The customer journey is the process your (potential) customers go through from the moment they first come in contact with your airline until they will actually use it. Hopefully they will even repeat the purchase. But as simple as described above, so difficult it is in practice. The ‘customer journey’ model of Boswijk might give you a more clear idea of how the current customer journey goes. It describes the sequence of contacts that a customer has with a company. The ‘touch points’ or ‘moments of truth’ refers to the moments when contact takes place between the customers and the airline organizations. The journey is becoming measurable due the increase of the number of digital ‘touch points’ and we can try to improve it. The tricky part in the process is to find the answers between optimizing and the overall customer experience.
In five years, 75 percent of the marketers are responsible for their overall customer experience. (source: The economist in 2015). An explanation for this shift may be that we, as marketeers, need more overview of all the messages within cross-channels, cross-products and cross-businesses that can reach the customers. Therefore multichannel strategy should be adapted. The existing channel mix depends on three aspects.
- Accessibility of the organization;
- And the customer experience that is offered.
The cost level is often one of the primary reasons to reconsider the current channel situation. For example in the no-frills airlines have been able to notably cover the costs of serving a customer from their first orientation to booking to checking in. The biggest benefits of a customer journey map are:
- You can identify the interaction moments;
- You get the insight into the needs of the customer;
- You get the insight into growth opportunities from the perspective of the customer;
- You can respond to the context of the customer;
- You can work on an optimal customer experience, after all, you know what to look for;
- And you will gain insight into how to optimize their own processes.
Accordingly it is good to listen to your customers, it is even necessary. But at least as important is to take a look at your own brand. Where are you really from? What are your promises to your customers? What kind of behavior is the customer showing? Only when you know the answers to these questions it is possible to design a perfect experience match. It makes it possible to set priories, make choices and especially determine what you will not do. To improve the customer experience, it is essential to measure it as well. A commonly used method is to measure the net promoter score (NPS), which simply measure the customer loyalty and the behavior of an organization, at different times during the customer journey, completed with interviews of client panels.
The customer experience will not be distinctive from the competition by listening to your customers alone. The results will be the same results as the survey of your competitors when it comes to what the customers really care about. If they only transit improvement on this base you compete each other again on the same points. The first step is the focus of on your brand values and the brand promises. In fact, you will be surprised how often airlines or other companies are not really focused on where they stand. Only when the organization realize, understand and support this theory, they can truly be distinctive and create a winning situation.
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