A few years ago, I traveled extensively for business. I was helping the Swiss bank, UBS, work through their brand, reputation and behaviour issues following the great banking scandals of 2007–2011. I was flying back and forth to Zurich, Hong Kong and other financial centres on a regular basis. And experiencing, the ‘joys’ of business travel.
As a brand and engagement consultant, the travel aspect really helps one think about customer experience. After all, what better case studies and innovators than airlines and hotels?
Back to my headline. Bob Geldof and the Sprungli Luxemburgerli. Those sweet little cream pastries from one of the best confectioners in the world. I was at Heathrow waiting to fly Air New Zealand to Hong Kong. But a typhoon near Singapore, meant all their aircraft were out of place. Virgin Atlantic jumped to the rescue, and I managed to change my flight. The first noticeable difference, was leaving the dowdy old terminal where the Air NZ flights were, to the rockstar check-in of Virgin Atlantic. A completely different atmosphere, and my first experience of the amazing Virgin Atlantic staff. They couldn’t do enough for us Upper Class travellers moving over from a competitor airline. It really was like having a VIP back-stage pass. The Virgin brand ethos and customer service was so ingrained in their staff, it seemed easy, effortless and projected real authenticity. They were empowered to do what was right for each customer. It made a huge impact on me (and why I’m writing now!). I enjoyed the Upper Class lounge, and was delighted with the on-board experience.
Fast-forward a week, and I’m back to flying British Airways. The preferred airline of my consultancy. And, in Business Class due to the intensity of travel this project required. Heading home on a Friday evening, after a few days in Zurich with the UBS Board, I’d bought those Luxemburgerli for my wife to say I’d missed her (and apologise for being away on business). They’re delicate little things, and I’d managed to carry them carefully for the day without mishap.
Business Class was pretty empty. A lot of flights were like that at the time. The BA experience was nothing spectacular. But was very professional. As expected. I boarded the plane, and placed my precious cargo in the overhead locker. Very carefully organising everything to protect them. The flight was delayed a little. No reason given. Then all of a sudden it becomes clear. The flight is being held for a VIP. On rushes Bob Geldof with entourage.
The flight attendant opens the locker above my head. Fearful of what might happen, I leap up “Please, wait one moment, I have breakables in there” and grab for my Luxemburgerli. Before I can reach them, I am snapped at by the cabin crew, “Sit down sir”, and Sir Bob’s suitcase is rammed into my pastel-coloured delicacies. Remember, there is plenty of room in the lockers. When we are up in the air, my fears are confirmed and I’m now taking home a bag of Eton Mess.
Now I know this is an isolated incident. And, I’ve had plenty of great experiences with BA. I enjoy flying with them. But, it was the contrast of the Virgin Atlantic experience that sticks with me.
What’s the insight then?
At that point, Virgin Atlantic understood me. A clear proposition, based on customer insight and delivered successfully. They key was their employees. They understood the proposition, knew what their customers wanted, and were supported and empowered to deliver it.
Quite simply. All the strategy in the world is pointless, unless your people get it.
Help them understand how your audience feels. What their expectations are. Involve them in using your brand as a point of focus to create memorable experiences. Help them be clear on what your brand promises, give them the power to do what’s right to deliver it.
And, avoid squashing any Luxemburgerli at all costs.