Who are your priority customers and how do you serve them? Classic brand and customer experience theory says to focus on the “best fit customer” to drive relevance, yet it is rare to find a case where pleasing only one customer type can help achieve your goals. Case in point: when I took this position at Forrester, I started flying… a lot. Yet my 25,000 miles in 3 months on a certain airline didn’t align with their pre-set qualification period, so I didn’t receive status nor am I recognized in any way when I fly with them. That lack of recognition undermines loyalty, yet I’m precisely the type of customer whose loyalty they should be eager to gain.
This airline puts emphasis and resources into maintaining an improved experience for their defined priority customer – existing loyalty program members – and doesn’t consider the experience for attracting new customers like me into the fold. While they have a terrific app, the rest of their relatively generic flying experience (including wi-fi on only 1 of 10 flights I’ve taken) does little to motivate me, or any business traveler, to choose this airline over another brand.
When portfolio thinking comes into play
It’s true that by trying to be all things to all people, you become nothing to anyone. Imagine Apple trying to appeal to both innovators and technology laggards, or Southwest Airlines trying to cater to both bargain and luxury fliers. It doesn’t work. Good brands have the courage to stand for something.Read more