Virgin America’s Guide to Not Screwing Up Customer Service

(“Fly Girls,” the docu-drama, debuts in March.) A risky marketing move? Perhaps. But you’d expect nothing less from the Branson empire.

Sir Richard’s U.S. offshoot isn’t just selling cheap tickets; it is selling an experience — and one that few other domestic airlines are trying to match. When Virgin America launched in August 2007, it promised to make “flying good again,” by offering, among other perks, in-flight live concerts, Wi-Fi, MP3 players, mood lighting, music in the bathrooms, and even absinthe on the menu.

But trendy amenities can only do so much. Virgin’s bigger selling point — and its hardest ongoing challenge — is the customer service. So far, Virgin is doing something right: In 2009, it ranked first in Zagat’s annual global airline survey of midsize carriers and wonbest cabin staff in North America from the World Airline Awards. So how does the company get hundreds of flight attendants and ticket agents to keep their cool in the face of unruly passengers, inevitable flight delays, and the everyday drudgery of their jobs? Virgin’s solution is twofold: Hire people with an independent streak, and then stress test them with one of the most rigorous training programs in the industry.

External Source - For the complete article click here. Source - BNET


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