Video 1 v. Mette Zartov, servicechef i Bravo Tours

Overview

• Speaker: Mette (service manager at BravoTours, 23 years with the company). She describes BravoTours’ service organization, operating practices, and how customer service is embedded into strategy and performance measurement.
• Core message: customer service is treated as a strategic, measurable pillar equal to financial goals. Operations are organized around an omnichannel pre-departure service function and a destination-level service routine to secure repeat business.

Frameworks, processes and playbooks

• Service promise / customer promise — company-level service strategy that serves as the backbone for all teams and operations.

  “With you all the way”

• Training playbook for frontline staff and tour guides — standardized and repeatedly reinforced training so employees “know to deliver a five‑star experience.”

• Omnichannel pre-departure service model — a single department handles in-person, phone, email and social-media interactions related to bookings and pre-trip questions.
• Daily destination feedback loop — destination teams record service metrics after each flight/week and review hotel fit and guest happiness.
• KPI parity framework — service metrics are treated on equal footing with financial metrics when setting annual objectives and evaluating performance.

Key metrics, KPIs and capacity figures

• Staff: approximately 12 people located in the sales/service desk handling in-person and phone interactions.
• Call volume: around 550 inbound calls per day (pre-departure inquiries, trip questions, luggage rules, etc.).
• Service quality target: “Five‑star experience” (qualitative standard embedded in training and measurement).
• Measurement cadence: operational service figures measured daily; service metrics are used alongside financial goals in annual planning.
• Destination KPIs (monitored implicitly): weekly guest satisfaction, suitability/quality of hotels, number of satisfied guests per week/flight departure.

Concrete examples and operational details

• Channel mix: many customers book via the website but still call for reassurance — the company supports hybrid customer behavior.
• Physical storefront: guests can walk in, meet staff, and have face-to-face conversations over coffee as part of the sales/service offering.
• Social media and email: increasingly important channels for pre-departure communication; emails and social messages are routed to the same department.
• Destination practice: every time a plane departs the destination team updates service numbers to track how “this week” went.

Actionable recommendations

• Treat customer satisfaction metrics as strategic KPIs and set them equal to financial targets during annual planning (OKR-style alignment).
• Create and document a clear service promise that all staff can reference and be trained on.
• Centralize pre-departure communications across channels (phone, email, social, in-person) to ensure consistent service and measurement.
• Implement daily/weekly feedback loops at operational sites (e.g., after flight departures) to quickly identify hotel or service issues.
• Use call-volume data (e.g., ~550 calls/day) for staff capacity planning and shift scheduling; train multi-channel agents for web/email/social overflow.
• Maintain visible, repeatable training for frontline and destination staff to sustain the five‑star standard.

Presenter / source

• Mette (service manager, BravoTours) — identified in the video as Mette Sov / Mette Zartov (servicechef i Bravo Tours).