Aer Lingus - Leveraging Customer Feedback to Prioritise CX Investments

Michelle McLoughlin, Aer Lingus Head of Insights

1

Aer Lingus is a

Value Carrier

Low Cost

Carrier Full Service

Carrier

Value

Carrier

Voice of the

Guest

• CX programme started 2014

• First time in our history we have finger

on the pulse of what guests really think

• Credibility & trust earned by robust

sample and continuous feedback

• 2017 all IAG airlines launched aligned

CX survey with MartizCx

Vast majority of product & service investments

driven by VOG

Model for continuous

Improvement

Monitor & Refine

Heat Maps MAINTAIN VITAL RETAIN

CRITICAL

Keep it up, no action Focus on maintaining or

improving performance

Lower priority for

improvement

Priority focus for

improvement

Importance

(Impact on NPS)

Pe

rfo

rma

nce

1 2

4 TERTIARY 3

Net Promoter Score

Keep the output

Simple CRITICAL HEAT MAP EXAMPLE

Pe

rfo

rma

nce

(To

p 3

Bo

x)

Importance

7

Importance of senior

Advocate

• who understands the value of a

customer centric organisation

• .. and can change mindsets

• Goal is to integrate customers into the

heart of your business model

Stakeholder Buy-in: Have a Proof of

Concept

NPS OTP (within 15mins)Punctuality

9

Pound the

Pavements

• Continuous stakeholder engagement to

build CX champions

• Relevant message to each audience

• Keep knocking on doors until they start

knocking on your door!

• Accountability is key

• Set non-financial targets

• Year 1 targets – make them achievable

• Keep number of KPIs to a minimum

• Easier to get traction if tied to bonus

structure

10

Set achievable

Targets

11

Worth

Sharing

• Insights function moved from marketing to guest experience

• Monthly reporting to Executive team

• Managing expectations – product changes can gain double digit increases in

satisfaction but process/service changes involving people take much longer and

increases are harder won!

• VOG is now single source of truth - embedded in bonus structure, business cases

and IT priorities

Our approach in practice – 3 case studies

13

Proof of Concept

Punctuality • Cross functional responsibility but no single owner

• Heat map shows it is the single biggest driver of detraction

• Exec sponsor appointed

• Wide ranging changes made

which improved punctuality

• Within 12 months punctuality

moved off the ‘Critical heat

map’

14

A large investment

IFE

• Replaced seat back monitors/screens

• Improved content with limited additional budget

• New earbuds with marginal cost increase but

superior sound quality

15

A large investment

IFE

10% in IFE Satisfaction in Year 1

16

17

Power of feedback in changing processes

Airport Arrivals Process

18

New Process

Airport Arrivals Process

19

Seek out senior advocates and develop CX Champions

Prioritise quick wins & demonstrate return on satisfaction

Keep the insight and output simple

Develop links between CX and financial performance

Takeaways

20

Thank You

Q&A