The Quisenblog

“No. Matter. What.”

When Southwest Airlines dedicated themselves to being “THE low-fare airline,” they didn’t address it by saying “we’ll cut costs wherever it’s feasible.” They said they were THE low-fare airline—no matter what. So whenever someone from within the organization presented a business case that the airline could attract more business travelers by having wider seats, or by serving hot meals or by allowing business passengers to pre-board, instead of looking for a way to implement these initiatves cheaply, they dismissed these ideas all together. Because they got in the way of them being THE low-fare airline—no matter what.

When Nordstrom dedicated themselves to providing out-of-this-world customer service, they didn’t put a lot of “ifs” or “excepts” into it. Want to return something without a receipt? No problem. Want to return it after it’s obviously been worn a time or two? Still no problem. Want to return it, even though you don’t even know for sure it was bought there? Chances are they’ll take it. And do it with a smile. (There’s one urban legend that a man actually returned tire chains for a refund, even though Nordstroms never carried tire chains.)

Without a doubt, “No matter what” will cost you money. It may cost you some sales. It may cost you some customers. It may force you to eat some expenses. But if your brand vision is truly meaningful to your customers, and if you’re delivering it uniquely as no other organization can, that doesn’t matter. You just built and owned a valuable niche in your industry. And while others may try to copy your success, they will fail, because they’ll waffle on the “no matter what.”

One of the biggest challenges in implementing what could be a break-through Brand Vision is getting the whole organization, from the C-suite down to the street level, to buy into it and “live it” in their day-to-day transactions.

“No matter what” creates a narrative for your organization that everyone can relate to and re-tell. It eliminates wiggle room for interpreting your Brand Vision. It puts it on steroids, and eliminates the need for case-by-case interpretation. If I’m a sales clerk at Nordstroms, and I know my charge is to offer “uncompromised service, no matter what” I suddenly have permission to do whatever it takes to create a great customer story, without having to run it upstairs or refer to a policy manual.

Would your business look differently, or operate differently, if you added “no matter what” to the end of your brand vision?

Posted by Mickey

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Mickey Creative, On Clients, On Customers, Ramblings, customer experience, strategy brand narrative, brand stories, brand vision, marketing case studies, Nordstroms, Southwest Airlines

Southwest Airlines has built a monumentally successful business model as a low fare, no frills service-oriented airline. A key component in this model is to “keep the planes in the air” understanding that the longer a plane is on the ground, the less revenue it generates. Southwest has revolutionized the industry by developing systems that allow their crews to flip a plane in under 20 minutes.

So what do you think Southwest Airlines would do if one of its employees took it upon himself to delay a plane by 12 additional minutes, nearly doubling the turnaround time for the flight? One decision by one line employee could potentially have a rippling effect through the entire carrier’s flight operations. Connections could be missed. Passengers irritated. It’s no stretch to say that Southwest would be justified in terminating the “loose cannon” that made such a decision.

But wait till you hear the rest of the story.

As reported by Christopher Elliot on consumertravel.com, he received a letter from a reader named Nancy chronicling the story. I am reposting Nancy’s letter as Chris reported it.

“Last night, my husband and I got the tragic news that our three-year-old grandson in Denver had been murdered by our daughter’s live-in boyfriend.

He is being taken off life support tonight at 9 o’clock and his parents have opted for organ donation, which will take place immediately. Over 25 people will receive his gift tonight and many lives will be saved.

This morning, after only a couple hours sleep, my husband and I began to make all arrangements to get him to Denver to be with our daughter. He is currently on business in LA and is flying Southwest.

While his employer, Northrop Grumman, made arrangements to get his ticket changed so he could get to Tucson today (which he had to do in order to not spend any extra money) I called Southwest to arrange his flight from Tucson to Denver so he would be stepping off one plane and getting on another.

He has several free flights with them so I couldn’t really do it on the website. The ticketing agent was holding back tears throughout the call.

In LAX, the lines to both check a bag and get through security were exceptional. He got to the airport two hours early and was still late getting to his plane.

Every step of the way, he’s on the verge of tears and trying to get assistance from both TSA and Southwest employees to get to his plane on time.

According to him, everyone he talked to couldn’t have cared less. When he was done with security, he grabbed his computer bag, shoes and belt and ran to his terminal in his stocking feet.

When he got there, the pilot of his plane and the ticketing agent both said, ‘Are you Mark? We held the plane for you and we’re so sorry about the loss of your grandson.’

The pilot held the plane that was supposed to take off at 11:50 until 12:02 when my husband got there.

As my husband walked down the jetway with the pilot, he said, ‘I can’t thank you enough for this.’ The pilot responded with, ‘They can’t go anywhere without me and I wasn’t going anywhere without you. Now relax. We’ll get you there. And again, I’m so sorry.’

My husband was able to take his first deep breath of the day.

I don’t know any other airline that would have done this.”

All of a sudden, those 12 minutes don’t seem like such a big deal.

Why would a pilot feel empowered to rock the boat in order to accommodate just one passenger? I’ve got to believe it has to do with the fact that SWA’s “People First” culture is so ingrained that the pilot and gate agent really saw it as a no-brainer. They didn’t need to run it by anyone upstairs. They didn’t need a corporate directive telling them when they should and shouldn’t take such actions. They instinctively knew it was the right thing to do.

It also created a terrific story. Every passenger on that flight could imagine Southwest doing the same thing for them. And in this age of Social Media, a compelling story like this will spread like wildfire. Check out the airline’s Facebook page for a sampling of what the general public has to say.

We all say our customers are important. We all claim to be customer-centric. But how many of us would be willing to go so far out on a limb for one customer?

There’s an old saying that a principle only becomes a principle when it costs you money. This pilot’s decision may have cost Southwest financially. But it more than made up for it in good will.

Posted by Mickey

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Mickey On Clients, On Customers, Social Media, customer experience brand vision, living the brand, Southwest Airlines

This week’s social media blog posts:
Monday: The two kinds of online consumers.
Tuesday: Creating a Community, Part 1.
Wednesday: Creating a Community, Part 2.
Thursday: Social Media you can own.
Friday: Giving up control.

(This is the twelfth in our series of Social Media posts for the month of October. We look forward to your feedback on this series.)

Where many organizations struggle with the realities and potential of Social Media is in accepting the fact that they aren’t in control of the agenda. Companies cannot force goals on people, can’t control what they say about the brand, can’t spin the facts.

Truth is, the power of Social Media is the ability to hear what customers are REALLY SAYING. There is tremendous opportunity in searching out negative comments and addressing them directly. Customers don’t expect you to be perfect. They do expect you to be responsive. Ignoring the true conversation coming from customers does no one any good. If someone has a bad story to tell about you, you need to accept it is being told somewhere. (See our post on “United’s Sour Note”) Social Media gives you the opportunity to get out in front of such stories and contribute to a solution.

You can’t control what people are saying about you. What you can do is organize that speech. You can organize it by highlighting the good stuff and rationally responding to the not-so-good stuff. You can organize it by embracing the people who love your brand and challenging them to speak up and share the good word.

Here is an example of how Southwest Airlines uses Social Media to approach this:

You’ll note that “Sean” left a post complaining of a specific customer service concern. A few hours later, “Christi” from Southwest Airlines answered Sean directly, and tries to use this complaint as an opportunity for further conversation. Interestingly enough, “Phil” intervened before Christi had a chance to respond, and “stood up” for the airline, essentially evangelizing on its behalf.

This is typical of how social media works. For Sean, it is an easy outlet to contact the company, and list a specific complaint. The company then had the opportunity to address it, or at least acknowledge its intent to make things right. If nothing else, it had to make Sean feel better about the company being that he knows they “heard” him. His post also opened to the door for Phil, a loyal member of the SWA community, to weigh in.

Having loyal customers jump in and “run interference” for you isn’t that unusual, once you demonstrate to visitors that you are willing to hear what they really have to say, and demonstrate that you are trying to facilitate solutions.

Have a great weekend, and we’ll check in with you next week!

Posted by Mickey

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admin Social Media customer interaction, customer satisfaction, Facebook, solutions, Southwest Airlines, United Airlines