Category: Malaysia

Where is the new Malaysia Airlines brand?

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I was under the impression that September 1st 2015 was the planned date for the launch of the Malaysia Airlines System (MAS) rebrand. As far as I can see, all that has happened is the name has been changed to Malaysia Airlines Berhad (MAB).

To launch the new company, MAB CEO Christoph Mueller led a team of senior managers around Kuala Lumpur international airport (KLIA) greeting passengers, handing out teddy bears and giving away a pair of business class tickets to Melbourne. This is a nice if old fashioned way of introducing a new product and the internet means these cute if short lived PR tactics can be leveraged online and potentially taken up by users across the ecosystem.

Malaysia Airlines CEO greeting passengers on the first day of the new company Pic credit: NSTP/Aizuddin Saad
Malaysia Airlines CEO greeting passengers on the first day of the new company Pic credit: NSTP/Aizuddin Saad

Unfortunately I couldn’t find any reference to the airport visit on the Malaysia Airlines Facebook page. Not even a reference to the free tickets to Melbourne. Perhaps I missed it or the airline missed an opportunity to get some valuable positive earned media.

In conjunction with the launch of the new company, the CEO stated “We are very excited to welcome today, the start of our new company. We have been working hard for the past months to ensure a smooth and successful transition and we would like to thank our customers and airline partners for their continued support during this period.”

Interestingly, he added, “the new company was looking forward to enhancing its customer in-flight experiences and give them more reason to visit Malaysia.”

Although his comment suggests he’s more interested in new recreational customers than existing ones and visitors to Malaysia rather than citizens of Malayisa, it’s a reassuring place to start because the experiences (at all touchpoints and not just in-flight) are key to building a successful brand and not advertising, PR, cute PR gimmicks and corporate driven messages pushed out across all media.

Indeed, this is one of the reasons why MAS failed. The company thought it could spend more than a RM1 billion (US$400 million) in the years leading up to 2014 and pass that off as brand building whilst cutting costs that impacted every stage of the experience.

When a crisis hit, the brand was unable to deliver on promises it had made. In addition to gross mismanagement, failures at every touchpoint, lack of appreciation of the importance of existing customers and an inability to engage stakeholders, constituents and customers all contributed to the destruction of the once mighty brand.

So Mueller’s comment about improving the customer experience is good to hear. But I have to say I’m a little skeptical and here’s why. Last week I flew business class to Kuching on MAS and I was shocked at how old the aircraft was. Seats in business class were falling apart as the image below shows. Normally MAS uses new 737s on this sector so I can only hope the new aircraft have been taken out of service for the application of a new MAB livery.

A week before the launch of the new Malaysia Airlines, domestic business class is ready for the upgrade!
A week before the launch of the new Malaysia Airlines, domestic business class is ready for the upgrade!

The week before the trip above, I flew business class again to Kuching and 10 minutes out from Kuching the familiar alert sound of an incoming text message rang across the cabin. Then another and another. I figured someone in business class had turned on their phone whilst we were on our final approach.

I looked at the already seated stewardess who looked away in embarrassment. At least another 2 messages came in before we landed. When the stewardess got up to close the curtain I asked her if she was going to say anything. She replied yes and then went and hid in the galley.

A quick search online about the use of phones in flight throws up plenty of references. This is a quote from a Directorate General Civil Aviation (DGCA) report dated 2010 that refers specifically to the final approach: “Safety information internationally exchanged reveals specific cases where use of mobile telephones by passengers inside the aircraft cabin has caused erratic performance of aircraft airborne equipment leading to serious safety hazards during the flight. Typical instances include automatic disengagement of the autopilot at an altitude of 400 feet above ground level during an auto pilot assisted approach.”

Boeing the manufacturer of the aircraft I was travelling on has in the past written to all operators to warn of “the adverse effects of electromagnetic emissions on control, navigation and communications systems. Boeing is concerned that portable electronic devices carried by passengers on aircraft do not meet the stringent electromagnetic emission standards imposed on the certified airborne equipment used on its aircraft.”

As the passengers left the cabin the stewardess didn’t say anything. I was disappointed and explained to her as far as I was concerned, she was the boss of that cabin and if someone broke the law she should do something about it. She just looked at me blankly.

The last throw of the dice for the national carrier of Malaysia, a country that desperately needs some good news
The last throw of the dice for the national carrier of Malaysia, a country that desperately needs some good news

So what’s this got to do with branding? Well first of all, the MAS brand is toxic at the moment and especially when it comes to matters of safety. And a new name or identity or logo or advertising campaign won’t change that.

What will change that are examples and experiences, especially those related to safety. And most of those experiences will involve the ground staff or cabin crew. So any rebranding should have started with a brand audit to identify that the MAS crew was in desperate need of training to get them up to speed with dealing with difficult customers.

If the stewardess had been retrained to represent the new brand, she would have had the skill and confidence to take charge of that cabin and seized the opportunity to show to half a dozen leading VIPs, businessmen and me that this was a new era for the brand. That it had a zero tolerance to matters of safety and breaking international law, that the crew is competent, knowledgeable and confident and the safety of the passengers, crew and reputation of the airline is paramount.

Meanwhile on September 3rd 2015, The Malay Mail carried a story about a Malaysia Airlines jet making an unscheduled stop in India because the lavatories on the plane weren’t working. Now I know that this sort of malfunction can happen to any airline anytime but the new national carrier of Malaysia isn’t any airline, not at the moment anyway. These maintenance issues, common and accepted generally will be seen as a reflection of the carriers lack of a maintenance culture and the inevitable question will be, “If they can’t fix the lavatories, what else is broken?”

The Malaysia Airlines Facebook page is bursting with negative comments from frustrated customers made to wait over 2 hours in queues at KLIA, wait days for the return of lost luggage or unprofessional customer service staff. When I checked in recently, I was told by a duty manager that 40% of staff scheduled to be on duty that morning didn’t show up for work.

Even today, four days after the launch of the new firm complaints are coming in about service at the business class lounge at the carriers home airport KLIA.

Has anything been done to improve the Malaysia Airlines experience?
Has anything been done to improve the Malaysia Airlines experience?

The chances of a company surviving a disaster are small, the chances of surviving two are practically impossible. Little wonder then that Malaysia Airlines passenger numbers are down over a million in the first six months of this year.

The restructuring of the company was a necessity. This rebrand is the last throw of the dice for the national carrier of Malaysia, a country that desperately needs some good news.

As a branding professional and a loyal customer of Malaysia Airlines for over 20 years, my expectations of the rebrand go way beyond the name, the logo, the identity and promises made by the CEO that staff are not trained to deliver on.

I don’t know what has happened to the rebrand but my expectations are an end-to-end rebrand that will see Malaysia’s national carrier back where it belongs, at the top of it’s game. I genuinely hope the people tasked with rebranding the carrier, know what they are doing. Because if they don’t, Malaysia Airlines will fail.

Are you wasting good money on bad advertising?

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I wrote a blog post recently about print ads and how I was convinced that print advertising was in decline. You can read the post here. I also shared the post on the Advertising Copywriting group on Linkedin and it generated a lot of comment, most of it ridiculing my stand. You can see the thread here.

A lot of people, especially those from the advertising industry were not very happy with what I wrote. And some of them quoted, rather predictably the mighty advertisers Coca Cola and McDonalds. Yet despite spending US$1 billion on advertising in 2014, McDonalds profits were down 15%! And are now lower than they were 5 years ago. Samsung spent US$14 billion on marketing in 2014 and suffered 3 straight quarters of losses for the first time ever.

And I asked how much have Nokia and Blackberry spent on advertising over the last 10 years to get them to the brink of extinction?

Others looked at the quality of ads, with one copywriter stating, “Quite frankly, the quality of most print ads is abominable. They are either badly written or designed, or so “avante garde” that the company’s name and logo are hidden.”

And this is a huge problem in South East Asia where, on the whole what constitutes a good ad – a strong headline or call to action, unique image, and well written copy is often lost in the charge for fast turnaround of materials, low budgets and the habit of marketing professionals not challenging bosses, business owners or even their spouses!

The results can often be catastrophic as immediately forgetable ads that fail to connect with target markets, don’t deliver the right information, are too confusing or worse, look like other ads appear across newspapers and magazines.

The following ads illustrate the approach to advertising in Malaysia over five years of five different companies from telecommunications, hospitality and insurance.

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Share or reconnect?
Share or reconnect?

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Much of the copy is weak, the messages, if there are any are obscure or try to do too much and the calls to action, if they can be called that, don’t make sense and there are more than one!

But most tragic of all, they have all used the same image to try and connect with their audience.

These ads will accomplish little and are a waste of money. They have very little value for the company and will most likely be ignored by consumers. I suspect they were done in house and no doubt the image is a free download from an image bank.

I cannot imagine any professional marketing director allowing these ads to go out so one can only assume they were approved by bosses who don’t know the importance of a good ad.

Firms wonder why advertising doesn’t work and question why they should have to pay for advertising agencies. Well this sort of advertising is not the solution. Until firms appreciate the importance of a good ad, they would be better off throwing money down a drain.

As it rebrands, Malaysia Airlines cannot make mistakes such as this

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2 days after sending out termination letters to 6,000 staff, MAS is advertising for new staff
2 days after sending out termination letters to 6,000 staff, MAS is advertising for new staff
There’s a saying in our company that if a client’s employees are happy then that happiness will show in the way those employees interact with prospects and customers, thereby improving their experiences and the reputation of the brand.

When working on an Internal brand audit we’ll take a long hard look at the hiring and firing process and often make small but effective changes to the process. This is particularly so when looking at how firms fire people because unhappy staff often have a grudge to bear when they are let go and in a social media world this can be damaging.

Malaysia Airlines is already a damaged brand which is why it has embarked on a restructuring exercise that includes more than 6,000 job cuts. A lot of effort is being put into helping those staff reintegrate themselves back into the economy but this is not simply about getting them another job.

Keeping all those ex staff after they have left MAS will require very skillful communications and an integrated effort by all departments concerned. The news that 2 days after 6,000 staff were sent their termination letters, the MAS website is still recruiting cabin crew and suggesting there are other vacancies is a huge mistake on the part of those responsible for the brand.

There is no room for error in the restructuring of Malaysia’s finest, most high profile global brand.

The rebranding of MAS has already started and first impressions are good

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The new Malaysia Airlines CEO Christoph Mueller has begun the process of rebranding MAS by stating Monday that the carrier is ‘technically bankrupt’ and that a brutal restructuring exercise is the only way forward. He went on to say that the rot had set in years before the mystery of flight MH370 and the tragic one-in-a-billion shooting down of MH17.

Christoph Mueller leading the MAS rebrand
Christoph Mueller leading the MAS rebrand

Of course this is nothing new but by stating what we all know and confidently but empathetically, he has shown us that he is serious and perhaps most important of all, he is prepared to do what no previous CEO has been prepared (or was allowed) to do, namely to do what it takes to rebuild the damaged brand.

He has begun by announcing three high level areas – pillars that will over the next 3 years put Malaysia Airlines back where it belongs, at the top of the Asian aviation business.

Phase one requires massive job cuts to the bloated workforce, new contracts for staff, the renegotiation of supplier contracts (as well as cutting the number of suppliers by 90%), the axing of some international routes and reducing the flight frequency on others, reviewing the 777-200ER fleet and selling off 2 Airbus A380s. MAS thought the A380 could help turn the carrier around and at one stage put in an order for 60 of the mighty jets.

But the huge, fuel guzzling A380 has had mixed reviews from airlines and pilots and rumour has it there has been little interest in the 2 aircraft MAS is looking to sell. I’d be surprised though if they sell off the 777s unless they intend to replace them with more modern, fuel-efficient alternatives.

MAS wants to sell 2 A380s, reducing the fleet to 4 despite once ordering 60
MAS wants to sell 2 A380s, reducing the fleet to 4 despite once ordering 60

Phase two will focus on transforming the carrier and apparently more than 40 areas for improvement have already been identified and the third phase will look at sustaining the new position of the airline.

So although the name hasn’t yet changed, the new Malaysia Airlines Brand is up and running.

Before you can go anywhere with a brand, you need three things. The first is a solid product offering. If you don’t have that, it doesn’t matter how much you spend on selling, marketing or advertising, the brand will not grow. We’ve seen that over the last 5 years as MAS spent more than RM1 billion trying to resuscitate the brand with advertising campaign after advertising campaign without addressing the brand’s structural issues.

Instead of trying to WOW customers with their product, former MAS CEOs cut costs, sold assets and ignored the passenger experience. The very heart and soul of what makes Malaysia unique – its people and the way they are – was ignored and instead cosmetic, shallow clichéd taglines were created and tacked together in a series of immediately forgettable tactical campaigns that did little for the brand.

The second thing you need when building a brand is a CEO who is prepared to look where others prefer not to look, who understands what needs to be done and is prepared to do what it takes and make the tough decisions, even if that means taking apart the existing brand and rebuilding it, brick by painful brick.

And the third key component is people who understand that the organization is the brand and that brand is part of a community. And this community, made up of people within and without the organisation will make or break the new brand. The new team will have to embrace and engage the community and understand that it is the community not the staff who make the MAS brand.

The new culture of MAS must be connected not aloof
The new culture of MAS must be connected not aloof

This team will need to create an environment where people work toward a common, clearly defined organizational goal and not a personal one. Arrogance, ignorance or the ‘tidak apa’ culture will have no place in the new environment. Instead a humble, collaborative, connected and engaged culture based around delivering value, not on the company terms but on the customer terms will be the order of the day.

You’ll notice that I haven’t mentioned anything about the new livery, logo, brand architecture, uniforms, positioning, celebrities, the brand story and so on. That’s because they are irrelevant if the three points above are not addressed first.

Rebuilding the MAS brand was never going to be easy but the early signs are good, long may it continue.

Advertising is in crisis

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Advertising continues to lose its credibility with consumers and brands and as a result has to resort to doing whatever it can to grab our attention. There is an advertising agency with an office on the Federal Highway in Malaysia that has the tagline, “Truth well told” but the truth is the truth is rarely explored in advertising today.

There was a time when ads made sense. When ads gave us some information about a product that made us want to learn more or even test or buy the product. Back in the day, we used to see an ad and scramble for a pen and paper to write the brand name down in the hope that when we went shopping we would be able to find the brand on a shelf or in a showroom.

Nowadays, ads seem to be created for awards panels or to impress us with their creativity, the cleverness of the photography, the humour, the beauty of the models, their entertainment value.

Coco de Mer: X from TBWA\London on Vimeo.

This latest ad from Coco De Mer (I think they are a lingerie brand but they might be a brothel, advertising agency, soft porn company or high class call girl agency) was rated ad of the day by respected advertising publication adweek.

Walter Campbell, the creator of the ad is quoted as saying, “The erotic doesn’t get the same overt attention as everything else on the cultural menu, so we created a film to surprise, excite and most importantly, encourage people to delve that little bit deeper into their fantasies—to reignite that connection.”

Sorry, but that’s not what advertising is about. Advertising should be credible, it should be useful to me, it should encourage me to learn about a product or service, show how it is relevant to me and how it can be useful to me and if it features people like me – testimonials are even better – I might buy into it.

According to this report, 84% of Millennials don’t trust traditional advertising and it is probably ads like the one above that have contributed to this lack of trust. This lack of trust is causing a crisis in advertising because trust is key.

Until advertising accepts this and gets back to basics, the crisis in advertising will continue and that trust will be lost, perhaps for ever.

My book “Stop advertising and start branding” will be out soon. To register for an early copy, please contact me here or on Twitter @brandconsultant

Is this the last throw of the dice for Malaysia Airlines?

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Today marks the beginning of a new (and possibly the last) chapter in the life of the national airline of Malaysia. A new CEO Christoph Mueller officially starts work today, 1st May 2015. Many in the aviation business revere Mueller, primarily because he is credited with turning around the Irish carrier Aer Lingus in a stagnant, competitive European market.

MAS is selling it's A380s & rebranding
MAS is selling it’s A380s & rebranding

But his achievements at Aer Lingus will pale into insignificance when he starts peeling back the complicated cultural corporate layers at Malaysia Airlines (MAS).

What was once one of the most respected, envied and profitable carriers in the world has become a mere shadow of its former self. MAS is under fire from domestic and regional LCCs and if it stops flying to Amsterdam, Frankfurt and Paris will only be left with a couple of potentially lucrative long haul destinations servicing the kangaroo route from Heathrow to Australia. And these will come under further pressure with the return of British Airways flights to Kuala Lumpur from Heathrow at the end of May 2015.

MAS is hugely inefficient. It’s annual revenue per employee is down to about RM850 compared with RM1,675 at Cathay Pacific and RM2,250 at Singapore Airlines. MAS has 183 employees per aircraft compared with 138 at Singapore Airlines, 125 at Cathay pacific and 31 at Ryanair. Little wonder then that it has racked up debts in the region of US$2 billion since 2010.

Mr Mueller will no doubt focus on improving that revenue per employee and reducing the number of employees per aircraft. At least 6,000 staff are being offered redundancy and the airline has already announced it is selling all 6 of its Airbus A380s and four Boeing 777-200ER super ranger jets. The good news is that he has the support of the government and fuel prices have plummeted but that’s not enough.

He’ll also need to focus on rescuing the MAS brand and its reputation. And that won’t be easy because despite cutting costs and offering attractive incentives to agents in key markets such as Australia, the carrier is struggling to get bums on seats. And after the tragedies of 2014, years of poor management, low staff morale, and little focus on anything other than advertising, the MAS brand is in free fall.

Carpet bombing consumers with weak advertising will not rebrand MAS
Carpet bombing consumers with weak advertising will not rebrand MAS

Which is why the airline issued a rebranding request for proposals (RFP) a couple of weeks ago. Unfortunately the signs aren’t good that the people responsible for the brand understand what constitutes a brand and what is required to rescue the brand and its reputation.

We weren’t invited to submit a bid so I can’t comment on the contents of the RFP but I understand those invited were only given about two weeks to submit a bid as the deadline for submissions is 8th May 2015 with the rebranding supposed to be launched in July 2015.

Those are insane deadlines which is why cynics in the industry are suggesting the advertising agency tasked with carrying out the rebranding has already been chosen but there is no hard data to back up this claim. Rest assured though that the industry is watching developments carefully and if a certain agency gets the bulk of the work, there will be plenty more accusations ‘flying’ around.

Rumours aside, my worry is that those tasked with managing the rebrand will focus on a new name, new livery, new uniforms, new logos, new signboards and mass advertising creative campaigns but place very little attention on the key areas that need to be addressed, such as the ability to deliver economic, experiential and emotional value to all segments, at every touchpoint, at all times and on customer terms.

The first stage in the rebranding of MAS will require a cultural change that may have to come not just from the airline but the country itself. To rescue the brand MAS must move away from a centralized, top heavy organization staffed by employees trained to do as management says and not challenge questionable decisions.

The firm must move away from an ingrained belief that business is a one off transactional, price driven initiative and that every customer is purely a source of money, irrespective of their relationship with the brand, their influence and their loyalty.

In a social media world, where consumers not companies or advertising agencies define brands, changing the name, logo and livery of the airline and announcing the ‘rebrand’ with a global, one size fits all corporate driven communications campaign will actually have a negative impact on the brand and possibly do more damage than the twin tragedies of 2014, the years of mismanagement and the sweetheart supplier deals have done to date.

Instead the first stage of the rebranding must focus on creating a collaborative, personalised, relationship based, retention driven organization that understands customers and their needs.

Failure to focus on the internal branding first and getting it right will make any other investments an expensive exercise in naive futility. Which will see the end, sadly of a once iconic brand.

Where are all the global Asian Brands?

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I came across an article posted on the Insead business school blog that asked the question, “Where are all the Global Asian Brands?” The author, Brand strategist Martin Roll argued that ‘emerging market companies have grabbed market share by doing things faster and cheaper.’ He also said that those Asian companies now need to build brands to stay competitive. I can’t argue with that either.

In the article he says that most Asian firms believe that branding is about logos and advertising and that Asian firms must create value for customers if they are going to survive and thrive in the new world order. Again, I can’t argue with this and he goes on to state that there is a lack of strong brands in Asia.

He says this is for four main reasons

1) A transactional approach to business rather than one based on relationships
2) The prevalence of small businesses in SE Asia that prefer short term wins over long term returns
3) Weak legislation and enforcement to protect Intellectual property
4) The traditional, family based, hierarchical structure of businesses in Asia that doesn’t appreciate the importance of intangible assets.

I agree that boards, or certainly CEOs should guide brands and I agree that many Asian brands are poorly managed, especially on the soft skills side.

Isn't Sony a global Asian Brand?
Isn’t Sony a global Asian Brand?

I believe however that this is mainly because demand has outstripped supply and as a result branding has not been a priority. Yes there are structural issues in many Asian firms and they will be found out however, many Asian firms are quite nimble and I am confident they are beginning to change, especially as more Western brands look to Asia as their own markets stagnate.

Now I don’t want to be accused of being pedantic and I don’t know what is Martin’s definition of an Asian brand but there are nevertheless plenty of global Asian brands from the aviation, automotive, transportation, Oil and Gas, entertainment, travel, banking, property, technology and other sectors.

Chang sponsors Everton and Liverpool Football Clubs
Chang sponsors Everton and Liverpool Football Clubs

Think of all the countries that are brands and their national airlines. The numerous LCCs, Proton, Haier, Sony, Petronas, Star cruises, YTL, Alibaba, Temasak, DBS, Maybank, SingTel, Tiger beer, Brands, Sampoerna, Lenovo, Jardines, Zalora, Chang Beer, Red Bull.

What is more important in my mind is that these companies became global brands in an economy that no longer exists. Where the political, social, cultural and communications ecosystem was very different to what it is today.

The danger Asian firms face is not one of inertia or fear it is one of using the wrong tools and techniques to try and build their brands. To challenge the established Asian brands and compete with cash rich Western firms and their massive marketing budgets, Asia’s challenger brands such as ZTE, TCL, CIMB, Hisense, Xiaomi, Ogawa, Jobstreet, Oppo, U Hotels and many more will need to be more focussed on delivering economic, experiential and emotional value.

Xiaomi. Delivering value at every touchpoint but spending very little on traditional media
Xiaomi. Delivering value at every touchpoint but spending very little on traditional media

If they try and compete, dollar for dollar with those established Asian firms and aggressive Western brands they will fail. Asian firms must be nimble, agile and ready to adopt new technologies and encourage their customers to be part of the brand’s DNA. Only then will we continue to see more global Asian brands.

Is it right for Malaysia Airlines to be selling insurance?

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I’ve written a lot on this blog about the Malaysia Airlines (MAS) brand and much of what I have written has been negative and I’ve come in for a fair amount of criticism as a result of those posts.

But my intentions are honourable and I do know that a lot of people in MAS read my blog and take my comments in the way that they are written, as feedback not criticism.

They don’t seem to take any notice of the feedback but at least they are reading my comments. I’m publishing this post to see if I can get an explanation for the email I received from the airline recently.

There’s no need for a recap on the MAS situation except to say that earlier this week a story broke in Australia suggesting the Malaysian government lied about MH370 and later today there will be a high level meeting between Malaysia, Australia and China the three countries leading the search for MH370. Speculation is rife that the search will be called off. If this is the case, the media will be full of stories about MH370 and the downing of MH17. Probably not the ideal time for Malaysia Airlines to be trying to sell insurance.

Does MAS send the right message by selling insurance?
Does MAS send the right message by selling insurance?

Yet earlier this week I received an email from MAS encouraging me to buy insurance for my upcoming flight to Tokyo. My reaction was one of surprise. My initial thoughts were that it didn’t make sense for the carrier to be trying to sell insurance so soon after the tragic events of last year and just before a major announcement that could see acres of negative newsprint around the world. It also made me even more nervous about flying MAS.

Professionally, I couldn’t help but think that this was an ad hoc tactical effort that wasn’t part of a well thought out and planned out strategy. If I’m right it would suggest the marketing and communications departments at MAS continue to churn out poorly conceived tactical initiatives and are yet to develop a sustainable brand strategy.

I think the airline would be better off trying to rebuild it’s reputation with me and all the other people that have continuously supported the airline through the dark days of 2014 and 2015. But I could be wrong, maybe this is the right time for the airline to be selling insurance, what do you think?

Humanising your brand on social media

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Just about every survey I read suggests social media marketing will take a larger piece of marketing budgets over the next 5 years. One recent survey suggested social media spending will increase 144% over current levels by 2019.

But few companies in SE Asia really know how to use Social Media, especially when it comes to engaging with consumers and dealing with issues raised by those customers. I spend half my time trying to explain to customers that social media isn’t another platform to broadcast a carefully carved corporate driven message to anyone and everyone.

We liken social media to a virtual coffee shop where you talk to people as equals not as an old fashioned brand talking down to ‘stupid’ consumers in a patronising manner with a predetermined message.

Social media requires an ability to be real, to be human, spontaneous, transparent and crucially, be able to resonate with each consumer on their level. This is of course a daunting task as it reduces the amount of control a company has over it’s messaging and it’s brand.

To give you an idea of how spontaneous and real you need to be, have a read of this hilarious top ten of customer service exchanges with top brands in the UK.

Here’s an example of how to successfully engage with customers on Twitter.

A customer complained about a brand in the UK
A customer complained about a brand in the UK
Rather than complain, the brand engaged positively with Google
Rather than complain, the brand engaged positively with Google
Google responded in the same manner making the whole experience positive for everyone
Google responded in the same manner making the whole experience positive for everyone

The good news is, according to another recent study, those companies prepared to invest in delivering good customer service on Social media see customers spending up to 40% more with that company.

So the next time a customer complains on social media, take the time to listen and respond in a human way and on their level. And you could see your income increase by 40%, more effective and a lot less expensive than any advertising campaign!