A Three-Phased Approach
A cohesive and holistic approach to personalized
disruption-handling will require airlines to close
three gaps that exist today (see Figure 1).
Action Gap
Content Gap
Interest Gap
No operational process
exists for delivering
customized/personalized
messages during
disruption-handling.
There appears to
be no clear direction
on the type of content
that could be personalized
via algorithmic and heuristic
approaches during
non-normal operations.
Figure 1
Define
Code Halos
Develop
Personas
Develop
Insights &
Execute
Operational
Rollout
Refund-based
Reaction-based
Figure 2
>> Gender: Men and women vary in their preferred treatment, both during and after a
disruption. In our survey, women were about
10% more likely to ask for refunds and compensation following a disruption.
Country Comparison
The Hofstede Model scores countries across
several dimensions in order to visualize
culture differences and anticipate their
impact. The following is an example of how
India scores on four dimensions vs. the U.S.
100
U.S.
India
80
60
40
20
0
Individualism Masculinity Uncertainty Long-Term
Avoidance Orientation
>> Travel
Irritability Index
80
Business
Leisure
Travel for family gatherings
60
40
20
0
>> Association
>> Channel
of service: More than half of respondents said they would want to receive
service from airline staff during a disruption
(see Figure 6, next page). Although this finding appears contrary to the trend toward selfservice technologies, we believe it is related
to the risk-averse attitude of customers during a disruption, as they are focused on avoiding further difficulties and dont want to leave
resolution to chance.
>> Activity
>> Smart device usage: As consumers increasingly use mobile devices to check trip status
60
50
40
42
20
0
16
Accept non-monetary
remediation
29%
15%
52%
Airline staff
Self service
Assisted service
Not sure
and obtain real-time flight information, airlines should push disruption-related notifications to these channels in the form of SMS
and Whatsapp messages.
Historical Data
>> Previous acceptance
of flight re-booking:
By analyzing past response to rebooking an
alternate flight, airlines can target offers to
those customers who are most likely to accept such an offer.
other clusters).
>> Previous
>> Applauders.
>> Stay neutrals.
>> Skeptics.
Refund
Seeker
Explanation
Seeker
Compensation
Hunter
Apology
Acceptor
Applauding
Neutral
Skeptical
Figure 7
>> Enablement
of personalized social messaging channels, such as Facebook Messenger and Whatsapp. By sending notifications
and sharing the right information at the right
time on the right device, airlines can greatly
diminish customer anxiety. Approximately
90% of travelers today say they know about
a disruption only when they have arrived at
the airport, which is the greatest cause of
dissatisfaction.
Looking Ahead
Delivering a segment of one flight-disruptionhandling experience can boost customer loyalty
and increase brand value. However, successfully
completing such an intitiative requires a mindset
shift. A complex set of attributes, tasks and
values are required to bring about the necessary
changes in systems, business strategy and
attitudes. Making the transition to the Code Halo
paradigm for service recovery treatment requires
the following:
Clearly
Looking
Footnotes
1
Survey: Disruption in the Travel Industry Is the New Normal, Tnooz, Aug. 18, 2014,
http://www.tnooz.com/article/survey-travel-industry-disruption-normal/.
For more on Code Halos, please see our white paper, Code Rules: A Playbook for Managing at the
Crossroads, http://www.cognizant.com/Futureofwork/Documents/code-rules.pdf, or our recently
published book, Code Halos: How the Digital Lives of People, Things and Organizations Are Changing the
Rules of Business, Wiley, April 2014, http://www.wiley.com/WileyCDA/WileyTitle/productCd-1118862074.
html.
Cognizant conducted an online survey of 200 business and leisure travelers from the U.S., UK, Middle
East and India in August 2015.
Amadeus Is Partnering with Brazils Tam Airlines, Business Travel News, Nov. 25, 2014,
http://www.businesstravelnews.com/More-News/Amadeus-is-partnering-with-Brazil-s-Tam-Airlines-tolaunch-a-mobile-tool-that-handles-flight-disruptions/?ib=Airlines&a=trans.
About Cognizant
Cognizant (NASDAQ: CTSH) is a leading provider of information technology, consulting, and business
process outsourcing services, dedicated to helping the worlds leading companies build stronger businesses. Headquartered in Teaneck, New Jersey (U.S.), Cognizant combines a passion for client satisfaction, technology innovation, deep industry and business process expertise, and a global, collaborative
workforce that embodies the future of work. With over 100 development and delivery centers worldwide
and approximately 218,000 employees as of June 30, 2015, Cognizant is a member of the NASDAQ-100,
the S&P 500, the Forbes Global 2000, and the Fortune 500 and is ranked among the top performing and
fastest growing companies in the world. Visit us online at www.cognizant.com or follow us on Twitter: Cognizant.
World Headquarters
European Headquarters
1 Kingdom Street
Paddington Central
London W2 6BD
Phone: +44 (0) 20 7297 7600
Fax: +44 (0) 20 7121 0102
Email: infouk@cognizant.com
Copyright 2015, Cognizant. All rights reserved. No part of this document may be reproduced, stored in a retrieval system, transmitted in any form or by any
means, electronic, mechanical, photocopying, recording, or otherwise, without the express written permission from Cognizant. The information contained herein is
subject to change without notice. All other trademarks mentioned herein are the property of their respective owners.
TL Codex 1603