Little Rock has a relatively nice airport...comfortable, easy, a pleasant experience by airport standards.
So, who makes the decision to let this sort of thing get in the way? I've seen this fan just like this for months. How many employees and managers are saying, "it's not my job to fix this" even though it clearly disrupts the marketing program?
Hospitality is in the Details from Michael Chaffin on Vimeo.
Rules are good for a lot of things...keeping airplanes and cars apart, managing kids at school, getting people paid on time, etc. But, as much as they make things orderly, they can really hamper your chance of being remarkable, especially in hospitality. This was the scene at a local shopping center at 10 AM. Out of camera range were five other similar congregations...just waiting to get in other stores. Guess what time this store opens, yep...10 AM. So, does it make sense for a shop keeper to keep a group of people waiting outside in the heat until the rules say it's time to open? Of course, not. It makes more sense to welcome people as they arrive, even a few minutes early, invite them in, offer them a cool drink and allow them to browse while you get the register fired up. That's what a shop keeper who's livelihood depended on every customer would do. Problem is...not many of them around. But, plenty of clerks following rules.
Sometimes it's obvious that companies are desperate. At least I hope that's the excuse for something like this...
The overdoing it syndrome is now in full force. More color, more bold, more gimmicks...all in an effort to prove you're doing more for people. When, in reality, you're annoying them. This is what happens when desperation takes effect. We look for quick, easy strikes. Too late if that's all you've got...shouting does not make you more interesting.
Permission is powerful...one of the most coveted assets for any business. Misused or falsely represented, it's even more powerful...with the potential to destroy everything you've done to build trust with your customer. Sometimes, companies (usually big ones) fall victim to using "customary practices", which are cleverly disguised as permission, when in actuality they're asking for forgiveness...just in advance.
In the near term, it's easier to place your burden on the customer and to rationalize that it makes sense. The alternative, engaging and asking someone if it's ok to talk with them, is far more difficult...it takes real effort, time, money and a genuine interest in how someone feels about what you're doing.
My overarching rule for sensible permission...it benefits the customer more than it does the company.
Then, in the case of unsolicited communication, I'd add that if we're penalizing the majority of our customer base to collect money or information from a few, I'd find another way. I certainly wouldn't do it like this...
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NEWS FROM WELLS FARGO
Effective January 12, 2009 in order for the Bank to better service your account
and collect any amounts you owe, we may from time to time make calls and/or
send text messages to the telephone number(s) associated with your account,
including wireless telephone number(s) that could result in charges to you. The
manner in which these calls or text messages are made to you may include, but
is not limited to, the use of prerecorded/artificial voice messages and or an
automatic telephone dialing system. In addition, to better service your account
or collect any amount you owe, we may also contact you via email at any email
address you have provided. If you do not want to receive prerecorded/artificial
voice messages, automatic telephone dialing system calls and/or text messages
on your wireless telephone, please contact us at 1-877-647-8551 Monday-Friday
between 8am and 6pm and Saturday between 7am and 3pm PST.
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Phone companies are notorious for stretching the truth...Centurytel is no exception.
Most of the time, lies aren't this obvious. Most of the time they're buried in ad copy, subtle tag lines or internal memos.
Unfortunately, bad times seem to bring out the overpromisers in droves. Please don't allow yourself to fall in this trap. Make the best out of what you've got. And, try to improve upon that every day.
Art of Hospitality Lesson...When things go bad, don't make them worse. Seems like common sense. I think that's what is lacking in organizations like Continental Airlines.
Last Thursday, 168 passengers on Continental flight 71 endured a 32 hour journey to get from Amsterdam to Newark. Along the way, the poor people on the plane enjoyed overflowing and inoperable toilets, raw sewage in the aisles and an unexpected overnight stop in Ireland. One of the passengers, Dana Bushman, was kind enough to share her personal account. Or, you can read the media version. Either way, it wasn't a good day for anyone, especially Continental.
Continental's failure has nothing to do with toilets or flight delays. Much like like Jet Blue's Valentine's Day chaos, it's not an equipment problem, it's a people problem. It's an attitude of prevention and fear that gets these companies into trouble. They use traditional and outdated PR tactics to downplay very serious and remarkable issues. And, that's what everyone expects them to do...and there lies the missed opportunity. Here's the PR statement released by Continental:
"We deeply regret the serious inconvenience to our customers and are
apologizing to them and compensating them for the poor conditions on
the flight as well as the diversion and delay," from the Houston-based carrier.
FYI, the compensation (to date) amounted to $100-$500 in credit vouchers for future flights.
Pretty lame...and exactly what we've come to expect. Now, they're in a real firestorm...and, deservedly so.
The mishandling of the people on that flight was remarkably bad. Yes, some things could have been prevented along the way. But, they weren't. And, the situation ended up in the toilet (pun intended). Such is life. But, anytime you have a situation that's remarkably bad, you have a gift...an opportunity to create something remarkably good. In fact, it's the only option...if you care to erase the bad. Continental should have been prepared to do just that. They should have seized the opportunity and jumped into action and done something like this...Continental's CEO should have personally greeted the passengers of that flight upon arrival in Newark. The airline should have made 168 passengers lifetime platinum (or whatever the highest level is) members. They should have been offered lifetime airline passes (at least a couple of trips per year). They should have been treated like royalty. They should have been given champagne and T-shirts (I survived the s**t storm on flight 71). They should have been showered with gifts and apologies...and caring.
The passengers should have been converted from disgruntled Continental haters to raving fans...whatever the price. But sadly, they weren't.
Continental could have been lucky (where opportunity meets preparation). But, sadly, they weren't.
We're going to unravel this some more on tomorrow's indieHotelier program...join in on the fun at 11 AM EDT via Talkshoe.
Update: Dana Bushman will join us on tomorrow's live indieHotelier show to give us her first-hand account.
My aggravation of the week...
If I call your support line three times in as many days and each time you answer with a recorded message that claims you are "experiencing higher than normal call volumes", you might rethink your definition of normal...and, more importantly, what to do about it.
My tip of the week...have a person answer the phone whenever possible. People like that.
Type in the word "innovation" at dictionary.com and you'll see these results:
Ask Hampton Inn's Phil Cordell, and he'll tell you that changing out all of the beds in their hotels is part of their committment to innovation and 100% guest satisfaction. You can read the article here.
Yes, they spent $100 million on 210,000 beds. Yes, they changed them out in a year. Yes, I bet the beds are better. But, that doesn't make this innovative. In fact, the last time I checked, a good night's sleep on a decent mattress is expected at any hotel.
In my opinion, you need to add "inventive" to the definition. Once you do that, it has a chance of being remarkable. At roughly $476 each, Hampton's new beds probably aren't worth all the hype (what's remarkable about 200 thread count sheets?).
The iPod was innovative. The introduction of the motor inn by the likes of Howard Johnson was innovative. Hotels without front desks are innovative. Changing the beds to something slightly better isn't.
My advice...do something truly remarkable...then, send out the press release.
Sarah gives a great example of why you shouldn't do something just because...
In her story, she illustrates how a Holiday Inn Express does a great job with their Guest of The Day Program...and how a Marriott Courtyard doesn't.
At the end of the day, your job as a hotelier is to make people feel genuinely special...the key word being genuinely. If you're not doing that...stop, and focus on things you can do really well.
Joseph Jaffe posts about GM and Frito Lay's recently announced "user generated" advertising scheme for Super Bowl 2007. He makes some salient points about their upcoming experiment...the jury's out as to how well it works, if at all. However, while the whole thing seems a little more creative (and it might even end-up being entertaining), aren't they (the advertisers) missing the point? I'll pick on GM because they give you so much meat. Here's a quote from them (Chevrolet) about the campaign that makes my point...
"This is a contest that fits in well with our overall campaign for 2007," said Steve McGuire, advertising manager for Chevrolet. "We are asking the people entering to look at how we can market to a younger group, to get that audience interested in Chevy products, to ignite passion and increase the buzz about Chevy cars. We have a specific creative brief, and we will look to see how the entries match against that brief."
Read these parts again..."to get that audience interested in Chevy products"..."we have a specific creative brief".
Why do so many other people, like Joseph, understand this...but, GM can't seem to get it...instead of making cars they want or can afford to make, and then spending Billions (yes, with a capital B) annually on ads trying to convince prospective customers that thier product appeals to them, why not build a car the customer actually wants? If you want to attract younger customers (the average Chevrolet buyer is 46...hey, I think that's young), then start making cars like Mini or VW...but, different, of course.
Figure out what excites people...first. Then, see if you can deliver something that blows those people away. Not the other way around.
I'll be sure to tune in to Joseph's show, Across The Sound, where he plans to disect this further.
The art of recovery is truly an art, and not to be taken lightly. Mistakes lead to opportunities...a chance to show how smart you are...or, sometimes how dumb. Starbucks recently fell victim to the mass production of an e-mail coupon intended as a benefit for their employees (and their families). Well, as you could of guessed (and they should have), the benefit quickly outgrew its intended audience. So, what did Starbucks do? They posted this sign in their stores...
As Seth points out, this is not the way to fix a problem you created...it sends the wrong message, and offends people, especially those loyal to you (like me).
It's just like this sign Holiday Inn posted in their rooms (previous post)...
Think before you leap.
Call it what you want…hip, trendy…or the start of a new fad. But, no matter how you slice it, when you pile stuff on just to be different, it means your story’s worn out…or, you never had one to begin with. It means your grasping…and hoping your idea can attract enough attention to get the needle to move just enough to keep your job until the next quarter. I call it a gimmick.
Try this one on…
Here’s a short piece of the story…
Starwood Hotels has been working for about seven months to roll out lobby scents in about 600 hotels, a brand-building exercise that the company hopes will boost guest loyalty.
Great products and experiences are interesting, authentic and they make people feel special. And, at the root, they’re remarkable…all by themselves. Trying too hard to make-up for something your not is expensive, a waste of time and often delays the inevitable…failure.
I can’t wait to see how this one turns out…but, I don’t think it passes the sniff test.
Picked this gem up from Hotel Chatter...apparently Holiday Inn Express (or, at least one of them) is placing these signs in guestrooms...
Do you think that anyone at HI Express gave any thought to the message this sends to the majority of their guests...who don't steal towels and ironing boards? What kind of a story doea a cheap sign with a cheap message tell?
One of the "costs of doing business" in our industry is the replacement of linens, whether it be from theft, damage or whatever. Attempting to recover that cost by displacing the trust of your best customers is in a word...wreckless. Obviously, there's little "new marketing" thinking going on here.
One of the fastest ways to alienate your guests (and erode your occupancy) is to make them feel cheated. Case in point, the Providence Westin now charges $10 to use their fitness facility...almost assurdely some accountant's idea to build ancillary revenues. However, as this story indicates, nickel and diming doesn't work, especially if you're average.
Human nature dicates a propensity to have more...some call it greed. In business, as in life, this tendency leads to bad decisions. Rather than trying to milk the last drop from every cow, focus on ways to appreciate your customers and how to deliver a better experience to them. The goal is to make gusts feel happy to pay the rates you charge...not to hack them off over a few extra bucks.
Happy New Year…and time to get back to writing. And, before I could get even get the brain in gear and the notebook on, I saw the story about the Crowne Plaza Swingers Party last night on Fox News. Oh, just in case you missed it, here’s an article from the Orlando Sentinel.
After taking this in overnight…I just want to slap someone silly, namely the management of the subject Crowne Plaza. What were you thinking? First, you take an enormous PR risk booking a “swingers” party on NYE. Then, if that’s not enough, you throw a soccer kids group into the mix for good measure. Nice…
This is a clear case of putting the bottom line in front of everything else…morals, risk management, guest comfort, employee abuse and on and on. And, unfortunately, in some organizations this sort of decision-making is completely acceptable.
I call it being asleep at the wheel.
I wonder what action Intercontinental might take? Guessing that slapping someone is out of the question, I bet some Columbia Sussex heads will roll…and a lawsuit is being drafted as I type.
I saw this article the other day on how Marriott is “changing” to appeal to the younger generation. They’re embarking on an overhaul of design in some of their properties to change their image with this particular audience.
Well, you can’t just change your image this way, especially if you’re Marriott. And, perhaps more importantly, why would you? You’re (Marriott) clearly the “best” at providing a very consistent, upscale lodging experience. Yes, in most of your properties, you lack “hip”…and a story. But, even the younger generation has a slice of customers looking for clean, comfortable and full service that’s reliable and consistent. That’s what you’ve worked so hard to become. You are what you are as a result of hundreds of thousands (probably millions) of guest experiences over time. We all have an “image” in our mind about Marriott. I bet it’s similar…that’s called brand harmony and is precisely what Marriott and others so fiercely covet. Once you have it, that memory is hard to erase. And, I wouldn’t waste my time trying to change it. Rather keep making it better.
Here’s a suggestion. If you want to be successful at managing boutique hotels (which are inherently different than a Marriott), leave the Marriott affiliation off (You’re on the right track with your consent that your restaurants really won’t work in a new brand). Boutiques typically have healthy doses of design, story and care. Marriott’s got care, but arguably lacks the design and story elements. And, I don’t think anyone’s going to buy into a “transformed” Marriott brand. The folks that stay in independent, boutique properties do so because it’s not Marriott. Get it?
Today I received five pieces of "junk" mail. I know, nothing new. Here's the good part...three of the solicitations were from airlines who are bankrupt!
Is it just me?
These folks have their priorities out of whack. Will someone please wake them up and tell them to focus on genuine relationships with their customer? Better yet, have them call SWA or Jet Blue.
