1. 9/30/2011
From Volcano to Ash to
Customer Satisfaction
• Tuesday, October 4th from 11:30 to 12:15.
• Session level: Advanced
• Track: Retention & Loyalty
Picture Source: www.natural-calamity.info
WELCOME
The The The
Facebook Customer New
Experience Experience Dilemma
1

2. 9/30/2011
The facebook story
+10 Millions passengers
unable to travel over the
whole period
Source: European Commission
The The The
Facebook Customer New
Experience Experience Dilemma
The facebook story
• HELP our customers that were
stranded
• A team of 20 employees from
different departments
• Worked from 5 AM to 2 PM each day
• Used Facebook, Twitter, flysas.com
(homepage), SMS
• Instant messaging, Smart phones,
access to the updated info and
hotline to right people
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3. 9/30/2011
The results did open eyes
• 5,000 questions posted 99%
answered within five minutes
• SAS message displayed more
than 1 million times
• More than 17.000 new fans in
one week (+270%)
• Tons of positive media-coverage
• Index 40 to 90 measuring
“caring” in online conversations
• Awards internationally
Two pregnant women stuck d in
Spain were contacted via FB and
were put on the fist flight home
Learning points and reflections
Customer Journeys WoS Effect
ORGANISATIOANAL
CHANNEL
OMG →Yes! Contact price
CEM
CRM / MARKETING
CUSTOMER
SATISFACTION
New Agenda
3

4. 9/30/2011
The The The
Facebook Customer New
Experience Experience Dilemma
How to commercialize from this
A. B. C. D. E.
Awareness Contractual stage Managing the contract Reviews Contract renewal
A1. B1. B2. C1. C2. D1. D2. E1.
• Lessons learned
• The organsiation responded automatically
• Customer journey mapping activities
One focus:
To keep or increase Customer Satisfaction scores
through great customer experience
Defining CEM
CEM is a leadership discipline which purpose is to ensure
that the company delivers extraordinary positive customer
experiences.
When delivering extraordinary experiences the company
differentiates positively and stimulates profitable
customer behavior
Extraordinary experiences is very much about balancing the
rational and emotional experience to give the customer .
CEM DIFFERENTIATION EFFECT ON RESULTS
+10% +9% +5%
Source: A study about The effects of CEM by Copenhagen Business School and SJP A/S
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5. 9/30/2011
How we get CEM* started
• Normally CEM is a top-down
project Pre-analysis
• Focus on business critical and CJM**
areas – corporate customers
(BtB)
• 3 phase model (see graphic) Pilot show
case
• A setup with our agency
Wunderman together with
CEM* specialists from the
Implementing
company SJP A/S. CEM*
Note: *Customer Experience Management **Customer Journey Mapping
Customer Journey Maps
A. B. C. D. E.
Awareness Contractual stage Managing the contract Reviews Contract renewal
A1. B1. B2. C1. C2. D1. D2. E1.
Critical touchpoints
A. B. C. D. E.
Awareness Contractual stage Managing the contract Reviews Contract renewal
A1. B1. B2. C1. C2. D1. D2. E1.
Flyer satisfactio n survey
where SAS is evaluated
5

6. 9/30/2011
Triggerbased dialogues and CJM
• CJM and CEM gave birth to several
activities
• The activity Welcome Home
• Customer Service and Facebook
• Reporting takes the trigger dialogues
from an operational to a more tactical
and strategic level
Re-think product definition
Earn
Feel Burn
Simplify Listen
Make
you fly
Inspire Learn
Share Play
Connect
The The The
Facebook Customer New
Experience Experience Dilemma
6

7. 9/30/2011
Everything is fine…or?
• Loyalty programmes including our FFP
called EuroBonus
• Downward sloping tendency
• Even though we are as popular as ever
• Loyal customers do not order as we
expect them to do
Pe
Are we naive as marketers?
“Loyalty, by definition and in practice, is a concept that suggests
a kind of fidelity that transcends personal advantage.
I am loyal to my country. If asked to defend it, I would put my
Life at risk, as millions throughout history have done.
I am loyal to my family. If they are threatened, I will protect them
at any cost, as many do every day…
But can I be similarly ‘loyal’ to a brand of toothpaste, soap,
beer, airline service or office equipment?
Not this side of a mental institution!”
Lester Wunderman
We are facing a new agenda
• Monologue to dialogue*
• Share experience from 10 to
10,000**
• low-cost communications,
data-processing, rapid
innovation, and great
increased consumer
expectations***
• Fragmented markets due to
increased choices and new
options***
Sources: * The future of marketing: From monologue to dialogue, EIU 2006. **Forrester Research.
***Not for free by Saul J. Berman, Feb 2011
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8. 9/30/2011
2001
2011 Impact on
relationships
and loyalty
What actions can we take?
“Customer
Customers Marketers partnership is a
shared journey to
create a future for
Customer Driven
Mass exposure
Innovation both parties that is
better than either
Customer could have
Customer power
Partnership developed alone”
Customer Source: Leading on the
Intelligence and
Experience
”real” values Edge of Chaos, Emmett C.
Management
Murphy and Mark A.
Murphy
8

9. 9/30/2011
What actions can we take?
• Accept the facts of the new agenda 125
25 25
25
• New marketing KPIs should focus on 25 25
Customer Flow, Conversion and
Average cyclus/flow
10 0
• Re-design products, services and 500 400
10 80
solutions including loyalty programmes
• Innovation is seen as the ”saver” * 10 60
• Combine Customer Insights with 125 10 20 25
Business development **
©Jacob Bentzen 2011
Sources: *CMO Index Denmark 2011 ** Not for free by Saul J. Berman, Feb 2011
Business not as usual
• A perspective of what we can do
• Nearly every industry is widely available low-cost
disruptions originating from 5 market trends
• Revenue innovation by maximizing profitability from
existing revenue streams and indentify new ones
• Solution is doing more with existing assets
1. Segment after behaviour (existing and future behaviour)
2. Grow revenue organically in the near term using framework
from pricing, payer, and packaging innovation strategies
3. Experiment
4. Repeat
Sources: Not for free by Saul J. Berman, Feb 2011
Conclusions
• The Facebook case learned us how to spread
important messages with gains and almost cost free
• Like after the volcano eruption – marketers today face
a new agenda and is forced to re-think their strategy
• Loyalty programmes looses its power of relationships
• Marketing departments can well be needed to drag in
other disciplines as business innovation to cope with
the new agenda
9

10. 9/30/2011
What do you think…. ?
Tack!
Or thank you as you say in English.
Jacob Bentzen
Manager CRM Strategies
SAS Scandinavian Airlines
+45 3232 3551
jb@sas.dk
Visit us at flysas.com sas.no sas.se sas.dk
www.facebook.com/sas
www.twitter.com/sas
www.flickr.com/sasgroup
www.youtube.com/flysas
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