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How JetBlue earns undying loyalty, and how you can too

(BUSINESS NEWS) Getting people to remember, let alone love a brand is near impossible, but JetBlue shows a promising path forward.

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As customers become increasingly aware of marketing techniques and underlying motives for brands, it becomes more difficult to sell to them. Luckily, there are still a few brands whose techniques you can learn from – and, perhaps surprisingly, one of them is JetBlue.

JetBlue, a major airline, sees their customers as individual people, not just numbers. This “human” aspect of JetBlue’s branding is their most important trait; especially in the airlines industry – a market oversaturated with stale experiences (and peanuts)—it’s crucial to stand out. JetBlue does so by going the extra frequent-flyer mile to make customers feel at home through genuine, human interactions.

Another interesting JetBlue method is categorizing their customer engagement.

There are two different categories of interaction – micro and macro – that refer to small, one-on-one encounters and the big picture, respectively. With an emphasis on making the individual experience as pleasant as possible without losing sight of the forest in the process, JetBlue creates an atmosphere that balances hospitality and efficiency.

One of the most oft-overlooked aspects of customer engagement is that it goes two ways. Responding to customers is objectively important, but it’s an exercise in futility if you aren’t also listening to what they’re saying in the first place. Too often, a customer service team’s first response is to address comments or concerns with damage control in mind; instead, have a dialogue with your customers.

If the interaction doesn’t feel like a conversation, you’re doing it wrong.

JetBlue also has a profoundly healthy response to crises. Where others merely apologize, condescend, and/or brutally drag people off of the airplane when faced with an overbooking or a late departure, JetBlue bends over backward to ensure that their response is both heartfelt and actually useful to those affected.

This is something with which I actually have experience – at one point, JetBlue had to delay one of my flights for several hours, a circumstance to which their response was complimentary drinks and $75 vouchers for future flights. There’s no replacing convenience, but JetBlue did their damnedest, and that’s what I remember about them.

As you approach this year’s customer encounters, remember the two-way approach and avoid falling into the trap of talking rather than listening.

Jack Lloyd has a BA in Creative Writing from Forest Grove's Pacific University; he spends his writing days using his degree to pursue semicolons, freelance writing and editing, oxford commas, and enough coffee to kill a bear. His infatuation with rain is matched only by his dry sense of humor.

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Real Estate Brokerage

Brokerages rarely write an internal communication strategy, here’s how

(BUSINESS) Almost no real estate brokerages have an internal communication strategy, but absolutely should.

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It’s still early enough in the year that you can start fresh personally and professionally. Help your organization start fresh by taking into account what’s happened in recent history and where you want to go. From there, you will determine what steps are necessary to achieve your goals.

Writing an internal communication (IC) strategy can be the first step in mapping your goals and is virtually unused in the real estate industry. According to All Things IC, an “internal communication strategy is like a map, an outline of your organization’s journey. It’s the big picture of what you want to achieve.” This can be done by a brokerage, or an independent agent alike.

Great! So, where do you start? First, know what an IC strategy needs to address. This includes the where, how, what, and why.

Write down the current state of the company, then state where you’re headingm or where you’d like to be. Create a list of objectives to support this.

Then break into your “how.” Explain how you are going to get to where you want to be, as well as how long it will take and why.

You’ll then venture over to a “what” by outlining what is involved along the way to your goal. Then, throw in a little “why” by explaining why this approach is the best for the job.

Go back to “how” and tell how you’ll know when you’ve reached your destination. This part will require tangibles, measurements to support a change in reaching your goal.

Finally, give one more “what” and address what will happen if you don’t change the way you’re currently operating. If things are working for your organization, that’s great! But, there is always room for improvement.

For an internal communication strategy, it is important to include the following: a title, an issue/purpose, structure, executive summary, audience segmentation/stakeholder mapping, a timeline, channels, measurement, communication objective, approval process and responsibilities, key messages, and an appendix.

Now, what was missing from the initial inclusions was a “who.” So, who should be the one to write this document?

Well, it needs to be someone with a strong understanding and implementation for internal communications. This can be done internally by someone on staff who is an expert; or, it can be outsourced to an expert. Regardless of who writes it, make sure it is clear and concise for the audience at hand.

What is most important to remember is that writing an internal communication strategy is just half the battle. Your work is not done once this document is agreed upon by the leadership team. And finally, you must be willing to enforce what’s written on these pages and be ready to make the changes you’ve outlined.

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Real Estate Brokerage

How to achieve a winning business culture

(BUSINESS) Achieve a winning business culture by checking in on four important categories that are time-tested and proven to improve your company.

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When it comes to the term “business culture,” we all have a tendency to throw it around without a precise definition that fits our respective companies specifically. It can be argued that some type of culture will form, regardless of the emphasis you put on it – that’s just human nature. But, how can we check in to make sure that the business culture we’re exuding is an effective one?

A few months back, I was told about a simple way to test your business culture, in a method developed by Franklin Covey. In order to have a winning culture, a culture must have organizational focus and execution shining from great leaders and effective individuals.

With this, there are four categories which contribute to a winning culture. These include: distinctive contribution, engaged team members, loyal customers, and sustained performance.

You may be reading this and going, “well, no duh,” but let’s think about this for a second. Even if you can explain the factors that would make up a strong culture, does that mean that your company has them?

In terms of distinctive contribution, it’s important to look past what your company does on a day-to-day basis and see what you’re doing to make a difference in the world. Does your company give back to the community? Does your team feel proud to work for a company that does good for others?

Speaking of your team members, do they seem to be engaged? So many people go into work with a lackluster attitude and that has a poor effect on their output.

Are you doing things within your culture to make your team feel engaged and productive? This can range from weekly meetings designed to brainstorm and hear everyone’s opinion, to programs that award hard work with fun incentives.

When you have team members that are engaged and hardworking, they will display this to the public and will likely help in attracting loyal customers. Customers can tell when a company and its team are being genuine, and that carries so much weight in terms of retention.

This leads to the final aspect of sustained performance. You must be present and consistent with your customers in order to give them repeated satisfactory performance time and time again.

It’s likely that our business cultures can all enhance in one or more of these categories, and, what better timing than going into a new year?

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Bill Gates’ big regret of a simple command haunts him, what haunts you?

(EDITORIAL) If BIll Gates is still living with a big regret, it’s time to ponder your own, your own humanity, and consider moving past it in a healthy way.

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It has come to light that Microsoft founder Bill Gates regrets some of the original design decisions of the PC. Namely, the CTRL+ALT+DEL command that allows you to log in to the computer, due to its lack of simplicity when trying to access a key part of a computer’s operating system.

I know Mr. Gates probably has other regrets when looking at the span of his more than thirty years involvement with being associated with one of the most profitable companies in the world. I am assuming that you also have some regrets you have also in regard to your own business and/or career.

We all do.

According to psychologists, regret occurs when an something perceived as an error is made that has some personal accountability tied to it. If you’ve ever been a part of a business team, supervising employees, or been the boss, you’ve had a wealth of personal accountability. And, since you’re human, you’ve definitely made some mistakes.

One of my former bosses told me after a long day, in which I made some mistakes: You did the best you could have with the information you had. More than likely, if you’re agonizing about that mistaken car reservation or wrong decimal point, you made a normal human error. Even if it isn’t a small day to day thing, but perhaps a big issue with some big consequences, you can move on from that. It will be okay.

A great way to move on from a failure or mistake in business is to use the situation as a lesson for the future. Chances are, if you’re a team leader who messed up a relationship with an agent, you will have more agents in the future to avoid that error with.

Learning from your mistakes, and using your errors as fuel to increase your motivation for the next project, is a great way to deal with regrets healthily. If you don’t process your regrets, you can deal with a wealth of mental and physical health problems like chronic stress, depression, and damage to the systems that regulate your hormones.

You will have mistakes, but those mistakes have gotten you to this point in your life. It’s impossible to guess how your life would change if you were able to go back and fix that one thing that feels like a turning point in your business life. Living in spite of regrets is one of the hardest challenges in life to face, but just like Gates, you will accept the past and move on.

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