By UTalkMarketing Editor, Clark Turner
Troubled BA is facing the latest in a catalogue of disasters with cabin crew set to strike from 20-22 March and 27-30 March, 2010.
The airline has announced that it aims to operate around 60 per cent of flights, carrying around 45,000 passengers during the first strike period.
Of the 1,950 flights scheduled to operate from March 20-22, 1,100 have been cancelled leaving 30,000 travellers facing difficulties. Plans for the second strike period from 27 March have not been finalised.
With hopes for an eleventh hour resolution between the cabin crew’s union, Unite, and BA, information on the impact of the strike and which flights will operate should it go ahead remains sketchy.
The carrier has been updating passengers through its website but due to the complexity of flying schedules the facts remain vague.
“All flights to and from London City and all long haul flights to and from London Gatwick will continue to operate normally throughout any strike period and any changes to bookings on these flights are subject to the original fare rules,” the airline says at BA.com
“However, the Arrivals and Departures facility is now up to date with details of flights that have been cancelled and those that are operating with details of exactly how we intend to operate them.”
Comms are being supported with a video of BA boss Willie Walsh on the same site and conversations via social media channels.
The strike could not have come at a worse time for BA as it continues to make huge losses and comes under increased pressure to cut costs.
The airline announced losses of £50m for the last three months of 2009, with analysts predicting the announcement of the biggest annual loss in its history later this year.
On top of this, the memory of catastrophic opening of the airline’s hub at Terminal 5 still remains fresh. Hailed as the most efficient and state of the art building in the world, it’s March 2008 opening was marred by technical glitches with thousands of bags being lost and flight disruption.
Competitors have been quick to pick up on BA’s strike trouble. Flybe has increased the number of seats available on a number of its UK and European routes from London Gatwick to and from Aberdeen, Jersey and Dusseldorf.
It has also upped the number of seats available for purchase from Southampton to a range of destinations to assist BA customers who otherwise might fly from Heathrow or Gatwick.
Meanwhile, easyJet, is offer British Airways Executive Gold card holders free speedy boarding plus (priority check-in and boarding) on its flights for the days that BA crew strike in a bid to persuade BA regulars to swap loyalty.
“We believe that our award winning service and amazingly low-fares will attract even more BA passengers to fly with easyJet,” said easyJet’s UK general manager, Paul Simmons.
“This is a golden opportunity for BA’s Executive Club card holders to try our Speedy Boarding product – after which, they will never look back.”
With such a troubled track record one would expect BA’s comms to be top notch when crisis looms but how has the airline been faring? We asked the experts to give is their take on the situation.
"Let's face it. In a situation like this, no kind of PR can solve the problem. There's only one thing that could prevent damage for BA and that is - no strike, please,” Barbara Geier, former press officer for the German National Tourist Office and now of Barbara Geier Communication Services, told UTalkMarketing.
“However, with the situation being the way it is, the most important thing for BA to do now is listen to its customer and giving them a voice, a strong voice. The message needs to be: We (really) care about the concerns you're having now. We want to hear what you've got to say and we are open to your messages.
She added, “We will show that we are not just an unapproachable corporate giant but an organisation that is trying to find solutions together with its customers in a difficult situation. It's about genuine engagement, listening and being honest.”
“So far, BA has started a viral campaign (video post on ba.com and you.tube) with a speech from the airline’s boss, Willie, Walsh assuring customers that flights will continue in spite of the industrial action.”
Geier continued, “In the end, this is only one-way communication when in times of Social Media all channels are open for corporations to engage in a dialogue with their customers and listen to them.”
“Because, as simple as it may sound, this is what customers want first and foremost and everything else needs to develop from there. Unfortunately, too many companies still seem to live in a separate world from the one their customers live in."
According to Director of Reputation Management at social media agency Headstream , Julius Duncan, BA needs to develop it’s social media strategy further utilising the official BA YouTube channel alongside Twitter, and its official Facebook fan page.
“During the unpredictable days of the strike when customers may be let down at short notice, the story will shift to how BA is handling the disruption,” he added.
“Any perception that BA isn't doing everything it can to assists customers would result in heavy online criticism, and strengthen the hand of the strikers.”
Duncan continued, “However, with the right strategy the social media battleground is an area where BA can potentially score a big win.”
The expert said the airline should follow a five point plan to find to find the 'opportunity' in crisis.
Group account director at, immediate future, Niall O’Malley, added that the prolific @replies on BA’s official Twitter profile was a testament to how smart brands are now using social media as a means of dealing with crisis communications.
“BA needs to remain on the front foot and lead the discussion around the strikes,” he warned.
“As the strike now looks certain to happen, it is crucial that BA continues to regularly communicate transparently and directly with its thousands of affected passengers.”
O’Malley continued, “Until the strike is over it is not worth considering more sophisticated tactics, but in April it would be useful to the BA brand if it could refocus mainstream media on something completely different like a CSR initiative.
“The danger is that if the BA brand is continually associated with crisis, the media will get hungrier for negative BA stories and customers will no longer perceive BA as a premium brand.”
Whatever steps the airline takes, it’s important that it both acts and reacts quickly.
CEO of International press relations organisation IBA, Judith Ingleton-Beer, said that speed was off the essence in dealing with crisis management.
She advises marketers to remember the ‘Three A's.
1. Assume the worst
2. Act fast – remember the bloggers and the Tweeters act faster than you
3. Act from the top.
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