Swiss: Informing Passengers through Facebook during the current Air Traffic Chaos in Europe
It all started on April 15, when the ash cloud from the eruption of the Eyjafjallajokull volcano in Iceland caused several European countries to close their air space. Consequently, Swiss International Airlines had to cancel all flights to and from the UK and Norway. Up until then, Swiss’s Facebook fan page had mostly served only as a marketing instrument. Fans, or customers if you will, were told about special offers, new destinations, corporate results or new website functions, for example. But when the volcanic ash crisis hit air traffic in Europe and the company’s hotlines had trouble coping with the amount of callers, the company’s Facebook team started to post updates and information there. And passengers took advantage of that. As increasing numbers of flights were cancelled, Facebook turned into a hub for customers unable to get information through Swiss’ temporarily overloaded website and/or telephone line.
Instead of having to tell each caller the same things (check if your flight is leaving at all and only come to the airport if you have a confirmation), the Facebook fan site served as a self-service support community. On such a community, customers profit from an accumulated knowledge base and can get help from other customers who might have had a similar problem or have other insider information. Only if this self-service support fails will the customer have to actually call a corporate hot-line. This frees up a lot of support resources and support operatives can use their time for the “serious cases” instead of having to answer the same basic questions again and again.
Dell, for example, has institutionalized this concept in their Social Community. They offer support forums, blogs with additional industry insights and IdeaStorm, an innovation community that lets customers post ideas on how to improve Dell’s products and services.
But, having a huge amount of information and knowledge available through the community doesn’t only free up support resources on the corporate level. It also improves a customer’s support experience, because even a skilled support operative can’t have an answer to every possible problem. If a problem is very specific and maybe not yet addressed in support handbooks or procedures, then other community members might be able to help instead. Of course, this only works if there are enough skilled community members. So key to a successful Social Support Community is to attract valuable members, give them incentives to participate, reward member efforts and maintain a helpful and open community culture. In creating a self-service Support Community and motivating customers to help each other, customers will get better help faster, feel valued and thus are positively inclined towards the company. So, not only can support costs be lowered, but such viral effects benefit the corporate image and ultimately sales, too. The power of Social Communities!
