As a frequent flyer, I, like others, have had my fair share of poor travel experiences. This year alone, I lost my Mac laptop when a flight attendant spilled a full drink on it; my luggage has disappeared on multiple occasions into the black abyss of the inner workings of airlines; I’ve been delayed, missed connections, and arrived quite overdue to meetings more times than I can count.
My experiences are all-too-common for travelers today. As a business leader though, my main frustration is that if the airline I flew took time to really investigate its day-to-day customer operations, my all-too-common issues (though very small in the grand scheme of things) could be avoided.
After each flight, I receive a standard, unimpressive follow-up survey. I provide my feedback and it seems to go into the same abyss as my luggage. What the airline does not understand: it is the employee who can offer the best insight and solution, not me (the irritated customer). While I can tell them all the details of my negative experience, the employee can tell them the internal processes, operations, or situations that are causing the issues in the first place. Employees can tell them what they see and experience firsthand from not only myself but the countless of other customers experiencing the same issues.