Optimizing Cargo Contact Centers

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IGT enhanced customer satisfaction score (CSAT) by 87% for a leading airline by optimizing its cargo contact center operations.

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A leading U.S. airline providing passenger and cargo services and operates in over 1000 destinations worldwide.

Improving operational efficiencies to ensure optimal CSAT scores for the Cargo business

Business Need

  • Operational inefficiencies due to captive environment
  • Inability to manage seasonality of market requirements
  • Low CSAT (customer satisfaction) scores
  • Enhancing customer experience and optimizing call handling

IGT Solution
Cargo is a leading driver of global trade and ensuring consistent quality, efficiency and communications remains ever critical to the industry. IGT’s assessment of the on-going process and market scenario identified inefficiencies in call management, issue resolution times and booking process, leading to poor CSAT scores. Both General Cargo tracking and pet cargo handling calls were found to have recorded the lowest CSAT scores. To drive a quick turnaround, different call categories were outlined for structural and communication optimization based on growth scenarios, traffic forecasts yielding long-term CSAT value.

Tools & Techniques

Used: Tools: Citrix, SHARES, UC360, Unimatic, BART, Cargo Manual
Techniques: Kano Model, CTQ Tree, Fishbone Analysis, Regression Analysis, Boxplot Analysis

Dedicated Project Team: A Six Sigma Project was launched to reduce variation between the calls and improve customer satisfaction. IGT undertook a phased approach to ensure optimum efficiency; smooth handling of processes and managing the standard deviation. A dedicated panel of IGT Travel Experts consisting of a Six Sigma Professional and Subject Matter Experts (SMEs) from both operations and quality teams was brought together.

DMAIC Approach: Absolute focus was applied on analyzing all factors leading to customer dissatisfaction and providing solutions to improve overall customer satisfaction performance. A complete end-to-end enablement process from ‘Define to Control’ phase of the Six Sigma project was adopted to drive short-term customer experience as well as future consistency in CSAT. Steps:
Define->Measure-> Analyze-> Enable
Define: Critical-to-Quality (CTQs) parameters were defined along with the project scoping and statement of current performance statistics as benchmarks to sustainable efficiency.

Measure: IGT’s domain-specific travel experts utilized industry models to measure inconsistency in CSAT scores. Kano Model was used to identify and move from TGW (Things gone Wrong) to TGR (Things gone Right). One key finding was the correlation of Customer handling time with CSAT. It was observed that longer the call time, higher the DSAT in case of General Cargo calls.

Analyze: Additionally, Fishbone analysis and regression analysis were conducted to derive the statistical relationship of CSAT with various factors like communication, resolution and response time. Weekly CSAT prediction model was derived using observations from regression analysis. Boxplot analysis was conducted to verify team variation across the floor which suggested that not all agents have been following the defined process.

Improve: IGT introduced LEAP (Learning Efficiency & Accuracy Program), a three-phased process-focused training program for all agents to improve their customer handling skills forging long-term loyalty, business continuity and CSAT growth. Refresher modules were prepared for agents and an average assessment score of 85% was achieved. Efficiency was further enhanced through:

  • Scenario-based Refreshers
  • Call Listening Session & Self-evaluation
  • Tool Utilization Spot-check
  • Pet New Booking Role-play

New Initiatives: To ensure sustainable operational excellence IGT implemented business process redesign with successful system migration to Citrix and a new call back process. A centralized knowledge repository tool was implemented for all process and product related updates. IGT established a TL Mentorship Program dedicated to drive better synergies between the Team Leads and the agents.


IGT met the Airline’s strategic priorities to ensure CSAT, stay competitive and provide the prerequisites for long-term sustainable business value.

  • Improved Customer satisfaction with a consistent CSAT score of 87%
  • Reduction in DSAT by 60%
  • TAT and SLA compliance hit 100%
  • Call handling Time reduced by 70%