A North American airline finds new ways to keep customer satisfaction high
Customer Company Size
Large Corporate
Region
- America
Country
- United States
Product
- IBM Operational Decision Manager
- IBM WebSphere MQ
- IBM WebSphere DataPower Integration Appliance XI52
- IBM Integration Bus
- IBM Tivoli Directory Integrator
Tech Stack
- IBM WebSphere
- IBM Tivoli
- IBM Integration Bus
Implementation Scale
- Enterprise-wide Deployment
Impact Metrics
- Customer Satisfaction
- Revenue Growth
Technology Category
- Application Infrastructure & Middleware - API Integration & Management
- Application Infrastructure & Middleware - Data Exchange & Integration
- Application Infrastructure & Middleware - Middleware, SDKs & Libraries
Applicable Industries
- Aerospace
Applicable Functions
- Sales & Marketing
About The Customer
Promising a high level of service at a low cost, this North American airline launched its service in 1996 with just three planes. Now, it fills more than 100 planes, carrying 50,000 guests a day on more than 450 flights to 85 destinations throughout North America, Central America and the Caribbean. One of the airline’s main focuses has been to provide an exceptional guest experience, whether interacting with them in person on the front lines or using technology to enhance their travels. The company goes the extra mile to promote a stress-free experience.
The Challenge
The North American airline wanted to extend its thoughtful customer service, especially during flight cancellations or delays, by sending customers personalized, rules-generated email or text messages. The company's main focus has been to provide an exceptional guest experience, whether interacting with them in person on the front lines or using technology to enhance their travels. The company goes the extra mile to promote a stress-free experience. One way it does that is with a notification system that reaches guests via a preferred channel such as email, voicemail or text. It would offer a flight reminder three days ahead of departure, an opportunity to check-in online 24 hours in advance and prompt notification of any changes, including flight cancellations or delays, gate changes or insight into the entertainment or amenities available on the aircraft.
The Solution
The key to the notification system is that IBM WebSphere software enables seamless interactions between many different information resources. As an example, a gate change triggers a message stored on IBM® WebSphere® MQ, our messaging backbone. The message is run through the rules engine in IBM Operational Decision Manager, and IBM Integration Bus (WebSphere Message Broker) provides an orchestration layer between multiple systems, including identity databases. IBM Tivoli® Directory Integrator looks up the preferences of each guest, and IBM WebSphere DataPower® helps secure, centralize and optimize access to internal and external web, mobile and API workloads to make the system work. Notifications are generated fast. An event might trigger between 10 and 390 rules, depending on whether a flight has multiple legs. When rules need to be changed, the system is flexible.
Operational Impact
Quantitative Benefit
Case Study missing?
Start adding your own!
Register with your work email and create a new case study profile for your business.
Related Case Studies.
Case Study
Airbus Soars with Wearable Technology
Building an Airbus aircraft involves complex manufacturing processes consisting of thousands of moving parts. Speed and accuracy are critical to business and competitive advantage. Improvements in both would have high impact on Airbus’ bottom line. Airbus wanted to help operators reduce the complexity of assembling cabin seats and decrease the time required to complete this task.
Case Study
Aircraft Predictive Maintenance and Workflow Optimization
First, aircraft manufacturer have trouble monitoring the health of aircraft systems with health prognostics and deliver predictive maintenance insights. Second, aircraft manufacturer wants a solution that can provide an in-context advisory and align job assignments to match technician experience and expertise.
Case Study
Aerospace & Defense Case Study Airbus
For the development of its new wide-body aircraft, Airbus needed to ensure quality and consistency across all internal and external stakeholders. Airbus had many challenges including a very aggressive development schedule and the need to ramp up production quickly to satisfy their delivery commitments. The lack of communication extended design time and introduced errors that drove up costs.
Case Study
Developing Smart Tools for the Airbus Factory
Manufacturing and assembly of aircraft, which involves tens of thousands of steps that must be followed by the operators, and a single mistake in the process could cost hundreds of thousands of dollars to fix, makes the room for error very small.
Case Study
Accelerate Production for Spirit AeroSystems
The manufacture and assembly of massive fuselage assemblies and other large structures generates a river of data. In fact, the bill of materials for a single fuselage alone can be millions of rows of data. In-house production processes and testing, as well as other manufacturers and customers created data flows that overwhelmed previous processes and information systems. Spirit’s customer base had grown substantially since their 2005 divestiture from Boeing, resulting in a $41 billion backlog of orders to fill. To address this backlog, meet increased customer demands and minimize additional capital investment, the company needed a way to improve throughput in the existing operational footprint. Spirit had a requirement from customers to increase fuselage production by 30%. To accomplish this goal, Spirit needed real-time information on its value chain and workflow. However, the two terabytes of data being pulled from their SAP ECC was unmanageable and overloaded their business warehouse. It had become time-consuming and difficult to pull aggregate data, disaggregate it for the needed information and then reassemble to create a report. During the 6-8 hours it took to build a report, another work shift (they run three per day) would have already taken place, thus the report content was out-of-date before it was ever delivered. As a result, supervisors often had to rely on manual efforts to provide charts, reports and analysis.
