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Six Secrets of Superior Customer Service
Singapore International Airlines
Gregory P. Smith
 I almost jumped out of my seat when the food cart bashed my knee. As I
grabbed my leg, I saw the flight attendant with the “hit-and-run” cart
heading down the aisle. I remember the days when flying was an enjoyable
experience--no longer true today.
On this trip I was heading back to Atlanta from Los Angeles on the final
leg from Singapore. The knee bashing occurred on a well-known airline once
admired for good service. Only hours before, I was flying on Singapore
International Airlines (SIA) and enjoying the wonderful experience.
SIA is so superior that it leaves other carriers in its vapor trails. The
positive experience on SIA makes the Air Passenger’s Bill of Rights
completely unnecessary.
How does SIA create this experience? It places the needs of passengers
first, and offers service above and beyond the ordinary. Even in economy
class, the experience is unforgettable. Pillows and blankets are carefully
placed on every seat. Once in the air, smiling attendants offer champagne
or orange juice, and carefully avoid smashing passenger’s body parts with
their carts! Passengers receive a kit containing a toothbrush, toothpaste
and special socks for the trip. At the beginning and the end of each
flight, passengers receive hot towels to freshen up.
One of the primary reasons Singapore Airlines provides superior service is
because they only hire people that enjoy a service role--enjoy serving
others. It does not take a rocket scientist to understand the more time an
organization invests in finding, hiring, and training employees, the more
successful the organization becomes. Because SIA has spent extra effort
and energy in creating alignment between employees and the company,
employees take pride in what they do.
Step 1: Clear Vision & Purpose. SIA’s places a priority on quality
service. All issues, all questions and decisions are made as they relate
to the needs of the customer. While other airlines cut back on service to
make more profits, SIA places the needs of customers as the first
priority. The bottom line for SIA is not the plane, the seat, or the
destination. The bottom line is delivering exceptional service, and the
personification of that service.
Step 2: First Class Treatment for All Classes. The bottom line for
SIA is not the plane, the seat, or the destination. The bottom line is
delivering exceptional service and personifying that service. Customer
service directs and guides SIA in all it does. Priorities and decisions
are based on the needs of the customer, not executive perks. By placing
the needs of passengers first, the whole atmosphere and the flight
experience changes. Each passenger is presented with a menu with choices.
The food in the back of the plane is better than other carrier’s first
class flights I have taken. Down the aisle the attendants come again with
liqueurs, beer or basically anything else you want--no charge.
Step 3: Staff Training and Development. SIA’s heavy investment in
staff development and training—conducted in good times and bad—enables
staff members to stay focused and continuously upgrade their performance.
Training and development fights complacency and keeps crewmembers capable
of handling demanding situations. It also gives the airline a distinct
advantage. First, it demonstrates that continuous learning and development
help people do a better job, which in turn helps individuals improve their
potential. Second, it allows SIA to stay ahead of its competition while
other carriers are cutting back.
Step 4: No Fear of Change and Innovation. SIA is known for
innovation. Instead of copying other airlines, it takes the lead. Instead
of charging passengers an entertainment fee, they allow everyone a
headset. Instead of charging for drinks, it gives them away—along with
free postcards and the postage needed to mail them. SIA benchmarks other
service industries such as hotels and restaurants to make its service more
comfortable, convenient, and creative.
Step 5: Consistent Communication. With over 27,000 staff members
representing 25 nationalities, communication is critical. SIA keeps staff
informed of important matters through newsletters and publications,
regular meetings between management and staff, and a "Staff Ideas in
Action" program that helps new suggestions and ideas move forward for
action and improvement.
Step 6: Recognize, Reinforce, and Reward the Right Behavior.
Excellent service is a learned behavior requiring constant reinforcement
and recognition. Unless an organization develops systems and processes to
reward and recognize the behavior it needs for success, it will never get
it. SIA rewards excellent performance with increased pay and promotions,
but reserves its most prestigious award for superior acts of customer
service. "The Deputy Chairman's Award,” given yearly to people who have
managed customer situations with exceptionally selfless acts of service,
is a badge of honor coveted by all employees. Winners and their families
fly to Singapore for a special dinner. Information about winners and their
families is published in the monthly Outlook magazine.
Greg Smith is a nationally recognized speaker, author, and business
performance consultant. He has written numerous books and has been
featured on television programs such as Bloomberg News, PBS television,
and in publications including Business Week, Kiplingers, President and
CEO, and the Christian Science Monitor. He is the President and "Captain
of the Ship" of a management-consulting firm, Chart Your Course
International, located in Atlanta, Georgia. Phone him at 770-860-9464.
More articles available: http://www.chartcourse.com
If you want
to develop a customer oriented staff visit this link.
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