(In the first installment, I outlined the need for Proactive Customer Service; in the second, we drilled down a bit deeper into how that is accomplished; in the third, we looked at the key elements to effective communication; and in the fourth posting of this series, I demonstrated how my Team "walks the talk.' In this last posting about "Being Proactive," I'll share with you the fruits of our labor.)
The Benefits of Proactive Customer Service
The End Result
We always try to create the "WOW!" Factor with our Proactive Customer Service Product.
Southwest Airlines spends a lot of time, energy, and resources trying to make sure that our Customers feel good about selecting our product before they go to the airport; once they step onboard our LUV Jets; and even after they get home. What my Team tries to do is roll all of the Company's efforts into one proactive communication piece that is sent to our Customers before they contact us-I call this completing the Customer Service Loop.
Many times, when we reach out to them, our Customers are shocked to receive our open and sincere acknowledgment of their concern. They are impressed that we took the time to provide them with a quality response. And, they appreciate our effort to make them feel better about their experience with Southwest Airlines.
To this end, the benefits of being proactive are enormous. First, all Employees are up-to-speed on what's happening, and what is our Customer Service gameplan. This helps our Employees feel empowered to step up and assist our Customers when they might otherwise feel compelled to count on another department to help. Second, our Customers will be given timely and consistent information about our operation and accommodations. This helps our Customers relax and instills confidence in the product we work so hard to provide. Third, when we complete the Customer Service Loop, it lets everyone know that we care about them, and we are committed to providing the best service imaginable. Fourth, there is a positive return on investment in terms of Customer goodwill and product loyalty.
Finally, I know our proactive correspondence works because my Team gets a lot of positive responses from our Customers every day. Also, our proactive approach has been featured in Business Week, The New York Times, Chicago Tribune, Wall Street Journal; international news publications, and on three television networks (to name just a few). And all of this, of course, is a very satisfying reward for our hard work and dedicated effort to provide Positively Outrageous Customer Service, but the best reward is your continued patronage.
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I think one of the neatest things about our Company is the fact that we welcome and respond to our CustomersÃ
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(In the first installment, I outlined the need for Proactive Customer Service; in the second, we drilled down a bit deeper into how that is accomplished; and in the third, we looked at the key elements to effective communication. Now, it's time to walk the talk.)
Southwest Airlines Proactive Customer Service Communication Team
Walking The Talk
The thing about the airline industry is-there's no shortage of opportunities to proactively communicate!
My Team's primary responsibilities include: Monitoring our current operations systemwide, and determining if our Employees in 14 different operating and Customer contact departments understand what's happening out there. Correcting any inconsistencies in the information that exists. Ensuring our Frontline Employees are extending the appropriate Customer accommodations (if needed). Reviewing the previous day's operation, and determining what (if any) type of proactive explanation should be issued about a particular disruption of our scheduled service (in the air or on the ground). Evaluating and preparing communication to our Internal and External Customers for possible disruptions in service that may come about as a result of an uncontrollable/forecasted weather-related event. The real challenge exists in evaluating our Customers' concerns, and trying to determine which Customers need information. This evaluation is difficult because we have to base our decision on very subjective information about the situation.
My Team is constantly monitoring the service that our Frontline Employees are providing, and we work very hard to keep everyone on the same page insofar as what's happening with our operation. Through experience, we have developed an instinct to know when it is the right time to engage and which media to utilize.
We try to make our proactive efforts personal. If there has been some sort of unexpected interruption* of the Customers' travel plans, or some level of disappointment with the service we provided (no matter who is at fault), my Team will provide our Customers with a heartfelt letter of apology (usually within 76 hours of the event's occurrence-typically, we are able to do this within 48 hours), to explain what happened and invite the Customer back for a better experience.
For instance, if a flight gets disrupted because the weather isn't cooperating with our plans to operate our scheduled service, and if this disruption causes what we consider to be an inordinate delay in the travel plans for the majority of the Customers onboard, then we may apologize for that experience. True, we didn't cause the problem in this regard; but it still wasn't something we want our Customers to go through.
In addition to keeping up with the way our Employees are taking care of our Customers and scanning the system for flight disruptions, my Team will also reach out to our Customers if the forecast looks like Mother Nature could significantly disrupt our scheduled service. In this regard, we will publish information on Southwest Airlines' Internet web site (southwest.com) to provide a weather alert that includes the appropriate Customer accommodations.
(Next time, we will look at the end result of all of our proactive efforts.)
*One short disclaimer: In general, most seasoned travelers have come to expect that routine flight delays and minor mechanical interruptions may occur. As such, to avoid creating unreasonable expectations, we don't send proactive correspondence for every disruption. We realize that, based on the way the circumstances unfold, there are incidents (no matter how "routine") that affect our Customers differently, and our Customer Relations Department is ready to address these issues one-on-one.
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(In the first installment, I outlined the need for Proactive Customer Service. In the second, we drilled down a bit deeper and looked at some rules of thumb. Here are the key elements of effective proactive communication, "according to Fred.".)
Proactive Communication
24/7/365 Commitment
Proactive communication isn't a nine to five, Monday through Friday, job.
Being a proactive communicator requires being ready to act no matter where you are or what you are doing-this is the most important aspect about providing truly proactive Customer Service and proactive communication.
The Apology
Don't be afraid to say "I'm sorry."
People often misunderstand the intent of an apology. It is not an admission of fault. It's an acknowledgment of a bad experience-no matter what happened. It's doesn't mean the Customer is always right-there's no need to support, tolerate, or reward abusive behavior.
When things don't go according to plan, an apology provides the opportunity to offer the Customer an assurance that you care about their feelings. An apology lets you reach out to the Customers who are affected by acknowledging the disruption/inconvenience, offering your assistance, providing an explanation, and letting them know you're working to prevent a repeat performance (if applicable).
If you don't know the answer to a question, it's okay to admit that-just don't speculate and be sure you let the Customer know that you will try to provide them with an answer within a reasonable timeframe.
Heartfelt, Homespun Correspondence
Form letters don't cut it.
Customers can smell insincerity from a mile away. Impersonal form letters and/or cookie-cutter responses water down your product. If that's the impression you want to convey, then so be it. However, half-hearted efforts, at best, increase frustration-or worse, cost you a Customer.
Passion to Serve
You have to have the desire to try to settle the Customer's concern using all of the suggestions that I offered up previously. You have to be flexible in order to find and provide a reasonable solution. You have to have confidence in being humble-all of the time. And, you have to have a good sense of humor.
(In my next posting, I'll show you how our Team "walks the talk" with our proactive efforts.)
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On February 4, we diverted all of our Chicago-bound flights to designated alternates in a safe and orderly fashion. We provided our Frontline Employees with consistent, timely, and ongoing information about the status of our operation all day long. And, given the difficult task at hand, our Employees responded the way we hoped that they would do. We offered our Customers flexible accommodations, and published this information on our external website: southwest.com, as well as our internal Company website.
From a CustomerÃ
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(In the first installment, I outlined the need for Proactive Customer Service. Now, we will drill down a bit deeper to review the basics of how our Team works.)
Proactive Customer Service Basics
On a daily basis, the Proactive Team must:
Stay Informed
There's no excuse for not being prepared.
Understand how our business process works. I'm not talking about breaking it down to the chemical elements or physics, but a good understanding of our Company's Mission, principles, and goals; department structures and purposes; and how the Players, Teams, and Departments fit into the mix makes a big difference in the way we work together to resolve any situation.
Be aware of the circumstances that could interrupt our operations and where to turn for information if a disruption occurs.
Be prepared to implement a contingency plan (whatever that may be) if things don't go according to plan.
Take Ownership
Approach every situation like you are the last beacon of hope.
Be empowered to do everything you can to resolve a situation on your own. If others are called on to help implement a gameplan, then it's imperative to make sure they follow through.
Take the opportunity to turn a negative into a positive.
Find Win/Win Solutions
Trust that you'll do the right thing.
Try to make decisions as if you are in the Customer's shoes. Always listen to learn what the Customer wants (sometimes you have to have a thick skin in order to see through disappointment and anger). Be open; let the Customer down gently if you have to be the bearer of bad news; and always tell them what you can do (even if they're not the most flattering options).
Think about the Company's rules and policies as starting points (they're not the end of the road unless they have to be). And, be very flexible (as long as you're not jeopardizing Safety, security, or our Fellow Employees' integrity).
Followup Reporting
Taking ownership of a situation also means you have to report it.
Timely reporting is a key element to jumpstart the awareness of an event. Always keep your Leaders (on your Team and those to whom you report) in the loop (via whatever means necessary: phone calls/messages, e-mails, hand-written notes, and what have you). This is when being a (friendly) pest is a good thing (even with the small stuff).
Keep all Teammembers and Key Contacts in other departments who might encounter the same person/situation clearly informed about the facts so everyone is on the same page. Be positive; lighthearted; logical; and quickly get to the point. Provide followup information if necessary. Proper reporting allows us to complete the Customer Service Loop.
(In Part Three, I'll share with you what I think are the key elements of effective proactive communication.)
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In an everchanging world where public opinion is driven in part by consumer-generated media, the Customers' trust in Southwest Airlines is contingent upon our ability to deliver effective communications about a situation before, during, and after an issue goes public. Customers commit themselves to our Company when they sense that we truly care about their individual needs, and that our Employees will protect their best interests every step of the way. To this end, maintaining our Customers' loyalty depends upon whether or not our Employees are willing to uphold our Customers' high hopes and deliver more than what they expect.
Providing truly proactive Customer Service requires a careful understanding of how our business process works; a sense of ownership about our Company's success; a determination to create win/win solutions for all involved; and the intuition to provide the appropriate followup communication. This is particularly important to keep in mind if there is a highly unusual disruption of our scheduled service.
Over the years, we've never been afraid to say we're sorry. And being able to apologize proactively requires the foresight to evaluate the nature of an event. Our proactive efforts in this regard have evolved over the past eight or so years, and we realized that it had become necessary to designate a Leader to implement and uphold the Company's proactive service initiatives and to build a support structure that would consistently monitor our operations on a 24/7/365 basis.
To help the cause, I have the distinct privilege to lead a Team of four Fun-LUVing People who are dedicated to providing proactive communications. Our Mission is simple--focus on delivering consistent, helpful, and timely information to make sure our Internal and External Customers are on the same page about what's happening with our operation.
(Over the next four installments, I will outline the basics of our Company's approach to Proactive Customer Service and how my Team gets the job done.)
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06-15-2007
11:20 PM
21 Loves
Dear Elaine - Choose Southwest; and if it doesn't work out, we'll give you a referral to Northwest.
Dear Kim - Thanks for the props. I've always thought working for Southwest Airlines is like getting an MBA.
Mr. Carroll - Don't give up hope.
Mr. and Ms. Cattey - Bless you for sharing a perfect example of what our hard-working, FUN-LUVing Employees do for our valued Customers each-and-every day! Your kind regards mean the world to us.
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05-31-2007
08:46 AM
371 Loves
I get asked by Customers, friends, family members, and associates what I think makes the service we (SWA Employees) provide unique. When I say we are typically more proactive in our efforts to serve, I'm usually encouraged to explain how that is the case. Inevitably, the conversation will circle back to the way any Employees views his/her duties and responsibilities. In other words, does the person think like a disconnected drone, or does he/she feel empowered to make decisions on behalf of the Company?
The way I have always seen it, as a Southwest Employee, I have been given a precious, one-of-a-kind gift. Our Company, its legendary history, and its unsurpassed success is like no other around the world. As such, what we stand for and what we are expected to do is not something to be taken lightly. I believe each of us holds a piece of the Company's future, and collectively we have been entrusted to keep the SOUTHWEST SPIRIT alive and carry the torch forward in the days ahead.
To do that, I think we have to constantly exercise what works, as well as look for ways to better serve the Customer. In our day-to-day jobs, we have to act like owners of a corner lemonade stand. By doing so, we take personal responsibility for our product (in my case, the type of communication I carry out and the support I provide our Internal and External Customers); we stay nimble in response to other's expectations/feedback; we maintain a propensity to follow through on tasks; and we strive to achieve an environment that makes our Teammembers and Customers feel welcome. Because our corner lemonade stands are part of a multifaceted corporation, as owners we also have to be open minded, studious, respectful, and trusting of our Fellow Proprietors' (if you will) corporate efforts; and in many respects, humble to the limitations of our own expertise.
Thinking like an owner is a mindset and a belief that is supported by our Leaders that we are empowered to use good judgment and act on behalf of the Company. The fact that many of our Employees understand this comforts me and makes me appreciate how special we are as a Company.
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Hello All:
Thanks so much for your thoughtful comments.
Kim Ã
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ATC delays, primarily caused by the runway configuration (not so much weather itself) was one of the primary reasons that factored into our decision to discontinue service at SFO. When we evaluated the return on investment, we determined that providing service to/from SFO was not cost effective at that time.
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There are two certainties about flight delays: They are unpredictable (both in reason and duration) and frustrating. Aside from a mechanical problem or operational anomaly at a particular airport (e.g., boarding or flight "turn time" delay, power outage, out of service runway, navigational equipment not working, etc.), Mother Nature is typically the culprit that prevents us from operating our flight schedule in a timely manner (or not at all in more significant instances). Though we like to think she's an imposition on our way of doing business, the truth of the matter is we're trying to fly through "her space." And while we count on clear skies and gentle winds, waiting for the conditions to improve or navigating around bad weather is a common occurrence in air travel.
As Captain Stark points out in his July 17 posting, the Northeast is a very busy air traffic corridor, and when severe weather moves across the region, the volume of traffic trying to utilize the available flight routes has to be reduced. This, of course, creates flight delays. In an effort to make these weather-related flight delays more manageable, the Federal Aviation Administration (FAA), working with representatives from all air carriers, has developed a new way to orchestrate the timing of all flights going to the most constricted airspace in the United States. The new way is called the Airspace Flow Program (AFP), and it was implemented in June 2006.
Through the use of sophisticated forecasting technology and three dimensional flight analysis, AFP proactively "staggers" or revises the departure times for all flights scheduled to fly into predetermined sectors (or areas) of the Northeast. The intent is to put a plan in place (before the weather settles in) that keeps the traffic moving through an airspace that is expected to be significantly reduced and to ultimately prevent total gridlock. For example: If your flight was scheduled to travel from Chicago to Providence with a 4:20 PM Central Time departure, and a 45-minute AFP goes into effect at 12:00 PM Central Time for all flights thereafter to that part of the country, then your flight's new departure time would be 5:05 PM Central Time. The benefit to the traveler is two-fold. First, your flight now has a "known" departure time. The analogy that I like to use is: The Highway Patrol anticipates (for whatever reason) lengthy delays on the Interstate that you take from work to home. Rather than leaving your office at the usual time (5:00 PM) only to get caught in some unsuspecting two-hour traffic jam; the Highway Patrol advises you at noon to leave your office at 5:45 PM and take a secondary route.
Which brings me to the second benefit. Though your departure time is later than you expected, and not necessarily the shortest distance between two points, your drive home is relatively uninterrupted, and the total delay is less than what it might have been if everyone tried using the same Interstate at the same time. As you can probably imagine, the Air Traffic Control (ATC) system also benefits because manageable adjustments can be made while keeping the flights moving should the gameplan need to change. Naturally, an AFP is contingent upon the way the weather "plays out" as it moves across the forecasted region. As such, if a storm front stalls over an airport; becomes impassable; or takes longer than expected to move across an area, then the AFP will likely be modified. Our Company has also seen noticeable benefits in that AFP has reduced the number of indefinite gate holds (flights held at the gate by ATC without a given departure time) and lengthy taxiway congestion in departing and arriving cities after flights are released (or as we say, "when the flood gates are opened").
Currently, the AFP addresses flights to the Northeast. Like all airports across the country, flights departing from the Northeast are also subject to airport-specific groundstops and ground delay programs. Typically, local groundstops and delay programs happen because (let's say) a thunderstorm moves over the airport at the time a flight has been scheduled to depart. Just like in the analogy above, if a downpour occurs as you are getting ready to leave the office, you'll probably wait a few minutes to let the weather pass before you set out on your trip. These types of delays are separate from the AFP, and unfortunately, put additional minutes on your departure time. Thus, the aircraft on which you are waiting to arrive to turn your flight may be delayed inbound due to AFP and delayed outbound as a result of a local ground stop.No one is saying AFP is the cure-all to Mother Nature's wicked ways; but it is intended to help make weather-related flight delays more predictable, and hopefully, less frustrating for everyone.
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The hurricane seasons of 2004 and 2005 have left some nasty scars on the memories of Southwest Airlines Employees and Customers - not to mention on those ravaged areas of our country. Like most companies that do business in areas of the country that are prone to be affected by Mother Nature's tropical fury, Southwest Airlines has a Response Plan to help orchestrate our Company's operational efforts and Customer accommodations for the upcoming hurricane season (which begins June 1).
Because we can't prevent a hurricane (or snow storm for that matter) from happening, we have to have an organized/efficient method to react to the untamed conditions that are likely to ensue. Orchestrating a plan of action requires thorough preparation, flexibility, patience, and determination on all levels in order to meet the Company's overall objective: To closely monitor the foreseeable forces of nature that could potentially cause concern to our traveling Customers; Employees; and/or disrupt our operations, and to coordinate a Company Gameplan in response to a forthcoming weather event.
To uphold our professional responsibilities, while at the same time meet our personal commitments, Southwest Airlines has a dedicated Weather Task Force that is plugged in around the clock as soon as a storm develops. The timing of the storm plays a huge part in decisions that the Task Force makes, and we rely on the expertise of our Weather Guru (who is a certified Meteorologist and works with the National Weather Service and National Hurricane Center) to help us navigate through what can be an unpredictable set of circumstances.
When a storm's probability to significantly disrupt our operations becomes likely, the Task Force will implement the Company's Weather Disruption Response Plan. With the goal of putting a method to the madness (if you will), the Task Force utilizes an outlined "phased" approach and set of procedures to chart the various stages of the storm. Because the circumstances surrounding each storm are always different, our Response Plan has "built in" flexibility so changes can be made quickly, which allows the Task Force to be nimble and streamline the development and communication of the Company's Gameplan to our Internal and External Customers.
Southwest Airlines Weather Disruption Response Plan is designed to evaluate all operational and nonoperational Department needs; to provide the necessary support to help secure our equipment and facilities; to coordinate temporary staffing at each affected location while our local Employees tend to their families; to make adjustments in our scheduled service and preparations to relocate our aircraft; and to publish our Customer accommodations. After the storm passes, a similar process is utilized to restore our schedule service, and help our affected Employees pick up the pieces as soon as possible.
If you live in a part of the country that is susceptible to tropical storms and hurricanes, here are a few things you can do to help get prepared for the upcoming hurricane season: Know your home's vulnerability to storm surge, flooding, and high winds. Know your evacuation routes. Replace the batteries in your radios and flashlights. Have a handy supply of fresh water and canned foods that will last for a couple of days. Get plenty of fuel in your vehicle days before the storm is expected to make landfall. Monitor the storm with NOAA Weather Radio. Develop your own plan of action for your household. Heed the advice of the local authorities, and follow their instructions if you are told to evacuate. For more information about tropical storms and hurricanes, I encourage you to visit the National Hurricane Center's Hurricane Preparedness web site.
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05-01-2006
07:48 PM
3 Loves
You're absolutely right, Mr. Chaussee - SWA LUVs to take horseman to their favorite tracks across the U.S.!
And let's not forget BWI for Pimlico.
See you at the races, and good luck!
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05-01-2006
09:08 AM
703 Loves
At some point in life, everybody who thinks they're anybody will go to Louisville on the first Saturday in May to witness what is known as the greatest two minutes in sports. The Kentucky Derby is the only race in the world that is always watched. People come from across the United States, Europe, Asia, the Middle East, and South America to be part of the spectacle of this global event, and perhaps, if they are lucky enough, the periodic connection with a winner.
I'm a Louisville native, and this time of year holds a special place in my heart. I started my Southwest Airlines career as a Customer Service Agent at the Louisville International Airport (SDF). Along with the pagentry that is thoroughbred racing, I can attest that the moment you step foot into my old Kentucky home, you'll see the way the whole city turns on its southern charm and hospitality. The week before the Derby, live music is performed by the Louisville Federation of Musicians as they serenade patrons passing through the recently renovated terminal, which will be adorned in the familiar red roses; southern bells in antebellum hoop dresses will be handing out chocolate-covered Woodford Reserve bourbon balls during peak travel times; and when your baggage makes its way around the carousel, a bugle will signal the call to the post. The airport environment is an exciting reflection of the Derby flair and festivities, and Southwest Airlines enjoys being part of that.
I can also assure you that, just as fast as the horses race around the hallowed grounds of Churchill Downs, many of the patrons will run to catch their flights at SDF (which is less than three miles away). After a day of standing in the warm Kentucky sunshine, sipping mint juleps, and betting on long shots, you can hang your Derby hat on the fact that you'll be greeted with a friendly smile by our airport Employees as we take you back to your home town. While our staff is in top form to meet our Customers' needs, on a couple of occasions, I've seen a few travelers, who, for one reason or another, lost control of their inhibitions and ended up spending the rest of their visit with Louisville's finest.
The day after the Run for the Roses is the busiest of the year for the SDF Ground Crew. For your convenience, I encourage you to utilize the travel tools we make available on southwest.com to keep your mind at ease. Of course, it's a sure bet that we'll have extra staff readily available and working hard to help with your checkin, boarding, and overall airport experience. "Down-to-earth" service is a very important part of making sure the time you spend with us is just as enjoyable as was the time you spent at the track (and maybe even better for those who leave a little lighter in the wallet than when you arrived).
I wish you all the best for this year's Kentucky Derby, and even if I don't see you in the winner's circle, you can be sure that we'll be looking forward to welcoming you onboard our LUV jets as you travel to/from Louisville.
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