Before launching their operation, Virgin America set out to create a distinctive customer experience to differentiate their brand. They succeeded by creating a breakthrough on-board service product about which I commented in an earlier post.
VA’s success stems from their attitude that the customer is at the center of their universe. They relied on service design – the art and science of devising an environment that enables the customer to enjoy a rich, satisfying experience. Unfortunately, it’s an approach that has been largely ignored by the industry.
Design-minded managers relentlessly ask: Who is the person we’re serving, and how can we make their service experience better? That thinking encourages listening intently to what the customer says along with what isn’t said, but is felt.
Design-mindedness is uncommon in a traditional, operations-centric industry where running an efficient operation is prized above all other endeavors. That mindset inhibits innovativeness, and too often, the customer is left out of the equation.
As a result, commercial air travel, with some notable exceptions, is perceived as a commodity, i.e. competitors’ services are virtually indistinguishable from each other, and customers tend to buy on price or schedule-convenience alone.
Historically, the major airlines have viewed their central challenge as getting passengers from point A to B as safely and efficiently as possible. Their organizing principles arise from a linear manufacturing model which hasn’t changed much over time.
The University of Toronto’s Roger Martin observes, “The dominant attitude in traditional firms is to see constraints as the enemy and budgets as the driver of decisions… The traditionalist belief is, “We can only do what we have the budget to do.”
By contrast, design thinkers view their central challenge as solving ”unsolvable” problems. Design-thinkers venerate the customer, and relentlessly seek novel novel ways of overcoming constraints.
VA’s corporate culture – clearly influenced by Richard Branson’s intense creativity and drive – is customer-driven, encouraging design-inspired choices. Branson’s mission for the Virgin group is to make flying fun again.
Recognizing that they’d have to look outside the industry – to Silicon Valley – VA hired software engineers rather than airline vendors. The mix of engineers and process owners led to some interesting choices.
For one thing, they came up with the novel idea of using an open-source (Linux) platform, named Red, to power a range of nifty features, like touch-screen food and beverage ordering, on-demand media on a high-resultion monitor, and even in-seat chat. Internet connectivity will be available soon. Moreover, Red affords VA the flexibility to support future low, cost innovation.
There are bugs to be worked out. Customers have reported re-boots and other glitches. But, I think VA is well ahead of the innovation curve, and their service platform gives them a clear competitive edge.
How will the industry respond? Carriers are taking a beating from record fuel prices and reduced demand, and in this cycle, the carriers will be treading water for some time. Under the circumstances, will the U.S. airlines open the door to design-minded, customer-centric thinking? What’s next is anybody’s guess.
I’ve written before about Integrative Thinking (or “Design Thinking“), a creative problem-solving approach described by Roger Martin, Dean at the University of Toronto’s Rotman School of Business and others.
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