Social business à la KLM: konkreta affärstips sociala medier

Lionel Lassalle Privat

Nyligen tog jag upp ett kundservice-case med flygbolaget KLM vilka nu lyckas besvara sina kunder på sociala nätverk – inom 30 minuter – dygnet runt. Ännu en avundsjuk dröm för många företag i dagsläget. Lionel Lassalle svarar för detta arbete för norra Europa. Jag gillar särskilt detta citat från förra inlägget: ”Social media is not a platform anymore; it is integrated throughout the whole organization. From one side it makes our customer’s life easier, but it also constantly helps us to improve the quality of our service.”. JA!

Idag följer jag upp detta goda exempel med ett längre underlag inkluderande konkreta inspirerande tips. Passar samtidigt på att gratulera Lionel och hans företag som ”hann före mig” i detta med ”social business” – vilket är när sociala medier blir en naturlig del i affärsprocesserna. Då jag själv senast kommer från ett företag med en 160-årig historia (TeliaSonera-koncernen) finns det mycket jag kan relatera till i KLMs resonemang och utmaningar.

”What do KLM mean by social business?

We mean two things:

  1. We mean a business that knows exactly how to mix the four different social activities (social campaigns, social products, continuous engagement and a solid service) in the aim to maintain a high level of engagement with our customers.
  2. We also mean a fully social media integrated business model where we check internally how we can involve social in every new department, new tool or new product we release.

Integrate a new thinking in our processes is all but easy for a 94 year old company. Still, after the ash cloud chaos, we understood that we had to build a solid and sustainable social media organization. We broke the silos between the e-commerce, the corporate & communication and the marketing departments and we started to work closer all together.

You could say that we became more social with each other. From this, three leading principles emerged:

1. Service is sales
Our customer service via social media is the backbone of our organization.
We also understood that by releasing less stand-alone campaigns and developing more social products that can live-on, we could offer long-term solutions to our passenger’s problems. That is the case with products like KLM Meet&Seat, or our Swedish-made KLM Travel Predictions and KLM Dream Catcher.

2. Be cool to hang out with

  • It’s about finding the right balance between business and pleasure when we interact with our followers, since we want to continue to be seen as an innovative and inspirational brand.

And finally…

3. Don’t push, but create stuff worth sharing

  • This is the central approach that we have had for all our social campaigns and products so far.
  1. Be relevant.
  2. Offer value.

Last year we started to develop a few sales concepts. With our first one called Social Offer, we proved a few things.

  • A sales concept on social media can be fun
  • It can actually help your edge rank and engagement rates
  • It can provide direct revenue

With the social offer, we empower our customers by giving them full control since they decide themselves both the destination and the discount.

Here is how it works, in three phases of two days each:

First phase – The users vote for their favorite destination via a poll on our Facebook page. The two most popular destinations go to the next round.

Second phase – Every time someone logs-in via Facebook or Twitter on our landing page, the price displayed on the counter drops.

Third phaseThey are eventually offered the possibility to book their specially discounted tickets.

From the results, we can see that co-creation does work since, in the Netherlands for example, we increased our sales by 30% compared to a normal day, and at the same time we reached 1.1 million people, which is a big share of the Dutch population currently of 16 million people. From social service to social campaigns and products, we are now heading towards a true social business.

We have a good example already: with iPads onboard, we can now make the direct connection between our social media servicing hub and our inflight crew. For example a passenger is waiting for his flight to London. While he is waiting, he is complaining on social media about having a cold meal on his last flight with us. Now we are able to send his complaint to our staff onboard the aircraft, and the cabin attendant can go to the passenger and tell him:

Listen, we are very sorry that your meal was cold last time you flew with us. This time, we have made sure that you will be completely satisfied”.

And we can also take this opportunity to give him some extra attention during the flight.

Everything becomes more personal. We are connecting social media to our core business which is flying.

KLM har alltså lyckats integrera det stöd sociala medier ger i hela sin affär. För dig som nu funderar hur din organisation står sig och vilka utmaningar som där finns, vill jag även påminna om inlägget med Ungdomsbarometern och hur de skiljer på ett varumärke i sociala medier, och ett socialt varumärke.

Hur ser affärsintegration sociala medier ut hos dig? Vilken närvaro och laddning har ert varumärke i sociala medier?

Må gott,


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