GO ON TRUST ME…..

Many of my real world friends who read this blog might be bored by me banging on about trust – so I apologise off the bat for this post. But quite few of my readers dropped me a line following my recent trust post about BT so I thought I’d share a few more insights from my research into the historical, economic, psychological and sociological research into why trust is important to human beings and their societies. I hope to create a dedicated site to this research soon. So if you have questions or thoughts on how businesses can build trust then please leave a comment or get in touch with me.

I’d like to share three further insights into what businesses (and their brands) have forgotten about how trust works.


1. Trust is only built through dialogue. And the thing with dialogue is that is it two way. Most brands have forgotten that in order to have conversation you need to have a point of view, be interesting and have continuity. Make an (easy) imaginary leap that I am boring and suffer short term memory loss (but you don’t know that). Our first conversation won’t be good and the second, as I deny all knowledge of knowing you, has the potential to be positively damaging . Yet call the typical contact centre and you will be subjected to minutes of disclaimers telling you what can’t be discussed and then they have no knowledge of the 10 calls you’ve made before. Zip on the trust front.

2. We trust more in people than anything else. Everything else is an abstraction. Whatever the brand models and marketing literature say trust is fundamentally a human thing. Yes, it is possible to trust in brands, businesses, governments, organisations etc but the quickest and easiest way to build this is to get people to do the talking and the doing. The recent Toyota recovery press advertising covered this well. Whilst they might have handled the whole crisis poorly but this advertising with its premise of “we are thousands of people working as hard as we can to recover the situation” was fundamentally human and powerful.

3. To be trusted, you need to trust. Every brand I’ve worked with wants people to trust them – that’s the point of brands right? Yet most businesses and their processes don’t trust the customer. Businesses too readily default to a position of policies that cater to the downside risk of fraud and loss rather than trust their average customer. You’ve banked with a high street bank for 40 years with a perfect record but retired last year. Try asking for an unsecured loan – 40 years counts for nothing – policy says “we don’t trust you”.

If you want to build or rebuild trust you could do worse than allow your humans to be human.

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As ever thanks for reading…..

Justin

Mail me: justin@basini.com
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DON”T CHANGE WHAT YOU DO, CHANGE YOUR BRAND POSITION

Ever considered whether moving your brand’s position is good idea?
Ever thought about whether you could thrive in a cheaper part of the market?
Ever got frustrated that you don’t make much progress against your competitors?

I’ve often looked at these brand positioning questions and recently experienced the repositioning of Aer Lingus, the Irish national airline.

I used to despise Aer Lingus. When I was travelling to Dublin every week for work (about 7 years ago) I avoided them like the plague, they were awful. Badly run, never on time and unpleasant. They were a poor imitation of British Airways or bmi. Worse of all they were bad AND expensive.

But in the last few months I’ve flown Aer Lingus four times and they have changed significantly. It seems they have upped their game but the main thing they have done is reposition their brand and that has done wonders for their perceived value.

They have kept the core of their national carrier approach – assigned seats, quite generous baggage allowances, trained and uniformed staff, sober style, normal planes with normal seats. But they have changed their pricing model to be similar to Easyjet – i.e. book early get cheap seats. For all the flights I have taken with them I have been booking up to 8 weeks in advance (so not incredibly early) and got flights for under £50.

Aer Lingus are now competing in my mind with Easyjet and Ryanair for my low cost flights. They aren’t competing with British Airways anymore from where I look at the market. They bring a certain national carrier quality to this low cost competition and this combination has won out for my last 4 flights. They didn’t win when they were competing against British Airways, they do when they compete against Easyjet.

Sometimes you don’t have to change what you do, you just have to move your brand or business model to compete in a different part of the market where you bring value.

Now, as a quick look at their results shows, the challenge for Aer Lingus will be to right size their cost base to the reduction in revenue per seat that low-cost has caused. They need to do this whilst maintaining a half decent customer experience and is currently differentiating them from their low cost competitors. Not an easy task but by focusing on the things that really matter, keeping some of the national carrier experience, and innovating on key dimensions they have a chance.

A good example is their investment in the hub at Gatwick or the very impressive self check baggage approach they have in Dublin. This self check baggage system means you can sticker and drop your bags automatically. Rather than detract from the experience this is a great innovation and almost guarantees no queuing.

We’ll see where the airline story goes. The “pack ’em in like cattle model” will I think become increasingly niche, especially as flying becomes more expensive. I, for one, will be looking for great value.

Thanks for reading, as ever, please comment if you have ideas or thoughts.

Justin

Email me: justin@basini.com
My website: http://www.basini.com/
Read my blog: http://www.blog.basini.com/
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