Leading leisure airline

Case-study-2
Improving the customer journey

The client had embarked on a major exercise to review its customer service operation in order to improve the end to end experience of its customers, whilst rationalising its cost base.

DAV was brought in to plan, manage and deliver a full organisational change programme, with people, processes and technology all under the spotlight.

Following a short readiness assessment, DAV produced an organisational design and target operating model for the future state customer services function. In parallel, DAV also undertook a technology review to understand what could be re-used, and what would need to be supplemented and, working with the airline’s IT specialists, produced a technology blueprint and timeline to underpin delivery of the envisaged target operating model.

The DAV team led the critical change management interventions and drove development and delivery of the key operational and organisational changes. Training was at the heart of this and the programme delivered an intense series of workshops and courses, developed in conjunction with the airline’s training and HR teams to equip customer services staff with the multi-skilled capabilities that were critical in delivering the transformation envisaged.

A new ‘active management system’ to control workload and utilisation was ready on time and successful coordination of telephony changes to manage new call routing meant that the programme was ready to go live as planned.

DAV completed the programme on time and to budget. The airline now has a re-energised customer services operation that is equipped to support the delivery of its three year customer experience programme – a single, more effective team, operating with greater efficiency and with higher levels of customer service, from a lower cost base.

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