Artic Umiaq Line A/S (AUL) provides passenger ferry transport in
the territorial waters of Greenland. By the end of 2009 AUL made
the transition to regular market conditions, as the home rule
government had decided to no longer provide security for operating
losses. In order to make the transition successful, the AUL
management wanted to gain insight into their customers' needs and
level of satisfaction. AUL management would then use the
information to formulate a business strategy and optimize
operations. Their stated objective was an annual increase of 20
percent in turnover per passenger.
"With our transition from a government supported business to
an ordinary business in mind, it was important to us, to get an
understanding of our customers' experiences with on board offers.
This would make us capable of focusing on areas in need of
improvement along with optimizing earnings."
CEO Jette Larsen
In the light of AUL's operational changes, management wished to
uncover the added sales potential on board the vessel M/S Sarfaq
Ittuk. Hence, a qualitative study in the form of a 3 day field
study was carried out. The field study was combined with a
quantitative customer study on
customer experiences of existing offers on board.
The purpose of the field study was twofold. Firstly, the idea was
to uncover the actual customer touch
points on board shaping the customers' experiences.
Secondly, it aimed at revealing added sales potentials across the
different customer touch points.
The field study demonstrated that AUL had already successfully
carried out a number of its initiatives. This was supported by the
quantitative customer study finding
that customers in all segments were very satisfied when travelling
with AUL. However, the customer
study also uncovered an unknown potential in transforming on
board services into a more sales and marketing oriented culture.
I.e. all employees should focus on creating added sales on board.
Loyalty Group worked out a detailed report with concrete
recommendations and carried out a two day workshop focusing on
prioritizing and implementing various activities of importance to
"The comprehensive report was subdivided into several
sections making us capable of going into greater detail within
certain areas. That it turn made it possible for us to implement
new activities on a regular basis or start up projects that would
pay off in the long term. First of all, we concentrated on
implementing the low-cost-changes into our daily
CEO Jette Larsen
Contact Loyalty Group on +45 7025 2627 or e-mail
firstname.lastname@example.org, if you would like to know more about how we
create value for our customers.
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Loyalty Group A/S | Smedeland 30 | 2600 Glostrup | Telefon +45 70 25 26 27 | email@example.com