Major carriers have always distinguished themselves with a high excellent customer experience, although the airline industry faces many challenges, from a growing number of low cost challengers to fluctuating gas prices.
That is, until now. 2017 has witnessed airlines receive media coverage giving their competitors an even boost and putting their value proposition in jeopardy.
It may be easy to blame one flight attendant or reservations representative but customer service is dictated by broader powers throughout the organisation.
A organization’s approach to client service is defined by three columns: boardroom attitudes, employee empowerment, and training.
Buy-in starts from the boardroom
The attitude towards customers of A company is a reflection of its direction, and customer service is the product of its culture. If board members don’t earn customer experience a priority in the boardroom, customer-facing teams will do the exact same and focus on KPIs that fit the company’ ambition.
A Organization’s attitude towards clients is a reflection of its direction
Some workers may go out of their way but the truth is that these folks are rare.
Yuko Yoshimura, manager of IT innovation and strategy in Nippon Airways’ (ANA’s), summed this sentiment up neatly: “If a customer feels that [we] value their time, there is joy they chose ANA”. This mindset has formed ANA’s approach for years, and has led to numerous awards and accolades, such as the 2017 SKYTRAX award for “Best Airline Staff in Asia”.
Employees should be permitted to help
It’s one thing to want to deliver another and better customer service to place words into actions. Customer service teams require autonomy and the resources to assist individuals they will simply be a person face putting a robotic client policy.
Customer service teams need the resources and freedom to assist people
This includes providing service teams with technologies that put customer information at their fingertips so that they can gain a view of every individual they serve and offer them a much more personalised service.
Representatives could be given a small discretionary budget to resolve individual cases to complement this. Regardless of the strategy, the consequence is a work force that is customer-facing that is more motivated and engaged.
Make customer service a priority via training
This is actually the self-service age, which exhausted all other choices and means any customer who takes the time is dealing with a complex problem.
Customer support Isn’t about fulfilling every request and solving every problem
Service teams have to be trained to include value and think past the hard facts on their own screen. Irrespective of the outcome, clients need to feel that which has been done to assist them.
Customer support is not about fulfilling every request and solving each problem. This simply is impossible, while perfect. It is all about making a good impression on these and placing the customer support.
In the end, a brand’s reputation is the sum and also a attitude will add up to much more than a few wins on the way.
