Schlagwortarchiv für: Singapore Airlines

How To Surprise A Customer

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On this blog I recently wrote about a situation where two cultures collided: Singapore Airlines vs Frankfurt Airport Staff.

I think it’s just fair to give you an update: Being back home I asked my assistant to claim the damaged baggage which was instantly picked up by DHL. A couple of days later, the bag returned and it was repaired. My assistant said to me, „They told me they couldn’t repair it good enough, so you’ll get a new one.“ I checked the bag over and over and thought it was perfectly repaired. I thought it was a communication error.

Sure enough, another couple of days later, a new bag was delivered to my office. It was the identical bag – and this was really not a cheap one from probably the best German travel cases brand. I was not only pleased, but surprised. I sent an email to the guy at Frankfurt Baggage Service and to the lady at Singapore Airlines who were responsible for the case, telling them they didn’t need to substitute the bag since the reparation of the old one was all I expected. They told me they are happy to have a satisfied customer.

Well, I am not only satisfied, I am thrilled. It’s good to know that there are people outside who take care of you especially when an accident occurs. This makes thrilled customers. The two persons went the extra mile and made me write this blogpost since going the mile extra is exactly what we advocate. Thanks so much.

Yours,
Guido Quelle

(c) 2012, Prof. Dr. Guido Quelle, Mandat Consulting Group

Why Lufthansa Errs

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Lufthansa is a good airline. Lufthansa provides solid service, the technical level of the aircrafts is high, the crews are well trained and educated – no need to complain.

Lufthansa is always aiming for profit. There’s nothing bad about it, we would advise them to do so, and this profit mentality is one reason why Lufthansa recently stopped its engagement in British airline BMI which was a smart step since Lufthansa didn’t manage to integrate BMI properly – for various reasons.

However, since prices for air transportation are consistently under pressure, Lufthansa now introduced something that I call at least “dangerous.“ The Lufthansa group (Lufthansa, Austrian Airlines, Brussels Airlines, and Swiss) charges passengers who book and pay with a credit card an „Optional Payment Charge (OPC)“: Five up to 18 Euro are being added to the bill if the passenger chooses to pay with a credit card – even if it is a Lufthansa credit card.

This is not just ridiculous, it is dangerous for the brand, because it shows that the brand “Lufthansa“ doesn’t seem to be strong enough to generate more profit from the core business. Unbundling is fine as long as we are talking about unbundling core services. Adding a fee for a common process, like paying with a credit card is one, is just an indicator for helplessness.

Ladies and Gentlemen at Lufthansa: This doesn’t work. Even if you are adding a few Euro to the bottom line that way, even if other airlines will follow this bad practice, even if your shareholders will honor the increased profitability: This is shortsighted and it shows that you apparently need some really good ideas to grow.

You cannot grow by fooling your customer. You sure can grow by increasing the attractiveness of your brand. If you need some ideas how to do that, ask Singapore Airlines. And before you call them, why don’t you have a look at the awards, Singapore Airlines won month after month over the last couple of years being the most awarded airline. Do you get the idea?

Yours,
Guido Quelle

(c) 2011, Prof. Dr. Guido Quelle, Mandat Managementberatung GmbH

“Because we love our job“ – A Matter of Leadership

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I’m writing this on my way to New York, 30,000 ft over the ground in the first class of a Singapore Airlines Boeing 747. Singapore Airlines is one of the world’s best airlines and certainly the best one I used. The key success factor? … (drumrolls, please) … The people at the ground and the crew.

I asked the leading stewardess how she and her crew can be so friendly, calm, and polite all day (and in fact every time I flew with Singapore), delivering this extraordinary service. She said „I think the training was good.“ We laughed and she added: „It’s passion. We all love our job.“

So, here we go again: It’s not about external motivation, not about walking over hot coals. It’s about loving your job and having competent, enthusiastic leaders who are willing and able to inspire their employees, helping them to live to the core values of the company and make a vision reality. Leadership is a craft.

What are your experiences with enthusiastic employees? Where does the enthusiasm come from?

Best,
Guido Quelle

(c) 2011, Prof. Dr. Guido Quelle, Mandat Managementberatung GmbH