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.
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.
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.
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.