Importance
Vision, and Mission of Customer Relationship Management Operations
Vision:
To be a leading organization with a modern and efficient customer relationship management system.
Mission:
To manage customer relationships with airlines, passengers, commercial operators/tenants, and airport service users in order to enhance customer satisfaction and build business partnerships.
The management and operations within AOT’s airports directly affect the satisfaction of customers and stakeholders, including airlines, passengers, airport users, and commercial operators/tenants. Key factors influencing customer satisfaction include the ability to respond effectively and promptly to the needs of customers and users, efficient flight scheduling to ensure smooth and seamless air traffic operations, and the maintenance of clean, comfortable, and accessible terminal facilities. These factors contribute to a positive experience for tourists and service users at AOT airports.
Service quality is a critical success factor for the organization. Customer satisfaction not only creates a favorable impression and experience for users but also leads to long-term profitability and a positive reputation. Conversely, if AOT fails to adequately meet customer expectations, it may result in negative impacts on satisfaction, trust, and the organization’s image and reputation. Such negative perceptions can easily spread through word-of-mouth among travelers worldwide. Therefore, AOT is committed to continuously developing and maintaining high service standards in strict compliance with international benchmarks, such as the standards set by the International Civil Aviation Organization (ICAO) and the Airports Council International (ACI).
Management Approach
AOT is committed to enhancing its customer relationship management by strengthening customer satisfaction at every service touchpoint. The goal is to create a memorable experience and elevate the quality of airport services to meet the expectations of passengers and stakeholders.
| Service Improvement Goals | Planning and Responsibility Assignment |
|---|---|
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The development approach has been designated as one of the key performance indicators in AOT’s Corporate Plan for Fiscal Years 2023–2027 (Revised for FY2024), and has been defined as part of AOT’s Customer Relationship Management (CRM) strategy.
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Governance Structure and Policy Implementation for Customer Relationship Management at AOT
| KPI | Performance 2024 |
Target | ||||
|---|---|---|---|---|---|---|
| 2024 | 2025 | 2026 | 2027 | |||
| Develop initiatives to enhance satisfaction across all service touchpoints to improve process efficiency and overall passenger satisfaction (Inspire Memorable Airport Experience) | ||||||
| 1. Suvarnabhumi Airport ranking by Skytrax | 58 | 58 | 50 | 46 | 34 | |
| 2. Overall passenger satisfaction score for Airport Service Quality (ASQ) | ||||||
| ● Suvarnabhumi Airport | 4.19 | 4.15 | 4.18 | 4.24 | 4.30 | |
| ● Don Mueang Airport | 4.17 | 4.15 | 4.20 | 4.25 | 4.30 | |
| ● Phuket Airport | 4.30 | 4.32 | 4.33 | 4.34 | 4.35 | |
| ● Chiang Mai Airport | 4.07 | 4.07 | 4.09 | 4.10 | 4.12 | |
| ● Hat Yai Airport | 4.14 | 4.12 | 4.14 | 4.15 | 4.17 | |
| ● Chiang Rai Airport | 4.28 | 4.20 | 4.22 | 4.26 | 4.30 | |
| 3. Number of airports ranked as Performers by ACI | 3 | 2 | 3 | 4 | 4 | |
AOT's Customer Relationship Management Strategy
AOT recognizes the increasing competitiveness in the aviation industry both domestically and globally. In response, AOT places a strong emphasis on Customer Relationship Management (CRM) to enhance its ability to meet customer needs, improve satisfaction, and foster long-term relationships. The strategy focuses on the importance of both customers and service users in strengthening the company’s revenue and long-term corporate image.
AOT’s CRM approach is based on two key principles:
- Delivering appropriate and tailored value to customers and service users
The value offered must be aligned with each customer’s expected long-term contribution in terms of revenue and return on investment, ensuring that the benefits provided are commensurate with the costs incurred. - Creating service value that truly meets customer needs
This involves analyzing customer behavior and preferences to design personalized offerings and services that are relevant and resonate with them at every point of interaction or service touchpoint.
This approach contributes to customer retention and expansion, leading to long-term profitability for the organization.
Moreover, the implementation of Customer Relationship Management (CRM) within the organization helps reduce service costs and expenditures by enhancing the efficiency of customer interactions and the delivery of value through products and services.
AOT has defined four key CRM strategies as follows:
| Strategy | Plan |
|---|---|
| 1. Strategy to Enhance Responsiveness to Customer Needs |
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| 2. Strategy to Improve Organizational Operational Efficiency |
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| 3. Strategy to Create Sustainable Customer Engagement and Motivation |
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| 4. Strategy to Promote a Positive Organizational Image to Customers |
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Key Success Factors Influencing the Development of AOT’s Customer Relationship Management Operations
ช่องทางรับข้อร้องเรียนและข้อเสนอแนะ
ทอท. กำหนดช่องทางรับข้อร้องเรียนและข้อเสนอแนะที่หลากหลายตามความเหมาะสมสําหรับลูกค้าแต่ละกลุ่ม โดยข้อร้องเรียนที่ผ่านการคัดกรองจะถูกส่งต่อไปยังส่วนงานที่เกี่ยวข้อง เพื่อดำเนินการปรับปรุงแก้ไขตามกระบวนการจัดการข้อร้องเรียนและจัดทำรายงานสถิติ สำหรับผลการดำเนินการแก้ไขข้อร้องเรียนจะถูกรายงานต่อผู้บริหารระดับสูงของแต่ละท่าอากาศยานเป็นประจำทุกเดือนและทุกไตรมาส และสื่อสารให้กับฝ่ายสื่อสารองค์กร ฝ่ายพัฒนาธุรกิจพาณิชย์และการบิน และฝ่ายกลยุทธ์นวัตกรรม เพื่อยกระดับคุณภาพการให้บริการแก่ลูกค้าและสร้างความสามารถในการแข่งขัน พร้อมทบทวนแนวทางการจัดการข้อร้องเรียนให้เกิดประสิทธิภาพสูงสุด
Implementation
AOT enhances customer satisfaction by analyzing key Airport Service Touch Points, integrating data from four primary airport service assessment tools. These include quantitative data such as Level of Service (LOS), and qualitative data such as Airport Service Quality (ASQ). Additionally, insights are gathered through direct Customer Feedback and Focus Group discussions with commercial operators and airline representatives. This integrated approach enables AOT to continuously improve its services and align them with passenger expectations.
Customer Satisfaction Survey
1. Level of Service: LoS
The Level of Service (LoS) is a tool used to evaluate service performance along the passenger journey—both inbound and outbound—by measuring wait times and passenger density across key airport touchpoints. These include passenger lounges, check-in counters, security screening areas, baggage screening points for departing passengers, and boarding gates. LoS assessments are classified into four categories: Under-Provided, Sub-Optimum, Optimum, and Over-Design.
2. Airport Service Quality: ASQ
AOT participates in the Airport Service Quality (ASQ) program conducted by Airports Council International (ACI), a globally recognized benchmark in airport service performance. This evaluation measures passenger satisfaction through a standardized questionnaire used worldwide. Sample indicators assessed under the ASQ program include check-in experience, availability of public transportation, satisfaction with shops and restaurants (products/services), security screening processes, and the service provided by airport staff.
3. Customer Feedback
AOT collects and analyzes statistics on complaints, suggestions, and compliments to improve its services and overall business operations. The analysis incorporates theories, academic research, best practices, and insights from leading international airports. At present, AOT monitors passenger feedback across 17 key service touchpoints along the passenger journey. The aggregated data is used to enhance service quality on a monthly basis.
4. Focus Group Discussions with Commercial Operators and Airlines
AOT conducts satisfaction surveys with airline representatives, commercial operators, and other relevant stakeholders through both face-to-face and online workshops. These in-depth interviews aim to identify critical factors influencing customer loyalty, with reference to the Net Promoter Score (NPS) framework.
AOT has appointed the Customer Service Department, comprising the Customer Services Division, the VIP and Customer Relations Division, and the Complaint Management Divisions at each airport, to be responsible for monitoring the results of customer satisfaction surveys, conducting focus group discussions with commercial operators and airlines, and reviewing reports submitted through various complaint channels. Each fiscal year, all relevant departments convene monthly meetings covering the following 5 key topics:
Online Services
Online services represent a key initiative in enhancing service quality and generating revenue in Airports of Thailand’s (AOT) non-aeronautical business segment, which accounts for over 54% of the company’s total income. These services encompass a wide range of offerings, including duty-free shopping, retail and dining outlets within airport premises, and ground services such as check-in facilities—all designed to provide greater convenience and efficiency for airport users.
To elevate the passenger experience, AOT has developed a suite of online services and digital solutions that facilitate seamless and secure transactions, including online payments and access to airport amenities. These innovations have contributed to AOT’s revenue growth, with online services accounting for 0.039% of total income.
AOT’s digital platforms and core services include:
- SAWASDEE by AOT Application
Service Reservations: Passengers can book various airport services such as lounges, parking, and transportation directly through the application. - Digital Advertising
Online Advertising: AOT leverages digital platforms to offer advertising space to business owners, thereby generating revenue from advertising fees. - AOT Digital Airports
Integrated Services: This initiative involves the development of innovative systems that connect all of the airport’s IT systems to enhance convenience for airport users. It integrates digital platforms across all airport systems, including related agencies, to improve operational efficiency and passenger experience. This integration also supports multiple revenue channels, such as premium services and business partnerships. - Integration of Electronic Payment Systems (E-Payment)
SAWASDEE by AOT Application: The application supports multiple payment methods including credit/debit cards, e-wallets, and other digital payment solutions, enabling users to complete transactions conveniently and securely. With integration into Google Cloud’s data infrastructure, the SAWASDEE by AOT application can handle up to 10 times more usage than conventional applications and serves as a comprehensive travel application. - Cloud-Based Solutions: AOT has migrated its IT infrastructure to Google Cloud, a secure and scalable platform. This enables efficient management of online payments and data storage, in collaboration with SKY ICT, a provider of aviation technology solutions that supports AOT’s ground service IT systems.
Furthermore, AOT has implemented a robust Information Security and Privacy Management System along with stringent security measures to protect user data and ensure secure transactions. This includes data encryption and compliance with data protection regulations.
Performance
SAWASDEE by AOT
AOT has developed the “Sawasdee” application, a Super App that integrates all essential travel services into a single platform. The app is now fully operational across all 6 airports under AOT’s management, enhancing connectivity and service continuity for passengers.
| Flights | Flight Notifications | Taxi Reservation | Queue Time | |
| Real-time flight board data from airports for both arrivals and departures, including flight status, boarding gate, and other related information. | Receive important flight notifications such as schedule changes, gate changes, and other critical announcements. | Taxi booking service and dedicated waiting lanes for special passengers using the mobile application. | Displays queue time information at check-in counters, security checkpoints, and immigration counters to help passengers plan their journey efficiently. |  |
| SAWASDEE Pay | Privileges | Supported Languages 8 Languages |
Tourist Help | |
| Digital wallet developed in collaboration with Krungthai Bank, linked to debit and credit cards (Visa and MasterCard) for purchases at partner stores both inside and outside the airport. | Access to various privileges such as up to 50% discounts at airport shops, restaurants, and service providers. |
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Collaboration with the Tourist Police to facilitate and ensure safety for travelers. |
Customer Satisfaction Survey
AOT conducted the annual customer satisfaction, dissatisfaction, and loyalty survey for the fiscal year 2024. The survey covered three key customer groups across AOT’s six airports: 129 airlines, 315 commercial operators/tenants, and 400 airport users. The survey employed the Likert rating scale to assess the level of satisfaction.
| Airlines | The area that received the highest satisfaction from airlines is safety and security measures. | |
| Overall Satisfaction | 3.17 | |
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Entrepreneurs/tenants |
The aspect that received the highest satisfaction from commercial operators/tenants is the service process and procedures. | |
| Overall Satisfaction | 3.64 | |
| ผู้ใช้บริการสนามบิน | ประเด็นที่ได้รับความพึงพอใจมากที่สุดจากผู้ใช้บริการสนามบินคือ ด้านเจ้าหน้าที่ผู้ให้บริการ | |
| ความพึงพอใจ โดยรวม |
3.23 | |
Based on the customer satisfaction survey of 3 groups
- airlines,
- Entrepreneurs/tenants
- airport users
the results can be summarized and utilized to enhance AOT’s service delivery in the future as follows:
Overall Satisfaction
All three customer groups expressed a moderate to high level of satisfaction with AOT’s services (scoring 3 or above out of 5). Notably, the commercial operators/tenants group reported a “very good” level of satisfaction, higher than the other groups.
| Service Strengths | Areas for Improvement |
|---|---|
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Airline Group
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The results of this survey reflect AOT’s service standards, which have been recognized as satisfactory by airport users. However, there remain opportunities to enhance various aspects of service delivery—particularly in the areas of facility management and the establishment of reasonable pricing structures—to ensure a consistently positive and sustainable customer experience across all groups.
Furthermore, feedback from the dissatisfaction survey reveals key areas that require special attention, especially regarding airport facilities and services such as utilities, restrooms, shops, restaurants (for both staff and passengers), and waiting areas. These aspects were consistently rated lower in satisfaction by all 3 customer groups. Additionally, it is recommended that AOT improve the management of airline operational support equipment—such as passenger boarding bridges and baggage conveyor systems—particularly at Phuket, Chiang Mai, Hat Yai, and Mae Fah Luang-Chiang Rai International Airports. These improvements would help enhance airline operational efficiency and elevate service quality to meet the long-term expectations of customers and airport users.
AOT's Customer Relationship Management (CRM) Projects
Example of Customer Satisfaction Survey Results Regarding AOT’s CRM Projects in Fiscal Year 2024
Suvarnabhumi Airport organized the seminar “Fostering Sustainable Relationships with Airside Personnel at BKK” on May 16, 2024.
The event aimed to strengthen sustainable relationships between airport operation staff and airside operators, including airlines, business partners, and relevant public and private agencies operating within the airside area at BKK. The objective was to enhance service quality, minimize errors and complaints, and foster collaboration and mutual understanding among stakeholders.
The seminar was held from May 16 to 17, 2024, at Ravindra Beach Resort & Spa, Chonburi Province, with over 99 participants joining the event.
Example of AOT’s Customer Relationship Management (CRM) Project
Following the results of the 2023 Customer Satisfaction and Dissatisfaction Survey, Airports of Thailand (AOT) implemented targeted CRM initiatives to respond to customer needs. During the AOT Service Quality Strategy Committee meeting, the survey findings were analyzed, focusing on indicators that scored below the average and areas where improvements could potentially increase the Airport Service Quality (ASQ) scores from 2023. These initiatives were implemented in 2024.
An example from Phuket International Airport includes improvements in the following areas:
- Facilities and Services: Comfort of waiting at gate areas
- Facilities and Services: Availability of seats at gate areas
- Airport Environment: Ambience
Approach to Addressing Customer Dissatisfaction
To address the issues identified from customer dissatisfaction, the committee resolved to redesign the seating layout in passenger waiting areas by introducing a variety of seating options. Plans were made to procure additional waiting chairs and bar stools equipped with charging ports. Furthermore, there is a proposal to renovate the 4th floor airside area of the International Terminal into a more ambient zone, including waiting areas and a designated Kids Zone, to enhance the comfort of passengers while they await boarding. This includes the establishment of a Nap Zone for those wishing to rest, along with enhancements to the overall airport environment to improve visual comfort.
Regarding seat comfort and waiting area capacity, AOT conducted a space assessment and calculated the appropriate number of seats required to accommodate passenger volume, based on the IATA’s Level of Service (LoS) standards. The sufficient number of seats should be able to accommodate approximately 50–70% of total passengers
Additional initiatives to improve the passenger experience include the installation of vertical gardens to create a relaxing atmosphere, LED screens to add visual engagement, upgraded lighting within terminals, and renovations to the third-floor food court in the Domestic Terminal, with a shift toward local cuisine to promote Phuket’s culinary culture.