proposition that we offer our customers
as part of our overall transformation
roadmap.” Then EL AL considers its
digital platforms, which includes not
only upgrading its digital channels but
also transforming the way the company
thinks of and develops these channels,
moving from “a project view of the world,
to a product view of the world” with the
aspiration of operating like a “native
digital player”. The last value multiplier is
leveraging data and advanced analytics,
which Markovitch says is essentially
managing data as an asset, embedding
data-driven tools into every decision the
business makes, and using insights
to increase profitability.
These capabilities work together to
deliver innovative digital products to EL
AL’s customers. For example, customer
research showed that one of the
issues for customers traveling abroad
is the cost of a taxi to the airport.
As a response, EL AL developed an
innovative digital platform called
“Ta x i P o o l”. This is one of the first
services of its kind, designed to
facilitate sharing taxis for customers
who travel from the airport to the same
hotel or hotels in close proximity. The
system connects people who are
taking the same flight, matching up
groups who can pool a taxi to save
money. This service is provided by EL
AL to customers all over the world, no
matter what airline they are using.
These capabilities are further
accelerated by implementing startup
technology solutions. One example is
a hybrid chatbot EL AL launched to
assist customers, which can be
accessed through WhatsApp or
Facebook Messenger. The hybrid bot
mixes state of the art AI with human
support. Should the bot be unable to
provide a solution to the customer,
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$2 .1.bn
19 4 8
6,000
Approximate
revenue (USD)
Year founded
Approximate number
of employees
151151
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