National Clothesline

Continental Airlines runs the best Business Class service of any U.S. airline on foreign routes and the best premium service on domestic routes, according to a readers survey by Conde Nast magazine.

Continental also nosed out Delta for best networked carrier in an annual poll of North American fliers by quality experts, J.D. Power & Associates.

On the other hand, it ranked only eight out of seventeen U.S. carriers in this year ’s Airline Quality Rating, a study by Wichita State University in Kansas and the University of Nebraska that uses FFA statistics of on-time flights and other factors.

Aviation experts think this low-keyed airline may one day shape the way most people fly: pampered in Business and First Class, with a few special perks in Economy. And lots of routes to choose from. Whereas the discounters, like Southwest, offer no special Business or First Class service and have a limited number of destinations.

Prior to 1994, Continental had fallen into bankruptcy, twice. However, in recent years, unlike the other major carriers, it has avoided both bankruptcy and labor problems and is making money, again.

J.D. Power & Associates says that the reason for the airlines high customer satisfaction level is not just one thing done right. It is many things done right, consistently.

Why should you care?

That’s a fair question. And my answer is: I see Continental as a business model for anyone who wants to run a business with high customer satisfaction. Continental is my preferred carrier and I fly them as often as possible. Especially on long flights.

Continental flies nearly everywhere. It’s only the fourth largest U.S. airline, and its hubs aren’t glamorous: Houston, Cleveland and Newark. But Continental flies to more international destinations than any other U.S. airline.

Its customers have access to hundreds more flights through the SkyTeam global airline network, which Frequent
Flier.com says, “is the most robust of the alliances.”

For drycleaners, this is the equivalent of being “a full-service drycleaner,” meaning that many services such as shoe repair and suede and leather cleaning are offered, even if they are sent to a sub-contractor.

Continental takes care of business. They are very much an airline that’s geared toward the business traveler. These are the customers who pay the highest fares and fly most frequently.

Along with Business and First Class customers and those paying full fare in Economy, elite-level fliers get their own roped-off area at the gate and can board whenever they like. Their bags are tagged for first unloading.

This would be like having a special counter, or section of a counter, roped off just for your best customers. There they would always be served promptly, with no waiting. They could be designated with a special-colored V.I.P. bag. And only “Big Tunas,” with these special-colored bags could use this counter.

Of course, their clothes would be processed ASAP. Even ahead of other “regular” customers.

If someone were not a “Big Tuna” by the volume of clothes they normally bring to you, they could buy in to this elite-status by paying an annual fee.

Economy travelers receive perks, too. Although Continental focuses on the business traveler, economy customers are not ignored. Coach fliers, even on domestic flights, still get free blankets, pillows and hot meals.

Customers value these little things. And Continental knows this, because the airline regularly surveys its customers to be sure it is providing the “extras” that make their customers more satisfied.

Providing your customers with free minor repairs, free coffee, free mints, free donuts, etc., makes them feel that they ’re appreciated and increases their level of satisfaction, regardless of the quality of work you produce. Sure, customers expect a certain level of quality in relation to the prices you charge. But once the quality is commensurate with the price, they want to be appreciated. And a small token of your appreciation is all it takes to make them happy.

Continental values its employees. “Our people are the key to our success,” says Larry Kellner, Continental’s Chairman and CEO. He typically refers to them as “my co-workers.”

After the Sept.11, 2001, attacks hurt air travel, Continental’s executives gave up their pay for the rest of the year. They later squeezed more than $1 billion out of operations before asking employees for $500 million in pay cuts when fuel costs soared.

This has paid off in peaceful labor relations, higher morale and, undoubtedly, better service. The friendliness and courteousness of employees is why Continental is at the top of the J.D. Power survey.

Continental does things a little bit better than the next guy.

And so can you!