Challenges and opportunities
Like many airports around the world, ANA saw airlines as their customers not travelling passengers as their customers.
No one entity was responsible for the passenger experience on the ground. Passengers were passed between ANA, their airline and two separate third-party ground operators, each responsible for different parts of the service.
There was a Customer Marketing department but no internal passenger service design or customer experience capability.
Become a world leading hub and destination city as part of Portugal's drive to boost tourism and trade.
Become a preferred destination for passenger connections.
Increase the value of the airport group by generating new forms of revenue and improving perceptions of the airport brand.
Increase global performance and customer satisfaction against European standard measures.
What we did
We helped establish The ANA Way, a programme of projects to improve services and the passenger experience in ANA's airports.
Specifically, a new dedicated service proposition for passengers travelling in groups, developed to support the Government's drive for increased tourism which also helped consolidate working partnerships with key commercial and public partners.
A suite of services was developed to make time in the airport easier for families travelling with young children which extended to using social media to promote ANA as an expert in family travel.
Tiered customer service training was introduced, which is now delivered to all internal and third party staff joining and working at ANA's airports.
We developed the ANA 'Pods', branded open lounges designed to meet passengers’ various needs throughout their time at the airport such as the 'Escape POD' providing entertainment and relaxation and the 'Connect POD' providing onward travel information and destination support.
We also delivered a set of service management standards and design guides covering: the design of the passenger security experience, passenger information and airport environments, as well as a customer service standard for the airport.
The programme created the first real opportunities for ANA to provide service to passengers travelling through their airports (beyond those that are mandatory) and it had a significant impact on the organisation, including its attractiveness to investors.
Passenger satisfaction scores rose by 14% following six months of piloting new services in the airports.
European air industry ASQ rating in the year following pilots "Best improved".
The role of Service Design Manager was appointed in each airport, co-ordinating with a new central Service Design and Development team in Lisbon.