British airways putting people first

British airways putting people first

Also, by the name of “Putting People First” a program of courses was employed throughout the whole organization. This program was aimed at improving self image, to achieve the greatest possible standards of customer care and to change attitude towards the external and internal customers British Airways Putting People First exclusive promo code. Use it when British Airways Putting People First placing your order and discover all the benefits of our company. Erin Shady Head of Sales Department. Take 10% OFF your first order! Type your email to get an British Airways Putting People First exclusive code/10() Jul 07,  · We try harder" epitomised a firm that put the customer first. The British Airways that Marshall joined had existed for less than a decade: BOAC and BEA had been hamfistedly welded together in , Estimated Reading Time: 7 mins

Training People to Deliver Service Excellence in British Airways | Emerald Insight

The late Sir Colin Marshall on providing value and differentiated service in a commoditised market. That is true to a point. Of course this era pre-dates the rise of low cost airlines following the deregulation of aviation in Europe, September 11rising fuel prices and taxes, and the internet which made for easy price comparisons between airlines.

With that out of the way, it remains the case that this interview with Sir Colin Marshall from Harvard Business Review on delivering consistent high quality service in a commoditised market should be mandatory reading for anyone with the slightest connection to air travel.

Sir Colin Marshall, like BA Chairman Lord King, joined the airline from outside the aviation industry having been CEO of Avis in the US. Designed by Danish firm Time Manager Inc, this was introduced in the same year as the Landor livery and involved a two day workshop for virtually all BA employees. But where airlines ultimately fly the same aircraft on the same routes at the same speed, differentiation on branding and perception of value is critical.

Comments towards the end of the interview on industry consolidation and technology also proved to be very prescient. But even for a seeming commodity such as air travel, an element of the traveling public is willing to pay a slight premium for superior service.

Many service companies ignore the fact that there also are plenty of customers in the lower end of the market who are willing to pay a little more for superior service. It all comes back in the end to value for money. If you can deliver something extra that others are not or cannot, some people will pay a slight premium for it.

There are two sides to the business equation: costs and revenues. Any business british airways putting people first focuses on one at the expense of the other is going to pay very heavily. But you can do it without undermining the fabric of what you have built up. When business conditions got tough in recent years, we did not take meat cleavers to our product.

We did not reduce costs indiscriminately. We did not reduce the quality of the wine. We did not stop investing in airport lounges and in training people. We continued making that investment despite the fact that it would have been very easy not to. Why is it that people prefer to fly business class with us? There are different ways to think about how to compete in a mass-market service business such as ours. One is to think that a business is merely performing a function—in our case, transporting people from point A to point B on time and at the lowest possible price.

Another way to compete is to go beyond the function and compete on the basis of providing an experience. In our case, we want to make the process of flying from point A to point B as effortless and pleasant as possible.

Anyone can fly airplanes, but few organizations can excel in serving people. Every industry has a price of entry—the ante you have to pay to get into the game. In our industry, there are five basic services that everyone has to provide. We must: get passengers to where they want to go, do it safely, go when they want to go, provide some nourishment, and let them accrue frequent-flier miles. But our research shows that customers now take the basics for granted and increasingly want a company to desire to help them, to treat them in a personal, caring way.

Fulfilling those desires is the centerpiece of how we wish to orchestrate our service. I mean exactly that: arranging all the elements of our service so that they collectively generate a particular experience. We try to think about what kind of impression or feeling each interaction between the company and a customer will generate.

For instance, we ask our crews not to load up passengers with food and drinks and then disappear — not for cost reasons but so we can create additional personal contacts with the customer. According to our research, just seeing crew members creates higher customer-satisfaction levels. They oversee the process of refreshing the brands and are among those responsible for thinking of ways to innovate and improve british airways putting people first. Each of our services — Concorde, british airways putting people first, First Class, british airways putting people first, Club Europe, British airways putting people first World, Euro Traveller European economyWorld Traveller long-haul economyand domestic Shuttle service — has its own brand manager.

We started to treat our categories of service as brands in the mids. BA is british airways putting people first one of very few airlines to brand each of its individual economy and premium cabins, british airways putting people first. We recognized that delivering consistent exceptional service was not enough — that service brands, like packaged-goods brands, need to be periodically refreshed to reinforce the message that the customer is receiving superior value for the money.

Refreshing your service is also a way to make sure you periodically reassess how the value you think you are delivering compares with the value customers think you are delivering. When we began, british airways putting people first, I thought the wear-out factor for a service brand was somewhere in the five-year range. Now I am pretty convinced that five years is about the maximum that you can go without refreshing the brand.

There is certainly a kernel of truth here. Familiarity easily breeds contempt amongst frequent flyers. If you react quickly and in the most positive way, you can get very high marks from the customer. Recovery matters as much as trying to provide good service, since occasional service failure is unavoidable in a business like ours. Skip to content The late Sir Colin Marshall on providing value and differentiated service in a commoditised market.

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Putting people first when digital is first

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Sir Colin Marshall on "Putting People First" – London Air Travel

The four factor menu of practices used in British Airways in (on which the Managing People First programme was based) created by Putting People First and Managing People First. TheseEstimated Reading Time: 6 mins Lord Marshall: Executive who turned British Airways from a All you need to do is go online, give us British Airways Putting People First a call or send a chat message and say: “Do my assignment”. Our experts will take British Airways Putting People First on task that you give them and will provide online assignment help that will British Airways Putting People First skyrocket your grades/10()