Customer dialogue

We are continually engaged in dialogue with our customers in order to understand their needs and expectations. With this knowledge, we can develop a unique customer experience and offer high quality and sustainable products and services.


Our Customer and Market Insight department conducts research on customer understanding, customer satisfaction, and on service conformity. It also uses benchmarking and specific customer research and data analysis, with a constant respect for the privacy of customer data. The department offers support to the organization on strategic, tactical and operational level.


The customer is at the center of product and service development. For example, in 2017:

  • Air France carried out several customer tests on longhaul network for its business, premium economy and economy cabins. Customer feedback was integrated into the development process.
  • The members of Intouch online community have participated in co-creation programs. For example, they contributed to the design of the new survival kit distributed by KLM in case of an emergency.
  • In order to reinforce customer proximity, the Traveler Lab’ community enabled, for example, the testing and further development of the “Louis” chatbot, a virtual baggage assistant, as well as the customer questioning about a downtown luggage check-in service, or about à la carte menus.
  • Air France also relies on its Customer Club for online surveys and workshops. In 2018, 17 workshops that brought together clients and staff around several themes were held: trade shows, digital services, irregularity management etc. A special day was organized with around twenty Chinese customers aimed at coming to a better understanding of the specific expectations of this clientele.

Customer analysis

We carry out qualitative and quantitative surveys, inflight trials and focus groups to ensure that our current and prospective customer feedback is systematically taken into account during the development of new products and services:

  • More than 40 tailored studies are carried out per year among our existing and potential customers in order to better understand their needs. For example, customers have been questioned during workshops (in France and abroad) as well as through questionnaires, to help Air France in their revision of the Business Class catering offer. We also asked for customer insight regarding the reorganization of KLM Airbus A330 Economy Class cabin.
  • Customer complaints are taken into account and reported monthly in order to better understand key product and service challenges and define possibilities for improvement.
  • The Net Promoter Score (NPS) indicator is the customer reference indicator at Air France-KLM. The NPS is now used as a company-wide target, and overviews and monitoring tools have been developed to report the daily NPS score. It can be viewed by everyone online throughout the company on TV-screens. KLM has achieved its best NPS since the start in 2014. In October 2018, the average score was 45.
  • In 2018, Air France extended the “inflight customer feedback” to all long-haul flights, enabling customers to give the company an immediate feedback just after landing.


Market research and industry-wide studies (such as brand awareness’ measure Airs@t done by IATA) broaden the analysis of the competitive environment. Part of this information is shared within the Group via a specially set up intranet.

Monitoring quality and customer satisfaction

With the“Quality Observer” program, Flying Blue members are invited to perform objective quality audits by using an exclusive app. More than 65,000 frequent customers have participated in this program. Its goal is to safeguard a consistent product and service delivery around the world, based on more than 60,000 quality assessments performed annually. The results are included in a reporting tool that is available to different internal stakeholders.

The eSCORE online program measures passenger satisfaction on all Air France and KLM flights, with specific and tailored questions. The information gathered contains passenger profiles and choices, segmentation questions, as well as satisfaction scores covering the entire customer experience. Nearly 1 million responses a year are received and analyzed to constantly improve and customize products and services.

Customer satisfaction is also measured through special monitors at different touchpoints before and after the flight, as well as via call centers, websites, social media, etc.

To further improve the customer experience when responding to these satisfaction questionnaires, the Air France KLM Group launched a project that will lead to eSCORE and Quality Observer’s replacement in 2019. This new, more flexible platform aims to integrate other tools for measuring customer satisfaction before and after the flight.


Over 37 million users of Air France and KLM social media pages

You can find Air France and KLM on Facebook, Twitter, YouTube, LinkedIn, and various other networks. We use these social media networks to answer passengers’ questions, publish the latest Air France and KLM news, announce our special offers, inspire, provide flight information and assist passengers with their requests.

Three Air France social media teams (social brand, social commerce, social servicing), with 150 advisers in more than 100 countries daily support 4000 interactions, 24/7, in French and English and seven other languages.


We have chosen the distinctive strategic approach of putting customers at the heart of our considerations: striving to make it to the top in operational performance and products and achieve distinction with the quality of our Customer Relations. Synergizing the digital and human elements enables Air France-KLM to offer a quality caring relationship.

At Air France, the “Caring Attitude” is the governing principle of our service personalization actions, both through digitalization (website, apps, and social networks) and through staff actions. Some examples in 2018:

  • A “complete customer account record” allows front-line and customer-related personnel to see the customer profile and their travel experience.
  • 25,000 front-line staff, both ground and flight crew, have tablets on which they use the “Customer Continuity” system. When a customer reports a particular circumstance or an incident, this information can be shared between employees, who are then able to act by developing a very personalized approach or by suggesting an action which will make a difference: another seat onboard, a sign of appreciation, a surprise for a customer’s honeymoon, birthday or a home return flight, etc.

  • An “inflight customer feedback” is in place on all long-haul flights, and will be extended to medium-haul flights. It is about collecting customers’ opinions “in the heat of the moment”, after landing, which should enable the crew to implement relevant actions that will improve customer satisfaction on their return flight. Asking immediate feedback from customers has since become widespread everywhere in the company.
  • For international customers, at Paris-Charles de Gaulle’s airport, multicultural teams are responsible for monitoring flights, taking into account the particularities and expectations of the clientele. Before the flight, Air France Play allows you to download a selection of international press and music. On board, many world music and movies are available. More than 1,500 hostesses and stewards are trained in international standards and the specific expectations of customers in their language and with respect to their cultural codes. On many of these lines, dishes that match the preferences of specific travelers are offered.
  • The cooperative approach was further developed with the Customer Club. 20 workshops with customers and employees were organized around the theme of Customer Experience.
  • For the fourth year in a row, Air France was awarded the “Podium de la Relation Client” prize. Selected on the basis of a BearingPoint and Kantar TNS survey among a sample of 4,000 French people, the award reflects the recognition of our clients and the steady efforts of Air France focused on the criteria related to the personalization of the customer experience.

Air France and KLM share a common ambition to make a difference by being close to their customers. For the jointly working international teams, a common language that connects the mottos of the two brands – Air France’s “caring relationship” and KLM’s “Moving your world” – has been defined. This shared vision of service has been established around 4 service attitudes and 5 customer experiences under the heading “We care for our customers”.

Among KLM’s initiatives to create ‘memorable experiences’ for their customers is the collaboration with Return to Sender on “Gifts for Care” project. Return to Sender is a company that brings unique handcrafted products from all around the world to the Netherlands. Made with a love for tradition and craft, these authentic products are created by artisans in the poorest regions of the world. These unique gifts provide the crew with another tool to approach passengers on board in a way that fits the KLM mission: Moving your world by creating memorable experiences.

On Air France flights, in the frame of Gifts for Care, crew members can please, surprise and move a particular passenger, offering onboard a personalized gift.
The gifts are from the sustainable economy, and made by organisations supported by the Air France corporate foundation.


Takes care

In order to better flag initiatives related to CSR, the Group embedded CSR actions of all its commercial brands under the label Takes Care.

The KLM Takes Care online platform ( is dedicated to providing information on all relevant topics, engaging in dialogue, and providing a forum for discussion on sustainability. The KLM Takes Care platform and logo make it easy to identify sustainability initiatives both online and offline.

Air France-KLM kept its place on the 2018 Fortune’s list of the World’s Most Admired Companies, ranking fourth in the “Airlines” category. The economic assessors particularly noted the Group’s excellent performance in terms of innovation, quality of its products and services, and its social and environmental responsibility.

Materiality assessment

A materiality analysis whose goal was to evaluate Air France-KLM CSR strategy, was carried out in 2017. It enabled customers of our companies to evaluate 26 topics, prioritize and rate their importance, but also to evaluate the performance of Air France-KLM.

20,000 corporate and individual customers were invited to participate in this survey, with a response rate of 10%. According to them, the top 5 topics are presented in the visual.