The senior flight attendant on WestJet flight was starting routine safety talk: bit about flotation vests and emergency exits that we ignore at beginning of every flight.
“If we could have your attention, please, we would appreciate it - in fact we’d be downright shocked,” she said. The passengers and rest of crew laughed along with her and then, having captured our attention, she went on with her instructions.
That event, on my second flight with airline, may have been point when I became a fan of this upstart, discount carrier. The flight attendant’s small joke was just one of many good-spirited remarks I heard from station staff and cabin crews.
Guess what? I like travelling with people who enjoy their work. And that point is made, too, by Lance Secretan in an IndustryWeek article (May 15, 2000) that argues employees should be treated as well as customers.
Using Southwest Airlines as his example (and WestJet modeled itself on Southwest), Secretan says management needs to put same commitment and resources into internal marketing to employees that it puts into external marketing to customers.
That’s not an unreasonable idea, considering that companies sometimes have to fight harder to get and keep good employees than to get and keep customers. Put another way, can you serve customers well if you don’t have good employees? And, don’t forget maxim that employees treat customers like they’re treated by management.
So, if we were going to build an internal marketing program for employees, where would we start? What would we do? How would we do it?