breakdownalsoallowsthe airporttounderstandwhichgroupof customersare mostvaluable
to them,intermsof spendingmoneyonitemsotherthanairfares.Whilstthisinformationis
beneficial tothe salesteam,itcan alsobe implementedbymarketingmanagersinorderto
cater dealsforvariousage groups.It shouldalsobe notedthatby hoveringoverone of the
colored blocks,the userwill be able toview the total amountspentbycustomersof thatage
11. 9
group.In the diagrampresented,itcanalsobe clearlyunderstoodthatcustomersbetweenthe
age of 40 and 49 appearto spendthe most amountof moneywhilstinthe airport,whereas,
those whoare over80 yearsof age are spending the leastamountof money.
2. Movingacross to the right,the useristhenpresentedwithamapof the UnitedStatesof
America,wherebythe total customerspendiscomparedbythe customerâsstate of departure.
The darknessof the shadingindicateshow much moneyhasbeenspentbycustomersinthe
airportin that location.The colorgreenhasbeenusedtorepresentthe amountspent,however
an exactfigure can be obtainedbysimplyselectingthe desiredstate.Inthe diagramabove,it
appearsthat the airportin the state of Texasiswhere customersare spendingthe mostamount
of money,however,the central andnorthernstatesdonotpresentsimilarresults.Additionally,
airportmanagementcanreadilyidentifythe bestandworstperformingstate airports,and
conduct a reviewof the practicesbeingused;attemptingtoaddressanyconcerns.
3. The last diagraminthe toprow focussesonthe total spendof customersas pertheirairline
status.A customerâsairline statusreferstothe membershiplevel theycurrentlyhold,withthe
orderascendingfromBlue,to silver,thenGold,andfinallyaPlatinummembership.Asthe
differentlevelsof membershipreceivevaryinglevelsof benefits,the amountof spending
conductedwithinthe airportislikelytobe different.However,itisalsoimportantto realize
that as the membershipstatusincreases,the amountof customersholdingthatstatus
decreases.Thisparticulardiagramwaspresentedinthe formof a pie chart in orderto display
the proportionof total spending eachmembershiplevelprovides.Whilstthisdiagrammay
simplyreinforce airportmanagementâsbeliefs,itcanact more like afilter;togaina greater
understandingof the otherdiagrams.
4. Transitioningtothe bottomleftof the dashboard,the userviews asetof two figures.Firstly,
the average total customerspendisprovided,followedbyasumof the total customerspend
fromall airports.These figureswere providedsothatmanagementcouldgainaswiftsummary
of twoimportanttotals.Althoughthesefiguresmaynotprovide comprehensiveinformation,
theywill adapttothe filtersselectedonotherdiagrams,suchthat the usercan see the average
and total spendingamountsof all of the differentvariablescontainedinthe dashboard.
Therefore,thesefiguresactmore as supplementaryinformation,whichwill easilybroadenthe
userâsknowledge.
5. Users will thenbe likelytoshiftfocustowardthe columnchart,wherebytheywill be presented
witha viewof the spendingconductedbydifferentgenders.Therefore,the userwill be able to
investigatethe differencesinspendingoneatingand/ordrinking,asopposedtoshopping,and
howthisrelatestoboth femalesandmales.Inboththe case of femalesandmales,itisevident
that the amountspenton eatinganddrinking,faroutweighsthe amountof shoppingexpenses.
However,itcan alsobe ascertainedthatfemale customershave spentconsiderablymore than
theirmale counterparts.Suchinformationcanalsobe filteredtoallow fora more detailed
perspective onvaryingaspectsof the business.
12. 10
6. Lastly,a heatmap can be foundinthe bottomright cornerof the visualization.Thisparticular
diagramconcentratesonhowcustomerspendvariesdependingonboththe customerâsairline
status,and the type of travel the customerhas listed.The darkerthe shade of greeninany
particularrectangle isan indicatorof more customerspend,andvice versa.Thisheatmapis
alsoan extensionof the previouspie chart;however,more detailisprovided.Fromthisview,
the usercan recognize thatcustomerstravellingwithaBlue membershipandforbusiness
purposesare more likelytospendadditional amountsof moneycomparedtoPlatinum
members.Thissortof analysiscanhelpthe organization tobettercaterdealsforthe varietyof
customersthatflowthroughthe airports.
Customer Loyalty Dashboard
The customerloyaltydashboardhasbeendevelopedtodeliverinformationandinsightsinrelationto
customerloyaltywiththe air-client.Customersare alwaysonthe lookoutfortheirnextbestoptionin
termsof price,service received,comfort,brand,offersandbasedon theirexperiencestheyhave the
potential tobe loyal customers. Thisdashboardismainlycreatedtocaterthe managementteam,
service providingteamof air-clientinordertogive thema betterview of whatcustomersare lookingfor
interms of servicesandproducts.The dashboardrevealssome keyfactorsthatair-clientshouldbe
aware of inorder toretainits customers.One of the bestfeaturesof this dashboardisitsversatility,the
abilitytoadaptand transformaccordingto the userâsneeds.Hence thisdashboardisnotonlydirected
towardsthe managementandservice providingteambutalsothe advertisingandsalesteamof air-
client.
Figure 4: Customer Loyalty Dashboard
13. 11
The dashboardprovidesanoverviewof manydifferentfactorsthatare contributingtowardscustomer
loyaltyof air-client.Factorssuchas genderandage have beenanalysedtoreveal anypatternsthat
mightexist.Forfurtherunderstanding,comparisonshave beenmade betweendifferentkeyfactorssuch
as satisfaction,percentage of flightwithotherairlines,numberof otherloyaltycardsaccordingtoorigin
of state.A detailedunderstandingof eachvisualizationisprovidedaccordingly:
1 Visualization 1providesamapof UnitedStatesof Americawhere customersâtotal numberof
otherloyaltycardsis comparedwiththeirstate of origin. The numberof otherloyaltycard
referstothe numberof loyaltycardsthe customerhas withotherairlinesthatare not managed
by air-client.Thisfactorisakeyindicatorforthe air-clientasitshowshow manycustomers
favourloyaltyprogramsof otherairlineswhichare notmanagedbyair-client.Asthishasbeen
comparedwithcustomersâoriginstate,the mapprovides the areawhichneedstobe focused
and takencare of by the air-client.Fromthe map,the colourblue represents customers that
have loyaltycardswithairlinesthatare not managedbyair-client. The darkershade represents
the highestnumberof loyalty carda customerpossesseswithairlinesthatare notmanagedby
air-clientandvice versa.Forfurtherdetails,the usercansimplyhoveroverthe pointerto
specificregionswhere theywantthe drill-downtobe performed.Forthisparticularmap,the
state Texasseemstohave the highestnumberof loyaltycardsthat are not managedbythe air-
client.Thisprovidesagreatinsighttothe salesandadvertisingteamof air-clientinorderfor
themto focuson specificregionstoimprove servicesorimplement new programs.
2 The secondvisualisation detailsthe breakdownof numberof loyaltycardsthatare not managed
by air-clientperage-rangewithatree map.Each age-range hasbeengivenadifferentcolourto
distinguishfromone anotherasthe legendare providedonthe righthandside of the tree map.
The size of the box representsthe numberof otherloyaltycardsandthe biggerthe box the
higherthe numberof otherloyaltycards.It isevidentfromthe tree-mapthatthe box containing
age-range from30 to 39 isthe largestone whichindicatesthatcustomersinthe age-range tend
to have loyaltycardswithairlineswhichare notmanagedbyair-client.The restof the boxesare
self-explanatorywith40-49 age-range beingthe secondhighestandsoon.This findingcanhelp
the salesand advertisingteamof air-clienttotargetcertainage groupto buildandimprove
customerrelationship.
3 Movingonto the top rightdiagram, the donutchart displaysthe numberof loyaltycardsowned
by customersthatare not managedbythe air-clientanditsrelationtogender.Toprovide a
betterunderstandingtothe user,the chart displaysdifferentgendergroupwithdifferent
colours(male:green,Female:blue) anddependingonthe numberof otherloyaltycards,the
area on the chart is shadedaccordingly. Withfemaleshavingmore numberof loyaltycardswith
otherairlinesthanmales,the marketingteamof air-clientcannow focuson attractingthese
customersback.Moreover,a detaileddrilldownanalysiscanbe performed byclickingona
specificareaonthe chart and basedonthat othervisualizationsonthe dashboardautomatically
getupdated.
4 The bottom rightbar chart displaysaverage numberof loyaltycardsnotmanagedbyair-client
comparedto the satisfactionratingprovidedbythe customer.Thisvisualizationhasbeen
14. 12
developedtodisplay the willingnessof customerstostaywithair-clientandtheirsatisfaction
ratingregardingservicesorproductsreceivedfromair-client. Surprisingly, the analysis
uncovered thatthat customerswhoratedfive fortheirsatisfactionalsotendtohave the most
numberof loyaltycardswithotherairlinesonaverage.Thisindicatesthateventhough
customerscouldbe happywiththe services,assistance orproductsofferedbyair-clientthere is
still improvementsthatneedstobe made andservicesorproducts offeredbyair-clienthavenât
exceededcustomerexpectation.Thisanalysiscallsouttothe marketingandsalesteamand
service providingteamof air-clientintoimprove on theircurrentperformances.
5 The last columnchart on the bottomrightrefersto the airlinesmanagedbyair-client.This
columnchart displaysthe satisfactionratingreceivedfromcustomerswhentheyflywithairlines
not managedbyair-client.Withsatisfactionratingof five givenbycustomerswhentheyflywith
otherairlinescanindicate thatcustomersmaynotbe happywithservicesprovidedbythe air-
clientairlines.Thiscanbringattentiontothe airline companiesmanagedbyair-clientto
improve onthe servicestheyprovide.Improvingonthe servicesandproductsofferedto
customerscan assure air-clienttoincrease theirnumberof flightsandprofitmarginwhile
leavingthe customershappyandsatisfied.
Predictive Model
Figure 5: Satisfaction Prediction Front Page
16. 14
Figure 8: Effect of type of travel on Satisfaction
It isdifficulttodetermine the level of satisfactionof customers, asthe predictive strengthof each
satisfaction model remainsfairlyweak/moderate;rangingbetween51.2% and42%. There are multiple
fieldsof datathat have a 42% predicative strength, Airline status,price sensitivity,gender,departure
delayandarrival delay.Itis surprisingtosee thatthe correlationbetweendatasuchas arrival delay,
departure delayandsatisfaction,tohave suchlittle effectinthe satisfactionmayleadsome people to
considerthe datato be unrelated.Incontrastthe 51.2 % of Type of travel inrelationtosatisfactionhas
the most promisingconnectiontosatisfaction. The type of travel canbe dividedintobusiness,personal
and Millage travel,andapossible reasonforbusinesshavingthe highestsatisfactionisperhapsthe level
of luxuryavailable inbusinessclasscomparedtoothertypes.The personal andmillage satisfactioncould
be reasonedwiththe factthat those customersmayhave beenhavingagood day or are easily
impressed.Withsomuchdata noteffectively relatingtosatisfactionassome hadexpecteditis
apparentthat satisfactionisnoteasilymeasured,quantifiable andrelatable asoriginallythought.
Therefore,itcanbe deducedthatpredictingthe satisfactionof customersacrossthe manyairlinesis
extremely difficult.Thisisthe resultof everyoneâsstandardsbeingdifferentfromone anotherandit
beingsomewhatdifficulttoquantifyanemotion,assome people maybe difficulttoplease andvice
versa.
Recommendations
It isdifficulttoinfluence the satisfactionof consumersdue tothe large numberof varyingfactorswhich
affectthe satisfactionrating.Asaresult,airline managementmustunderstandthatthe ideabehindthe
followingrecommendationsisto maximizethe impactonthe customerssothat theirneedsare met and
are extremelysatisfiedwiththeirservice.
17. 15
RecommendationOne:
Figure 9: Average Satisfaction Per Airline
An airline mustprovidetheirbestpossible service whilsttheirconsumerisintheirterminal.Thiswill not
onlymake a good firstimpression,butwill also establishstandards forwhatthe airline cando.Many
people believe thatfirstimpressionsare the mostimportantstage inbusiness,thisisespecially
applicable forairlines.Veryfewconsumerswill have the chance togetcomfortable withthe experience
of flying,formanythe experience issomethingtheyputupwithbecause itisan affairtheyperhapswill
committo twice a year.Consequently,the impactonthe consumermustbe maximized,the airline
shouldprovide whateverluxurytheycansmotherontheircustomersbothbefore andaftertheirflights.
An airportlounge shouldbe createdorimprovedontorelax the customerbefore theirflight.Sovarious
componentsmustbe available inthe space;high-quality Wi-Fi Access,comfortablelounging,freshhot
foodand the like shouldbe withineasyreachtoease the dauntingnotionof flying.The lounge canserve
as a sort of dual purpose comforter;clientscanrest,prepare andrelax fortheirflightandwhenthey
landtheycan enjoythe familiarpressure andwinddownfromtheirflight.Airlinesshouldpayparticular
attentiontotheirconsumersaseveryone reactsdifferentlyinflights;fromnausea,anxietyorperhaps
nothingat all,itisbecause of thisthat the satisfactionof customersare so difficulttopredict.Therefore,
airlinesneedtosatisfytheircustomersasmuchas possible whiletheyare onthe ground,where the
environmentisthe most favorable forthem.
RecommendationTwo:
18. 16
Figure 10: Total Delay
Airline managementisone areawhichmustbe improved,primarilythe delaysinboththe arrival and
departure shouldbe thoroughlyinvestigatedandreduced.Currently,the average total delayof 32.52
minutesisfartoo long.It isunderstandablethatsome of the factorsin delaysmaybe difficulttocontrol
as the landingandliftoff of the plane mustgo throughairport clearance first,anarea whichcannotbe
influencedbythe airline.However, there are still factorsthe airline caninfluence forinstance,
implementingalogistical teamwhichoverseesthe engineeringteamsthatinspecttheiraircraft,
ensuringthatall possible componentsforrepairsandadditionsare easilyassessable tothe engineers
potentiallyreducingthe delayindeparture.
Anotherpossiblesolutiontothe delaydebacleistoextendthe overall timeof departure andarrival by
15 minuteseachflightonpaper.Bydoingthisit relievespressure onthe staff andgivescustomersthe
illusionof awell-runairline whentheydepartorarrive earlierthanexpected.Noone wouldcomplain
whentheirflightarrivesearlierthanexpected,abusinessstatementexplainingthe reasonforthe
extensionintime isthe resultof improving customercare andsatisfactionwouldgive the sense thatthe
airline caresabouttheircustomers.
RecommendationThree:
19. 17
Figure 11: Customer Spend By Airline Status
Targetedmarketingisanaspectwhichshouldbe investigated,inthe customerspendingdashboard
figure 3 diagram3, itis foundthe higherstatusof the airline meansthatthe customerswill spendless.
To combat thisissue itisadvisedthatairlinesshouldimproveaspectsinretail,foodandentertainment
outlets.Also,dutyandtax free shoppingcanalsoappeal tocustomersinairportsas productsin their
homesmaybe muchmore expensivewiththe addedbenefitof convenience.Exclusive productscanbe
soldat dutyand tax free affordable priceswhichwouldurge customerstopurchase it justbecause other
people athome donot have the item.Improvingthe diversityandselectionof choice available to
customerswouldmeanthatthere wouldalwaysbe somethingthatinterestsorintriguesacustomer.
Likewise,itwouldmeananoverall increaseinsales,particularlyinretail andentertainmentwhere the
longevityof productsallowsthemtostayonthe shelvesforaslongas possible.Consequently,if thereis
a needto clearthe stock thena sale couldbe put on sothat inventorycanbe clearedforneweritems
and a quickinjectionof cashcouldbe providedfromthe sales,thoughnotasmuch as originallythought.
