An experienced service & experience designer passionate for customer-centric design
Improving the baggage disruption journey at KLM
What is the business challenge
One of the main drivers of lower NPS (Net Promoter Score) among airline companies is the disruption in delivery of passenger baggages.
Improving the baggage journey is very complex because 12+ stakeholders from different departments are involved with no clear owner to solve such a big challenge.
The aim of this project was to improve the customer satisfaction as the baggage disruption had a negative impact on the airline’s revenue.
What was my contribution
As the co-lead customer journey manager in this project, I directly contacted all stakeholders involved in this process and conducted multiple interviews to understand their involvement in the baggage process. Through these interviews I collected both quantitative (e.g. number of disruptions, which locations, which months in the year, costs associated to the baggage disruption due to call center calls, etc) and qualitative (e.g. level of customer satisfaction, type of call center involvement, etc) data.
By putting together the collected data and input, I created an overall overview of current situation.
Through a series of 8+ co-creation sessions with all stakeholders invited, I facilitated the group to map the overall customer journey together. In follow-up facilitation sessions, the gaps and opportunities were collected.
Once all stakeholders were aligned on the overall customer journey, gaps, and opportunities, I organized and facilitated an ideation session. In the same session, the ideas were prioritized and divided to short-term and long-term solutions.
At the end, each department took the ownership of 2 short- and 2 long-term ideas for implementation and added them to their own team’s backlog.
What was the outcome
The final outcome of this project was presented to Management Team of CX department at KLM. The final result was also presented to CEC.
The project took about 6 months to finish.
At least 3 low hanging-fruit ideas extracted from the facilitation sessions were fully implemented.