Tag: JetBlue

50 CX Tips: eBook and Infographic

1310_50CXTips_COVERI recently completed a series of 50 customer experience (CX) tips. To make it easier for people to read and download all of the tips, I assembled them into a free eBook: 50 CX Tips: Simple Ideas, Powerful Results.

Each of the 50 CX Tips is aligned with one or more of Temkin Group’s four customer experience core competencies: Purposeful Leadership, Compelling Brand Values, Employee Engagement, and Customer Connectedness.

The CX Tips include examples from a wide variety of companies including Adobe, Amazon.com, Apple, BCBS of Michigan, Becker and Poliakoff, Big Lots, BMO Financial Group, Bombardier Aerospace, CDW, Charles Schwab, Citrix, Disney, EMC, Fidelity Investments, Hampton Inn, Hilton, IBM, Intersil, Intuit, JetBlue, Microsoft, Oklahoma City Thunder, Oracle, Safelite AutoGlass, Salesforce.com, SanDIsk, SimplexGrinnell, Southwest Airlines, Sovereign Assurance of NZ, Sprint, Starbucks, Stream Global Services, Sam’s Club, USAA, VMware, and ZocDoc.

While you may have a hard time applying all 50 CX TIps, you should be able to identify several that will work for your organization. I challenge you to select three or more of the CX Tips to implement. Here’s an idea: Have each of your team members pick the five CX Tips that they think would be the most powerful for your organization. Use a team meeting to discuss everyone’s selections and pick the ones you want to implement.

We also created an infographic with the 50 CX tips. Here’s a version with the top 10 CX tips (click on the graphic to get a .pdf of the full infographic).

Top10CXTips_TemkinGroupThe bottom line: A handful of CX Tips can propel your customer experience.

CX Insights From Marriott And JetBlue

I recently spoke at the Customer Experience Strategies Summit in Toronto. While I was there, I was able to catch a few of the other speakers. I really enjoyed hearing from the Marriott and JetBlue speakers. Both companies did very well in the 2011 Temkin Experience Ratings; Marriott was the top rated hotel chain and JetBlue was the second rated airline (behind Southwest). Here are some of the interesting details that they shared:

Scott Allison, VP of Canadian Operations, Marriott:

  • Allison shared this great comment: “culture trumps brand.” Marriott links its strategy as a company with its strategy as en employer. Bill Marriott still visits a lot of hotels and when he does, he first goes to employee areas like employee entrances and break rooms. Employees are also trained on what makes their brand special.
  • Hotel general managers need to hit targets for both customer experience and employee satisfaction to get their bonuses.
  • Something goes wrong, even if it’s a small thing, during about one-quarter of stays — so hotels need to be good at recovery. That’s why the Ritz Carlton empowers associates to spend up to $1,000 per day per guest to improve someone’s stay. The staff reviews guest situations at the beginning of every day, they call it “Stand Up” at Marriott and “Line Up” at the Ritz.

Vicky Stennes, VP of Inflight Experience, JetBlue:

  • Net Promoter Score (NPS) is one of the key measures that the company uses. It also uses J. D. Power which breaks measurements into “people-related” and “non people-related” categories.
  • A couple of years ago, the company noticed a slip in its “people-related” scores so it started a program called “Culture is Service” (CIS). [Note: CIS was discussed in the CEO’s letter to shareholders in JetBlue’s 2010 Annual Report]. As part of CIS, more than 1,000 “crew members” (across the organization) went through training focused on three areas: Inform: Educate everyone on JetBlue’s current state of service, the measurements that it tracks, and share insights on how crew member behaviors affect customer experience; Engage: Elicit an open dialogue with real-time cross-functional problem solving; and Inspire: Give them a sense of the concept of unexpected moments and recognize the great work of crew members over the company’s first 10 years of operations.
  • JetBlue sees success of the CIS program because of an improvement in employee NPS scores of training attendees.
  • Moving ahead, they are looking to add a few things to the CIS training: cross-functional design sessions and education on linking NPS to specific behaviors and to revenue.
  • Stennes shared data that showed correlation between pilot in-flight communications and NPS. They use this data to show pilots that the way they communicate with passengers plays an important role in passenger loyalty.
  • The company also tracks a “Net Helpfulness Score” along with NPS for each flight. They will start using these scores to define scores for crews across their different flights.
  • Stennes also shared some great data: Every 5 promoters leads to 2 new customers and every 16 detractors leads to the loss of 1 customer. A promoter is worth $33 extra dollars ($27 from referrals and $6 from loyalty) to JetBlue while a detractor is worth $104 less than average. One point change in JetBlue’s NPS is worth $5 to $8 million.

The bottom line: Great brands spend a lot of time focusing on their people

20 Companies Most Susceptible To Negative Comments Via Twitter

In my previous post, I listed companies that were susceptible to negative feedback via Facebook. Now it’s time to look at Twitter. In the report How Consumers Give Feedback, we analyzed what US consumers did after they had a very bad or a very good experience.

As a part of the analysis, we examined the difference in social media use across 141 companies. Our analysis looked at how often people that had interacted with those companies had also used social media to talk about a very bad experience in the previous 60 days. We then compared that data to the overall US average.

This chart shows the 20 companies that interact with consumers who are most likely to tweet about a very bad experience.

As you can see, Days Inn, Courtyard By Marriott, Hyatt, Continental Airlines, 21st Century, and Bright House are more than three times as susceptible to having a bad experience show up on Twitter.

The bottom line: These firms need to think a bit more about Twitter than the average company

 

20 Companies Most Susceptible To Negative Comments Via Facebook

In the recent Temkin Group Insight report, How Consumers Give Feedback, we analyzed what US consumers did after they had a very bad or a very good experience. One of the areas we examined was the use of social media outlets like Facebook and Twitter.

As a part of the analysis, we examined the difference in social media use across 141 companies. Our analysis looked at how often people that had interacted with those companies had also used social media to talk about a very bad experience in the previous 60 days. We then compared that data to the overall US average.

This chart shows the 20 companies that interact with consumers who are most likely to post a very bad experience on Facebook.

As you can see, Days Inn, E*TRADE, and Apple are twice as susceptible to having a bad experience show up on Facebook.

The bottom line: These firms need to think a bit more about Facebook than the average company

 

I Am The Customer Experience… Not!

I’m in the Phoenix airport and noticed this American Airlines sign at one of the gates that says “I am the Customer Experience.”

Naturally, this sign caught my eye. If this is part of a broader effort around employee engagement, then it could be a sign that American Airlines is heading in the right direction. To test how embedded this message was in the hearts and minds of employees, I went up to the first American Airlines employee that I found and “innocently” asked him what the sign meant. His answer:

I don’t know; it’s just a promo they’re running.”

My take: First of all, I recognize that this is not a statistically significant sample size. So I can’t say that this one response is representative of the larger population of American Airlines employees (although I have a hunch that it is).

But if this is how many employees would respond, then it represents a common issue that I see where companies treat customer experience as a superficial marketing campaign. They think that they can somehow convince customers that they are customer-centric.This is a type of marketing approach that I call “empty promises.”

JetBlue’s “Happy Jetting” Is More Than Empty Promises

Compare this to JetBlue’s approach with its “Happy Jetting” campaign.

Marketing efforts, internal or eternal, are most successful if they ring true to their target audience. If American Airlines was actually working with its employees to engage them in a corporate-wide effort to improve customer experience, than a sign like this might be effective. But if it’s an isolated campaign to convince people that American Airlines is more customer-centric than it is, then it’s a truly bad idea. Employees and customers just see another empty promotional campaign.

Don’t forget the 6th law of customer experience: You can’t fake it.

The bottom line: Take customer experience seriously or don’t waste your time

The Who And What Of JetBlue

I recently spoke at Allegiance’s customer event in Deer Valley, UT. One of the other keynote speakers was Vicky Stennes, VP of In-Flight Experience at JetBlue. Stennes described how the following JetBlue values define “who” the company is:

  • Safety
  • Caring
  • Integrity
  • Fun
  • Passion

She also discussed how the JetBlue Experience is “what” the customers see. These experiences are driven by the atitude of its employees, what Stennes called “Jetitude.” She listed five behaviors that define “Jetitude:”

  • Be in Blue always
  • Be personal
  • Be the answer
  • Be engaging
  • Be thankful to every customer

One of Stenne’s anecdotes showed JetBlue’s well-developed understanding of customer experience.  When the company designed it’s new T5 terminal in JFK airport, the airline invested in cushioning the security area to make it more comfortable for TSA agents. Why? Happier agents are more likely to deliver a good experience to customers.

My take: JetBlue operates consistently with my 6 Laws of Customer Experience, especially the 5th law: “Unengaged employees don’t create engaged customers.” It’s impossible to deliver a consistently high level of customer experience if you don’t:

  • Recognize the importance of your employees
  • Define the behaviors that reflect your brand (who you are as a company)
  • Hire employees that are most likely to demonstrate those behaviors
  • Invest in training and tools that help employees demonstrate those behaviors
  • Measure, incent, and celebrate those behaviors

The bottom line: Most companies could use more Jetitude

JetBlue Shows How To Reinforce Value

I  just flew on JetBlue and paid the extra $50 to sit in the Exit aisle. I wanted to get some work done, so the extra space was worth the money. I was greeted by this message on the seat in front of me…

It says: “STRETCH! You’re in an EVEN MORE LEGROOM seat”

My take: All too often, companies “make a sale” and think they’re done with the process. As a result, customers  often wind up unhappy with their purchases. That may show up as more revenue, but it also leads to less loyalty. I’ll be talking more about the need for companies to revamp their overall “on-ramping processes” in an upcoming post, but I wanted to comment on JetBlue’s message.

JetBlue’s note on the back of the chair was a strategy that I call “reinforcing value.” After a customer has spent money on something (like upgrading a seat), why not make them feel good about their purchase. The JetBlue note also serves as a marketing message to the passengers in other rows.

You really need to design the post-purchase process to ensure that customers feel good about their decision to do business with you.

The bottom line: Making a sale is not the ultimate goal.