The Heathrow debate has reared its head once again, owing to the Government’s backing for a third runway and this week’s calls for a review of the way it is regulated, as passenger charges rise and operating standards fall. Those in favour need to make the case for it better, in terms that feel real to the customers and citizens it should ultimately benefit.
There are complex decisions still to be made, each likely to have a substantial impact on both consumers and the economy.
When people talk about ‘service’, they often think about the service industry, but for big infrastructure projects, house builders and manufacturers, it is just as critical. We need to appreciate the full extent of the customer journey and the level of interconnection.
Whether there is a positive outcome, however, ultimately comes down to taking a long-term perspective on investment, as well as understanding and prioritising the end customer – something every service-led organisation, no matter the sector, should strive to do.
This, in turn, will facilitate the necessary infrastructure upgrades to both improve efficiencies and deliver a better experience to consumers. But what’s the business case for doing so?
The Business Case for Investing in Infrastructure
Investing in infrastructure which is fit for the 21st century will deliver improved reliability and a better customer experience.
This in turn will create a virtuous cycle of improved brand reputation, loyalty, and long-term profitability.
For instance, airports with upgraded facilities, fewer delays and more travel options will generate not only higher traveller satisfaction but also boost the economy through greater connectivity and reduced travel times. Meanwhile, improved rail networks will lead to more discretionary rail travel, thereby boosting tourism and retail footfall in UK cities.
While investing in infrastructure improvements can increase customer satisfaction, investing in the customer service skills of employees delivering infrastructure upgrades on the ground can also help smooth the way for potentially contentious projects. For example, clear communication and engagement with local residents can build community consent and allow potential roadblocks to be addressed at an early stage.
What needs to happen?
Government, regulators, and businesses need to work together to prioritise infrastructure investment and overcome barriers such as short-term financial pressures, regulatory red tape, and lack of coordination. They also need to understand the customer landscape, all of the different stakeholders involved, and how best to engage with each stakeholder to ensure buy-in for infrastructure projects.
There are incentives and policy levers that could drive investment (e.g., tax credits, public-private partnerships). However, the most important thing is a strategic outlook and commitment to a long-term pipeline of projects.
Infrastructure investment isn’t about one-off projects; it’s about taking a sustained strategic approach that connects into everything else – be that housing, transport, water, energy or anything else.
Making the Case for Customer-Centric Infrastructure
Infrastructure investment is not just about hard assets—it’s about people and their experience. What is the experience we are trying to create?
Good infrastructure is the foundation of good customer experience, and as such, businesses and policymakers need to align investment decisions with customer needs.
Taking this approach will deliver much-needed infrastructure upgrades that actually meet the country’s needs and have the greatest impact for customers, businesses and the economy.
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