THE CHALLENGE: We invite retention problems, loss of market share, and loss of good will when we consistently ignore big problems that gall our consumers … and assume that they must be wrong when they complain.
A “SIZE” PROBLEM IN THE SKIES
Most US air carriers have inadequate policies for dealing with issues arising from being the seatmate of a “passenger of size”.
They start with the assumption that customers who complain about this are probably wrong. They pack their flights full and have inadequate policies for dealing with issues arising from being the seatmate of a “passenger of size”. They tell their employees to deal with these problems on a case-by-case basis, trusting that their (overworked) front-line service people can sort it all out. They can’t. This leads to absurd situations like the one pictured here.
TAKEAWAY #1: LET THE CUSTOMERS SPEAK!
Ask a sampling of passengers about the best way for airlines to solve this problem, and you will hear a clear consensus: People who take up two seats should be charged for two seats … ahead of time.
Are we asking our customers the questions that will help us uncover the most irritating problems they face … and their possible solutions? Are we listening carefully to the answers we hear?
Management’s job is to create a culture that values customers, a culture that does not start with the premise that the customer is always wrong! We must recognize customer value and have systems in place to listen to, and act on, the feedback and needs of customers.
Check to see what industry leaders and other players are already doing to address the problems that irritate your customers most. If they’re doing a better job of listening … catch up!
