Post on 14-Jan-2017
Gatwick Airport’s Obsession with the Consumer
Guy Stephenson
Chief Commercial Officer
Trinity Forum Hong Kong
September 2015
An airport on the up… growing passengers
through competing for service • 6 years of competition in strong independent ownership
• Increase from 31 to 41 million passengers since 2009
• £1.5 billion of investment in capacity, service,
technology and commercial projects
• Moving from peer group average to top quartile ASQ
ranking
• F&B 1st, Retail 3rd in customised panel
Our big challenges and opportunities
• Runway capacity - we are the busiest single runway in
the world
• Increasing core service capacity in constrained
infrastructure
• Staying ahead of the emerging consumer landscape to
deliver service excellence and commercial returns
Every day over 100k of empowered, informed,
demanding, tech-savvy and reasonably well-
heeled consumers come through our doors
We now live in an experience economy
Consumers remember
how we do things…
…as much as what we do
Quality memorable
experiences are valued
Pillars of commercial strategy The relaxing heart of the airport experience
High shop standards, mystery shopped
Service that is fast and memorable –
measured every month
Product and brand relevance to our target
market – identified through primary research
A clear and trusted price proposition,
recognising online transparency
eComm and digital investment to engage,
excite, promote, transact and inform
Data strategy delivering high quality shared
analytics to provide insight and drive trading
performance
Power politics – total transparency The environment has changed – power over your brand increasingly lies
with consumers
We are held to account by
our passengers in real
time
No hiding bad service
No hiding uncompetitive
pricing
Individual customers have
a voice and an audience
Our customers’ opinion really matters Primary research monthly and quarterly
100,000
interviews p.a.
> 11 million data
points
04:00 - 23:00
365/7 coverage
Service
Standards
Buying trends
Demographic
attitudes
Brand
aspirations
Reasons for not
purchasing
Price
perceptions
Time utilisation
50 questions, 15
classifications
Constantly measuring core service delivery in
real time – check-in performance
Constantly measuring core service standards
Constantly measuring Food and Beverage ratings Percentage of customers rating Gatwick as Excellent or Good
Constantly measuring Retail outlet ratings Percentage of customers rating Gatwick as Excellent or Good
Constantly measuring service delivery in our
commercial areas Percentage of customers rating Gatwick as Excellent or Good
South Terminal North Terminal
3.93
4.11
3.5
4.0
4.5
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
Prior Year
4.09
4.27
3.5
4.0
4.5
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
Prior Year
F&B Speed of Service
Constantly measuring advocacy - NPS
Digital: friend not foe, opportunity not threat
Tesco virtual grocery store at Gatwick 2012
myGatwick - personalising the airport journey
and rewarding engagement
What is myGatwick?
Digital customer engagement programme based on:
• Immediacy - instant value
• Simplicity - easy to sign up and understand
• Relevance - tailored to information and journey needs
• Reward – additional benefits upon return
• Community – forum for passenger interaction
All evidence suggests that ‘engaged’ customers
drive more revenue and
are more likely to prefer you over a competitor
myGatwick 1.0: rewarding engagement
Free on
registration
(immediate)
Partner
Discounts
(tailored by need)
Future
Bundles
(by preference)
Free
Pret Coffee
Double free
Wi-Fi Retail Offers
F&B vouchers
Lounges Free
flight alerts
Business
Family
Premium
PRM
Gatwick
Exclusives
(reward loyalty)
Best parking
offers
Premium Security/
Passport Control
GatwickConnects
discount
Hotels
Onward travel Park & Stay
Know what consumers want
Deliver them valuable experiences
Engage and reward them
Measure how you are doing
Constantly improve what you offer them
Thank you
Key themes driving our consumer agenda