Opinion: Investing in Digital Disruption Management is a Smart Move for Airlines
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Alexander van Deudekom has been CEO at Get-e, a travel technology solutions and transport services provider, since founding the company in 2014. He has a BASc in Aeronautical Engineering from the Amsterdam University of Applied Sciences.
“Airlines should focus on disruption management as a key area in which to create efficiencies and cost savings as they build back from COVID-19.”
Alexander van Deudekom, CEO, Get-e
How do airlines currently manage passenger disruptions? What is it that needs to change?
Many airlines, from international carriers down to budget and regional operators, currently use decentralized manual systems to source and book transport, hotels and catering for passengers should a diversion occur.
As the aviation industry ramps back up this year, airlines are looking at ways to reduce costs and improve disruption management capabilities, especially as they relate to passenger relationships. This can be done through a centralized system that removes the administrative complexities of sourcing, booking and tracking alternative means of transport when a disruption occurs.
One important aspect of disruption management that must not be overlooked is providing passengers with regular updates on their journey, as it’s vital to make customers feel cared for and reassured when there’s a last-minute change to their itinerary.
What’s the most cost-effective way for airlines to approach disruption? What are the key elements that can make the most difference to a passenger’s experience?
If a diversion occurs – which is more likely now border restrictions are changing at short notice – airlines need to be able to quickly arrange alternative transport and communicate this effectively to customers.
We’ve learned from previous flight disruptions, like the Icelandic ash cloud in 2010, which caused more than 95,000 flights to be grounded across Europe. The main complaint from affected passengers was the lack of communication or information from their airline as to what actions were being taken.
This is where technology can make a significant difference. In many cases, something as simple as sending push notifications or text messages to a passengers’ phone to update them on the current situation and what happens next can be the difference between frustration and satisfaction.
Added to the pressure of flight disruptions today are concerns around COVID-19. Reassuring customers that any alternative travel arrangements have protective measures in place will help airlines maintain a responsible image. All our transport partners adhere to strict safe travel protocols, and Get-e has acquired the World Travel and Tourism Council’s #SafeTravels stamp in recognition of this.
How do airlines benefit from outsourcing disruption management? Are there additional wins on top of improving passenger perceptions?
Outsourcing disruption management and using digital solutions across the value chain means that in the time between learning of a diversion and the aircraft landing, alternative transport can be sourced, booked and en route to the airport, eliminating hours of administration time and repeated information requests from passengers going unanswered.
Not only does a speedy operation mean passengers can be updated in real time as to the status of their journey, but money can be saved as an airline will not be relying on calling several transport providers and having to opt for the first price quoted. They can instead benefit from pre-existing, transparent prices offered by vetted operators.
Get-e started as a provider of vetted transport for cabin crew. Why did you make the decision to move into disruption management and how has your previous experience shaped your new disruption management platform?
One of the key benefits of using a digital platform such as Get-e for crew is ensuring that they arrive on time for flights in a safe way. This is crucial to an airline’s operations, as any delay caused by displaced staff is a frustration for travelers. This experience led to us explore other technology solutions that could benefit the passenger.
Airport transfers are still a core part of the Get-e business, and having access to vetted transport providers in 110+ countries worldwide meant that evolving our ground transportation service to add a hotel and accommodations (HOTAC) offering made sense. Our multilingual operations team is now on hand 24/7 to support with ground transportation and HOTAC requirements.
How can going digital with regards to disruption play into an airline’s broader digitalization strategy? Could there be synergies with other elements of airline operations?
Going digital with disruption management means that additional complementary services can be made available through an airline’s existing app, and adding self-service functionality increases passenger choice and reduce airline administration even further. For example, information can be pushed to a customer’s phone about additional services available at their alternative airport, and what they can expect about their onward transport. These messages can also incorporate tokens of gratitude, such as additional loyalty points or a discount on their next flights.