British Airways needed to improve Net Promoter Scores and protect their market share in this highly competitive and crowded market. BIO was appointed as digital transformation partner by BA’s executive team and tasked with redefining how passengers interact with the brand using the mobile app. They needed change fast and the agency had to mobilise and deliver rapidly to meet their requirements.
Reinvent the digital experience to improve loyalty and satisfaction and drive efficiency. Our solution needed to provide clear ways for passengers to contact British Airways and sort out problems as they arise, quickly and simply.
Case Study Video
Streamlining the architecture for their service model_
Using BIO’s Hive innovation framework, we carried out customer research and looked at British Airways' service model to identify pain points that we could alleviate or solve using digital technology. By creating new customer journeys and streamlining the architecture we found a number of opportunities to better serve people through new mobile-based service tools. Then we had 14 weeks to make it happen.
British Airways is a large and complex organisation with multiple stakeholders so we had to engage across the entire business to get buy-in to our transformation programme. We brought together client stakeholders, SMEs, users and our consultants in a hothouse environment, to co-create agile, innovative and user-centred solutions.
We interviewed over 200 customers giving us insights which we fed into the design and approach. Weekly user testing facilitated iterative development based on feedback. This allowed us to get to beta in our first new-to-market initiative, Baggage Credit, in our 14 week target. It was the first in a series of groundbreaking features accessed via the app, enabling customers to re-engage and reappraise the brand.
Putting control in the pockets of global customers_
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