Tag Archives: airlines

Never Stop Looking for Improvement

Never Stop Looking for Improvement

GUEST POST from Shep Hyken

If it’s working fine, why mess with it?

Well, whatever “it” is may work just fine, but that doesn’t mean it couldn’t be better.

This idea came to me as I read an article about United Airlines changing the way passengers board the plane. Most airlines put passengers in groups and call them in order. United will continue doing this but make changes to some of the groups. First-class passengers and higher-level frequent fliers won’t notice, but there will be a change once Group 4 is called. Passengers with window seats will board first, followed by passengers in middle seats, and eventually, passengers with aisle seats. This new process will save two minutes.

Now, you might be thinking, “Two minutes. Big deal!” But, in the airline business, two minutes is a big deal. A mismanaged boarding process could delay the departure and cause disruptions throughout the day. So, while two minutes may not seem like much, the goal is to always look for ways to streamline an often chaotic process.

Improvement Cartoon of Shep Hyken

This story has at least two lessons. First, every company should tinker with what’s working by experimenting and looking for better ways to do “what they’ve always done,” even if it’s working. And second, small changes can add up to make a bigger difference when combined.

So, you have two choices:

  1. Do it the way you’ve always done it. Don’t question it. If it works, don’t try to change it. Unfortunately, many companies operate this way and miss opportunities to improve.
  2. Always look to improve everything, even when it’s working well. It doesn’t matter how long you’ve been doing something that works, come back on a regular basis – maybe annually – and take a closer look. This is an excellent way to use a Journey Map. Look at every interaction point a customer has with your organization and ask, “Is there a way to make it better?” While there may not be a better way today, keep asking the question; you might find one over time.

Zig Ziglar, the famous motivational speaker, used to tell a story of a little girl who asked her mom, “Why do we cut the end off the roast before we put it in the oven?” Mom answered, “Because that’s how your grandmother taught me to cook it.” So, the little girl went to her grandmother and asked the same question. Grandma answered, “Because that’s how your great-grandmother taught me.” So, the little girl went to her great-grandmother and asked the same question. Great Grandma responded, “Because back then, the ovens were smaller than they are today, so we had to cut off the end to get it to fit.”

The moral of the story is if something worked yesterday, that doesn’t mean it’s the best thing to do today. Always look for improvement.

Image Credits: Shep Hyken, Pexels

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Frontier Airlines Ends Human-to-Human Customer Service

Frontier Airlines Ends Human-to-Human Customer Service

GUEST POST from Shep Hyken

In a bold move to cut costs, Frontier Airlines announced that it would no longer offer human-to-human customer support. As a customer service expert, I was surprised at this move. I have waited to see the fallout, if any, and thought the company might backpedal and reinstate traditional phone support. After almost two months, it hasn’t returned to conventional customer support. The dust has settled a bit, and people (passengers and employees) are adjusting to the decision.

The decision to go digital is different from the decision Northwest Airlines (which eventually merged with Delta) made in 1999 to introduce online check-in to its passengers. The idea behind that technology, and eventually the technology driving online reservations, was to give the customer a better and more convenient experience while at the same time increasing efficiency. The big difference in that decision versus Frontier’s was that there has always been (and still is) an option to connect to a live agent. If passengers didn’t want to use the self-service tools the airline provided, they could still talk to someone who could help them.

That does not appear to be the case with Frontier. There is no other option. The airline is relying on digital support. If you check the website for ways to contact them outside of their self-service options on the site or mobile app, you can use chat, email or file a formal written complaint. Chat is in the moment, and can deliver a good experience—even if it’s AI doing the chatting (and not a human). Email or a written complaint could take too long to resolve an immediate problem, such as rebooking a flight for any last-minute reason.

For some background, Frontier Airlines is a low-cost carrier based in Denver. It has plenty of competition, and when you combine that with rising expenses in almost every area of business and a tough economy, Frontier, just like any other company in almost any industry, is looking to cut costs. In a recent Forbes article, I shared the prediction that some companies will make the mistake of cutting expenses in the wrong places. Those “wrong places” are anywhere the customer will notice. Cutting off phone support to a live human, just one of Frontier’s cost-cutting strategies, is one of those places the customer may notice first.

If a customer wants to change or cancel a flight, make a lost-luggage claim and more, if they have the information they need on hand and the system is intuitive and easy to navigate, the experience could be better than waiting on hold for a live agent. Our customer service research found that 71% of customers are willing to use self-service options. That said, the phone is still the No. 1 channel customers prefer to use when they have a problem, question or complaint.

Frontier’s decision to stop human-to-human customer support has generated controversy and criticism from customers/passengers and employees. The company’s management defends its decision, stating that they need to cut costs to remain competitive. They claim you can eventually reach a human, but their passengers will first have to exhaust the digital options. While self-service automated customer support may help the airline cut costs and increase efficiency, it obviously frustrates customers and negatively impacts employees.

The big concern is that 100% digital or self-service support is still too new. We are still a long way from technology completely replacing the human-to-human interactions we’re used to in the customer service and support worlds. Efficiency is important, but so is the relationship you maintain with your customers and employees. It takes a balance. The best companies figure this out.

Consider this: Video did not kill the radio star. ATMs were predicted to eliminate the need for bank tellers. And for the foreseeable future, technology will not kill live, human-to-human interactions. Frontier customers looking to save money will be forced to adapt to its new way of customer service. Knowing this upfront will help. But also consider this, something I’ve been preaching for several years: The greatest technology in the world hasn’t replaced the ultimate relationship-building tool between a customer and a business, and that is the human touch.

This article was originally published on Forbes.com.

Image Credit: Pixabay

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How the Customer in 9C Saved Continental Airlines from Bankruptcy

GUEST POST from Howard Tiersky

When Gordon Bethune took over as CEO of Continental Airlines in 1994, the carrier had just emerged from its second bankruptcy and was headed for their third and potentially final round.

US Department of Transportation statistics from that year show among the ten largest US airlines, Continental ranked dead last in every single key customer service metric.

Against all odds, Bethune was able to turn the company around.

He did it with outstanding leadership, no doubt, but also through the help of one very significant “customer.”

Bethune’s Litmus Test

In his book, From Worst to First, Continental’s Remarkable Comeback, Bethune describes the challenges he faced when he first became CEO of the troubled carrier, including an overwhelming list of problems with the customer experience, on the ground and in the air.

It was too much to tackle all at once, and due to the company’s poor financial performance, money was short.

If the limited resources weren’t used properly, it could mean the end.

Bethune needed a simple method that the executives and managers in his organization could use as a litmus test for what was important when making decisions.

Customer in 9C

Bethune introduced the concept of “The Customer in Seat 9C” — a composite image of their best customer segment —business travelers— who were paying a premium fare and willing to pay more if their experience could be improved in meaningful ways.

Continental analyzed, then pinpointed the key traits, preferences, and concerns of “The Customer in Seat 9C.”

When prioritizing or deciding between different approaches, employees were trained to ask, “What would make a difference for the Customer in Seat 9C? What would make them prefer to fly with us? What would they be willing to pay more for?”

Over the next ten years, with this simple but disciplined focus, Bethune “piloted” Continental out of bankruptcy and to the title of “Fortune’s #1 Most Admired Global Airline.”

Why Your Customers Are Like Snowflakes

Of course, the concept of what “The Customer in Seat 9C” wants is a massive generalization.

On one flight, 9C could be occupied by a 60-year-old bank executive and on the next by a 23-year-old running an organic farming business.

Surely, their needs are not identical.

Like Snowflakes, Every One of Your Customers is a Completely Unique Human Being. But, Also Like Snowflakes, Many Are Extremely Similar

You may very well have noticed this during your customer research.

After listening to 40 contact center interactions with customers calling to order parts, or talking to 15 brides shopping for wedding dresses, or speaking to a dozen owners of luxury cars, while you hear many unique stories, you also start to hear the same themes over and over.

Identifying these patterns is a key part of your customer research.

Once you can analyze and synthesize all of your data, then you get actionable insight that you can use to drive your decision-making.

Personas Are Powerful

Personas are Powerful

That’s why it’s so critical to have customer personas developed for your company that any employee can quickly understand and internalize. It’s great to have decks full of customer data, but a simple, easy to understand vision of who the customer is and what they care first and foremost about makes it actionable to the enterprise.

Your Turn

Do you use customer personas at your company? If so what impact have they had?

Image Credit: Wikimedia Commons

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Mask of the Road Warrior – The Xupermask

Xupermask on WILL.I.AM

WILL.I.AM and Honeywell have collaborated to bring the Xupermask to market.

What is the Xupermask?

It’s probably easiest to describe the Xupermask as equal parts: health & safety equipment, personal electronics, and fashion statement.

At its heart the Xupermask is a human-centered design intended to empower the user to feel both safe AND productive. It addresses the following set of user needs that are mostly unmet by traditional mask options:

1. Fits well to the face so escaping air doesn’t fog up your glasses
2. Fit also better prevents unsafe air from entering
3. Fans improve the ease of respiration
4. HEPA filters improve air quality
5. Built-in microphone for easier and safer phone calls
6. Built-in Bluetooth noise cancelling headphones for phone and entertainment

For me, the Xupermask seems like overkill for many day to day situations.

But, when I think about getting on public transport every day or flying on a commercial airline cross-country or across an ocean, the idea of having a Xupermask to wear becomes quite appealing.

And for those of us in the western United States, this could come in quite handy during forest fire season – just saying.

What do you think about the Xupermask?

Innovation or not?

Image credit: Xupermask


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