Cunard Breaks the Rules
My bet is Cunard's bean counters ordered savage, across-the-board cost cuts (known in the U.S. as "Sequestration"). With no experience in fulfillment or customer care, junior members of the marketing team called in a forms designer. The result: a 26-page booklet to be personalized and printed in quantity with minimum data input at the lowest possible cost.
It is totally unreadable, colder than a vampire's heart and breaks every rule in the book. No doubt the perpetrators are smug and pleased with themselves for how well they followed orders.
However, it's obvious not one of Cunard's top people was ever mentored by a professional marketer. Clearly they don't understand the difference between making new customers feel loved as opposed to being nuisances.
How This Dreadful Fulfillment System Reflects on Cunard
My former client, Remington CEO Victor Kiam ("I liked the shaver so much, I bought the company"), had a term for this: Cheapsy-weepsy.
You'd think that after 173 years in business, Cunard would have nailed down all aspects of shipping and making customers feel uplifted about traveling with them.
But the sad sack, lawyer-driven website and fulfillment booklet raise serious questions about the competence of Cunard.
If the company hires know-nothings for its marketing, what about the rest of the operations?
For example, are the ships' engineers capable? They most certainly were not world-class on the Carnival Cruise Line's Triumph-owned by the parent company of Cunard. Triumph became a floating sewer off Mexico for six days in February with no power, no toilets, no running water, no air conditioning and no hot food.
As a long time sailor and yacht racer, can I be sure that the captain of Queen Mary 2 is schooled in maritime navigation? For example, does he know about "Red on right returning"—keeping the red buoys to starboard when entering a channel or port facility?