70% of businesses have failed in Europe to meet their CRMs objectives according to D&B research.
Some of the key factors are;
- Failure to plan for change -transformational barriers and issues
- No clear defined objectives – not underpinned with rigour or metrics
- Failure to align with the business – lack of user buy in
- Poor Data and Information – lack of accurate, current data
- Over customisation – need for simplification of message and program structure
Take a look at some of the key factors behind the failings and the pointers to avoid being part of this statistic.
Comments welcome as usual please.
In a recent survey of UK SME’s 42% of companies stated Innovation was high on the agenda and central to their success, 33% believed it would produce higher profits and 13% stated it would assist with employee motivation.
Below read some interesting facts and case studies.
The value employees bring with innovative thought is key to the success of managing transformation projects. Employee empowerment and engagement at every stage underpinned by an employee first culture is a measurable success factor. See chart below;
Today most Airlines are wrestling with how to get inside the ‘Value Zone’ of the customer and improve the end to end Traveller experience.
The ‘Journeymap’ starts from the moment the customer makes a considered choice and books his ticket to the Airport experience, the in-flight experience right up until the point of departure and the after care thereafter.
A formidable challenge that can be impacted at every point of the Journey by Airline operational factors not attributable or within the Airline’s control.
Factors that cause major disruption & impact both from a customer experience perspective and a financial perspective are;
– Weather the impact of flight delays due to unavoidable weather changes
– Mechanical issues aging aircraft lead to increased mechanical issues
– Aircraft Utilisation operational delays can impact network utilisation
– Airport/Airspace Congestion re routing of aircraft, holds and tarmac delays impact efficiency
– Union obligations Staffing overun on crew hours, compensation payments affect operational productivity and efficiency
– CAA regulations increased penalties and impositions on airline operational delays
All of these factors can and do impact and disrupt operational core functions such as, Finance & Revenue management, Airline Call Centers, Cargo Operations, In-Flight Services, Ground Ops, Engineering, Crew Planning & Scheduling, Network Planning, Baggage Handling, and Customer Loyalty.
The compounded effect of this is a direct impact both in terms of the customer experience and operational efficiency & financial/risk imposed on the Airline.
I believe there is a need for a single common platform that integrates all of the potential impacted business areas and operational systems.
If we take a different view of individual business impacts and classify them as ‘events’ that can and do re occur over a timeline we can take a very different perspective on the risk and financial impact to the Airline. The reclassification or construct of business impacts to events would enable by use of event processing engines to group and categorise the core events by severity of impact and construct a model dynamically that turns data into information and via a ‘holistic real time view’ presents this information back to the Airline Management in real time for action.
In addition if we couple the ability to analyse the customer experience and financial impact of these events, pre rank and scenario re plan alternative business solutions to the issues to minimise future disruption and improve the service proposition – this must in my opinion be a major benefit to an Airline.