Kip Powick Posted May 27, 2003 Share Posted May 27, 2003 http://www.torontostar.com/NASApp/cs/ContentServer?pagename=thestar/Layout/Article_Type1&c=Article&cid=1052251661232&call_pageid=968350072197&col=969048863851 Link to comment Share on other sites More sharing options...
Guest Terminated Posted May 27, 2003 Share Posted May 27, 2003 "I think, bottom line, we've spent the last few years managing costs, infrastructure and blame. We've been obsessed with driving down costs. We had to be, because of the pressure from discounters. We juggle planes, routes and airports slots to get the right fit. And we blame union reps for intransigence, customers for demanding too much value for not enough money and Ottawa for making our lives miserable. What we haven't managed is our relationship with employees and with the paying customer. This is what the discounters do brilliantly." This is so true. Even if some version of Air Canada can compete on cost, we still have a culture with too many people that don't seem to really want the company to do well, have no interest in going the extra mile, and seem to feel that the customers are an unpleasant side effect of doing their other jobs. The upper management group needs to begin making excellent customer service as big a priority as cost control. And start making employees feel equally important to management. And this involves more than just a token 'keep up the good work' at the end of all of Milton's infoline messages. Link to comment Share on other sites More sharing options...
wizard Posted May 28, 2003 Share Posted May 28, 2003 Good post, It is a must for the new AirCanada to motivate the internal customer to promote great external customer service in order to succeed in the future. Link to comment Share on other sites More sharing options...
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