How can airports understand and capitalize

on their passengers’ needs

to advance their strategic visions

www.qaiairport.com

Airport International Group

Zaina Al Nahar, Quality Management Head of Section

Zaina.alnahar@aig.aero

INTRODUCTION ................................................................................................................................................................ 1

ABSTRACT .............................................................................................................................................................................. 1

WHY DO INNOVATION PROJECTS FAIL? ............................................................................................................................ 2

A WAY TO DISCOVER THE PASSENGER’S NEEDS AND EXPECTATIONS ............................................................................... 3

Getting Outcome Statements from Jobs-To-Be-Done Framework: ............................................................................... 4

FIND SEGMENTS OF OPPORTUNITY .................................................................................................................................... 7

THE OPPORTUNITY LANDSCAPE .................................................................................................................................. 10

THE JOBS-TO-BE-DONE GROWTH STRATEGY MATRIX......................................................................................................11

Employing a Differentiated Strategy ........................................................................................................................... 12

Employing a Dominant Strategy ................................................................................................................................. 13

Employing a Disruptive Strategy ................................................................................................................................. 13

Employing a Discrete Strategy .................................................................................................................................... 13

Employing a Sustaining Strategy ................................................................................................................................. 13

CONCLUSIONS ....................................................................................................................................................................... 14

REFERENCES ......................................................................................................................................................................... 15

CONTENTS

1

Abstract

A thorough review of related studies has revealed that the majority of airports researchers tend to define quality as meeting passenger's needs and expectations. Since passengers' expectations of service outcomes may vary at different stages during the passenger journey, it has been disputed that in practice, some airports measure passenger perceptions of their service offerings in order to evaluate and understand the airport's performance level without clear knowledge of passengers' expectations of service in each stage. Consequently, lack of understanding of such expectations could lead to serious problems in strategic decisions. This study, therefore, attempts to discover customer needs through a theory called Jobs-To-Be-Done and to put it into practice using Outcome-Driven Innovation (ODI) while using ACI the Influence of Culture on Perception Study. This theory has a 86% success rate and can be used as a futuristic and a predictive strategic planning tool, which provides a framework for defining, capturing, and organizing all passenger needs and tying passenger defined performance metrics (in the form of desired outcome statements) to form a strategic direction serving the different passenger personas. Rating passenger needs according to Importance and degree of Satisfaction will allow airports to discover underserved (very important with low satisfaction level) and overserved (Less Important with high satisfaction level) passenger needs then prioritize them using ACI Airport’s Personas study. This will allow airports to correctly categorize, understand, and employ 5 Strategies (DISCRETE STRATEGY, DISRUPTIVE STRATEGY, DOMINANT STRATEGY, SUSTAINABLE STRATEGY, and DIFFERENTIATED STRATEGY) that drive growth and transforms every aspect of opportunity into discovery, marketing, and innovation.

INTRODUCTION

2

After years of researches and studies, Anthony Ulwick- the inventor of the Outcome Driven Innovation, has published on his website the definition of innovation and why ideas don’t solve problems. He says “the goal of Innovation is straightforward: to come up with solutions that address unmet customer needs. Today’s most popular approaches to innovation fall into one of two types: Those that begin with a focus on solutions (or ideas) and those that begin with a focus on customer needs. In the “ideas-first” approach, companies brainstorm or otherwise come up with service ideas and then test them with customers to see how well the ideas address the customer’s needs”. Therefore, It is based on trial and error methodology and needs a lot of fine-tuning to properly reflect the needs. Anthony continues “Ideas-first approach to innovation struggle to achieve success rates greater than 10 to 20 percent.” In the “needs-first” approach, companies first learn what the customer’s needs are, then discover which needs are unmet, and then find solutions that addresses those unmet needs.

Generating more ideas that fail to address unmet Passenger needs is misguided, and doing something bad faster does not lead to better results-Anthony Ulwick,2016

Why do the passengers’ needs and expectations matter? All services done in airports should be based on what unmet needs the airport decides to target. The Research and Development team must know the passenger’s needs so they can understand the strengths and weaknesses of the airport’s services, decide what new features to add to existing services and what new services to create using technology investments. In addition, the Marketing and Communication teams must understand the passenger’s needs in order to define the airport’s value proposition, segment markets, position services, and create marketing communications. Understanding passenger needs allow airports discover opportunities, determine which needs are underserved and overserved, decide which strategies to follow, and test concepts for their ability to get a job done in advance of their development.

Before a company can succeed at innovation, managers must agree on what a need is—and the types of needs that customers have -(Strategyn,2018) So, How to get a handle on customer needs and stop killing innovation?

WHY DO INNOVATION

PROJECTS FAIL?

3

A Way to Discover the Passenger’s

Needs and Expectations

Harvard Business School marketing professor Theodore Levitt said, "People don't want to buy a quarter-inch drill. They want a quarter-inch hole!" Clayton Christensen said, “People buy products to get a job done”. In his book (Competing Against Luck,2016) he says, “Customers don’t buy products and services; they pull them into their life to make progress.” These are the basic constructs of Jobs-to-be-Done Theory. The below framework introduces the types of passenger needs that must be considered to gain a deep understanding of what a passenger is trying to accomplish. It includes (i) The core Job which is the overall task the passenger is trying to execute, (ii) The desired outcomes that explain precisely how passengers measure success and value as they go through each step of the core job, (iii) Related jobs the passenger is trying to get done in conjunction with the core job, (iv) Emotional and social jobs that describe the way the passenger wants to be perceived or feel when executing a core job, (v) Consumption chain jobs The jobs that the support team must get done throughout the service lifecycle, and (vi) The passenger’s financial desired outcomes which are the metrics that the passenger uses to decide what product or service to purchase. In order to fully understand the passenger needs, each element of the below must have desired outcomes:

Purchase Receive Transport Clean Interface with Store Maintain Upgrade Repair Dispose Install Setup Learn to use

Core Functional Job

Related Jobs Emotional Jobs Consumption Chain Jobs Financial Outcomes

Reveal possibilities for getting more jobs done on a single platform

Add emotional and Social appeal to the passenger

Enhance Passenger Experience

Reveal the metrics the passenger uses to decide which service or product to acquire.

4

Plan for the flight (Destination, Luggage, passport, transportation, etc…)

Execute the routine airport processes

Monitor the performance of

execution

Make Changes on how to execute the

processes according to the provided

solutions

Provide Feedback Catch the flight on

time

Plan

Monitor Modify Conclude

Execute

Getting Outcome Statements from Jobs-To-Be-Done Framework:

According to Jobs-to-Be-Done theory, the desired outcome statements can be uncovered using any of the popular interviewing methods, such as personal interviews, focus groups, or observational or ethnographic interviews. Airports can recruit Customer Interview Candidates and use ACI influence of Culture on Passenger Perception Study, 2018 to capitalize these needs and reflect them on strategy.

The Core Functional Job

The job the passenger is trying to get done is the core functional job. A deep understanding of the core functional job enables airports to create service offerings that get the job done significantly better than competing airports. The core functional job is defined in a single statement, such as “cut a piece of wood in a straight line” and in our case, the Core Functional Job the departing passenger is trying to do is to:

“Catch the flight on time”. The Core Functional job is stable; it does not change over time. It is the technology solutions that change

for instance.

A job has no geographical boundaries. Passengers who are in the USA, France, UK, Germany, Korea, Middle East, China, and Australia have many jobs in common that they are trying to get done. The solutions they use to get those jobs done may vary dramatically from geography to geography, but the jobs are the same. The degree to which the passenger’s needs are underserved may also vary by geography, depending on the solutions they use, but their collective set of desired outcomes are the same. Consequently, knowledge of the Job-to-be-Done in one geography can be leveraged globally. (Anthonyulwick.com)

Therefore; in this study, ACI Passenger Personas and Influence of Culture on Passenger Perception Studies are used to help the airports’ decision makers in picking the appropriate strategy to fulfill the underserved passenger needs and to decrease the cost spent on overserved needs thus increase non-aeronautical revenue (NAR).

When creating a desired outcome statement, the following structure should be used according to the JTBD Theory: Outcome statement = Direction of improvement + performance metric + object of control +contextual clarifier

Example: Minimize the time at security checks in transit area

Based on JTBD Theory, a job map is a visual depiction of the core functional job, deconstructed into its discrete processes or job steps, which explains in detail exactly what the passenger is trying to get done. In addition, a job map is not a customer journey or a customer experience map. Below is an example of departure job map.

Once a job map is created for a specific functional job, desired outcomes (passenger needs) can be captured for each step in the job map.

5

Related Jobs

While getting the core functional job done, it is important to the passenger to get other functional jobs done as well. Knowing what those related jobs are important as it can lead to the creation of a platform-level solution that gets many jobs done. Understanding related jobs such as flight check-in, immigration, and Security checks can result in having one single platform for immigration and flight check-in and self-service bag drop for instance. It is common to find that 5 to 20 related jobs might be on the mind of the Passenger (Jobs to Be Done Theory

to Practice book, Anthony W. Ulwick,2016)

Emotional, Social (Cultural) Jobs

It is also important to the passenger to address important emotional and social (cultural) jobs. Emotional jobs define how Passengers want to feel or avoid feeling as a result of executing the core functional job “catching the flight on time”. Social jobs define how the passenger wants to be perceived by others. The passengers’ expectations are highly affected by the cultural differences according to ACI Influence of culture on perception, 2018 Cultural difference can lead to cultural shocks that in return lead to a negative effect on satisfaction and NAR as demonstrated by Hofstede’s insights which provide cultural indices for most of the countries.

Based on ACI research – which was based on Hofstede’s study 2018-Six cultural dimensions were described: Power Distance Countries with High Index requests proper way of communication and human interaction

Individualism Countries with high Index focus on community and on social responsibility

Masculinity Countries with high Index focus on luxury, awards, and technology

Uncertainty Avoidance Countries with high Index needs managing anxiety related to the unknown through clear info

Long-Term Orientation Countries with High Index have the patience to enjoy future improved facilities

Indulgence Countries with high Index focus on giving opinions and feedbacks

For example, in the following data, the nationalities of the top 2 travelers from AMM were considered to check their effect on the overall satisfaction and point out their requirements. (Study was done by QAIA Quality Department with the aid of ACI’s “Influence of Culture on Perception”, 2018) Most of AMM passengers are Jordanians and Iraqis, so according to the Hofstede’s Indices below, Jordanians’ and Iraqis’ emotional and cultural needs are:

95

30

7085

2517

0

20

40

60

80

100

POWERDISTANCE

INDIVIDUALISM MASCULINITY UNCERTAINTYAVOIDANCE

LONG TERMORIENTATION

INDULGENCE

Hofstede Cultural Dimensions - Iraqis

Luxurious terminals

Usually interested in awards that airports have won.

Novelty as part of the airport experience (new trends and

technologies).

Formal delivery of service and require due respect • Maintain a polite distance between the client and the person on duty • No confrontation • Empathy with courtesy and helpfulness

Immediate guidance and information

70

3045

65

16

43

0

20

40

60

80

100

POWERDISTANCE

INDIVIDUALISM MASCULINITY UNCERTAINTYAVOIDANCE

LONG TERMORIENTATION

INDULGENCE

Hofstede Cultural Dimensions - Jordanians

6

It is common to find that 5 to 25 emotional jobs might be on the mind of the Passenger (Jobs to Be Done Theory

to Practice book, Anthony W. Ulwick,2016)

Consumption Chain Jobs

The jobs along the service lifecycle are called consumption chain jobs such as transportation, cleanliness, maintenance, upgrading, repairing, interface with and disposing. Consumption chain jobs impact the passenger journey and experience which are important ingredient in the recipe for innovation. Example: in Aruba Airport, they revealed The ‘Happy Flow’ concept which makes use of facial recognition technology to create a seamless airport journey that removes the need to present the passport and boarding pass at various airport touch-points. (https://www.futuretravelexperience.com)

Financial Desired Outcome

When buying a product or service before/during/after arriving to the airport, the passenger uses a set of financial metrics to decide whether to buy product A or product B, or to buy from supplier A or supplier B. An understanding of the passenger’s financial needs informs the decisions that lead to business model innovation. It is common to find that buyers consider 40 to 80 financial outcomes (metrics) when making the purchase decision. (Jobs to Be Done Theory to Practice book, Anthony W. Ulwick,2016)

While Jobs-to-be-Done is the theory, Outcome-Driven Innovation (ODI) is the process that puts it into

practice.

7

Outcome-Driven-Innovation (ODI) is a strategy and innovation process that enables airports to visualize and produce new solutions that help passengers get a job done better and/or more cheaply. It has an 86 percent success rate because it starts with a deep understanding of the Job-to-be-Done and employ exceptional quantitative research methods that enable airports to analyze its market. In other words, this methodology links an airport’s value creation activities to passenger-defined performance metrics related to the job they are trying to get done.

Throughout the years, airports developed and implemented many methods of passenger segmentation such as Qualitative methods, including the creation of passenger personas, which are used to segment passengers using demographic, psychographic, or behavioral categories or stereotypes. In addition to that, Quantitative methods were used which aim for greater precision using numerical values and calculations. In this study, outcome-based segmentation is used (which captures the desired outcome statements mentioned previously), ACI Influence of Culture on Perspective, and the ACI Passenger Personas Study in the Growth Strategy decision making after revealing the most underserved/overserved passenger needs. According to Outcome-Driven Innovation, a survey to be conducted that is administered to a statistically valid representative sample of passengers (usually between 180 and 3,000 customers) (Jobs to Be Done Theory to Practice book, Anthony W. Ulwick JTBD,2016). Their answers reveal how important it is that they achieve each outcome and how well the solution they use today satisfies each outcome. Airports can collect passenger needs using different types of Omni channels at different touch points with the passenger inside and outside the airport and feed the input to an advanced analytical platform. By using Business Intelligence, airports will be able to introduce real-time storytelling dashboards that can deliver meaningful business insights that will bring to the surface the passengers needs and help decision makers in airports to build strategies around actual passengers needs and measure their satisfaction and strategy implementation success rates in a timely manner.

FIND SEGMENTS OF OPPORTUNITY

Business Intelligence

and analytical platform

Mobile app

social media

Digital information

KiosksWebsite

Email

8

With this data, most under-and overserved outcomes can be determined, which represent innovation opportunities. In addition, ACI Passenger Personas analysis can be used to segment the market into groups of passengers with unique sets of unmet desired outcomes.

Airports can have real-time Business Intelligence (BI) dashboards to monitor the ever-changing passenger needs according to importance and satisfaction level. Some of these BI dashboards can be shared with Airlines, Security Agencies, and related stakeholders to provide insights and early warning about any potential problem, modify strategies to serve different types of personas, and align strategic visions and goals.

The unmet needs of today represent the winning value propositions of the future. Knowing what needs are unmet—which desired outcomes are underserved—enables a company to secure a unique and valued competitive position. (customerthink.com/what-value-proposition-should-you-secure) For example, if 4 outcome statements were generated from the previous step (after categorizing, organizing and prioritizing), a survey should be conducted taking into consideration the IMPORTANCE and the level of SATISFACTION for each passenger need from a scale 1 to 10:

To prioritize the opportunities, “opportunity algorithm” is employed. This algorithm enables the airports to determine which outcomes are important to passengers, and not satisfactorily achieved with the solution(s) they are currently using to get the job done.

9

THE OPPORTUNITY ALGORITHM is as follows:

Opportunity score = Outcome Importance + (Outcome Importance – Outcome Satisfaction) An opportunity score of greater than 10 indicates that the outcome is underserved. For the previous example:

“Minimize the time required to check-in” (If the average Importance is 9 and average satisfaction is 3) =9+ (9-3) = 15 Underserved

“Increases the Cleanliness level of the terminal” (If the average Importance is 6 and average satisfaction is 8) = 6+ (6-8) = 4

Increase WIFI connectivity speed (If the average Importance is 10 and average satisfaction is 8) = 10+ (10-8) = 12 Underserved

Minimize the walking distance in terminal (If the average Importance is 2 and Average satisfaction is 5) =2+ (2-5) = -1

10

THE OPPORTUNITY LANDSCAPE

Outcome-Driven Segmentation clearly points out which outcomes to target for growth.

The opportunity landscape shows visually which passenger needs are under-and overserved. As shown in the

figure below, there are three main sections (underserved, Properly Served, and overserved). All the outcomes

generated from the quantitative survey are plotted on this landscape, revealing where the targeted segment is

under-and overserved according to the importance and degree of satisfaction.

This approach clearly points out which outcomes to target for growth.

The upper right section of the landscape points out the “table stakes,” which are important passenger needs that existing airport services satisfy and that new services must also satisfy to win in the marketplace.

What airports can do?

Overserved needs become targets for cost reduction

Value Proposition which should be included in airport communications. (use ASQ Insight report which benchmarks services with other competitors)

Underserved needs

(score more than 10)

Addressing those

outcomes will enable

the passenger to get

the job done better

thus increase

satisfaction and

increase NAR.

Properly served needs that existing airport services satisfy and that new services must also satisfy to win in the marketplace

Walking Distance

Cleanliness Level WIFI Speed

Time to check in

Airports should communicate their strengths to passengers.

(Using the results of ASQ Survey which benchmarks with competitors) with special attention to ASQ confidentially rules.

Include an outcome-based value proposition in airport communications

(Through social media,website,etc..)

Communicate the strengths to airport stakeholders to arm their marketing teams with the right tools .

(Through the shared BI dashboards)

11

Based on the Outcome-Driven Innovation, The overserved passenger needs in the left-most area

become targets for cost reduction. If existing services include costly features that address these overserved passenger needs, replacing them with lower-cost features can help the passenger get the job done more cheaply.

The passenger needs in the lower part of the shaded area on the right are the most underserved. Addressing those outcomes will enable the passenger to get the job done better through building a digital marketing strategy around unmet outcomes

Once the outcome-based segments are discovered and segments are targeted for pursuit, airports become ready to determine which unmet needs should be targeted in each segment to help the passenger get the job done better, and help the passenger get the job done more cheaply. The opportunity algorithm and the opportunity landscape are invaluable tools when trying to figure out which outcomes to target for growth-Anthony Ulwick, 2016.

According to ACI, ASQ has developed six passenger personas; each persona represents a group of customers sharing common characteristics and attitudes:

Therefore, once the airport knows the underserved needs, the prioritizations of the needs can be linked directly to the type of personas it affects.

According to the sample survey in page 8, WIFI was considered as underserved, and according to the Personas Categories by ACI, this affects the satisfaction of Workman and Airport Enthusiast, while the underserved waiting time at check-in affects Timekeeper and Workman.

Therefore, if most of the airport passengers lie within these three categories (Refer to ACI Personas Study, 2017); the priority should be given to enhancing the WIFI and waiting time at check-in for instance.

Once the airport knows all the passenger’s needs, which of those needs are underserved and overserved, and what unique under-and overserved personas exist, it must decide if and how it will target each segment. The segmentation of unmet needs and personas will help airport growth, which will have a direct positive effect on non-aeronautical revenues.

THE JOBS-TO-BE-DONE GROWTH STRATEGY MATRIX

12

Airports must decide what strategy should be pursued to ensure it wins in the marketplace. This is a significant step in bringing data-driven decision making to the innovation process. Below are the five

growth strategies:

The Job-to-be-Done Growth Strategy Matrix can be used to establish proactive short- and long-term strategies for success. When knowing which are the overserved and underserved needs and the personas it affects, the airport’s management can decide which strategy to adopt. For example, using a disruptive strategy for underserved segment would probably fail because no passenger is seeking a cheaper product or service that would get the job done worse. On the other hand, a differentiated strategy would probably fail for overserved segments, as no passenger is seeking an expensive product or service that will get the job done better.

Getting a job done “better” means getting it done: faster, more predictably (without variation), and with higher efficiency (without waste) - Strategyn, 2016

Employing a Differentiated Strategy

(Job done Better-Charge More) A differentiated strategy works when a highly underserved segment of passengers is targeted with a premium-priced offering that gets the job done significantly better. This strategy results in a disproportionate share of profits and is the strategy pursued by many of the world’s fastest-growing and most profitable companies (Jobs To Be Done theory to practice book, 2016). A differentiated strategy is attractive because it enables airports to enter a market at the high end, capture significant profit share, and work its way down market over time to gain additional market share. Airports can successfully move down market by lowering the price of its older services as it introduces newer and better services into its portfolio. Examples: Meet and Greet, VIP Lounges, VIP Parking, E-gate, valet parking

Examples from other industries: UberBlack, iPhone

13

Employing a Dominant Strategy

(Job Done Better-Charge Less) A dominant strategy is always the most appealing approach for a new market entrant to take. Airports can win with a dominant strategy if they introduce a product or service that gets the job done at least 20% better and at least 20% more cheaply. This can be measured with high precision and probability when evaluating a proposed service against a complete set of desired outcome statements. Examples: Offering free high-speed WIFI

Examples from other industries: UberX, Netflix, Google Search

Employing a Disruptive Strategy

(Job Done Worse-Charge Less) A disruptive strategy successfully serves two passengers segments: highly overserved passengers and nonconsumers—passengers who do not buy currently available products/services. It works for current consumers who are overserved, and are willing to make some sacrifices to get the job done more cheaply. Nonconsumers, on the other hand, are underserved: they simply can’t afford any of the solutions that are currently available. If a product/service comes along that they can afford, it will allow them to get the job done better than they can currently. Example: Selling junk food, Provide free drinking fountains

Examples from other industries: Dollar Shave Club’s razor in comparison to Gillette

Employing a Discrete Strategy

(Job Done Worse-Charge More) With a discrete strategy, the airport can take an existing product/service and sells it in a unique situation that justifies a higher price. A discrete strategy is best suited for situations in which a higher-priced version of the existing product would be very welcome—or where a captive passenger cannot object. Pursuing a discrete strategy can be very profitable. The key to a successful discrete strategy is the ability to identify situations in which the passenger, in need of the airport’s product/service, has restricted or no access to it. In such a situation, the airport can justify charging a higher price for its purchase.

Example:

Passengers who are legally prohibited from taking bottles of drinking water through security. This restriction enables concessions at the gates to employ a discrete strategy, as they are now justified in charging significantly more for water (and many other food and beverage items) to passengers.

Sanitary Vending Machine.

Low-quality handbags for overweight luggage

Examples from other industries: Drinks sold in Stadium concessions at sporting events

Employing a Sustaining Strategy

A sustaining strategy is good for products or services that get the job done just slightly better and/or cheaper. “Slightly” is defined as less than 5% better or cheaper-Anthony UlWick, 2016. This strategy only win existing customers.

14

Airports should at the minimum target meeting if not exceeding passenger expectations by implementing innovative solutions that fulfill the underserved passengers’ needs while taking into consideration technological solutions that ease the process of collecting feedbacks and result in having seamless passenger experience. Utilizing technology can deliver meaningful business insights that will bring to the surface the passenger’s actual needs, which will help decision makers in airports to build strategies around them, and measure the passengers’ satisfaction along with the success rate of the implemented strategy in a timely manner. Technology enables the exchange of real-time information (dashboards) that enhances collaboration among airports’ stakeholders (Airport Community Systems) - concessions, airlines, security agencies and other parties in order to avoid operational silos and increase the focus on serving the passengers (customer centricity). By adopting clear short-term and long-term strategies, airports will have a sense of direction and can outline measurable objectives and goals to cope with the changing passenger’s needs, this will directly reflect on Non-Aeronautical Revenues (NAR). Deploying such strategies helps in serving the airport’s mission and eventually achieve its ultimate vision while committing to the airport’s core values. ACI Passengers Personas Study and Influence of Culture on Perception study are very useful tools that help in prioritizing underserved needs, allowing airports to focus on their passengers’ personas, and satisfy them by taking into consideration their cultural influences and financial needs throughout their journey. So instead of reinventing the wheel, Innovation and improvement can be achieved by utilizing studies and technologies (existing or new) to address unmet passenger requirements. Considering airports as big communities with different passenger personas whom are coming from several cultures and nationalities, so delivering the right message to the right passenger at the right time is a key element to enhance the whole passenger experience. Using iBeacon, Lead Generating Tools, SEO Campaigns, Google AdWords, and other technologies will surely help in achieving this ultimate goal that is in addition to not overlooking the benefits of training the airport employee on how to deal with passengers according to their cultures- (Refer to ACI Influence of Culture on Perception, 2018). In Changi Airport, for instance, a tablet application is used to give airport staff access to real-time operational data that provides the latest flight information, resource planning, operational reports, and even a 'chat' function, allowing real-time discussion amongst staff. Facilitation Officers are armed with tablets, to enable them assist passengers with queries pertaining to flight information or facility locations within the terminal on the spot. On the other hand, the overserved needs are targets for resources reduction. Accordingly, if some existing airport’s products and services are of less importance to the passenger, redirecting the resources to other requirements especially the underserved will surely help airports to increase customer satisfaction and may reduce cost. Airports should secure a winning value proposition. therefore, airports should know where in the job the customer is underserved, secure the value proposition that communicates to customers that their needs can be satisfied, and do everything in its power to satisfy the targeted unmet needs better than its competitors and build a digital marketing strategy around unmet outcomes. (Jobs to Be Done, 2016).

Conclusions

15

JTBD-Jobs to Be Done Theory to Practice book, Anthony W. Ulwick, 2016 Strategyn

What Customer Want: using outcome-Driven Innovation to Create Breakthrough Products

and Services.-McGraw-Hill (2005)

Competing Against Luck: The Story of Innovation and Customer Choice by Clayton

Christensen,2016

Peter Skarzynski and Rawan Gibson, “Innovation to the Core” 2008

Harvard Business Review, Turn customer Inputs into Innovation 2002

Harvard Business Review, Know your Customers’ jobs to be done, Clayton Christensen 2016

A study done by QAIA Quality Department based on ACI’s “Influence of Culture on

Perception”,2018

ACI Passenger Personas Study Comprehensive Report for AMM, 2017

ACI The Influence of Culture on perceptions of the airport customer experience,2018

ASQ Survey, ACI

ACI Comprehensive Insight Report and Annual Assessment for AMM, 2017

www.Strategyn.com

www.JTBD.info

www.Anthonyulwick.com

https://www.futuretravelexperience.com/2014/05/biometric-based-seamless-airport-

processing-trialled-aruba-airport/

www.customerthink.com/what-value-proposition-should-you-secure

References