How strategic agency Komosion helped Flight Centre better connect with its customers

1. How Komosion helped Flight Centre
be5er connect
with its customers

2. Transforming from Tradi;onal Travel Agent
to World Class Retailer
Via
a Customer Insights Driven
Marke;ng Program
2

3. The Situa;on
and Challenge
3

4. § Big
§ Successful
§ Strong Brand
§ ‘Bricks and Mortar’ distribu:on model
§ Lean
The Highly Successful
Market Leader
4

5. 5
1. Range
2. Experts
3. Channel Choice
4. 24/7 Service
Underpinned by Strong Culture with
Embedded Value Proposi;ons
5. Care & Support
6. Service Ethic
7. Price Guarantee

6. 6
With a Proven Lean Marke;ng & Channel Formula
Formulaic Marke;ng Mix and Channel Roles
Website
eDM
Press
In store Campaign
Publica:on
Direct Email - Postcard
6

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§ Set media mix and crea:ve formats
§ Focus on co-op driven marke:ng calendar
§ Rigid process enabling opera:onal staff to execute communica:ons
§ Cost effec:ve centralised func:onal teams suppor:ng all brands – web,
art department, product etc.
§ Tried and tested formula requiring limited management
A Lean Team and
Strong Process

8. 8
§ More Compe::on
§ More Choice
§ More Commodi:sa:on
§ Customers taking control
The Market Place
was Changing

9. 9
There was an Elephant
in The Room
§ Supply led product & marke:ng
§ Focus was product and price
§ Shops were offices
§ Online Sales Share was compara:vely low
§ Digital Threat
§ Limited content alignment with what the
customer wanted

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Our Four Phased Approach
to Problem Solving

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DEC 2013 to FEB 2014
PHASE 2
Build Capability
and Execute
Strategy
Development
Customer Research
& Market Discovery
Internal Diagnos:c
FEB to APRIL 2014
MAY to JULY 2014
AUG 2014 to on going
(Con:nuous improvement)
PHASE 1
PHASE 3
PHASE 4
Four Phased Approach

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Internal Diagnos;c
What We Did
1. Review business process, metrics & measurable outcomes
2. Reviewed marke:ng capability – the team, their skills, what they were doing
3. Reviewed marke:ng processes – which processes were missing etc.
4. Channel performance - Web UX review
5. Channel performance - Mystery Shopping
Internal
Diagnos:c
PHASE 1

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DRIVE ENQUIRY
ACQUISITION ACTIVITY
o.en led by CO-OP $s
ATTRACT
NEW
CUSTOMERS
DRIVE CONSIDERATION VIA BRAND DEVELOPMENT
PROMOTE (PRODUCT & PRICE)
CONVERT
CONVERTING CUSTOMERS WHO
ARE TALKING TO US NOW
ENGAGE & RE-ENGAGE
LOYALTY & RETENTION (RESALE
AND REFERRAL) AMONG
EXISTING CUSTOMERS
TELL & SELL
EXISTING CUSTOMER DATABASE
FUTURE: Equal Priori;es PAST: Over-Arching Priority
Internal
Diagnos:c
PHASE 1

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Internal
Diagnos:c
PHASE 1
Rest of the
‘Marke:ng Wheel’
for Flight Centre
Brand was
supported by
centralised
func:on covering
all brands
Limited dedicated
resources assigned
to Flight Centre
Brand
All resources
clustering in
communica:on
space
Most resources
Opera:onal

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Internal
Diagnos:c
PHASE 1
Clarified the annual
planning processes ensuring
they cascaded in the correct
order
Iden;fied an
ideal 3 year
planning cycle

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§ Shop not a customer-centric retail
environment
§ No Retail Sales Aides for example, no
graphics explaining choices
§ Big differences (novice versus
experienced consultant)
§ Different processes needed for travel
booking types
§ Des:na:on Exper:se not always
available via current systems
§ Conversion of leads big varia:ons on
how leads are converted
Internal
Diagnos:c
PHASE 1

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Internal
Diagnos:c
PHASE 1
Mapped key tasks through
website and iden;fied a range
of opportuni;es for
improvement

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Internal
Diagnos:c
PHASE 1
Reviewed the customer
experience through phone/
email/online enquiry.
Iden;fied opportuni;es for
improvement.

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Customer Research
and Market Discovery

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GeHng the External and Customer PerspecSve:
1. Customer Knowledge and Insights
2. Market Sizing & Dynamics
3. Customer Journey Mapping / Research
4. Compe::ve Market Review
Customer Research
and Market Discovery
PHASE 2
Customer
Research &
Market
Discovery

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Customers: Where the Money comes from
Dream
Plan
Book
Pre-
Travel
Travel
Share
Single View of Customer
Helix Persona tagging
Behavioural tagging
Des;na;on preference
tagging
Product preference analysis
Targeted communica;ons
Journey type preference

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Market Data

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Understanding Our
Customers’ Journeys
PHASE 2
Customer
Research &
Market
Discovery

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PHASE 2
Customer
Research &
Market
Discovery

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PHASE 2
Customer
Research &
Market
Discovery

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PHASE 2
Customer
Research &
Market
Discovery

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PHASE 2
Customer
Research &
Market
Discovery
Commercial in Confidence

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PHASE 2
Customer
Research &
Market
Discovery
SIMPLE
“Y” KNOWN
“X” KNOWN
“X” KNOWN
“Y” KNOWN
EASE AND EFFICIENCY – QUICK
COMPARISONS TO IDENTIFY ‘BEST DEAL’ –
FREQUENT JOURENYS
(ISnerary comparisons, saved preferences,
price sorSng)
BOOK & GO
REDUCE RISK BY MATCHING INDIVIDUAL
NEEDS
(ISnerary comparisons / propose opSons,
traveller and emergent needs, allow to book
parts of the journey)
JOIN THE DOTS
ASSIST THE CUSTOMER TO ‘CHOOSE’
DESTINATION AND OPTIONS
(Search criteria expanded to traveller and
emergent needs)
PERFECT MATCH
ASSIST WITH BUILDING AND MOULDING
THE EXPERIENCE
(Construct opSons for iSneraries that can be
added to / revised and allow booking of
‘parts’ of the journey)
MISSION CONTROL
Commercial in
Confidence Commercial in
Confidence
Commercial in
Confidence Commercial in
Confidence

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Journey Types
Underlying
Needs
Behaviours
Brand Customer Value
ProposiSon
Holiday
Family Time
Business
Wedding
Bucket List
Simple Quick
What else
can I do?
The “Big” Plan
Seeking Advice

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Product Approach:
Travel Agent to World Class Retailer
Past: Supplier Driven Future: Customer Driven
RANGE
SUPPLIER RANGE
SELECTION
CONTENT DESCRIPTION
SUPPLIER DRIVEN
INVENTORY & AVAILABILITY
SUPPLIER CONTROL
RANGE
BRAND RANGE SELECTION
IN PARTNERSHIP WITH
SUPPLIERS
CONTENT DESCRIPTION
BRAND DRIVEN FOR KEY
PRODUCTS WITH
SUPPLIER
SUPPLIMENTATION
INVENTORY & AVAILABILITY
BRAND & SUPPLIER
COMMITMENT
BRAND segmentaSon
Customer
Segments
PHASE 2
Customer
Research &
Market
Discovery

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PHASE 2
Customer
Research &
Market
Discovery

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A Range of
Strategic Solu;ons

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NEW STRATEGY ENABLED BY A NEW ORGANISATIONAL STRUCTURE Strategy
Development
PHASE 3

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Implementa;on and
Con;nuous Improvement

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We are Busy Building Capability
and Execu;ng Plans
1. Recruitment / on-boarding of new execu:ves
2. New Media Brief & Pitch Process implemented
3. Recent hand over of fast track improvement projects Driven By Komosion and Supported
by Internal Teams :
§ New Marke:ng Calendar and Strategy
§ New Media Agency installa:on
§ New Content Planning and Crea:on
§ Web UX improvements
§ Data Mapping and Segmenta:on
§ Noble Selling Purpose Roll-Out
§ Product Categories and Strategy
Build
Capability
and
Execute
PHASE 4

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Increased
Focus on the Customer Experience
Build
Capability
and
Execute
PHASE 4

37. § Deep investment in customer knowledge
§ Understanding how customers wish to transact – for each journey type
§ Understand customers media consump:on and how to s:mulate them
§ Understand what customers expect throughout the journey
§ Deliver products and services that customers require, profitably
Gecng to Know Our Customers
To Be5er Deliver the Right Products,
Service Needs and Support
37
Build
Capability
and
Execute
PHASE 4

38. § Selec:ng the right range for each brands customer
§ Presen:ng that range through all channels
§ Enabling customers to find what the are looking for
§ Enabling consultants to beler add value to the customer experience
§ Proac:ve Recommenda:on
§ Its what you do when you get there
The Right Range of Products
for each Brand to Meet the Customers Needs
38
Build
Capability
and
Execute
PHASE 4

39. § Adver:sing based on customer targe:ng, presenta:on of relevant product offers and
alignment with seasonality
§ Maximum use of CRM to deliver conversion and subsequent re-targe:ng
§ Brand adver:sing layer to maintain Flight Centre as the number one travel retailer of
choice
Gecng Be5er Equipped
to Deliver the Right Product to the Right
Customer at the Right Time
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Build
Capability
and
Execute
PHASE 4

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