Bill Hanifin
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American Airlines unveiled its new brand image yesterday. If there was ever a better example of why people say “don’t judge a book by its cover”, I would have to look hard to find it. In airline parlance, a new brand demands a new livery, which in civilian terms means a new paint scheme on the outside of every airplane. Whether you like the brand treatment and outside paint job selected by American is secondary to the bigger story.
On the surface, American could be accused of serving its own needs first while missing out on what’s important to customers and employees. At the very least, they may have mis-prioritized the wish-list of frequent flyers. I had to go beneath the covers to learn that interiors were being upgraded, leg room improved and in-flight video included on all domestic flights. That is all very positive for the frequent traveler, but I do hope that one day the airlines figure out that the human body is not meant to conform to a seat shaped with a concave back. Maybe that will turn up as part of the newamerican plan one day too.
Almost as important to frequent travelers as having a television to watch in-flight is to reduce friction from the travel experience, making fares more flexible and easier to understand. If you travel for business, you know how quickly schedules can change and how difficult it can be to economically adjust to those changes. Re-tooling current policies regarding change fees, maybe even returning to the simpler days of stand-by’s, would make life easier for many business people.
Another influential element of the on-board experience that American may have overlooked is the satisfaction levels of its own employees. There has been labour strife within the airline for years, and much of the critical feedback posted on online touches on this issue. The front line of the airline business are the counter clerks, reservations agents and cabin crews. Sending a happier bunch to work can go a long way to increasing the satisfaction levels of customers themselves.
The Harvard Business Review published an article this month citing how “Rudeness at work” can damage a brand. Think about the multiplicity of experiences you have had in airports and on board flights and I’ll think you’ll agree that there are way too many sub-par experiences that take place. While enduring a continuing stream of grumpy flight crews, even the most loyal traveler can begin to waiver in brand preference – or worse yet – cease to prefer any brand and just shop by fare and schedule.
Customer loyalty is earned through many channels. Awarding frequent flyer miles is just one club in the bag. American, as with all of its competitors, would be well advised to take a holistic view of its customer as it moves ahead with its re-branding efforts.
