We are continually in dialogue with our customers in order to understand their needs and expectations. With this knowledge, we can develop a unique customer experience and offer high quality and sustainable products and services.

L’investissement dans d’autres projets sur la connaissance et la conservation de la biodiversité contribue également à comprendre le dilemme associé aux services écosystémiques comme à la production des biocarburants durables. Si certains types de biocarburants destinés au transport routier peuvent avoir un impact négatif sur la biodiversité, le groupe Air France - KLM veut garantir l’utilisation de carburants aéronautiques durables qui ont l’impact le plus faible sur l’approvisionnement en nourriture, la biodiversité et un impact positif sur le développement local.

CUSTOMER INSIGHT

Our Customer and Market Insight department conducts research on customer understanding, customer satisfaction, and on service conformity. It also uses benchmarking and specific customer research and data analysis, with a constant respect for the privacy of customer data.

Co-creation

The customer is at the center of product and service development. The members of our Intouch online community have been approached within the framework of co-creation programs, for example to express themselves on the priorities of sustainable development, but also on the “as close as possible” feeling of the measures taken by Air France and KLM during the public health crisis and those to be taken to allow a return to a more substantial activity.

Air France also relies on its Customer Club, made up of 132 voluntary clients, to improve and design the Air France products and services of tomorrow through workshops, taskforces and surveys. The flight and ground employees are associated with this co-construction program.

Customer analysis

We carry out qualitative and quantitative surveys, inflight trials and focus groups to ensure that our current and prospective customer feedback is systematically taken into account during the development of new products and services:

  • The public health context (fewer investigative subjects, less customer availability) reduced the number of ad-hoc studies. We have prioritized studies related to intermodality as well as a major study on the recovery of the Chinese market.
  • Customer complaints are taken into account and reported monthly in order to better understand key product and service challenges and define possibilities for improvement.
  • The Net Promoter Score (NPS) indicator is the customer reference indicator at Air France-KLM. The NPS is now used as a company-wide target, and overviews and monitoring tools have been developed to report the daily NPS score.
  • In 2020, Air France implemented a tool, following experimentations in 2019, to analyze the written comments of our clients, collected via satisfaction surveys, their use of our websites and their exchanges with our client relationship centers. With this tool, we can better observe and respond to our clients’ requests and offer them more personalized services.

Benchmarking

Market research and industry-wide studies (such as brand awareness’ measure Airs@t done by IATA) broaden the analysis of the competitive environment. Part of this information is shared within Air France-KLM via a specially set up intranet. In key strategic markets a bi-yearly brand health tracker measures the perception of customers on how airlines take care of environmental issues.

Monitoring quality and customer satisfaction

With the“Quality Observer” program, Flying Blue members are invited to perform objective quality audits by using an exclusive app. More than 74,000 frequent customers have participated in this program. Its goal is to safeguard a consistent product and service delivery around the world, based on quality assessments performed by its members annually. The results are included in a reporting tool that is available to different internal stakeholders.

The eSCORE online program measures passenger satisfaction on all Air France and KLM flights, with specific and tailored questions. The information gathered contains passenger profiles and choices, segmentation questions, as well as satisfaction scores covering the entire customer experience. Nearly 1 million responses a year are received and analyzed to constantly improve and customize products and services.A new version of this tool has been rolled-out in January 2020 with the goal to improve Customer experience.

Customer satisfaction is also measured through special monitors at different touchpoints before and after the flight, as well as via call centers, websites, social media, etc.

STRIVING FOR EXCELLENCE IN CUSTOMER SERVICE

We have chosen the distinctive strategic approach of putting customers at the heart of our considerations: striving to make it to the top in operational performance and products and achieve distinction with the quality of our Customer Relations. Synergizing the digital and human elements enables Air France-KLM to offer a quality caring relationship.

Facing the covid-19 crisis, Air France-KLM Group quickly implemented the most stringent health measures on the ground and inflight. The Air France – KLM Group has adapted its communication to support customers and help them plan their travel. To facilitate customers in the event of unforeseen developments, the Group’s airlines have adapted their commercial policies with the booking of 100% flexible tickets, postponement and reimbursement solutions, and special commercial measures to enable a maximum amount of flexibility In the event of a flight cancellation, the customer has the choice of postponing their trip, requesting a refund or benefiting from a refundable credit.

To meet the massive demand for assistance, Air France has multiplied its sales teams in charge of reimbursements by 10. To facilitate the organization of its customers’ travel, Air France offers access via its website to the traveldoc platform, which allows you to check the necessary formalities by destination. With its partner Allianz Travel, Air France offers optional travel insurance, providing cover in the event of illness or quarantine linked to the pandemic.

At Air France-KLM Group, the “caring attitude” is the governing principle of our service personalization actions, both through digitalization (website, apps, and social networks) and through staff actions.

Air France has developed tools for the customization of the relationship with the customer to capitalize on the talent of our employees, their ability to innovate in order to offer an ever more attentive relationship:

  • A “complete customer account record” allows front-line and customer-related personnel to see the customer profile and their travel experience.
  • 25,000 front-line staff, both ground and flight crew, have tablets on which they use the “Customer Continuity” system. When a customer reports a particular circumstance or an incident, this information can be shared between employees, who are then able to act by developing a very personalized approach or by suggesting an action which will make a difference.

  • To meet the expectations of our international customers, the Phoenix program takes into account the particularities and expectations of these customers to adapt our product and services. At Charles de Gaulle’s airport, for instance, our multicultural team welcomes international customers in their language and cultural codes. Dedicated cultural events, such as the Chinese New Year or the Rio Carnival are organized for our international customers. More than 1,500 hostesses and stewards have been trained in international standards and the specific expectations of customers in their language and in accordance with their cultural codes.
  • For the fifth year in a row, Air France was awarded the “Podium de la Relation Client” prize. Selected on the basis of a BearingPoint and Kantar TNS survey, the award reflects the recognition of our clients and the steady efforts of Air France focused on the criteria related to the personalization of the customer experience. Air France made progress on the 3 criteria evaluated : bond, performance and emotion, widening the gap on the dimension of customization and surprise element.
  • On all Air France and KLM flights,  “inflight customer feedback” is in place. It is about collecting customers’ opinions “in the heat of the moment”, after landing, which should enable the crew to implement relevantactions that will improve customer satisfaction on their return flight.
  • Among KLM’s initiatives to create “memorable experiences” for their customers is the collaboration with Return to Sender on “Gifts for Care” project. Return to Sender is a company that brings unique handcrafted products from all around the world to the Netherlands. Made with a love for tradition and craft, these authentic products are created by artisans in the poorest regions of the world. These unique gifts provide the crew with another tool to approach passengers on board in a way that fits the KLM mission: Moving your world by creating memorable experiences.

INVOLVING CUSTOMERS IN OUR SUSTAINABILITY INITIATIVES

Takes care

In order to better flag initiatives related to sustainability, the Group embedded sustainability actions of all its commercial brands under the label Takes Care.

The KLM Takes Care online platform (klmtakescare.com) is dedicated to providing information on all relevant topics, engaging in dialogue, and providing a forum for discussion on sustainability. The KLM Takes Care platform and logo make it easy to identify sustainability initiatives both online and offline.

Fly Responsibly

With an open letter published on 29 June 2019, KLM has reached out to stakeholders in aviation and (corporate) customers to join forces in the development of sustainable solutions for the industry. Under the name ‘Fly Responsibly’, KLM invited airlines, partners, customers and employees alike, to share in KLM’s existing sustainability practices and tools, and provide KLM with their respective insights in return.

Materiality assessment

The materiality analysis whose goal was to evaluate Air France-KLM CSR strategy, reissued every two years. It enabled customers of our companies to evaluate 27 topics, prioritize and rate their importance, but also to evaluate the performance of Air France-KLM.

50,000 corporate and individual customers were invited to participate in this survey. According to them, the top 5 topics were : Customer satisfaction, Fleet development, Safety and security, CO2 emissions, Innovation (see also chapter “Stakeholder Engagement and Materiality”).

© AIR FRANCE KLM