I wrote Ryanair: Kings of the Customer Experience to challenge the blind orthodoxy that offering a perfect customer experience should be the aspiration of every business.
This may be true if you run a seven-star hotel complete with customer butlers, but it does not apply, I believe, for most companies. Most of us need to trim our ambitions to focus on things which cause customers most pain or friction and on those things which customers most value.
An excellent response
Jim Lucas of Lucavia read my post about Ryanair, the Irish-based European budget airline, and wrote an excellent article in response: The Real Ryanair, Please Stand Up.
Jim and I violently agree that Ryanair have set out strategically to offer a service based on the core things which their customers value: “…Low cost, on time, with bags, that’s it.”
Jim, however, then goes on to say:
‘…To me, Ryanair hasn’t, “…Designed a customer experience to compete strategically.” Their customers don’t care about it and they know it. Instead, Ryanair has chosen a low-cost, high-efficiency strategy vis-à-vis their competition to meet the needs of the utilitarian traveler. (Jim’s emphasis) In that space customer “service” is all that is required and an experience isn’t a consideration.’
I think Jim’s view is one that many customer experience practitioners share: that customer experience is something separate from the service a company designs and offers.
The whole of the experience
I don’t share this view. I believe that everything that we do which affects the customer is part of the customer experience. This includes offering the service, yes, but also the things we do which affect how this service is perceived: (I refer to this in another post when I refer to the qualia of customer experience).
Hence my use of Ryanair as an example. What they seem to do, explicitly and intentionally, is manage the customer experience to diminish expectations around anything which lies outside of their core offering.
Get you there on time? Sure.
Refunds? Don’t bother.
This setting of expectations is, I believe an absolute part of the customer experience, which Ryanair actively manage in order to support their highly successful business model. This is a strategic choice which, judging by Ryanair’s business success, seems to be working very well.
Good is better than nice
From this choice came the other point of my earlier Ryanair article: “Customer experience is not about being nice, it is about meeting strategic goals.”
Talking to some marketing folk the other day at the IQPC CMO Customer Exchange Event a couple of weeks ago, I found myself reframing this statement so that it became:
Customer experience is not about being nice; it’s about being good.
I think this is profoundly true. Customer experience is not simply an offshoot of the customer service skills industry, as many people seem to believe.
As an air passenger, for example, I value getting to my destination on time, with my bags, more than I value a customer agent’s smile if my bags have been lost.
Yet many organisations, judging by the way they run their services and where they direct their investment, seem to put this the other way round. Yes, being nice is, well, nice – but it is less important than being good at the things for which the customer is paying.
What Ryanair do, better than any other organisation of which I am aware, is to deliver on the stuff that matters to their customers while at the same time actively managing down customer expectations – and delivery – of other stuff.
They are, I believe, managing the customer experience, and doing so very well.
Which is why, while I may not like Ryanair, I have to admire them.
(My thanks again to Jim for his cogent and considerate response to the original article. His blog is well worth a read).
Image credit: Ryanair passenger growth numbers: CAPA – Centre for Aviation