Always consider the consequences.
When warnings are issued and shared, expectations, good and bad, are established.
Delivering on those warnings, or whether falling short of or exceeding them impacts on experiences, images, and brands. In essence, intentions count for little.
Lessons were learnt from the recent scenarios throughout Australia in which airlines, airports and government tourism and hospitality ministers announced probable delays, disappointments, frustrations, and costly inconveniences for intending holiday makers. The outcomes were telling. School terms were about to finish, vacations were about to commence and travel bookings were up, appreciably.
Many of the restrictions of the coronavirus pandemic were over. The prospects for the return to economic buoyancy were high. Anticipation for “good times” was infectious.
MANAGING EXPECTATIONS
Domestic air-travellers were advised to arrive at the airport at least two hours before departure. For international travellers it was three hours.
They were prepared for congested car parks, long queues in the terminals, increased delays in departure times and flight times. Flight cancellations were expected to increase and instances of “lost” baggage were concerning.
Alternative flights could not be guaranteed at preferred times, and costs may escalate.
The only communication deficiency was an absence of best wishes for a great holiday and travel experience.
Disappointingly, each aspect was delivered in spades.
EMOTIVE REACTIONS
Each point was, and is, a trigger for frustration and customer rage. It is typically front-line service providers who are subjected to emotive outbursts.
The media were quick to provide blanket-coverage with personal interviews onsite. For the airlines, airports, and political ministers there was no place to hide.
PREVENTATIVE, REMEDIAL ACTIONS
Understandably, affected consumers had little interest in apologies and requests for understanding and tolerance. They had planned, booked and paid for the pending travel.
Their expressions of exasperation centred on why increased flights had been scheduled, and bookings accepted. Staff shortages and recruitment difficulties were well known and relatively long established.
Sorry seems inadequate, inappropriate, and offensive.
Measured, reduced, offerings were alternatives. Disappointment would not be removed or avoided. However, travel-day surprises would be excluded.
Moreover, the consequential impact on bookings, revenues and profits of dependant and complementary service providers would have been forecast and budgeted. Inventory, staffing, and service purchases would have been better managed, margins retained, and cash-flows protected.
For those businesses seeking to embrace the concept and principles of “Customer Obsession,” single-minded endeavours would have been:
“How do we deliver the promise?”
Noticeably, qualifications, rationalisations and justifications for shortfalls would not be considered or necessary.
A pillar of the concept is that businesses do not exist to make a profit. They persist to satisfy the needs, values, drives and expectations of existing and prospective customers and clients.
The better and more often that they do so, the better the consumer interest, demand, sales, revenues and yes, profits. Profits are a consequence, not the sole purpose for those driven by customer obsession, one would expect little less.
OBSESSED CONCLUSION
If it is possible to determine the need to issue warnings, it is probable that there is sufficient time to formulate, document and implement remedial actions that will satisfy (most) customers and fulfil their expectations.
Promises made need to be delivered.
Developing skills in issuing apologies is wide of the mark sought and expected by customers and clients.
Customer obsession necessitates investments of time, resources, and finances, regardless of the costs borne by intending service providers. The psychic-income returns are measured (subjectively) in the smiles, satisfaction and future return and referral business of customers. That is the bottom-line.
Barry Urquhart
Customer Service Specialist
Marketing Focus
M: 041 983 5555
E: Urquhart@marketingfocus.net.au