Challenge
Our client wanted to develop a best–in-class customer recovery programme. They needed to understand the relative importance of investing in operational customer experience vs. long-term brand equity in driving sales.
Approach
We created a bespoke model linking equity and experience survey metrics to our client’s booking volumes. We also developed models to explore specific service disruptions to help prioritise response.
Insight
We found that when a disruption is handled well, customer satisfaction levels are actually better than those of non-disrupted customers. We mapped the best notification practices for different types of disruption.
As a result of the findings, our client also changed their front staff and cabin crew training.
Impact
Every 1% recovery in deep satisfaction from the programme has the potential to drive over 100,000 incremental bookings per annum.
Our client now has a three-year programme in place to recover disrupted customers.