1. Customer Centric Insight Management (CCIM) is a set of cross-functional capabilities centered around understanding customers and maximizing profitability from existing customers while identifying new customer segments. 2. For airlines, CCIM provides the opportunity to increase effectiveness and efficiency of commercial and service processes by differentiating strategies for customer sub-segments along the entire customer journey. 3. CCIM supports brand positioning by delivering consistent, personalized customer value at every touchpoint.

1. eMs
“Treating Customer Insights as an Asset”
...An airline’s perspective
Customer Centric Insight
ManagementⓇ

2. eMs
Customer Centric Insight Management (CCIM) is a set of cross-functional business
capabilities centered around the customer, which allows an organisation to:
1. Maximize profitability from existing customers through increased customer
understanding along the Circle-of-Contact
2. Identify and lock-in non exploited customer segments through anticipating
emerging/changing customer expectations
What Customer Insight Management is not:
1. Another management trend
2. Another functional department or project
3. Another sales tool, channel or CRM software
4. A substitute for product and service quality
2. What is Customer Centric Insight Management?
2

3. eMs3
3. CCIM in the Airline Sector
“A set of cross functional business capabilities, centered around
each individual customer sub-segment”
Departure
In-flight
Retention
Arrival
DIFFERENTIATION
CUSTOMIZATION
INTERACTION
IDENTIFICATION CUSTOMER
Post-flight
Booking &
Purchase
Pre-travel &
upselling
Marketing &
Communication
Pre-flight
Cross sales

4. eMs
1. CCIM is one of the drivers for achieving effectiveness and efficiency
2. CCIM allows to manage customer sub-segments through differentiated
strategies
3. CCIM will support the implementation of Brand Positioning
4. CCIM implies consistent services along the entire Circle-of-Contact
4. What could CCIM mean for an airline company?
4
“The opportunity to increase the effectiveness and efficiency of
both commercial and service processes”

5. eMs
5. CCIM is one of the drivers for achieving effectiveness and efficiency
5
Customer
Knowledge
SELLINGMARKETING
SERVICES
Effectiveness & Efficiency
• Segment identification /
prioritization
• Anticipation customer
changes
• Improved targeting
• Personalized offers
• Higher customer
retention
• Higher success rate new
products/services
• Creation of relationships
Effectiveness & Efficiency
• Anticipation on individual needs
• Customization of services
• Detection of dissatisfied customers during journey
• Increased customer satisfaction
• Reduced interaction cost
Effectiveness & Efficiency
• Omni-Channel
management
• Increased share of
customer
• Targeted sales
promotions
• Commercial account
management (DMU)
• Revenue planning
support

6. eMs
Low HighCustomer Loyalty*
Customer
Contribution
Low
High
— Loyalty/Contribution Matrix —
• Segment A: Divest
• Others: Milk or Grow
• by up-selling
- use of higher fares
- increase of volume
• by coalition
• by cross-selling
• by penetrationA
Exit
B
C D
E
Focus on loyalty creation
6
6. CCIM allows to manage customer segments through differentiated strategies

7. eMs
‘Personal Comfort at an attractive price’
Personal
Services
Physical
Comfort
Attractive
Pricing
Responsive
Behavior
Responsible
Behavior
Pre/transfer/post
flight comfort
Inflight
Comfort
Transfer
flights
Direct
flight
Personal
Acknowledgement
Personal
Assistance
Personal
Information
SpaceInflight
Activity
Efficiency Seats Ticket prices
Prioritized call
handling
Service-recovery via
Internet
Manage
incidents on a
personal basis
Transfer
assistance
Customer-specifi
c via Internet or
Mobile
Self services
Customer
prioritization
Pro-active
response on
irregularities
Fulfilling
personal
requests
on the spot
Personalized offers for
destinations, events, etc.
Pre-sales discounts
EXAMPLES
7
Paid
check-in
upgrade
7. CCIM will support the implementation of Brand Positioning
Paid
Seat
Selection
Customer Value Delivered

8. eMs
• Notification of delay
• Inform about changed check-in time
• If necessary arrange alternative flights,
involving personal preferences (e.g.
seating, meals)
SMS message or
personal call
• Inform about delay status;
• Take set of differentiated actions by
customer segment, e.g.:
• Connecting flights
• Hotel arrangements
• Ground transport
Contact with frontline staff
Back Office:
• Log delay experiences
• Take follow-up action on cases of
serious delays, e.g. by offering:
• ‘apology points’
• upgrade on next flight
• tailor-made special offers
• ‘personal’ gift (e.g. golf balls
for golf-player)
Back Office:
• Analyze experiences and prepare
reactions
Phone calls and/or
(email
Communications
Customer Incident Example:
Flight Delay
*
I
II
III
IV
8
8. CCIM implies consistent services along the entire Circle-of-Contact
Departure
In-flight
Retention
ArrivalPost-flight
Booking &
Purchase
Pre-travel &
upselling
Marketing &
Communication
Pre-flight
Cross sales
Transfer