Improving the Airport Customer Experience (2016)

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82 This chapter provides an overview of U.S. airports with strong reputations for providing out- standing customer service, and provides a detailed discussion of customer experience management at these airports. Research conducted for this guidebook revealed that leading U.S. airports can be categorized into four broad airport types when it comes to their overall approach to and responsibility for customer experience management. Not every airport fits neatly into any one category, and some may demonstrate attributes from multiple categories. However, an airport will tend to gravi- tate toward one type. It is not uncommon for an airport to transition from one type to another over time as it becomes more progressive and consistent in search of excellent customer experiences. Figure 6-1 shows the four broad airport types of the leading U.S. airports. All four airport types share a set of common characteristics, which are discussed in the following section. 6.1 Shared Characteristics of the Four Broad Types of Leading U.S. Airports In Section 2.2, the worldwide airport customer experience management continuum was dis- cussed. The continuum is depicted in Figure 6-2. The leading U.S. airports are positioned toward the right-hand side of the spectrum and are continuously improving to move further to the right. They are highly regarded in their commu- nities and are often a source of civic pride. Their management takes a more holistic approach to customer service, with a focus on all aspects of the operation, including building the airport brand. They collaborate with their business partners and stakeholders, and they set standards for themselves and others. They value and engage all airport employees. Customer service is incorpo- rated into all aspects of planning, including airport master plans and capital plans. They are more likely to have a strategic business plan, and that plan incorporates customer experience manage- ment throughout. These airports are strategically directed and customer-centric, setting goals based on a vision for the airport. Top leadership understands the importance of customer expe- rience management without needing to be constantly convinced. Leaders run their airports pru- dently as successful businesses that provide excellent services consistently within a constrained, regulated, and problematic environment where many are involved in the service delivery chain. They have a can-do attitude. Shared key attributes of leading U.S. airports in each broad type include those discussed in the following subsections. Airport-Wide Customer Experience Management Approaches at Leading U.S. Airports C H A P T E R 6

Airport-Wide Customer Experience Management Approaches at Leading U.S. Airports 83 Figure 6-1. Four approaches to improving customer service. © Butterfly Consulting. Figure 6-2. Airport customer experience management continuum. © Butterfly Consulting. Note: Pax = passengers.

84 Improving the Airport Customer Experience 6.1.1 Customer Experience Management Approach Airport management: • Ensures executive-level commitment and support for airport-wide customer service approach • Takes a strategic holistic approach to customer experience airport-wide • Provides airport-wide leadership to enhance customer experiences • Leverages the relationship between enhanced customer satisfaction and increased non- aeronautical revenues • Using market research tools, focuses on customers’ priorities • Assumes management responsibility and accountability for customer experience airport-wide • Focuses on service excellence from the basics to the opportunities to delight, which includes facilities, operations, maintenance, processes, services, art, education, and fun • Working in collaboration with the entire airport community, develops and implements an airport-wide customer service plan • Creates an airport with positive ambience and a strong sense of place • Focuses on the emotional as well as the physical aspects of the airport experience • Monitors service performance across the entire service delivery chain and works in collaboration with business partners, stakeholders, and airport staff to enhance customer satisfaction • Invests in enhancing the customers’ airport experiences • Leverages value of entertainment and customer appreciation events. 6.1.2 Airport Operator Organization Structure Airport management: • Designates a customer service executive or customer service manager as single point of leader- ship for airport’s customer experience management approach, often with dedicated customer service staff assigned. A customer experience executive or manager is often found on the airport operator’s organization chart. 6.1.3 Stakeholders Airport management: • Develops a culture of ongoing collaboration and buy-in by the stakeholders, business partners, and others in the airport community • Implements airport-wide customer service reward and recognition programs for airport staff, business partners, stakeholders, and others in the airport community • Creates a customer service culture that is woven into the fabric of the way the airport operator does business and provides services airport-wide. 6.1.4 Airport Staff Airport management: • Promotes the importance of employee engagement and empowerment • Provides customer service ambassadors at information desks and provides roving ambassadors, who may be employees, volunteers, or outsourced employees, supplemented by robots or virtual assistants • Implements airport-wide customer service training programs for airport staff, often provided as part of the security identification display area (SIDA) badging process.

Airport-Wide Customer Experience Management Approaches at Leading U.S. Airports 85 6.1.5 Communications Airport management: • Maintains open, ongoing, and transparent communications with airport staff, stakeholders, business partners, and others in the airport community • Empowers customers with the right information at the right time using the communications channels preferred by their customers • Leverages social media as a two-way communication tool with customers • Adopts a proactive strategy to build relationships with customers that reflects the airport’s customer service commitment using social media in a human way • Cultivates the power of social media to build a relationship with customers that is mobile, operating full-time, and human. 6.1.6 Technology Airport management: • Embraces technology as an enabler and differentiator for enhanced customer experiences. 6.2 The Strategic Customer Service Brand Airport Of the four broad airport types identified during this research (see Figure 6-1), the first and most progressive is the Strategic Customer Service Brand airport type. At these airports, customer service was initially generally identified as a corporate priority, and, subsequently, a conscious decision was made and an initiative was launched by the CEO (or other executive-level manage- ment with the support of the CEO) to define, implement, and manage a strategic airport customer service brand airport-wide by working in collaboration with stakeholders and business partners in the airport community. The strategic customer service brand may also be called the airport’s customer service charter or the airport’s service delivery strategy. This airport type is often seen at large hub to medium-sized airports. These airports tend to ascribe to a more formal approach to customer experience manage- ment that is integrated with the way business is otherwise conducted at the airport. Airports that have been named among the best airports in the world by ACI-ASQ or as 5-star airports by Skytrax, such as Seoul Incheon and Singapore Changi, generally fall into this category. Examples of U.S. airports that participated in this research that fall into this category are identified at the end of this section. The research team confirmed the classification with representatives of these airports. Important differentiators of the Strategic Customer Service Brand airport include those discussed in the following subsections. 6.2.1 Customer Experience Management Approach The Strategic Customer Service Brand airport: • Has a CEO who is typically the customer service champion; • Adopts a hospitality mindset/model, and the airport refers to their customers as “guests”; • Builds a strong airport brand that clearly defines the airport’s customer service commitment and service delivery strategy in collaboration with the airport community; • Addresses key drivers of customer satisfaction that are typically identified using market research and customer feedback as well as leveraging customer service trends and notable and

86 Improving the Airport Customer Experience emerging practices aligned with the airport brand as a means to improve customer satisfaction and non-aeronautical revenues. 6.2.2 Airport Operator Organization Structure The Strategic Customer Service Brand airport: • Appoints a chief customer experience officer, usually at the executive level, who is comparable to other senior executives in the organization chart; and • Uses customer satisfaction scores as key performance indicators for the airport operator orga- nization as well as when reviewing the performance of its departments and key staff. 6.2.3 Airport Brand The Strategic Customer Service Brand airport: • Builds a customer-centric airport brand—a shared mission, vision, and airport brand (i.e., a service delivery strategy) that highlights the airport’s customer service commitment across the entire continuum of services, all of which are integral to the airport’s strategic plan and are developed with the buy-in and collaboration of the entire airport community; • Uses market research to know its customers’ needs, wants, and expectations as well as the airport’s key drivers of customer satisfaction; • Adopts customer service standards aligned with the airport brand to provide guidance on the level of service expected from all who provide service to the airport’s customers; • Manages performance across the entire service delivery chain to ensure alignment with the airport’s brand, compliance with standards, and enhanced customer satisfaction; and • Implements branded customer service programs and priority customer service initiatives to improve service levels as well as address drivers of customer satisfaction and provide value to customers. 6.2.4 Stakeholders The Strategic Customer Service Brand airport convenes formal customer service forums for the airport community to work together to enhance customer experiences and overall customer satisfaction airport-wide. 6.2.5 Communications The Strategic Customer Service Brand airport uses marketing and public relations that support the airport’s customer service brand. They are important to building the brand but do not drive the brand. Airports in this category include: • Cincinnati/Northern Kentucky International, • Los Angeles International Airport, and • San Francisco International Airport. Figures 6-3, 6-4, and 6-5 illustrate the strategic and holistic approach to guest (customer) experience management recently launched by Los Angeles World Airports for Los Angeles Inter- national Airport (LAX).

Airport-Wide Customer Experience Management Approaches at Leading U.S. Airports 87 Courtesy of Los Angeles World Airports. Figure 6-3. LAX guest experience information sheet.

88 Improving the Airport Customer Experience Courtesy of Los Angeles World Airports. Figure 6-4. LAXceptional guest experience. Figure 6-5. How to create an LAXceptional experience. Courtesy of Los Angeles World Airports.

Airport-Wide Customer Experience Management Approaches at Leading U.S. Airports 89 6.3 The Programmatic Customer Service Airport The second type of airport is the Programmatic Customer Service airport. At these airports, customer service was initially identified as a strategic or operational priority, and service levels are enhanced airport-wide, typically through the implementation of identifiable customer ser- vice programs that are usually aligned and linked. The customer service programs implemented to improve customer satisfaction are often individually branded or branded as a group to make them more readily identifiable to the airport’s customers and those in the airport community who participate in the programs. This airport type is often seen at large hub to medium-sized airports. Important differentiators of the Programmatic Customer Service airport include those discussed in the following subsections. 6.3.1 Customer Experience Management Approach The Programmatic Customer Service airport: • Approaches customer experience management predominantly through the implementation of branded airport-wide customer service enhancement programs; and • Focuses on addressing key drivers of customer satisfaction, often identified using market research, customer feedback, and industry trends. 6.3.2 Airport Operator Organization Structure The Programmatic Customer Service airport: • Appoints a customer service manager, who may be an executive or a middle manager, as the single point of customer service program management; customer service manager may have dedicated customer service staff assigned; • Assigns the customer service manager with responsibility for managing one or all of the fol- lowing: information booths, airport ambassadors, and volunteer program; the airport’s market research and quality assurance functions; customer service training; the airport’s reward and recognition program; and supervising dedicated customer service staff; and • Ensures participation of customer service manager in all major initiatives that will affect airport customer service and customer satisfaction. 6.3.3 Branded Customer Service Programs The Programmatic Customer Service airport: • Implements branded customer service programs that address drivers of customer satisfac- tion that are of value to customers and that typically include customer service training pro- grams, reward and recognition programs, ambassador programs, volunteer programs, pets unstressing passengers (PUP) programs, entertainment programs, programs for customers with special needs, customer service performance management programs, and communica- tions programs; • Adopts customer service standards to provide guidance on the level of service expected from all participants in each branded customer service program; and • Uses data-driven performance management across the entire service delivery chain to iden- tify drivers of customer satisfaction, promote compliance with program standards, track the impact of programs implemented, and enhance customer satisfaction.

90 Improving the Airport Customer Experience 6.3.4 Stakeholders The Programmatic Customer Service airport: • Implements formal customer service forums for the airport community to collaborate on airport-wide customer service program management as well as share the results of customer satisfaction surveys as a means to improve overall customer satisfaction; and • Convenes customer service forums, typically under the leadership of the customer service manager, for stakeholders, business partners, and others in the airport community. 6.3.5 Airport Staff and Technology The Programmatic Customer Service airport enhances airport staff’s effectiveness by pro- viding programs such as customer service training, reward and recognition programs, airport ambassadors, volunteer programs, PUP programs, and technological enablers such as robotics, airport apps, and interactive kiosks to provide customers information and put them in control of their journeys through the airport. Airports in this category include: • Hartsfield-Jackson Atlanta International Airport, • Jacksonville International Airport, • John F. Kennedy International Airport, • Newark Liberty International Airport, and • San Antonio International Airport. Figure 6-6 shows the vision and mission statement of the guest relations office at Hartsfield- Jackson Atlanta International Airport. The office is responsible for customer service management and the OneATL program. Courtesy of Hartsfield-Jackson Atlanta International Airport. Figure 6-6. OneATL guest relations office vision and mission statements.

Airport-Wide Customer Experience Management Approaches at Leading U.S. Airports 91 6.4 The Customer Service by Major Initiative Airport The third airport type is the Customer Service by Major Initiative airport. At these airports, customer service was generally identified as a strategic or operational priority. Airport-wide ser- vice levels are typically enhanced through the implementation of major initiatives that leverage technology or people to significantly improve service levels and distinguish the airport’s service delivery strategy from others. This airport type is often seen at large hub to medium-sized airports. Important differentiators of the Major Initiative Customer Service airport include those discussed in the following subsections. 6.4.1 Customer Experience Management Approach The Major Initiative Customer Service airport: • Approaches customer experience management predominantly through the implementation of major initiatives that typically leverage technology or people to enhance customer experiences and, as a result, customer satisfaction; and • Leverages customer service trends and best practices to identify customer service initiatives. 6.4.2 Airport Operator Organization Structure The Major Initiative Customer Service airport: • Appoints a customer service manager, typically a senior executive or middle manager, who serves as the single point of contact for customer service management initiatives and who may serve as the project manager for major initiatives. If not serving as project manager, the customer service manager closely coordinates with the project managers throughout implementation. • Assigns the customer service manager with responsibility for managing one or all of the fol- lowing: information booths, airport ambassadors, or volunteer programs; the airport’s market research and quality assurance functions; customer service training; the airport’s reward and recognition program; and supervising dedicated customer service staff. 6.4.3 Major Customer Service Initiatives The Major Initiative Customer Service airport implements major customer service initia- tives that respond to customer service trends and notable or emerging practices to significantly enhance its customers’ airport experiences and significantly improve their overall satisfaction with the airport. Major customer service initiatives typically include airport apps, airport web- sites, progressive social media strategies, digital maps, implementation of beacons for airport- wide use, and aggressive launches of customer service training for airport staff sometimes using customer service giants such as Disney. 6.4.4 Stakeholders The Major Initiative Customer Service airport implements formal customer service forums for the airport operator, stakeholders, and business partners in the airport community to collaborate and coordinate airport-wide customer service initiatives and share the results of customer satis- faction surveys. The customer service manager may facilitate the customer service forum(s) for stakeholders and business partners in the airport community.

92 Improving the Airport Customer Experience 6.4.5 Airport Staff The Major Initiative Customer Service airport: • Implements airport-wide programs to enhance airport staff’s effectiveness by providing cus- tomer service training, reward and recognition programs, airport ambassadors, volunteers, and PUP programs; and • Implements major initiatives using customer service leaders to provide customer service training to airport staff. 6.4.6 Technology The Major Initiative Customer Service airport implements major customer service initiatives that predominantly leverage technology as an enabler to enhance service levels to delight cus- tomers and differentiate the airport from others. Technology-enabled initiatives often respond to customer service trends or best practices and include applications such as digital signs, airport- wide installation of beacons (discussed further in Section 7.3.1 and Section 10.10), interactive kiosks, the implementation of airport apps, web-based virtual tours of the airport, and progressive social media strategies. Airports in this category include: • Boston Logan International Airport, and • Miami International Airport. 6.5 The Customer Service Culture Airport The fourth airport type identified in the research is the Customer Service Culture airport. At these airports, customer service was generally identified initially as a corporate (airport operator) priority and subsequently was woven into the fabric of the airport’s culture. Customer service is integrated into the way business is done by all departments and staff with the support of airport management. Customer service and working collaboratively with the airport community are embraced and are distinct attributes of the airport’s culture. This airport type is often seen at small to medium-sized airports. Important differentiators of the Customer Service Culture airport include those discussed in the following subsections. 6.5.1 Customer Experience Management Approach The Customer Service Culture airport: • Recognizes top executive leadership, often the CEO, as the igniter for the airport’s customer service approach, which has now evolved into the airport’s culture; • States the importance of customer service in its airport’s mission and vision statements; • Approaches customer service management as one of distributed responsibility for customer service (“Everyone understands that customer service is everyone’s job”), although the airport operator may have management-level customer service staff respon- sible for specific functions such as analyzing and sharing customer satisfaction survey results; • Focuses on the airport’s customer priorities, which are often identified using market research tools;

Airport-Wide Customer Experience Management Approaches at Leading U.S. Airports 93 • Embraces customer service, which is woven into the fabric of the way the airport operator does business rather than providing formal airport-wide leadership to enhance customer experiences; • Implements customer service programs, both formal and informal, that address drivers of customer satisfaction or are of value to customers; • Leverages customer appreciation events, cultural and holiday events, and local entertainment that capitalize on sense of place and fun to improve customer satisfaction; and • Maintains relatively low overhead structure to achieve high customer service performance. 6.5.2 Airport Operator Organization Structure The Customer Service Culture airport identifies management staff at the executive or middle- management level who work together to fulfill customer service management functions. Their responsibilities may include managing the airport’s ambassadors or the airport’s volunteers, managing the airport’s market research and quality assurance functions, and implementing cus- tomer service training or the airport’s reward and recognition programs. 6.5.3 Stakeholders The Customer Service Culture airport: • Implements less formal customer service forums for the airport community to share the results of customer satisfaction surveys to improve overall customer satisfaction, to collaborate on airport-wide customer service matters, and to plan and coordinate customer appreciation events and entertainment; and • Facilitates the appropriate customer service forums for the airport community based on function or need. 6.5.4 Airport Staff and Technology The Customer Service Culture airport enhances airport staff’s effectiveness by providing pro- grams such as customer service training, reward and recognition programs, airport ambassadors, volunteer programs, PUP programs, and technological enablers such as robotics, airport apps, and interactive kiosks to provide customers with information and put them in control of their journeys through the airport. Airports in this category include: • Austin International Airport, • George Bush Intercontinental Airport, • Indianapolis International Airport, • Sacramento International Airport, and • Tampa International Airport. 6.6 Advice to Others The consistent advice that was offered to other airports by U.S. airports with strong repu- tations for providing outstanding customer service was the importance of top management leadership, commitment, and support for customer experience management. Support from top management facilitates: • Alignment of the airport operator’s organization to enhance customer service and improve customer satisfaction;

94 Improving the Airport Customer Experience • Funding for customer service investments, including customer service programs and initiatives; • Credibility with the airport community that the airport operator is serious about customer service; • Support and buy-in for the airport community to act as one in order to enhance service across the entire delivery chain and to design/implement customer experiences (tangible and intan- gible; facilities and services) that support the airport’s brand; and • Recognition of customer service as second only to safety and security—it too is a prime direc- tive airport-wide.