A good customer experience starts in the boardroom, just as it did at SouthWest, but even where the understanding and the will exist most organisations fail to deliver because they underestimate the chasm that exists between the boardroom and the front line where the experience is real. I have just written about this on my blog.

We are talking internal marketing here. Probably the least understood and under-invested area of marketing. The policy that I promote to my clients is based on the Iceberg Imperative – nine-tenths of your marketing communications go on below the surface, but organisations the world around invest the bulk of their time, money and effort in making promises via the sexy media without paying much heed to how they will deliver. Result – it becomes too costly and involves too much effort to deliver the kind of experience that makes a difference to customers so the effort is half-hearted.

Fix your internal marketing and it will happen, just as it has at SouthWest.

Primarily over here the airline industry model is of two types.

On one hand, you’ve the low cost/no-frills airline operators (Air Deccan, Spicejet) who provide you with cheap tickets which comes at a fairly decent customer service. Typical middle-class Indian family who traveled in railways earlier, resort to these airlines now.

Otherwise, you’ve Kingfisher airlines which simply great with the overall set of features and service quality. But then again, it comes for a sizable cost. Barely a week ago the prices for all airlines have shot again, so now the price structure is almost similar amongst all. Typically, you’d see families from upper-middle strata here.

Recently, I was coming from Bangalore to Delhi and there was a big queue for the baggage-clearance. The attendant from Kingfisher Airlines who was standing at a fair distance was quick to realize that I was only carrying a hand-baggage and politely requested me to proceed for the security check. Although its a standard everywhere that for hand-baggage you can directly proceed for security check, I was really impressed by their sweet gesture.

On the flip side, I remember that a friend of mine boarded the Indian airlines flight from Delhi – Pune a few years back. Apparently, on reaching Pune he found out that his baggage was missing as it hadn’t been loaded on the same flight. After engaging in arguments for more than two hours, my friend managed to convince the reluctant airport authorities that loss of baggage was their responsibility. Finally, he did receive it after a couple of days

Best,
Daksh

Lewis, I feel that the airline industry needs to pay attention to the basic customer experience if they are even going to stay alive. This is not a growth phase for them, but they are trying to act as if it is by doing things that will “increase revenues”. This is survival mode for most, with the exception of a few who do customer service well. The question is, what can customers do about it? Only stop flying or fly airlines that treat them better. Thanks for keeping it real, Lewis!

Daksh, I agree with you that customers can understand raising prices for fuel increases. There just aren’t than many “wow” customer experiences on airlines, at least, not here in the USA. How does it look out your way?

Of course I agree with you, except… Great customer experiences grow businesses when growth is possible. When was the last time you flew a plane that wasn’t overbooked and packed like a sardine can? Airlines are reducing flights, meaning even fewer flights. Do I wish my flying experience could be wonderful? Sure! Do I believe airlines want or need to create better customer experiences to grow? No because they are cutting back and not in a growth phase.

Here’s a concept: charging higher fares AND providing exceptional customer service. That’s something I’d be willing to pay for.