Can Eurostar brand offer substance over snowy 'fluff'?

On 22^nd December 2009, snow-bound brand Eurostar resumed its Channel Tunnel service after three days of exceptional havoc for passengers.  (According to the Associated Press news agency, the shutdown of services had so far affected 40,000 people).  Beyond the Channel Tunnel, Southeastern trains cancelled a number of services between Ashford and Dover. Passengers with pre-booked tickets were recommended not to take unessential trips.

Reportedly, Eurostar will firstly deal with passengers who booked on the weekend.

Train failures were blamed on condensation on electrical parts.

Pointing to what for many has become a traditional Christmas message from rail companies to passengers, Nick Mercer, Eurostar’s commercial director, explained:

“It seems to be a strange combination of factors. It was the amount of snow, which was higher than we experienced before, it was lighter than normal; fluffier, and the temperature inside the tunnel and the humidity was higher than normal.”

What can the Eurostar brand do now?

During a crisis, consumers dwell on what is visibly set in place to ease stress and inconvenience.  Once  a brand crisis is over, the same consumers often remember the small but immensely helpful practical actions taken by a brand and its staff.

With this in mind, from a Brand Forensics perspective, Eurostar could follow a deliberate strategy planned to incorporate some fundamentally straightforward steps leading towards a mid to longer-term resolution:

Right now -

• Speak to people and remain honest.
• In its favour, the brand can honestly point to the weather which has affected virtually everyone around the country – not just them.
• However beyond this, the brand could  offer would-be passengers on both sides of the tunnel, full and transparent updates on what is happening behind the scenes as well as on the platforms, and approaches to the termini.
• This includes regularly talking to the media.   (Especially radio stations and websites that can broadcast updates to frustrated passengers in vehicles).

• Help the stranded.  Where practical, offer free refreshments.  Staff at hand.  People to talk to.  (This human and ethical approach is vital).
• For example, whilst would-be Eurostar travelers were stranded, other commuters throughout the UK also found themselves stuck in their vehicles because of the snow.  They supported each other with refreshments, blankets and so on).
• Elect a media spokesperson that doesn’t appear as if he or she has just been caught in the headlights of an on-coming train.  The spokesperson should offer sincere apologies; explaining what is being done right now to improve the brand’s service.  (At this early stage, this is not the same as promising actions such as ‘inquiries’ that to many  may just sound like PR spin-back-chat).

In the next weeks

• Point to the reality that whilst the company could have been even better prepared, this was not a man-made issue – but an act of nature – which (if steps one and two had been followed) was at the time handled as best as humanly possible.

In the mid-term

• Don’t just say what will be done about technical improvements to handle all-weather conditions, demonstrate in practical terms, real progress and investment (by now also including independent inquiries).
• Contact passengers and offer free tickets or valuable arrangements – possibly covering another traditional family break such as Easter.

In the longer term

• Remind the public of the long-term service value difference between Eurostar and other providers.  Discuss facts such as 15 years of carrying over 100 million travelers and making the equivalent mileage of 338 trips to the moon.
• If the inquiry shows fault laid with the brand. Admit to it. Rectify it and get back on track to offer a better, more dependable service in the future.

Jonathan Gabay

www.brandforensics.co.uk

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