Qantas needs to regain our love, not just our trust
Hulsbosch worked for Qantas for 25 years, and oversaw the flying kangaroo rebrand in 2007. Here, Jaid Hulsbosch looks at the current brand damage the national carrier has inflicted upon itself.
A brand is a promise, both made and kept. It takes years to build trust in a brand, but it can be gone in the thrust of a jet engine. Qantas has been in a state of turbulence in recent weeks. Only time will tell as to how severe the damage to the brand’s reputation is.
Of all the headwinds Qantas face, the case being brought against them by the ACCC for allegedly selling tickets for flights that had already been cancelled, is something that will no doubt have the airline’s new CEO, Vanessa Hudson, suitably concerned. Many travellers who have experienced cancelled flights with Qantas, will now be asking themselves whether their flight actually existed, or if it was simply an exercise in effective scheduling? This does little to engender trust in a brand.
It is little wonder that Australians have ranked Qantas as the 13th most distrusted brand in the latest Roy Morgan Trust Index. Perhaps more troubling for the national carrier is that people’s trust in the airline, over the last 12 months (June 2022 to 2023), deteriorated from a ranking of 19th compared to its 13th placed ranking for the current year.
Following the pandemic in 2021, many travellers were prepared to tolerate – even forgive – Qantas for poor customer service, long call centre delays, lost luggage and cancelled or delayed flights. Afterall, there was still a sense of collectivism following the shock and disruption of COVID. However, two years on, trust and esteem for the airline is running at an all-time low.
Trust, when viewed through a brand lens, is a highly emotive variable. There is no one size fits all approach when it comes to convincing customers to believe what you’re saying. A brand’s beliefs and values system should act as a foundation for guiding its leadership team on how to re-engage with its many stakeholders. In Qantas’ case, this is more than simply winning back the public. It needs to build back a sense of dignity and esteem amongst its 32,000 employees. If a company’s workforce can’t have faith in their brand, how can its customers be expected to?
Branding is quite distinct from advertising. Whilst the most recent iteration of the company’s ‘Feels like home’ ad campaign tugs on the heart-strings, spending millions of dollars on media for such a campaign is an exercise in futility given the present levels of distrust. The airline would be better served by doubling down on how its brand is positioned. Specifically, where are the moments of truth when flying with Qantas? What makes for a positive journey? What would cause a customer to remark favourably upon the airline? How can its unique beliefs and values be brought to life in a distinctly, authentic fashion across the various points of engagement within the customer’s journey?
There once was a time when Australians referred to Qantas as ‘our airline’. It is a term of endearment that would not be used today. Although, it could be. The airline should run head-on towards reinvigorating relationships with its customers. How can it become more transparent, genuine and engaging for all those who fly with it? Because here lies an organisation with a highly specialised, knowledgeable team who remain committed to ensuring you make it safely to your destination.
The transition in leadership is a good start in turning fortunes around at Qantas. Although, further change at the senior executive and board level may drive fresh thinking. Regardless, with its sheer weight of expertise, Qantas would do well to set its sights upon not just becoming one of the country’s most trusted brands, but becoming one of its most loved as well.
Hulsbosch previously worked for Qantas for 25 years, and oversaw the flying kangaroo rebrand in 2007.
