Brussels Airport wants to take pole position amidst competing hubs like Frankfurt by increasing airport quality and raising sales per passenger. A key point in the overarching strategy to reach that business objective is to provide the best possible services and experience throughout the full customer journey.
With these objectives in mind, we mapped the end-to-end customer journey at the airport and marked the moments that matter most to different types of visitors. Next, we determined a strategic vision for the entire airport’s client-facing business and translated the strategy into a new digital passenger journey. Marking the moments where the airport can add value.
The importance of aviation as an economic growth engine has been increasing over the last few years. To respond to this, Brussels Airport, an airport that transports over 25 million people every year, has made it a key business objective to strengthen its position within Europe.
But since air travel has become a commodity, differentiation no longer happens on the level of product or price. Delivering a great experience at an affordable price has become a key asset, differentiator and growth driver.
The question to November Five: How can we create a seamless customer journey, in order to distinguish ourselves from the competition and ultimately increase the number of passengers?
In order to set the groundwork for defining key strategic drivers, we first had to gain insights in the actual context. We enriched the airport’s intelligence with our own research on both the passenger and the industry.
Thanks to a combination of desk research, user interviews, analytics and physical walks at the airport, we discovered that self-service technology has created a rising expectation at every point of the passenger’s journey.
We defined three preliminary trends in passenger behaviour:
After a 6-week in depth research-trajectory, we produced a long-term strategy with a phased approach to meet the Airport’s main ambition (focussing on travellers main intents).
Based on the research, we were able to identify different types of airport visitors, each with their very own journey and experience.
Identifying each type of visitor was the first step in mapping the entire customer journey of the airport. The next step was to identify the intents of each visitor type and to create a roadmap that blueprints an optimised version of the customer journey.
What we ultimately delivered is an MVP (a digital platform with UX and UI design and front-end development) that creates a new end-to-end online customer journey of the airport and fits Brussels Airport’s future and ambition (taking pole position amidst competing airports) perfectly.
This new digital platform immediately showed the added value of a seamless digital experience for the 180.000 monthly visitors. Results show a significant increase of +45.000 monthly returning online visitors.
This MVP was only the starting point of the long-term digital vision we created for Brussels Airport. In the future, the airport will spend significantly more time and budget on optimising their digital channels to accelerate the digital passenger journey.