Question 1

Why did easyJet decide to implement a customer engagement platform?

Accepted Answer

To deliver ease and reliability across the end-to-end customer journey; drive next-best experiences, commercial value, and digital innovation; securely manage, store, and use data; and get closer to customers. The customer experience is influenced by both operations (service/disruption) and marketing (right channel, right time, right message), so easyJet embarked on a customer data foundations transformation and onboarded Braze as part of that journey.

Question 2

How did easyJet approach selecting Braze?

Accepted Answer

They set a clear vision (customer-first, data-driven, best-in-Europe CX), assessed the current state (capabilities, data used/not used, access limitations), and completed a gap analysis tied to business use cases and requirements. This led to an RFP in which Braze was awarded.

Question 3

What vendor and product criteria mattered in the decision to implement a new customer engagement platform?

Accepted Answer

Ability to use marketing data to deliver great comms; strong web and mobile capabilities; omnichannel marketing and orchestration; privacy-safe, compliant data handling (permissions and opt-ins) plus the ability to capture new data; intuitive UI for audience management and segmentation; access to insights; AI-type capabilities to inform comms; and reporting/measurement. Partnership and collaboration were critical: support, hand-holding, understanding the brand and objectives, and incorporating feedback into the product roadmap. Braze’s independence, best-of-breed focus, enterprise solution, and strong vendor–client relationships were highlighted.

Question 4

How is easyJet rolling out channels in Braze?

Accepted Answer

Iteratively, with clear milestones: stand up the platform, reduce dependency on legacy systems, and manage continuous improvement via a single front door process. They started with email and have a roadmap for SMS, app and web SDKs, push, in-app messaging, and web personalization. Channels are tested as they’re added. They’re also leveraging landing pages to collect registered customers and build their owned database.

Question 5

How is success with Braze being measured?

Accepted Answer

Program-level KPIs and KTIs tied to the vision, including: number of campaigns transitioned and managed in Braze (and managed internally), and efficiencies from decommissioning legacy systems (associated costs stop). They implemented new ways of working (single front door, target operating model, engagement cadence) and track adoption. For marketing impact, they set global control cells in Braze to baseline incremental uplift from marketing overall, evolving into experimentation on channels, creatives, timing, and hypotheses to learn and inform strategy.

Question 6

What has Braze changed so far for easyJet?

Accepted Answer

It inspired teams to consider the art of the possible, think differently, and be more innovative and customer-first. They’re joining data and channels more effectively, becoming more dynamic with content and timeliness, optimizing channel use, and increasing personalization and relevance. Foundations are laid; the roadmap and additional data sources are next.

Question 7

What advice would you give to organizations implementing Braze?

Accepted Answer

Have a clear vision and lay foundations; be realistic about timing; take a phased approach; prioritize, simplify, and evolve. Establish strong ways of working across people, process, and tech; collaborate across teams and with partners; follow a clear flow from strategy to briefing, delivery, testing, and measurement; ensure platforms work together seamlessly; and build the skills to manage, monitor, and evolve capabilities. In short: people, process, tech.

Silo-Busting: easyJet’s Flight Path to Unified Customer Engagement

Sandy Ghuman

Alexandra Mocanu

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