implementation of a new customer experience · customer touchpoints from the customer experience...

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Implementation of a New Customer Experience March 22, 2013

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The implementation plan for the new Avianca customer experience can be divided in 3 phases

Experience Implementation

Implement the new experience based on the

design process

• Project scoping and structure

• Project management

• Project reporting

Control and Maintenance

Create mechanisms to assure new experience quality

throughout whole customer experience map

• Dashboard

• Quality Assurance

Design a new customer experience aligned with our

mission and vision in different touchpoints

• Market research & Brand Positioning

• Customer Experience design process

• Examples

Experience Design

New Customer Experience Process

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To create a new brand positioning Avianca needed to understand its customers, its competitors and itself

Formula to create Avianca’s brand positioning

Con todo Gusto +

Trato Personal

Mission, vision & values

Target Customer Best Practices Innovative Idea + + + =

Two brand positioning legacies built uponlatin touch, warmth and passion and dedication towards the client

An essential base for our new brand positioning which enabled us to build upon our heritage and strengths in order to achieve our vision

Heritage Future Our Reason Experience New Avianca

Statements of what Avianca currently is today and will be in the future

Has significant meaning for brand positioning: • Latin Culture of service

• #1 Latin American airline

• Preferred by customers

• Operational Excellence

Clear definition of target customer

We serve all passengers, but we seek to be the preferred airlines for our target customer

Lessons learned from other airlines and companies with great service that can be used and adapted to Avianca

• Excellence and efficiency of Lufthansa

• Consistency in service of Ritz Carlton

Natural but strong statement about how the mainline will be known

• Must motivate employees

• Must ensure LifeMiles members choose Avianca as their preferred airline

• Must increase all customers’ satisfaction

How can we move from being good to being

excellent?

How do we anticipate and exceed customers’

expectations in a unique way in The Americas?

How can we be different and better

than our competitors?

How can we be clearly known as world class without losing our heritage or

latin touch?

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Through analysis and validation, Avianca identified critical experience attributes to include in the construction of its new customer experience

Select Experience Attributes

• Customer experience benchmark of key competitors

• Conduct work sessions with brand team and employees to identify key touchpoints

• Coordinate brainstorming sessions to select experience attributes by cabin class

Recommend Experience

• Complete cost-benefit analysis

• Complete feasibility analysis

• Review cabin configuration

• Recommend changes to customer experience by cabin class

Develop Implementation

Plan

• Determine time required for implementation of each attribute

• Present final implementation plan for approval

Validate Experience Attributes

• Prepare conjoint questionnaire and stimulus materials

• Conduct conjoint research with customers

• Present results to branding team & internal advisory board for further validation

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Customer Experience Definition

An

aly

sis

Req

uir

ed

An international brand consulting firm was hired to provide Avianca with counseling on a high-level customer experience definition

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Changes in Avianca’s customer experience were focused on prioritized customer touchpoints from the customer experience map

The prioritization helped Avianca focus resources on those that can create a greater impact on our customers

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A new VIP lounge concept was designed around the new brand positioning and target customer

VIP Lounge Design

The new AVTA VIP lounge concept was designed to reflect our brand image and satisfy our target customer’s needs: • Work, rest and

entertainment areas

• Wi-Fi and satellite TV

• Showers

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Cabin Interior Design Seat Experience

New cabin interiors were designed to reflect a world class experience for our target customers

New Cabin Experience Definition

Cabin Improvements in our Fleet

rior color

Seatbelts

Carpet

Seat Covers

Curtains

Mood lighting

Ceiling Non Textile Floor

Sidewalls

Dado panel

The new and refreshed cabins in Avianca’s fleet reflect a professional style that enhances our customer experience

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Through benchmarking of current market tendencies, Avianca developed services designed for our target customers’ needs

Understanding Target Market Trends

ATO Self Check-in

Mobile Check-in

By clearly defining our target customer we are able to provide them with services tailored to meet their expectations and increase satisfaction

• To satisfy our target customers’ needs, AVTA has self check-in kiosks available

• This provides our customers with a more efficient service and minimizes airport queue times

• This feature allows customers to have a greater sense of professional experience and minimize waiting times in ATOs

• Mobile check-in has begun in Colombian and Peruvian domestic markets, gradually expanding to all routes of our network

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Main focus

• Communicate and reinforce the principles and philosophy that serve as a base for service excellence

• Communicate single commercial brand process

Target

• All members within the organization

Main focus

• Provide competencies to strengthen the organization’s leadership through 3 axes:

- I am a Leader

- Journey: workshop to improve workplace atmosphere (GPTW)

- Empowerment: Provide competencies to leaders who interact with customers

Target

• Organization’s formal leaders

Main focus

• Communicate service principles and new pragmatic service standards through communication, activation and feedback process

Target

• Formal and informal leaders of specific areas with direct contact with customers

Training was developed for all levels of the organization to prepare the organization to deliver our new customer experience

Leadership Training “Excellence” Training Service Training

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design process







• Dashboard






• Examples

Experience Design


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Avianca defined a project structure involving teams from different areas with a specific leader and a marketing team support

Project Structure

Support Areas – Purchases, Finances, Communications, IT, etc

Project Leader Customer Experience VP – R. LLaguno

Marketing Director Customer Experience Design Project Management Support

Workstream Leader • Uniforms Support

Workstream Leader • Retrofit Support

Workstream Leader • Livery Implementation

Support

Workstream Leader • Brand Internal Transition

Plan Support

• External Communication Plan

Support

Workstream Leader • On Board Experience Support

Workstream Leader • Culture Trainings • Service Trainings

Support

Workstream Leader • Visual System Design

Support

• Visual System Implement. Support

Workstream Leader • Cabin Higiene Support

Workstream Leader • Contact Centers Exp Support

• Baggage Experience Support

Workstream Leader • ATO Experience Support

Workstream Leader • VIP Lounges Experience Support

• Entertainment Support

• Food&Beverages Exp Support

• On Board Elements Support

Workstream Leader • Web Experience Support

Workstream Leader • CTO Experience Support

Workstream Leader • Reading Material Exp Support

Project Sponsor COO

Project Owner CEO

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A project management team was formed to define scope, create a master workplan and monitor advancement of all initiatives

AVTA

Bra

nd &

Custo

mer

Experience P

roje

ct

Define Project Support 1 Master

Workplan

Task Task Task Task Task Task

Task Task Task Task Task Task

Task Task Task Task Task

May June July Aug

2 Workplan Management

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• PMO (deliverables, control, deadlines, milestones, etc.)

• Updates to ExCom

• Updates to COO

• Critical path management

• Implementation support

• Etc.

Create master workplan, initiatives (deadlines, leaders, milestones, etc.) Workshops

Document. interaction processes

Define workplan

Updates to Sponsor External

Communication

Create Awarness 4

Trainings Cargo 1 8

E-commerce Maintenance 2 9

Sale Points Human Resources 3 10

On Board Service 7

ATOs 4 11 Purchases

VIP Lounges 5 12 Ops AVTA

On Board Experience

6 13 Infrastructure

Approval with each VP

Updates to Board Internal

Communication

An effective project management support is necessary to ensure key deliverables and deadlines are met

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Effective reporting structures and decision-making protocols facilitates making key decisions impacting our customer experience

Having all key players on board and properly up to speed on project advancement is critical to achieve projects’ objectives and key deadlines

Project Reporting Structure

Recommendation/ Inputs

Individual Teams

Weekly/ Bi-weekly

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Approval/ Decision

Executive Committee

Monthly

2

Decision

Board of Directors

Monthly

1

Scope • Weekly follow-up of specific

actions • PMO reporting to sponsor

Scope • Workstream tracking • Design approval/implementation

of workstreams • Definition of which decisions

must be approved by Board

Scope • Workstream tracking • Budget approval for individual

workstreams

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By creating internal employee awareness, we were able to obtain and maintain commitment throughout all levels of the organization

Internal Communication of Project’s Key Milestones

Internal Newsletter Face to Face Meetings with C-Level

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design process







• Dashboard






• Examples

Experience Design


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Workstreams

• Web

• Contact Centers

• CTO

• ATO

• VIP Lounges

• Baggage

• Food & Beverages

• Entertainment

• Reading Material

• On Board

• Cabin Hygiene

Timeline

Q2-12 Q3-12 Q4-12 Q1-13 Q2-13 Q3-13 15 14 Q4-13

Project leaders must keep track of advances in key initiatives pre and post launch to ensure experience quality

• Uniforms

• Retrofit

• Visual System Impl

• Visual System Design

• Livery

Cu

sto

mer E

xp

erie

nce

Bran

d I

mag

e

• Flight Attendants

• ATOs

• Contact Centers

• CTOs

• Service Trainings

Train

ing

s

Keeping track of initiatives helps project leaders identify potential showstoppers that may delay key deliverables

75%

40%

15%

25%

70%

40%

70%

35%

55%

30%

80%

85%

75%

80%

55%

75%

75%

40%

15%

100%

0%

ILLUSTRATIVE

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The efforts organization-wide to implement our new experience have improved client satisfaction as well as organizational results

“Along with the modernization of our infrastructure, both in air and on ground, the expansion of our network and incorporation of technological developments to improve our flight experience, our integrated airlines have seen highly satisfactory results in market share and client satisfaction indicators”

-Dr. Fabio Villegas, Avianca CEO

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Thank you

implementation of a new customer experience · customer touchpoints from the customer experience...

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