Category: Public relations

It doesn’t matter what United does

Posted on by Brian Lee

United_AirlinesAs I’ve been reading the mass media and PR trade journal articles on the recent United Airlines fiasco, I’ve noticed a consistent theme: people have critiqued how United and its CEO have responded–and I agree, it’s been pitiful–but what’s missing from these stories is that at the end of the day, it doesn’t matter what United does.

In other words, a company like United can treat its employees and passengers however it wants, it can completely whiff in responding to crises and it can continue to offer horrible service, but subsequently, it will still remain in business. That’s because United, American, Delta and Southwest are essentially an oligopoly of U.S. air travel. Consumers have few options, and these airlines know it.

It’s no surprise that consumer complaints against the airlines increases each year. Still, airlines can make flying even worse than it already is–for example, reduce seat sizes by half, charge for water and ban carry-on bags–but as soon as they dangle a special discount on a flight, consumers always will grudgingly come back.

Think about other industries, such as cable providers and cellular providers. They, too have large amounts of complaints, but with little competition, there’s no incentive for these companies to have a customer-centric focus (despite what they say publicly).

And that’s exactly why United won’t suffer any long-term damage.

Update: April 17

The New York Times published an op-ed that mimics my points, stating “an industry that is not naturally competitive … (became) an unregulated cartel. This restored profitability, but at awful costs both to customer convenience and to economic efficiency as well.”

In Hospitality, Customer Service is Everyone’s Responsibility

Posted on by Brian Lee

hospitalityINTRODUCTION

In a survey by American Express, 7 in 10 Americans said they were willing to spend more with companies they believe provide excellent customer service. This is especially important for hotels, B&Bs and resorts. It is the responsibility of every employee–from the front desk to housekeeping–to provide a high-quality, memorable experience for each and every guest.

Following are a few keys to hospitality success.

HOW TO IMPROVE CUSTOMER SERVICE

Creating a customer-first culture starts with training. Make your hospitality standards a key part of new-employee onboarding.

Employees should learn your hotel’s mission and values. Your internal communications–for example, email, Intranet or department meetings–should regularly reinforce these points. A maintenance worker directing a guest to a pool or a bartender providing sightseeing recommendations goes a long way.

Senior staff members need to lead by example, according to HotelRED General Manager Jason Ilstrup, a past Wisconsin Hotel and Lodging Association Innkeeper of the Year whose hotel in Madison, Wis., has earned numerous Trip Advisor Certificates of Excellence.

“I’m out on the floor, working in all departments, and great customer service becomes contagious,” Ilstrup said. “I’m trying to demonstrate that we’re all on the same team and doing this together. Our mentality is that we’re here for the guests.”

BENEFITS TO GREAT CUSTOMER SERVICE

Contrary to popular belief, customer loyalty is not built through great customer service, according to a study by the Customer Contact Council. Instead, customer loyalty is built by “reducing (the guest’s) effort—the work they must do to get their problem solved.”

That’s why Ilstrup empowers his staff to solve issues as they arise.

“We train the staff to have the right frame right of mind, and then we never question their decisions,” Ilstrup said.

As a result of great customer service, Ilstrup said the main benefit for his hotel is not only referrals or favorable reviews, but also the “positive attitude the staff has all the time.” And that, in turn, benefits the guests, too.

RECOGNIZE YOUR STAFF

You also should establish an employee recognition program. Staff members always appreciate being noticed for going above and beyond. This is not an employee-of-the-month award; rather, it’s calling out “wins.” Your program will hopefully lead to increased productivity and high morale.

Check out what Hilton does:

FOR MORE INFORMATION

Revelation PR, Advertising & Social Media offers hotels, B&Bs and resorts services related to media relations, community relations, branding, group sales, SEO/SEM and social media management. Please contact Brian Lee, brian [at] experiencerevelation.com or 608-622-7767.

How to Communicate to Staff During M&A

Posted on by Brian Lee

INTRODUCTION

Mergers and acquisitions (M&A) among health systems and IDNs seem to be a regular occurrence. In fact, PwC called 2016 the year of “merger mania.” While it’s a must to explain the benefits of consolidation to patients, stakeholders and the community, employee and volunteer communication is arguably more important. In other words, position internal communications as a priority over external communications.

Reasons include reducing anxiety about layoffs, removing uncertainty and improving morale. A Northwestern University study said “high quality communication has a positive relationship with employee outcomes, such as satisfaction, commitment and decision to stay in the organization.”

HOW YOU SHOULD COMMUNICATE TO STAFF DURING A MERGER OR ACQUISITION

  • Set goals. What do you want to accomplish from your communication efforts with physicians, nurses, PAs, volunteers, etc? You’re likely looking to kill the rumor mill, reinforce desired behaviors, have staff parrot your messages, keep staff from bolting and ensure staff feel like their needs are being met/heard.
  • Have senior leadership budget time for internal communications. Your IDN’s senior leadership is probably extra busy during the time of an M&A, but they need to devote time to staff. Write talking points for the senior leaders, and perform “media training” with them.
  • Communicate frequently. Hospital leadership may be restricted from revealing many details, but pass along what you can via email, intranet, etc., and do so on a regular basis, preferably no less than weekly. In addition, give talking points to department heads and team leaders to disseminate to their staffs and volunteers.
  • Communicate alongside the other provider. Whether you’re the acquiring health system or the health system being acquired, the leaders of both organizations need to participate in the communication process. The aforementioned Northwestern study said staff found this participation to be important. In addition, both communication departments should coordinate their efforts.
  • Plan for leaks. You may already have a contingency plan in place for external communications in case of a leak, but you need to have one for internal communications, too. Figure out what to do and what to say from pre-deal to closing day.

FOR MORE INFORMATION

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