Designing a process with the customer in mind
Ron Kaufmann provided two contrasting examples of how two world-class airlines handled the identical request that he made, whilst on two separate long-haul flights that he took. The first example involved his flight on Singapore Airlines (SQ) and the second one was with Emirates Airlines (EK). During each of those flights, once the plane was airborne, he stood up from his seat, walked over the galley and informed the stewardess that he was going to take a long nap and didn’t want any food or drinks until he woke up or became hungry. On both occasions, the stewardesses he spoke to, responded more or less, “Fine we’ll do that… have a good sleep”.
When he woke up after six hours on the SQ flight, he found a sticker pasted on his seat. (You can observe what it was in the picture above). Ron Kaufmann goes on to explain that on the SQ flight his need was met. The sticker made certain that what he asked for was duly followed, with the signage informing the crew something on the lines of “Don’t feed him until he wakes up”. Bottomline: SQ’s process was designed to let the crew know.
Likewise, when he woke up from a long sleep during the EK flight, he noticed a sticker pasted on his seat. This is what was written on it: - “While you were resting…I passed by to see if you needed anything, but did not want to disturb you. I hope you are enjoying your flight with us. If there is anything you need, please contact me or one of my team members. Your Flight Purser.” Bottomline: EK’s process too met his need, but it also designed for the passenger in mind and made him feel valued.
What Ron Kaufmann’s story tells us is that, whilst both airlines followed protocols to ensure that he was left to nap undisturbed – there was a subtle, yet powerful difference in the manner in which each airline executed it. In terms of efficiency, both processes delivered on the promise. However, EK’s method was a perfect balance between efficiency and humanity – one which truly enhanced the passenger’s experience.
Singapore Airlines is one of the most admired airlines in the world. It built a brand that represented global standards. So much so, that it became the gold standard in service. Premium, precise, polished… the kind of airline you trust not just to fly you, but to do right by you. However, when you reach the top, you got to work harder to stay there. Complacency can bring you down and that’s what happened in the case of SQ in this story, maybe it was one of those bad days at the office. Or was it?
Customers are willing to pay more for a better service experience. Yes, they would consider the finer points of reasonable best prices, products and services, but, overall, they seek and appreciate the best possible emotional value and entire experience during the customer journey. They buy with emotion and justify their decision with reason.
When they find fault, it’s never about the cost. They complain about the negative emotional value of their experience or when encountering a failure that prevented their anticipated expectations been fulfilled, particularly when having paid a high price.
On the flip side, when customers seek the best emotional value in their experience, they will pay, no matter the price. Your customers’ best emotional value in their experience is in your personalized interactions with them, not their “cash or credit” sales transactions with you. Remember, it’s all about THEIR experience, not yours. It’s ALL about THEM, never about you.
Shafeek Wahab – Editor, Hospitality Sri Lanka, Consultant, Trainer, Motivational Speaker, Ex-Hotelier
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