Vodafone continue to undermine their customer experience….read my rant!

Love the strap-line “power to you” if only it was true – maybe it should read “Vodafone we abuse the power we think we have over you” not quite as catchy but at least it is true.

It seems that mobile companies cannot help themselves when it comes to killing their customer experience in pursuit of their own objectives. What do I mean, well I am sure we could all think of occasions where this has happened to us and this was my latest experience. As a customer I was encouraged to download the Vodafone app a potentially useful little tool for checking usage of my monthly allowances – that was the driver for me. I used it only occasionally but it was helpful particularly when travelling overseas.

So I switch on my phone last week to find the app image with “2” next to it indicating that Vodafone were communicating with me. The message basically said we want to a access your personal data “to improve the service” oh of course I thought – well in this age of data security no one gets access to any of my data unless I see real value in sharing it. So I declined the option thinking that was it!!! But no I then get a message saying that if I decline this then I won’t be able to use the app! WHAT!!!! Now that is firstly supreme arrogance that they believe this crappy little app is so significant to my life that I would immediately say “ok have my data” and secondly has completely ignored how I might react to this and feel about this…frankly I feel like cancelling my and my families contract….not rational I know, but when people make you angry you cease to be rational and that is a key point that businesses fail to comprehend.

Reading on I find that I can accept the request and then I can go into my phone and deny the requests through my settings – so let me see how that lands in terms of their customer effort score (bearing in kind that the lower the client effort the greater the propensity to be loyal)..and the answer is very very badly. Clearly the ‘design assumption’ is that people will agree and then forget to or not understand how to stop Vodafone from then accessing the data.

Trust is going to be an increasingly key element of our relationships with suppliers and there will be a few winners and lots of losers, Vodafone could have been one of the chosen few but with this approach have thrown away all trust they had built – with me at least, all for what? Access to some personal data that they hope to make money out of having access to ….dream on!

Clocks change an opportunity to deliver an experience…..

I had the pleasure of being in the village of Topsham in the South West of England for a birthday party – my wife and I were staying at The Salutation a pub, come gastro come B&B in the village.  This was last weekend and the evening that the clocks changed out of British Summer Time, something that it is easy to forget not least ahead of and after a big party night!

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So what lovely surprise to find the note pictured here on the pillow –  simple reminder but if you read the word an opportunity to highlight one of the key experiential parts of at the Bed & Breakfast establishment …yep how comfortable was the bed…and I can assure you it was and so we would highly recommend the beds at the Salutation!  It takes a bit of thought to take these opportunities to create the experience but it is these little things that really do count and what did it cost, yep NOTHING!  Will we now recommend this place to friends and even return ourselves yes we will 🙂

#thinkdifferently

It is the little things….

Found this throw back to my childhood in a local bar/restaurant

milk-bopttle

– it reminded me how memories can be keyed and recalled with all of the senses, in this case it was a visual cue the old fashioned milk bottle that I used to collect off the doorstep for my mum.  Of course in this case the team have taken the time and used some thought to not only use the iconic glass bottle in miniature BUT also to personalise that with a hand written message.  If could have been delivered in a simple jug but would not have had a tenth of the impact….you guessed it ..it passed my “it made me smile” test

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Updated post..BA take my “Expectation versus Customer Experience reality” test and score 2/10…

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This article generated a lot of interest when I published it here. It plays to the heart of the issue with Customer Experience which, in the end, is about delivering on the customer expectation that brands have actively created. Since the original post British Airways have announced formally that they will be charging for food on short haul flights – so I was on the money and have now updated this post to reflect this new information!

It is no longer acceptable to mislead and compromise that experience, hoping that, firstly, no-one will notice and, secondly, they will not call you out on social media or old-fashioned word of mouth for ‘cheating’ on the expectation.

Over the coming months, I shall be producing a series of brand experience ‘road tests’ to challenge and reward, hopefully in equal measure!

Since I penned the original review in September, it was interesting to see it being reported in the press that British Airways will in future charge for food on short-haul flights, via a commercial tie-up with the upmarket retailer Marks & Spencer, unlikely then, one would expect, to be cheap food to buy and now confirmed as being charged at a premium to the Marks and Spencer in-store prices..

Now if you have an ex-budget airline CEO running the ship – as BA does – you will be taking your leadership from someone who could think this is ‘evolving the brand’ (to a model he is more familiar with?). When the food story first broke I thought the idea was that you charge for food, which allows you to lower your flight price to compete with the real low-cost carriers of the world. The reality of this is simple: prices may initially drop a little but then they will creep back up because BA will always feel it is a cut above the ‘bucket airlines’ and deserves a premium. My assumption in September was, as it turns out, too generous in reality now that the Marks and Spencer tie up has been confirmed I understand from Press reports that fare prices will not be reduced to reflect this as clearly they believe the BA value proposition can stand the increase in cost and reduced service experience that we passengers will be treated to in future and BA will see a little bit more (bad) profit!!

What will be interesting is to see if the BA marketing and advertising teams recognise this degrading of the brand position and proactively provide an adjusted expectation for customers… or will they just hope we don’t notice.

OK, the background to ‘my experience’ is a trip to Edinburgh to play an annual golf event that has been running for some 27 years now.

I booked the flight some time ago through Expedia (£215.17), choosing to fly BA as it is a full service carrier, which I prefer to the low-cost alternatives. My expectation, based on hundreds of flights with BA over the years, was that it would be better from a safety point of view i.e. a relatively new and well maintained aircraft; sensible seating with a bit of leg room; plus, perhaps, some food and a luggage allowance. My expectation was based not only on previous experience but the company’s own advertising.

So, how did BA do?

I was thankful I checked in online as immediately I had a rather nasty surprise. When I clicked two bags to check in, I was informed that my ticket was hand baggage only. Even though the Expedia confirmation had a footnote that “The airline may charge additional fees for checked baggage”, my simple assumption, born of all previous experiences, was that as BA is full service I would get my two bags to check in. Apparently BA had introduced three new levels of charging including a basic service that was hand luggage only – that message never reached this loyal passenger with over 4500 tier points accumulated.

When I clicked to check in my ‘extra baggage’, I discovered that BA wanted to charge me another £170. If I had done this at the airport, the price would have been £260!!!! So, the cost of taking two bags, weighing less than 40kg, was more than my entire journey as a fully-grown adult weighing somewhat more than that. Unbelievable and totally unjustified, yet I had no choice, so did the deed.

Now on to the seating. Online, BA offered me a middle seat at the back of the plane: not ideal, so I moved my seat, only to discover that to do that they wanted to charge me another £11 for one option or £9 for another. What? I am now getting more than disappointed with my experience. I decide that the middle seat would do – they were all reasonable legroom, it was only a short flight, etc, etc. How wrong I was!!

I got to the airport, where check-in – unlike my previous experience a month earlier (see my earlier blog post) – was smooth and I was airside in under 20 minutes. Now on to the plane and… what’s this? BA has contracted the flight out to a Danish low-cost airline – Jettime – complete with Danish crew. The plane was old, the seating was so cramped that I had to adopt a very awkward elbows-tucked-in position for the entire flight to avoid pummelling my fellow passengers.

So now I am paying a premium price and flying on a low-cost carrier. I think that has to be close to illegal and, certainly, an awful brand experience. Rather bizarrely, amidst the Danish airline-branded crew and aircraft, the BA High Life magazine was in the seat pocket – attempting to suggest that this was a BA flight but, truthfully, only serving to emphasise what you were missing. To reinforce the ‘this is not BA’ point, the crew constantly referred to our destination as EdinBERG. Hmm :((

Now on to the return leg, which was delayed by over an hour but was a big BA jet, with seven seats across, so a busy flight for a short journey.

About 20 minutes before landing, the crew read out a long list of flight numbers, adding that the passengers on those inter-connecting flights should go to the International Transfer Desk as they had all been booked on later flights. Arghh! Poor people.

As the plane approached our gate, the captain came on the intercom to explain that our initial delay had been caused by having to take the bags of passengers who had not turned up to the flight off the aircraft. This, as we all know, can happen but he then blithely trotted out the script he has been given for just such occasions: “Sorry, I hope you have not been inconvenienced by the delay.”

Now hold on! He knows that a significant number of passengers have just been hugely inconvenienced and faced I don’t know how many hours’ delay connecting and probably other impacts at their destinations!!

Post-flight, I pick up the ‘how was everything for you?’ survey and provide honest feedback, ticking the box giving them my consent to contact me to discuss my answers.

I hold out no hope that BA will contact me (it is now October and of course they have not contacted me) or that they will even consider compensating me for my sub-standard experience. Of course, the impact in the mid-term for them is less business from me and the knock-on impact of me relaying this story, therefore undermining the tens of millions the company spends on brand advertising.

So what can be learned from this experience?

Firstly, someone in BA – no doubt distant for the actual flying experience – took a commercial decision to outsource the BA brand to a low-cost Danish provider. It makes you wonder if they have ever actually sat on the plane that is supposed to represent BA and justify its premium price position. I would think not because if the answer was yes they would have thought it acceptable – which is even worse. Outsourcing is a huge risk for businesses because, in reality, you outsource the experience – and in this case it palpably did not work. As I noted, there must also be a case for fraud through misrepresenting the experience/cost equation.

Second, if BA wants to maintain a premium brand position, it needs to reconsider adopting the commercial practices of low-cost carriers. I don’t mind that Ryanair charges for hold luggage or assigned seating; you are paying a very low base fare and then choosing to bolt on costs. You are in control and you know what you are getting. BA, however, should not expect passengers to pay for moving seat, for putting some bags in the hold. It is a full service airline, with high entry cost of a ticket, that now wants the pricing structures of a low-cost provider. That is a commercial decision and while it might generate a few more pounds, it is BAD PROFIT and will cost the business in the long run.

Finally, it is good to give your crew, particularly captains and flight crew, the words to use when things go wrong, but they also need to be smart enough to adapt what they say when they know that passengers are going to suffer major consequences as a result of a delay. Platitudes/insincerity only serve to inflame the situation and it was interesting to see that our captain failed to stand by the door saying goodbye to the unhappy passengers, choosing instead to remain locked away in his cockpit!

The British Airway Expectation versus actual Customer Experience score 2/10

#thinkdifferently

The ‘big data’ con in customer experience….

The big data con in customer experience: What is important is the right data, usable data at the right time. When it comes to measuring what customers really think about your business, it’s actually small data that really counts’.

 If you want to understand what makes customer experiences special just think about why you remember particular experiences in a positive light, sometimes it is because it just did what you expected but there will usually be some small detail or details that made the difference. The phrase “it is the little things that count” are at the heart of most great experiences. Contrast that with the image conjured up by the phrase ‘big data’, that we now hear everyday that is held up by many (usually with a vested interest) as the answer to defining customer experiences. I seem to remember that a few years ago CRM systems were going to perform the same miracle – help you to understand, manage and even predict what your customer s needs, desires and behaviour would be.

The issue here is not the value of big data, in the right context what can be achieved can be truly amazing – crunching immense quantities of information to unravel science, to produce cures for diseases – the question is where is the value in terms of customer experience design and delivery.

Customer experience is a practical deliverable ‘thing’ it is not a theory that requires a proof, therefore ‘data’ is only valuable if it can be used to either to reinforce the value of an existing customer experience or if it can be used to underpin change that can be connected to an improvement in the value to the end customer and the company.

When I talk to businesses about what can be seen as a highly complex area that requires a high degree of technical expertise and insight to engage with I ask some simple questions. In effect a mini sense check that any Executive could understand the answers to: how much do you spend on collecting customer data…on storing customer data…on analyzing customer data? How do you create value from your customer data?

Occasionally there is a high level of understanding in terms of the answers but in most there is a knowledge gap and if you don’t know the answers how can you begin to understand the return on investment of your own ‘engagement with the great big data race?’

In my book on the customer experience I am challenging companies to think about these fundamentals, it is too easy to invest just to be part of the game.

Over the years I have not come across many companies of any scale that have a shortage of data about their customers and knowledge about what happens inside their business – indeed more than enough to be able to act and improve their existing experience with no further investment.

To illustrate this just consider how a short analysis of the data around customer complaints usually reveals themes and repeated issues. I have seen first hand how when a Bank opens a new customer account, history (data) tells them where the potential new customer will have problems, how that will prompt some degree of customer distress, in-bound calls and therefore cost – yet this is not acted upon and instead the response is to react when the problem – that is entirely predictable – manifests itself! There is no logic to this behavior using prior knowledge to make tiny changes to the experience makes both experiential and commercial sense, after all it is the little things that count!

So why do these changes not happen? It is not about the absence of big data it is in most cases about the disconnects inside the company, in effect the business logic is broken and that means a lack of a clear view on the ownership of the design and management of key customer experience.

You can have all the customer data in the world at your fingertips but if the customer experience does not have a strong voice in the Executive you will deliver nothing of consequence.

The Customer Experience Book explores this and many more key issues in detail to provide practical guidance and helps to engage with improving experiences and commercial results.

Experience the new world (wooden) bicycle….it made me smile….hic!

I spotted this whilst in Majorca earlier in the summer, it stood out immediately because of the colour but on closer inspection you realise that this is actually a wooden bike fro an adult, the first one I have ever seen!  So I did a little investigation and was amazed to find that there is a whole industry out there producing all manner of amazing bikes made out of wood.  Yes you can buy a carbon fibre bike today (if you have enough money and don’t get me wrong some of the wooden bikes can cost thousands if you have the cash) but you can get one that weighs less than 10KG made of ash wood!!  Environmental as bicycles are when made out of metal they still have that carbon footprint and frankly the visual experience of these wooden bikes is amazing and fun – it makes you smile and as in some of the other posts in my blog that counts for a lot when I rank the “emotional experience” of a product – in this case I am sure it makes you smile as the rider and it makes passers by smile too –  a real double win!

Wooden Bike

Of course the picture below courtesy of ‘Woodbikes’ was almost enough to have me go out and buy one (….not that I would drink and ride of course) – it is a new take on the ‘water bottle’ holder on those boring old metal bikes….cheers :))

wooden-bike-and-wine

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Archerfield Golf Club takes the ‘Expectation versus Customer Experience reality” challenge and scores 7.5/10

For my next review let’s look at this Golf Club on Scotland’s East coast south of Edinburgh – it is a course I have played for several years and on this occasion the visit was over 3 days.  The fact that I have been here before adds another dimension in terms of experience because I have not only what they say about themselves on the web site but my personal experiences to draw on in terms of my expectations before arrival.

Here is an extract from what they have to say on the well constructed web site – even if the site itself is a little short on content – sometimes less is more….

“More relaxed, more about you, and your enjoyment of the great game of golf. Archerfield is not just about playing golf (although, with golf courses this good it’s a close run thing!), it’s about an attitude of mind. We think it’s our privilege that you have chosen us, not the other way round. We want you to feel at home, bring guests, and of course, play as much golf as you like.”

“From the armchairs to the service, atmosphere to menu, this is a place to kick back and feel truly relaxed.  Certainly, it’s a long, long way from stuffy rule-bound Clubhouses. Elegant, but not overpowering, this is where to meet, greet or just lose yourself in the daily papers in your favourite seat in the sun.”golf_1156x515_dl-to-the-clubhouse-nolamps

So going in the expectations are quite based on my previous experiences and the brand marketing.

On arrival the whole experience is managed very efficiently clubs are left at the door and transferred by the hotel team down to the pick up point close to the courses, everything is tagged for you and ready to go.

The facilities are all very good and pretty much s advertised but what makes the Clubhouse is the staff, I have as mentioned been here before and a core of the team have been there since I first started visiting, they are smiley, attentive but not overly so and make the effort to do the little things well.  Let me cite and exam, we were sat a table in the bar and I ordered a pint of Guinness, I then left the table and wandered out on to the balcony area (the only place you can get a phone reception…probably a good thing!), the waitress who had taken my order rather than leaving it on the table sought em out and delivered the drink to me outside – a tiny thing but it makes a big impact.  Staff retention is so key to providing that consistency and to ensure that as new team members come in they are given great examples with which to work.  Th team are very much led from the front and by example by the lady Manageress, big tick in terms of bringing the brand to life allowing you to “kick back and feel truly relaxed”.  The Club also adopts a very relaxed approach to dress code, smart jeans and trainers are fine – such a contrast to the overly pretentious approach adopted by many clubs that in particular puts off the younger generation so again living the expectation “it’s a long, long way from stuffy rule-bound Clubhouses. Elegant, but not overpowering..”.

There is also a Spa on the site and after three rounds in 48 hours I felt the need for a massage, having not booked in advance I was not expecting to get in and duly found that they were booked up, however the took my number and less than half an hour later called to say they could squeeze me in for 30 minutes – perfect.  the actual Spa experience was superb, highly recommended.

So all is well and it sounds like a 10/10 BUT a couple of things let the experience down both to do with the Golf Course not the surrounding experience.  Firstly the course whilst i am no expert golfer even I found some of the greens on one course (the Fidra) more akin to putting on my back lawn rather than a Championship golf course – this was even more of a surprise as it had been used for televised Championship play a few weeks earlier – maybe that was the issue – either way the experience was not good and did not meet the images I had seen or my previous experiences.  Secondly the human factor – the team that manage the golf courses include a group of young men who sort clubs, buggies and no doubt assorted other roles one of which is manning the ‘halfway house’ small retail facilities at the mid point of the round where refreshments are available.  My expectations are the same standard of smiley faces and service that the rest of the Club offers but no instead of smiley faces, simple “how is your round going today” there is pretty much silent service, zero engagement and no proactive conversations which is a real shame.  I suspect that this job is the one they really don’t enjoy but that really should not matter it lets down the other members of the team who work so hard to create that positive atmosphere.

So it is with some regret that I have to only award the Archerfield team a 7.5/10 on this occasion, success in experience is about every part working to use the old statement ‘you are only as good as your weakest link’.  However this would not stop me recommending the Club to friends and family or indeed you my readers.

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How not fit for purpose financial planning is holding back the Customer Experience….

In my new book ‘The Customer Experience Book’ I begin to explore some of the reasons why customer experience initiatives so often fail to really crystallize in terms of their impact on both the culture and business results. But why….?

Well there are a number of factors that are slowing or acting as a drag on companies ambitions in the Customer Experience space. Whilst intuitively leaders know it is the right thing to do and indeed surveys going back to the early 2000’s have cited CE as a business critical if not THE critical driver that they need to rally around – it continues be hugely variable in terms of actual change achieved.

Let’s look at the business planning impacts – in short the world of financial and business planning has failed to adapt to the rise of Customer Experience – ask yourself the question do you have a line in the annual business plan, with $/£’s attached to it that is specifically headed Customer Experience as you do for Advertising, Marketing, Operations, IT, Finance and so on…my experience says most likely not. But you may well say we have it but it is distributed across various budget holders, that may be true but you will also know that in year it is then difficult to amalgamate those budgets behind a common CE theme. What happens then is that CE is seen as a Project often without a well defined outcome and budget has to be bid for and is an easy target for cuts when the inevitable half year review demands reductions in spend. On the flip side a CE team could be charged with reducing business costs as well as promoting and supporting revenue targets – but they have little or no direct influence over the budgets that could be impacted and come across the political fights that then ensue.

Let’s look at an example of how current thinking makes advances in Customer Experience more difficult than they should be – if there is no built in budget then the requirement is to bid for what might be viewed as discretionary spend and that can – depending on the business – mean writing a business case with a clear ROI.  The challenge that creates is that a ‘CE project’ is usually seen in isolation and the wider business impacts are harder to engage with. Let me give you an example of how that would come to life – if you took the Apple retail business and insisted that it MUST make a standalone return of X% and only give small weight to the potential for wider less tangible returns it would never have been born in it’s current format – effectively they changed the game in retailing tech products and how you measure tis value.  Apple is not a retailer it does not have to make its profits from a retail format but could very easily have been constrained by ‘standard retail formulas’ and investment criteria.  We all know that the huge levels of staffing in the in Apple stores would not survive a standard retail approach – but instead the stores are seen as a key part of the Apple customer experience (remember the Brit who lasted just a few months as the Head of Retail after he decided to cut staffing levels to improve profitability and was ousted effectively by a social media storm of loyalist Apple protesters opposing the idea), it is an opportunity to engage with customers, to expose the nuances of the technology, to showcase the commitment to customers.

So when reviewing customer experience from a financial perspective you need to take a different view and use a different lens – in effect the Apple store is an extension or part of the brand/advertising budget and how often do you do an ROI assessment of those lines in the plan they are simply seen as business essentials!

So you might ask if we made the first move forward and committed to the addition of a CE line in the plan where would the cash come from and what might we do with the spend.  In terms of where does it come from it need not necessarily be incremental – look hard at taking a % of your existing Brand/Advertising/Marketing would it not make sense to ensure that what you are spending money on in terms of creating a customer expectation is delivered in order to crystallise the maximum return from that spend?  The Customer Experience budget should be used to ensure that the expectation created by the Brand team is turned into deliverable executions and in an ideal world will in time provide the Brand with stories based on real customer experiences that can become campaignable creative executions themselves.  That means designing key experiences, identifying what is needed in terms of ‘props’, ‘scripts’, training, recruiting, processes and motivating your team to deliver a consistently on brand experience.

Read more about this and other areas where you can think differently in the book 😉

#thinkdifferently

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BA take my “Expectation versus actual Customer Experience” test…..and score 2/10..

Ok the background to this is going up to Edinburgh on British Airways to play an annual golf event that has been running for some 27 years now!!

Booked the flight some time ago using Expedia (£215.17) chose BA as it is a full service carrier and and I prefer that to the low cost alternatives, my expectation was better from a safety point of view relatively new and well maintained aircraft, sensible seating with a bit of leg room, perhaps some food and luggage allowance.  This expectation was based on previous experiences and the advertising of BA.

How did they do?

First thing was checking in on-line and thankfully I did that as I had a rather nasty surprise – when I clicked 2 bags to check it advised me that my ticket was hand baggage only – even thought the Expedia confirmation had a footnote that “The airline may charge additional fees for checked baggage” my simple assumption borne of all previous experiences was that BA is full service I would get my 2 bags and that was more than enough…but no!

So I clicked on the extra baggage to discover that they wanted to charge me another £170 to check in two bags and if I had done it at at the airport £260!!!!  So the cost of taking two bags weighing less than 40Kg was more than my entire journey as a fully grown adult weighing somewhat more than that – unbelievable and totally unjustified.  Ok I had no choice so did the deed and then went to the seating – ok it offered me a middle seat at the back of the plane, not ideal so I moved my seat only to discover that to do that they then wanted to charge me another £11 for one option or £9 for another, what?  I am now getting more than disappointed with my experience.  Having seen this I decided that the middle seat would do they were all reasonable leg room it was a short flight…how wrong I was!!

Get to the airport and check-in unlike my previous experience a month earlier (see my earlier blog post) was smooth and I was airside in under 20 minutes.  Now onto the plane oh no what is this, they have contracted out my flight to a Danish low cost airline Jettime complete with Danish crew.  The plane was old, the seating was so cramped that I had to adopt a very awkward elbows tucked in position for the entire flight to avoid my fellow passengers.  So now I am paying a premium price and flying on a low cost carrier – I think that has to be close to illegal and certainly an awful brand experience.  Rather bizarrely amidst the Danish airline branded crew and aircraft the BA High Life magazine was in the seat pocket – trying to suggest that this was a BA flight and only serving to emphasise what you were missing.  To reinforce the point further that this was not BA flight the crew continuously referred to our destination as EdinBERG mmmm :((

On to the return leg, this was delayed by over an hour but was a big BA jet 7 seats across so a busy flight for such a short journey – about 20 minutes before we landed the crew read out a long list of flight numbers then say “all those passengers on those inter-connecting flights should go to the International Transfer Desk as they had all been booked on later flights”, arghh poor people.  As we approached the Gate the Captain comes on the intercom explaining the delay was having to take bags off when passengers on the inbound flight had not shown up – this can happen – but then he blithely trotted out the script he has been given for just such occasions “sorry I hope you have not been inconvenienced by the delay” now hold on he knows that a significant number of passengers have just been hugely inconvenienced and faced I don’t know how many hours delay connecting and probably other impacts at their destinations!!

After the flight I get the how was it for you survey and give the not good feedback, then I complete the yes they can contact me to discuss this feedback – I hold out no hope that they will or that they will compensate me for the sub standard experience.  Of course the impact in the mid term is less business from me and the knock on impact of me relaying this story that undermines the tens of millions spent on brand advertising.

So what can we learn from this?

Firstly someone in BA no doubt distant for the actual flying experience took a commercial decision to outsource the BA brand to a low cost Danish provider, I wonder if they have ever actually sat on the plane that is supposed to represent BA and justify its premium price position, I think not and if the answer was yes and they then thought that was acceptable then that is even worse – outsourcing is a huge risk for businesses because in reality you outsource the experience and in this case it palpably does not work.  As I noted there must also be a case for fraud through misrepresenting the experience/cost equation.

Second if BA want to maintain the premium brand position they need to reconsider adopting the commercial practices of low cost carriers – I don’t mind that Ryanair charges for hold luggage or assigned seating you are paying a very low base fare and then choosing to bolt on costs and you are in control you know what you get.  BA shouldn’t be expecting passengers to pay for moving seat, for putting some bags in the hold, they are a full service airline with high entry cost of a ticket that now wants the pricing structures of a low cost provider.  That is a commercial decision and yes it might generate a few more pounds but that is BAD PROFIT and will cost the business in the long run.

Finally it is good to give your crew particularly Captains and flight crew the words to use when things go wrong but they also need to be smart enough to adapt what they say when they know that in this case passengers are going to suffer major consequences as a result of a delay, platitudes/insincerity only serve to inflame the situation – it was interesting to see that the Captain did not manage to stand by the door saying goodbye to the unhappy passengers he remained firmly locked away in his cockpit!

The British Airway Expectation versus actual Customer Experience score 2/10

#thinkdifferently

 

 

 

 

 

Introducing my new series ‘Expectation versus Customer Experience reality….!’

As an extension to my blog I am going to be doing some reviews of actual brand experiences in some detail, the challenge will be how well did the brand led expectation that I had before actually work out when I experienced the brand in action.

I will still be highlighting specific customer experience examples in other posts.

Whilst you might not have ever or may never try the same experiences what we should see are some themes emerging that characterise both the good and the bad when it comes to the customer experience and how that makes you feel and behave as the paying customer.

To whet the appetite the first two brands will be British Airways and Archerfield Golf Course in Scotland, once a review is up I may well do another for the same brand as I experience different aspects of their services.

#thinkdifferently