If you aspire to or are a pre-eminent global service business, shouldn’t the CEO’s communication and feedback systems with its’ customers reflect its’ pre-eminence and branding? Here is a recent example of personal response times from constructive customer service letters to European CEOs:
3 days, in person Ewan Venters, CEO of grocer, Fortnum & Mason
14 days, in person Nigel Wilson, CEO of insurer, Legal & General
135+ days, zero response Dame Carolyn McCall, CEO of budget airline, easyJet
645+ days, zero response Keith Gibbs, CEO of insurer, Axa PPP Healthcare
795+ days, zero response Rickard Gustafson, President and CEO of airline, SAS Group
Letter writing might be unfashionable in certain quarters but when a customer today makes the effort to put pen to paper, it is a common sense assessment that they are serious about their intent to point out a superior or underwhelming experience. Based on my anecdotal research, a great experience buying a tin of biscuits will elicit a 4x faster response from the CEO than buying a cumbersome life insurance policy, 45x faster response from the CEO than being stranded late night in a desolate European airport or 219x faster response from the CEO to acknowledgement of proactive service in a healthcare insurer! Why would a CEO’s office operate like that unless it is seriously disorganised, it doesn’t hold itself accountable for the promises it makes to its’ customers or it is simply arrogant?
© James Berkeley 2017. All Rights Reserved.
Tags: accountability, branding, CEO, Customer Experience, europe, service, speed