SAS Cargo was facing multiple challenges simultaneously, involving various aspects and processes throughout the organisation.
Commercial: : Competition was increasing, and SAS Cargo experienced a severe yield pressure mainly due to increased capacity in the market and lack of freight forwarder “loyalty”.
Sales: SOW (Share of Wallet) needed to increase among high-potential customers, and SAS Cargo felt the need for a standardised hard-core and customer-centric approach that could help make this happen.
Operational: The level of standardisation, compliance and quality in main processes such as booking, flight optimisation and handling was low.
People: In order to effectively execute the new strategy and create growth, SAS Cargo needed to develop a company culture that was highly customer centric, commercially focused, holistic and based on lean thinking.
So, how did we approach these challenges? Together with SAS Cargo, we developed a lean customer care programme including:
- an insight-driven sales toolbox to support customer dialogue
- a customer scorecard enabling SAS Cargo’s role as a strategic business partner
- the development of key account plans to maintain focus on customer development
- customer journey mapping, identifying and managing critical customer moments of contact
- continuous tracking if customer loyalty
- customer segmentation guiding prioritisation of sales activities
This was not just “a project”. It was a process of transformation. Valcon’s change framework was applied to scope and plan the cultural change for SAS Cargo.
The transformation process carried out within SAS Cargo has had great impact on the entire organisation and has delivered major results.
On the customer side, SAS Cargo achieved an increase in their market share and outperformed the market by 6% within the first year. On the people side, SAS Cargo succeeded in reducing FTE cost by more than 10% within the first year.
Increased market share and outperformed the market by6%