Singapore Airlines Flies High Thanks to Its Customer Service Culture

As a professional speaker, I often share stories and examples of companies that deliver great service. One company that’s easy to talk about is Singapore Airlines. It has developed a tremendous customer service culture.

Profitable every year since the beginning, Singapore Airlines (SIA) frequently wins international awards for top service and in-flight quality. Here’s how they do it:

1. Clarity and Commitment.
SIA’s focus on its customer service culture is clear. The mission statement and core values establish, without question, that quality service is a fundamental objective and aspiration of the airline.
Every major issue, question or decision is considered in light of the commitment to providing a world-class customer service culture.

2. Continuous Training.
Training is not a one-time affair in this customer service culture. SIA understands that daily customer contact can be draining and that customer expectations are always on the rise. Telus webmail down

To meet this challenge, four training divisions within the company (Cabin Crew, Flight Operations, Commercial and Management Development) offer a wide range of educational programs to bolster the customer service culture.

Whether in the classroom, through full-scale simulations or on the job, SIA staff members are continually motivated to upgrade, uplift and improve their performance and uphold the customer service culture.

Training to build the customer service culture is not conducted just during robust economic times. Even during the downturns, SIA’s investment in training and building its customer service culture goes on. This gives the airline a twofold advantage.

First, it allows SIA to surge ahead in quality service when other carriers cut back. Second, it demonstrates to all SIA staff that continuous learning and improvement are essential principles for success, not just nice-to-have bonuses.

3. Career Development.
SIA staff are regularly appraised for performance and potential. High-flyers (high performance and potential) are identified early and given every opportunity to learn and grow within the company’s customer service culture.

Senior managers are effectively developed with frequent rotation through top positions in the company. This leads to a management team with great breadth and depth, with a shared understanding of “the big picture,” and with a commitment to do what’s best for the customers and the business, not just for one department or another.

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