Finding Meaning In Data: How Dallas/Fort Worth Airport is Optimizing Business Outcomes
Finding Meaning in Data
- Manage operational excellence — to transform the travel experience and make it something that customers look forward to. Shaffer said he wants travelers to actually enjoy spending time at the airport, instead of viewing it as just another travel-related task.
- Improve the relationship with everyone working at the airport — no matter who their employers may be. Shaffer said he wants to crowdsource customer experience, which means that the 67,000 people who work at DFW airport need to be empowered like the 1,800 who work for him.
- Sell more DFW products — which is a key business priority for Shaffer to add value and support the airport’s bottom line. Achieving the other three priorities will be essential to optimizing DFW product sales.
- Individually choreograph each customer’s airport experience — so that no two are the same. Shaffer said that although that means creating a lot of individualization, the goal is to do it “64 million times a year” to meet each customer’s needs.
- Passenger location tracking.
- Point of sales (POS) transactions from airport concessionaires.
- License plate tracking in the parking system.
- Customer preferences and customer sentiment via social media or DFW’s mobile app.
- Customers’ social logins — including sites like Facebook, Twitter and Instagram.
- Flight tracking.
- Passenger reservations and tickets.
- Bathroom operations — cleanliness is the biggest driver of customer satisfaction.
- Customer analytics and loyalty marketing — which can help companies differentiate themselves for a competitive edge.
- Capacity and pricing optimization — as evidenced by “more dynamic and smarter pricing actions, optimized capacity planning and effective yield management.”
- Predictive maintenance analytics — to help organizations “manage and maintain their assets to improve safety, performance and equipment life.”