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	<title>Loyalty &#8211; Airport Benchmarking</title>
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	<title>Loyalty &#8211; Airport Benchmarking</title>
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		<title>Beyond airline loyalty programs to modern targeting techniques</title>
		<link>https://www.airportbenchmarking.com/beyond-airline-loyalty-programs-to-modern-targeting-techniques/</link>
					<comments>https://www.airportbenchmarking.com/beyond-airline-loyalty-programs-to-modern-targeting-techniques/#respond</comments>
		
		<dc:creator><![CDATA[Karima Kouidri]]></dc:creator>
		<pubDate>Wed, 14 Feb 2018 08:36:10 +0000</pubDate>
				<category><![CDATA[Passenger services]]></category>
		<category><![CDATA[Airline]]></category>
		<category><![CDATA[Loyalty]]></category>
		<category><![CDATA[passenger services]]></category>
		<guid isPermaLink="false">https://www.airportbenchmarking.com/?p=3184</guid>

					<description><![CDATA[Personalization has been used with great success at companies such as Amazon, Netflix and Pandora. According to eMarketer, almost half of online retailers found that personalization increased revenue in excess [&#8230;]]]></description>
										<content:encoded><![CDATA[<p><a href="https://www.airportbenchmarking.com/wp-content/uploads/2018/02/loyalty.png"><img fetchpriority="high" decoding="async" class="aligncenter size-medium wp-image-3185" src="https://www.airportbenchmarking.com/wp-content/uploads/2018/02/loyalty-300x200.png" alt="" width="300" height="200" srcset="https://www.airportbenchmarking.com/wp-content/uploads/2018/02/loyalty-300x200.png 300w, https://www.airportbenchmarking.com/wp-content/uploads/2018/02/loyalty-400x267.png 400w, https://www.airportbenchmarking.com/wp-content/uploads/2018/02/loyalty-430x287.png 430w, https://www.airportbenchmarking.com/wp-content/uploads/2018/02/loyalty-150x100.png 150w, https://www.airportbenchmarking.com/wp-content/uploads/2018/02/loyalty-100x67.png 100w, https://www.airportbenchmarking.com/wp-content/uploads/2018/02/loyalty.png 688w" sizes="(max-width: 300px) 100vw, 300px" /></a></p>
<p>Personalization has been used with great success at companies such as Amazon, Netflix and Pandora. According to <a href="https://www.emarketer.com/Report/Personalization-Retail-Latest-Trends-Challenges/2002008" target="_blank" rel="noopener">eMarketer</a>, almost half of online retailers found that personalization increased revenue in excess of 10%. Unfortunately, customization is also an area where the airline industry has been both leading and lagging behind. A leader with the launch of innovative loyalty programs in the 1980s, but behind in the effective use of it beyond that.</p>
<p>So, how can modern targeting techniques help in the airline industry, beyond what loyalty and profiles have already delivered? Targeting can be used to capture what customers really want and tailor the offer based on their needs. The offer can be generated and optimized using revenue management techniques coupled with data from the different traveler groups or clusters.</p>
<p>The modern airline industry has been undergoing a fundamental shift in how it views its own product and how best to interact with its customers. Is the air travel product being sold to the customer as a single unified offering, or is it a catalog of pieces that the customer can pick from?</p>
<p>Carriers such as EasyJet, Ryanair, Frontier and AirAsia have perfected a model where the air travel experience is broken down into multiple products that are purchased separately. The success of this model has caused larger carriers to adopt this concept to their own air travel product in the form of separate purchases for on-board meals, baggage, priority boarding and many other services. However, breaking the air travel product into multiple pieces is a challenge to many existing airline systems, and has required the addition of new systems and processes.</p>
<p>Most airlines have approached the sale of these “ancillary” products through the deployment of merchandizing catalog systems, which sit apart from the traditional airline pricing and revenue management systems. Sales of ancillaries traditionally take place after the customer has selected a fare, with little coordination between the two.</p>
<p>With ancillary sales becoming a major part of airline revenue (and profitability) is this really the right approach? Revenue management systems should seek to integrate both bundled and forecasted future ancillary sales, with the base fare. Taking the complete customer purchase into consideration will optimize its full value.</p>
<p>Download a copy of our latest report, <a href="http://www.amadeus.com/Airline-Digital-Transformation" target="_blank" rel="noopener">A spotlight on Total Offer Optimization: Fast forward to customer centric revenue management</a>, for more.</p>
<p>source : <a href="https://tinyurl.com/yae7o3dg">https://tinyurl.com/yae7o3dg</a></p>
<p>&nbsp;</p>
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		<title>ICLP research highlights benefit of loyalty programs for airports</title>
		<link>https://www.airportbenchmarking.com/iclp-research-highlights-benefit-of-loyalty-programs-for-airports/</link>
					<comments>https://www.airportbenchmarking.com/iclp-research-highlights-benefit-of-loyalty-programs-for-airports/#respond</comments>
		
		<dc:creator><![CDATA[Karima Kouidri]]></dc:creator>
		<pubDate>Fri, 29 Sep 2017 11:17:19 +0000</pubDate>
				<category><![CDATA[Passenger services]]></category>
		<category><![CDATA[Airport]]></category>
		<category><![CDATA[Loyalty]]></category>
		<category><![CDATA[passenger services]]></category>
		<guid isPermaLink="false">https://www.airportbenchmarking.com/?p=2704</guid>

					<description><![CDATA[The latest research from global loyalty experts ICLP has demonstrated how a better understanding of passenger motives will lead to increased dwell time and spending in the terminal. While it’s [&#8230;]]]></description>
										<content:encoded><![CDATA[<h2>The latest research from global loyalty experts ICLP</h2>
<p>has demonstrated how a better understanding of passenger motives will lead to increased dwell time and spending in the terminal.<br />
While it’s widely accepted that elements such as fear of longer queues or unfamiliarity with the airport are detrimental to dwell time, ICLP’s research has revealed that there are things that airports can do to persuade passengers to spend longer at the terminal.<br />
For example, 42% of passengers said they would arrive at the airport earlier if they were offered shopping discounts and 46% said they would arrive sooner if they had food and drink vouchers. Nearly a third (32%) said they would arrive earlier if the airport offered engaging entertainment or exhibitions.<br />
In addition, while nearly one in five (19%) said that going to the airport is something they do simply because they have to, over half (53%) said they actively enjoy visiting the airport. This suggests that there is plenty of scope for airports to invest in strategies that will encourage passengers to build in extra time in the terminal before their flights.</p>
<p>Passengers can also be tempted to spend more while in the terminal. Nearly half (45%) of those surveyed said that if they received offers in advance of travel it would persuade them to up their spending. Over a third (35%) said they would feel encouraged to purchase more at the airport if they received air miles, and nearly a quarter (24%) said they would spend more if they could compare the price of goods between inbound and outbound airports. Discounts are also a key incentive, with both infrequent (43%) and frequent (46%) travelers saying they could be encouraged to spend more by these initiatives.<br />
A significant 40% of passengers said they would choose an airport based on its loyalty or reward program, with 18% saying they would spend more if they had access to a program that was linked to spending at the airport. However, only 7% of airports surveyed rated a loyalty program among their top priorities, indicating a lack of synergy with passenger desires.</p>
<p>Mignon Buckingham, managing director of ICLP, said, “Truly meaningful customer relationships are based on identifying and understanding the airport passenger as an individual, and then finding ways to engage that customer. As in any other business, airports need to look at efficiency and profitability, but as competition increases and market trends evolve, many struggle to retain this profitability.</p>
<p>“Since around 40% of airports’ revenues are non-aeronautical, often delivering higher profitability than aeronautical revenues, it’s not surprising that more airports are turning to this industry to maximize commercial success. Our survey shows that by engaging intelligently with customers there is potential to increase non-aeronautical revenue at a time when it has never been a more important source of income for airports.”</p>
<p>All data has been taken from the 2017 ICLP airport and passenger surveys, where 35 airports and 2,589 passengers were surveyed.</p>
<p>source : <a href="https://tinyurl.com/ydcuc6dp" target="_blank" rel="noopener">https://tinyurl.com/ydcuc6dp</a></p>
<p>&nbsp;</p>
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		<title>Business of Loyalty: Using Big Data to Measure Sentiment Across Loyalty Programs</title>
		<link>https://www.airportbenchmarking.com/business-of-loyalty-using-big-data-to-measure-sentiment-across-loyalty-programs/</link>
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		<dc:creator><![CDATA[Karima Kouidri]]></dc:creator>
		<pubDate>Sun, 06 Aug 2017 11:41:49 +0000</pubDate>
				<category><![CDATA[Passenger services]]></category>
		<category><![CDATA[Airport]]></category>
		<category><![CDATA[Loyalty]]></category>
		<category><![CDATA[passenger services]]></category>
		<guid isPermaLink="false">https://www.airportbenchmarking.com/?p=2559</guid>

					<description><![CDATA[Until the time comes when airlines need to compete for customers again, passenger sentiment many not matter. — Grant Martin Loyalty programs in the airline industry have evolved dramatically over [&#8230;]]]></description>
										<content:encoded><![CDATA[<h1>Until the time comes when airlines need to compete for customers again, passenger sentiment many not matter.</h1>
<div class="take-byline">— Grant Martin</div>
<div class="clearfix"></div>
<div class="post-content">
<div class="left-rail"></div>
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<p>Loyalty programs in the airline industry have evolved dramatically over the last few years to favor high-spend customers and trim budget travelers from the ranks — after all, with the sector <a href="https://skift.com/2017/02/15/warren-buffett-cant-get-enough-of-u-s-airline-stocks/">booming</a>, who needs to incentivize new customers?</p>
<p>The course has slimmed down loyalty programs and aggravated some budget travelers, but until recently, most of the negative sentiment has been only recorded on the fringes of social media, where it’s tough to draw quantitative trends.</p>
<p>Now, a <a href="https://www.traveldatadaily.com/cathay-pacific-marco-polo-loyalty/">new study from Travel Data Daily</a> has been able to look at aggregate data across social channels to predict how unhappy loyalty program members can be and when they’re at risk of taking business to other carriers.</p>
<p>The study used Cathay Pacific’s Marco Polo program, which made major changes in 2015, as a case study. By analyzing the social feeds of over 13,000 elite program members, the study determined the points at which customers became unhappy with the program and the subsequent moment when they switched carriers.</p>
<p>“..When loyalty members who consistently talk about their home airline suddenly begin talking about another airline in a positive manner or asking questions related to another airline, our research suggests the propensity for this individual to book a flight or switch loyalty programs significantly increases,” the study concluded.</p>
<p>In total, the study hypothesized that about 1,200 elite members in the test group — just under 10% — likely defected from Cathay Pacific after the loyalty program changes were made.</p>
<p>Though the study stops at analyzing Cathay Pacific, it’s easy to see how similar movement may be afoot across legacy U.S. carriers. American Airlines, in particular, has taken a heavy dose of criticism from its customers this year thanks to not only new spend-based elite status requirements but also a <a href="http://onemileatatime.boardingarea.com/2017/04/28/no-american-award-seats/">lack of award space available</a> for those that do end up earning any miles. On top of that, many regular travelers on the airline bemoan the service now delivered by the recently merged carrier, which is still bringing two service and flight teams together to the same standard.</p>
<p>Basic Economy, which is now in place at all three legacy carriers, has also <a href="https://thepointsguy.com/2017/05/united-basic-economy-is-bad/">exacerbated passenger unease</a> and no doubt by extension, loyalty churn. As more passengers learn about lack of benefits and elite status that comes along with basic economy fares, more are losing their faith in loyalty programs.</p>
<p>Were Travel Data Daily to run a similar study on the American legacy carriers, it might find record levels of passenger dissatisfaction with loyalty programs. By design, spend-based loyalty programs are made to award high-spend customers and shrink the pool of participants. The question isn’t how unhappy passengers are, however, it’s whether the loyalty programs care.</p>
<h3>Skift Stories and More Expert Insight</h3>
<p><strong><a href="https://skift.com/2017/07/28/american-airlines-succeeding-in-upselling-from-basic-economy-to-main-cabin/">American Airlines Succeeding in Upselling from Basic Economy to Main Cabin</a></strong></p>
<p>Shown a basic economy seat, about half of American Airlines passengers are opting for a main cabin seat instead. The airline’s premium economy seats are likewise doing well.</p>
<p><strong><a href="https://skift.com/2017/07/27/air-france-klm-buying-stake-in-virgin-atlantic-in-major-airline-shake-up/">Air France-KLM Buying Stake in Virgin Atlantic in Major Airline Shake-up</a></strong></p>
<p>Air France-KLM is buying a 31 percent stake in Virgin Atlantic as part of a series of deals that look set to shake up the airline world.</p>
<p>source ; <a href="https://tinyurl.com/yaalw27d" target="_blank" rel="noopener">https://tinyurl.com/yaalw27d</a></p>
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		<title>Building Millennial Business Traveler Loyalty Through Better Mobile Experiences</title>
		<link>https://www.airportbenchmarking.com/building-millennial-business-traveler-loyalty-through-better-mobile-experiences/</link>
					<comments>https://www.airportbenchmarking.com/building-millennial-business-traveler-loyalty-through-better-mobile-experiences/#respond</comments>
		
		<dc:creator><![CDATA[Karima Kouidri]]></dc:creator>
		<pubDate>Sun, 28 May 2017 17:55:58 +0000</pubDate>
				<category><![CDATA[Passenger services]]></category>
		<category><![CDATA[Airport]]></category>
		<category><![CDATA[customer experience]]></category>
		<category><![CDATA[Loyalty]]></category>
		<guid isPermaLink="false">https://www.airportbenchmarking.com/?p=2376</guid>

					<description><![CDATA[Millennials have quickly become a consumer group that corporate travel companies can no longer ignore. They now make up the largest generation in the US workforce, according to Pew Research [&#8230;]]]></description>
										<content:encoded><![CDATA[<p>Millennials have quickly become a consumer group that corporate travel companies can no longer ignore. They now make up the largest generation in the US workforce, according to <a href="http://www.pewresearch.org/fact-tank/2015/05/11/millennials-surpass-gen-xers-as-the-largest-generation-in-u-s-labor-force/">Pew Research Center analysis </a>of US Census Bureau data, and they’re reshaping overarching trends in the workplace.</p>
<p>In addition to the sheer size of the millennial workforce, this group now takes more business trips than any other generation. A 2016 survey from <a href="http://www.mmgyglobal.com/news/news-mmgy-global-releases-results-of-first-portrait-of-business-travelers-survey/">MMGY Global </a>found that millennials took 7.4 business trips in the past year, compared to 6.4 trips for Gen Xers and 6.3 trips for baby boomers. And many of these younger travelers are eager to increase their travel for business.</p>
<p>Perhaps unsurprisingly, their dependency on mobile is fueling the changes in corporate travel that companies are now grappling with. By not prioritizing mobile experiences, corporate travel companies risk leaving behind this valuable segment of young consumers, who potentially offer decades of loyalty, as well as their older counterparts, who are increasingly booking via mobile.</p>
<p>Millennials have come of age with mobile devices in hand, and they spend more time on smartphone apps than older adults, according to a Q4 2015 study from Nielsen. They’ve become accustomed to performing a growing number of tasks via mobile, from requesting car service, to ordering food, to consuming vast amounts of content, to of course, researching and booking travel.</p>
<p>A study from the Global Business Travel Association (GBTA) found that millennials are more likely than baby boomers and Gen Xers to have travel reservations, general travel (e.g. itinerary consolidation and destination information), ground transportation, and review apps on their phones. The fact that millennials are turning to mobile for nearly everything they do—including researching and booking travel for their leisure trips—means that increasingly, they expect the platforms they use for their business trips to match the experiences of consumer-facing travel platforms.</p>
<p>Unfortunately, most corporate travel companies are still working on getting their mobile strategy right—many don’t even have one. Another study <a href="https://hub.gbta.org/groups/reviews/item/20/11/2388">released by GBTA, along with the Carlson Family Foundation</a>, found that nearly 70 percent of travel managers who responded to survey questions said their travel policies didn’t include a mobile strategy.</p>
<p>However, as Todd Kaiser, Group Lead of Travel and Expense at Deem, a mobile and cloud technology provider for the business travel industry, explains, “those that embrace mobile and focus on offering seamless, on-the-go experiences throughout the travel journey have the opportunity to show travelers the value of their corporate travel program.”</p>
<p>By offering mobile-oriented services that can stand up to the already-high expectations of millennial business travelers, corporate travel companies are not only likely to stay competitive, but gain long-term loyalty.</p>
<p>Deem recently launched Deem Work Fource, a software suite for booking and managing corporate travel that provides unique solutions for travelers, corporate travel managers, travel management companies and suppliers. To learn more about how Deem Work Fource can improve your corporate travel business, visit Deem’s offerings at <a href="https://www.deem.com/">https://www.deem.com</a>.</p>
<p>This content was created collaboratively by Deem and Skift’s branded content studio, SkiftX.</p>
<p>source : <a href="https://tinyurl.com/y7bw9gaa" target="_blank" rel="noopener noreferrer">https://tinyurl.com/y7bw9gaa</a></p>
<p>&nbsp;</p>
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		<title>Personalisation and a new proximity with the modern passenger</title>
		<link>https://www.airportbenchmarking.com/personalisation-and-a-new-proximity-with-the-modern-passenger/</link>
					<comments>https://www.airportbenchmarking.com/personalisation-and-a-new-proximity-with-the-modern-passenger/#respond</comments>
		
		<dc:creator><![CDATA[Karima Kouidri]]></dc:creator>
		<pubDate>Mon, 24 Apr 2017 17:43:39 +0000</pubDate>
				<category><![CDATA[Passenger services]]></category>
		<category><![CDATA[Loyalty]]></category>
		<category><![CDATA[passenger]]></category>
		<category><![CDATA[paxex]]></category>
		<guid isPermaLink="false">https://www.airportbenchmarking.com/?p=2256</guid>

					<description><![CDATA[Just how important is personalisation for an improved passenger experience in the modern airport world? International Airport Review interviews CHRISTINE FALZON, Business Development manager at ICON and discusses personalisation, technological [&#8230;]]]></description>
										<content:encoded><![CDATA[<h1><b>Just how important is personalisation for an improved passenger experience in the modern airport world?</b></h1>
<p>International Airport Review interviews CHRISTINE FALZON, Business Development manager at ICON and discusses personalisation, technological solutions and how the aviation industry can better embrace new technologies. It’s no longer <strong>passenger</strong> experience… it’s now seamless travel.</p>
<div class="text-container">
<p><b>The more we work with airports in Europe, the more we realise the necessity of crafting a solid passenger experience based on consistent and repeatable processes. In fact, we strive to place passenger experience at the very heart of the operating models</b> we develop.</p>
<p>Making the experience <i>personal</i> is the element of differentiation which allows some airports to shine over others. Digital is undoubtedly transforming this sector and we can personalise messages, services and products in a way that was not possible only five years ago. We know that passengers take seconds to digest and decide on marketing messages or informational items. Personalisation allows us to increase relevance of the message and thus increase the propensity to convert the passenger into a customer within those very precious few seconds.</p>
<p>Done correctly, personalisation improves the customer&#8217;s engagement and builds loyalty with the airport while reducing acquisition cost.</p>
<p>&nbsp;</p>
<p><strong>How might digital solutions be essential to achieve this?</strong></p>
<p>Digital gives us three new dimensions: scale, depth and reach. <i>Scale</i> since we can process huge volumes of data in real-time and provide instant personalised recommendations to all passengers at once. <i>Depth</i> since social media or previous use-patterns allows us to understand the inherent interest patterns that each passenger displays &#8211; subsequently we can craft experiences that suit them. <i>Reach</i> since with the plethora of digital channels available today we can touch our passengers wherever they are in a human way and can take decisions based on their location, emotional state or other factors.</p>
<p>At a very basic level digital also helps us understand what matters to our passengers and what doesn&#8217;t. Through advanced customer analytics we can track each step in the funnel and re-engineer it to be more effective and offer more value. Indeed, innovation in this section is achieved through a better and deeper understanding of the passenger&#8217;s feedback.</p>
<p><img decoding="async" src="https://www.independent.com.mt/file.aspx?f=143784" width="100%" /></p>
<p><strong>More specifically, what is ICON doing at present in this respect?</strong></p>
<p>Our mission is to re-connect, in a meaningful way, the airport and its passengers. There is no single way to do this however the approach often consists of these clear steps:</p>
<ul class="unIndentedList">
<li>We gather as much behavioural data as possible to provide us with &#8220;digital signals&#8221; about the present consumer behaviour. This allows us to identify any gaps between the activity and the desired positioning.</li>
<li>We articulate needs and the appropriate digital response to them. We think of needs as <i>triggers </i>and responses as <i>messages</i>. Thus, we develop libraries of messages matched with triggers and understand that messages may be personalised &#8211; on the fly.</li>
<li>We link the digital activity to operational processes within the airport to ensure that our activities are repeatable, sustainable &#8211; and most importantly &#8211; drive value.</li>
<li>We implement advanced analytics to ensure we&#8217;re checking the inputs and outputs of our service in real-time and can tweak when necessary. And we automate all business processes which can be re-designed to rely on artificial intelligence rather than human management.</li>
</ul>
<p>Through these steps we have engineered multiple service lines including apps for wearable devices, way-finding systems, personalised flight-updates, better crisis management tools, fully automated smart parking systems, indoor gesture-managed screens, micro-location sensors, artificial-intelligence bots to take part in the customer service process and better buy-before-you-fly systems.</p>
<p>&nbsp;</p>
<p><strong>On a more general note, do you feel the airport and aviation industry is slow to keep up with new technologies?</strong></p>
<p>Airports offer a great opportunity for innovation and digitisation. However, this should not be seen as a single task-layer but rather as a tool to gain strategic advantage. &#8220;Digital&#8221; therefore cuts through all the vertical processes of the airport and lifts them to a new level. Unfortunately, most airports still don&#8217;t have a digital vision and take daily disconnected decisions which treat specific operational requirements rather than create new cross-functional digital solutions.</p>
<p>There are exceptions. Some smaller airports are more agile and innovate more boldly. They are not complacent and experiment with digital. Often airport Boards need more exposure to digital transformation to understand its strategic importance. Likewise, digital skills are often missing at executive level, which make it critical to choose the right partners to assist in this process.</p>
<p>&nbsp;</p>
<p><strong>How might this reticence be resolved?</strong></p>
<p>When the digital agenda is not deeply part of the airport&#8217;s culture, transformation is slow and often painful. We live in a world with reducing margins and soaring customer expectations thus airports which are rooted in the analogue world tend to create a deep chasm between themselves and their passengers.</p>
<p>Reticence is reduced by vision. A well-thought digital vision provides a compelling landscape which a Board can understand and endorse. It needs to be realistic and grounded in commercial requirements that rely on establishing quantitative metrics of growth.</p>
<p>Reticence is reducing by championing small, interactive projects which return immediate value. Innovation needn&#8217;t be inherently risky. It can be practical and process driven with clear governance rules and parameters. Successes are celebrated and any failures are considered as an opportunity to improve. This agile approach ensures that there&#8217;s an evolution of the business and technical model selected which will generally require dynamic adaptation due to the constant shifting of the value chain.</p>
<p>Reticence is reduced by simplification. Airports often revel in unnecessary complexity. It&#8217;s focused on the &#8220;easy&#8221; &#8211; how can an experience be simplified, clicks reduced, steps shortened? While the burden of legacy IT systems is perhaps the most common airport spectre, it is a mountain worth climbing.</p>
<p>Airports don&#8217;t easily reinvent themselves; however, their ability to do so, at least in the digital sphere, will greatly affect their chances of driving value. Our experience suggests that understanding the great potential which digital has to offer and positioning the customer at the centre of the journey is a sure way to start.</p>
<p><i>The interview was originally seen on the International Airport Review site.  </i></p>
<hr />
<p><i>Christine Falzon</i></p>
<p>Christine Falzon is the Business Development manager at ICON &#8211; a Software Development and Digital Marketing company focusing on digital transformation solutions for the airport and aviation industry. With over 15 years combined experience within the travel, hospitality and technology industry, Christine&#8217;s key focus is to identify business requirements, put forward creative ideas that add tangible business value to customers and ultimately, guide customers to the right technology solution that can improve <strong>passenger</strong> experiences, increase productivity and efficiency, while remaining focused on achieving a consistent high return on investment and growth.</p>
</div>
<p>source : <a href="https://tinyurl.com/n87gle6" target="_blank" rel="noopener noreferrer">https://tinyurl.com/n87gle6</a></p>
<p>&nbsp;</p>
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		<title>Auckland Airport launches app-based loyalty programme</title>
		<link>https://www.airportbenchmarking.com/auckland-airport-launches-app-based-loyalty-programme/</link>
					<comments>https://www.airportbenchmarking.com/auckland-airport-launches-app-based-loyalty-programme/#respond</comments>
		
		<dc:creator><![CDATA[Karima Kouidri]]></dc:creator>
		<pubDate>Thu, 13 Apr 2017 11:27:46 +0000</pubDate>
				<category><![CDATA[Passenger services]]></category>
		<category><![CDATA[Airport]]></category>
		<category><![CDATA[Loyalty]]></category>
		<category><![CDATA[passenger services]]></category>
		<guid isPermaLink="false">https://www.airportbenchmarking.com/?p=2194</guid>

					<description><![CDATA[Auckland Airport launches app-based loyalty programme to boost revenues through personalisation. Auckland Airport has launched a new loyalty programme, through which it will provide passengers with personalised information, services and retail offers [&#8230;]]]></description>
										<content:encoded><![CDATA[<h1>Auckland Airport launches app-based loyalty programme to boost revenues through personalisation.</h1>
<p>Auckland Airport has launched a new loyalty programme, through which it will provide passengers with personalised information, services and retail offers when they are travelling through the airport.</p>
<p>Called Strata Club, the app-based programme is free to join. Benefits are offered in tiers based on a customer’s purchases over a period of one year. It is open to all international and domestic travellers, regardless of their airline and class of travel, as well as to everyone visiting Auckland Airport’s international and domestic terminals.</p>
<p>Jason Delamore, Auckland Airport’s General Manager – Marketing and Technology, explained: “Strata Club is one of the many ways we’re investing in getting to know our customers better so we can provide them with more personalised services and benefits that recognise their individual travel needs and choices. It has been designed by our customers for our customers, and is part of an extensive programme of short- and long-term improvements that will help us offer a rewarding, personal experience to all our customers, every time they visit Auckland Airport.”</p>
<p>During the development of Strata Club, Auckland Airport surveyed over 1,200 travellers to understand their needs and how they would like to be recognised for their travel choices.</p>
<p>Delamore continued: “Over the past few years we have invested heavily in new technology and tools to digitise our airport operations and give our customers a more personal experience. The Strata Club launch builds on those earlier technology investments and becomes the base for us to continue to recognise our customers’ individual travel preferences.”</p>
<p>&nbsp;</p>
<p>source : <a href="https://tinyurl.com/kesgs23" target="_blank">https://tinyurl.com/kesgs23</a></p>
<p>&nbsp;</p>
<p>&nbsp;</p>
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		<title>Blockchain Will Transform Customer Loyalty Programs</title>
		<link>https://www.airportbenchmarking.com/blockchain-will-transform-customer-loyalty-programs/</link>
					<comments>https://www.airportbenchmarking.com/blockchain-will-transform-customer-loyalty-programs/#respond</comments>
		
		<dc:creator><![CDATA[Karima Kouidri]]></dc:creator>
		<pubDate>Wed, 15 Mar 2017 12:32:40 +0000</pubDate>
				<category><![CDATA[Passenger services]]></category>
		<category><![CDATA[Airports]]></category>
		<category><![CDATA[Blockchain]]></category>
		<category><![CDATA[Loyalty]]></category>
		<guid isPermaLink="false">https://www.airportbenchmarking.com/?p=2028</guid>

					<description><![CDATA[Loyalty programs have proliferated across travel, retail, financial services, and other economic sectors. The average U.S. household participates in 29 different loyalty programs, according to the 2015 Colloquy Loyalty Census. The [&#8230;]]]></description>
										<content:encoded><![CDATA[<h1>Loyalty programs have proliferated across travel, retail, financial services, and other economic sectors.</h1>
<p>The average U.S. household participates in 29 different loyalty programs, according to the <a href="https://www.colloquy.com/latest-news/2015-colloquy-loyalty-census" target="_blank">2015 Colloquy Loyalty Census</a>. The result is a maze of point systems and redemption options, with cumbersome processes for exchanging points among program partners. Loyalty programs are ripe for some kind of disruptive innovation that would make them easier to use.</p>
<p>Blockchain may just be the answer. Best known as the technology behind bitcoin, blockchain enables a ledger of transactions to be shared across a network of participants. When a new digital transaction occurs (for example, a loyalty point is issued, redeemed, or exchanged), a unique algorithm-generated token is created and assigned to that transaction. Tokens are grouped into blocks (for example, every 10 minutes) and distributed across the network, updating every ledger at once. New transaction blocks are validated and linked to older blocks, creating a strong, secure, and verifiable record of all transactions, without the need for intermediaries or centralized databases.</p>
<p>For consumers juggling an array of loyalty programs, blockchain could provide instant redemption and exchange for multiple loyalty point currencies on a single platform. With only one “wallet” for points, consumers would not have to hunt for each program’s options, limitations, and redemption rules.</p>
<p>All loyalty programs are vulnerable to a blockchain revolution, but the travel industry is perhaps the most at risk. Travel loyalty programs tend to be complex and multicurrency, making them different from retailers, which typically run simple discount programs, or from banks, which offer cash back or a single currency that can be spent easily across a range of merchants. In some cases, travel loyalty program points differ by journey component (flight, car rental, hotel, dining), leading to fragmented point collections.  While estimates vary widely, we estimate that the typical “breakage” rate (meaning the share of points not redeemed) is about 10%–20%. Plus, it can be difficult for the average person to accumulate enough points to earn a meaningful reward.</p>
<p>read more at : <a href="https://tinyurl.com/gpujjke" target="_blank">https://tinyurl.com/gpujjke</a></p>
<p>&nbsp;</p>
<p>&nbsp;</p>
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		<title>Four Reasons Why Airports Need a Customer Loyalty Program</title>
		<link>https://www.airportbenchmarking.com/four-reasons-why-airports-need-a-customer-loyalty-program/</link>
					<comments>https://www.airportbenchmarking.com/four-reasons-why-airports-need-a-customer-loyalty-program/#respond</comments>
		
		<dc:creator><![CDATA[Karima Kouidri]]></dc:creator>
		<pubDate>Fri, 17 Feb 2017 11:41:10 +0000</pubDate>
				<category><![CDATA[Airport]]></category>
		<category><![CDATA[customer service]]></category>
		<category><![CDATA[Loyalty]]></category>
		<guid isPermaLink="false">https://www.airportbenchmarking.com/?p=1956</guid>

					<description><![CDATA[Once they were simply transportation terminals, but airports have evolved into thriving sources of revenue. New in-terminal ancillary services such as nursing pods, sleeping pods, pet relief stations, yoga and [&#8230;]]]></description>
										<content:encoded><![CDATA[<p><img decoding="async" title="Four Reasons Why Airports Need a Customer Loyalty Program" src="https://www.parking-net.com/Upload/ContentManagersPictures/RezPort/loyalty_Person.jpg" alt="Four Reasons Why Airports Need a Customer Loyalty Program" /></p>
<p><strong>Once they were simply transportation terminals, but airports have evolved into thriving sources of revenue. New in-terminal ancillary services such as nursing pods, sleeping pods, pet relief stations, yoga and exercise rooms, special airline membership clubs and upscale restaurants are just some of the ways airports are boosting revenue and gaining a competitive edge. Outside the terminal lies the number two source of non-airline revenue: parking.</strong></p>
<p>A solid case has been made and the data is in &#8211; the need for airport parking customer loyalty programs has never been greater. Here are four reasons why:</p>
<h2>1. The Data is Convincing</h2>
<p>It is clear that <strong>customer</strong> <strong>loyalty</strong> <strong>programs</strong> are here to stay and airports are no exception to the research:</p>
<ul>
<li>81% of consumers are more likely to continue doing business with brands that offer loyalty programs</li>
<li>75% of consumers say loyalty programs are part of their relationship with brands</li>
<li>It costs a business about 5-10X more to acquire a new customer than it does to sell to an existing one</li>
<li>While loyal customers are about 20% of customer base, their average spend is up to 70% of sales over time</li>
<li>73% of loyalty programs members are more likely to recommend brands with good loyalty programs</li>
</ul>
<h2>2. Your Customers Demand It</h2>
<p>Customer loyalty programs are a direct response to customer demand. Today’s <strong>consumer expectations</strong> are higher than ever, putting more pressure on brands to deliver excellence. Surveys show that personalized loyalty campaigns are no longer an added delight but are now assumed by consumers.</p>
<p>With real-time information about consumer expectations and preferences readily available, consumers not only expect to have a personal customer experience, but grow frustrated when companies fail to deliver. Even worse, consumers today turn to social media to communicate their frustration.</p>
<h2>3. It Boosts Revenue &#8211; Twice</h2>
<p>Customer loyalty for parking has a <strong>two-fold benefit for airports</strong>. First, the parking revenue stream will be impacted for all the reasons listed here. But the second and perhaps greater benefit is the ability to link parking loyalty to retail outlets within the airport terminal, generating more ancillary revenue there.</p>
<h2>4. It Collects Customer Data</h2>
<p>Without question, if airports can keep customers lingering longer inside their terminals, it will increase spending and thus, increase the airport’s ancillary revenue. To do this, airport marketers must <strong>understand customer needs and behavior</strong> and have the ability to influence the buying behaviors of their customers and passengers.</p>
<p>A well-structured parking customer loyalty program will collect this type of information and give airports data needed to personize rewards. A recent survey shows that the number one reason a passenger might spend more is that they receive an offer in advance. This means that airport communications must be relevant, personalized and well timed. How can an airport accomplish this difficult feat? With a parking customer loyalty program, of course!</p>
<p>An airport parking customer loyalty program is the perfect solution for linking loyal parking customer rewards to airport terminal outlets and services by facilitating passenger connection and engagement.</p>
<h2>Finding the Right Customer Loyalty Program</h2>
<p>While there is a glut of customer loyalty provider options, most are not optimized for airports and air travel. Only a few providers exist that can provide the features needed in the unique world of airports. Here is a list of features that should be considered when selecting an <strong>airport parking loyalty program provider</strong>:</p>
<ul>
<li>Integrated with online reservation process</li>
<li>Third-party integration capability</li>
<li>Program customizable by parking operator</li>
<li>Real-time account activity</li>
<li>Customer data collection</li>
<li>Multichannel booking options</li>
<li>Redemptions made during booking process</li>
<li>Online customer account access to view account activity</li>
<li>White-label system to integrate with airport website</li>
<li>Complete Program Support</li>
</ul>
<p>read more at : <a href="https://tinyurl.com/gmo2mzf" target="_blank">https://tinyurl.com/gmo2mzf</a></p>
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