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Holtz Communications + Technology

Shel Holtz
Communicating at the Intersection of Business and Technology
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First-rate cruise line practices third-rate PR

For years you’ve been dreaming of a luxury cruise. Exotic locales, balmy sea breezes, tropical drinks with umbrellas in them. You’ve read about some of the problems with Carnival and other cruise lines, so you opt to go first class. You book a cruise on the Queen Mary 2, a Cunard ship. A top-shelf experience awaits, and for what it costs, you have every right to expect nothing but the best.

But your cruise ship hits the side of a shipping channel in Florida, damaging one of its four propulsion motors. As a result, Cunard cancels three of your planned ports of call. But this is Cunard, an organization that protects its reputation, so you expect you’ll be taken care of. What action might you expect from Cunard, the company that owns the ship that was not damaged by weather or another act of God, but through its own crew’s actions? A full refund and a coupon good for another cruise would do it. The PR value of such a move would far outweigh the cost!

Alas, Cunard is offering only a 50% refund to its customers. Here’s what the company’s spokesman had to say:

Cunard takes the view that they are on board, they’re enjoying all the facilities of the QM2, all the food, the entertainment and so on, so while we very much regret they’re missing the ports, we feel the 50% compensates for that.

Will it compensate Cunard for all the potential customers who will now take their business to competitors? For the hit to its reputation when the passengers of this cruise tell their friends how they had to forgo the stop in Barbados which was the centerpiece of the vacation they’d been planning for five years?

The story has already caused irreparable harm to the venerable cruise line, with items appearing in places like the BBC News website quoting passengers like Alan Berg who said, “We have been lied to and misled…Many guests are on once-in-a-lifetime holidays and I have seen several in tears.”

There was even talk of a passenger mutiny with passengers refusing to leave when the ship arrived at its next port of call. Whoever said there’s no such thing as bad publicity hadn’t read this story.

Comments
  • 1.Wow, not only is this a case of bad PR - a tactical failure - it's a great example of what happens when the brand doesn't drive decisions - a strategic failure. Obviously, whoever recommended and/or approved the 50 percent discount doesn't understand the Cunard brand or isn't empowered to use it to drive the company forward.

    Brand is a powerful tool when it's used to make everyday decisions, but everyone in the organization has to understand it and know what it mean to their individual decision making. When they don't know the brand and don't know how to use it, they start making personal decisions that may, by coincidence, be aligned with the brand, but are more likely to be misaligned and to cause harm to the brand.

    Mark True | January 2006 | Iowa

  • 2.Exactly, Mark. The treatment of customers in this case is a contradiction of the brand promise. The coverage of this, compounded by the tales passengers will tell -- the whole spectrum of word-of-mouth publicity -- could redefine the brand in the minds of consumers (the only place it matters) to the point that it affects cruise bookings.

    Shel Holtz | January 2006

  • 3.Holidaymakers have accused the ship's operator of downplaying the scale of outrage on board, and have spurned an offer to refund half the cost of trip... Well, the passengers have threatened to refuse to disembark when the ship reaches Brazil to prevent it continuing its journey.

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