Blackberry's to improve customer service; IT facilities to improve customer service; telecommunications services to improve customer service; yada, yada, yada.
If the aircraft simply took off ON TIME and landed approximately ON TIME and made connecting flights ON TIME, customer service would improve dramatically, regardless of perceived improvements to IT. Cabin service would improve exponentially because passengers wouldn't be taking their frustrations out on the CC. Qantas' IT fiddling wasn't designed to improve customer service. CC already had their hands full. Instead, it was designed to improve the ability of supervisors to put their noses in on each flight. It's no wonder the IT boss got sacked. The project scopes were never established properly to begin with. And after that, she was just throwing money away.
One of the worst things that Dixon did was to slash engineering. The aircraft serviceability plummetted and customer service went in the crapper. He was living a dream to impose cutbacks on what he perceived to be a bloated workforce while rewarding his inner circle of confidantes.
Customers will put up with a lot of cutbacks or rare inconveniences, but regular episodes involving an inordinate amount of time sitting in an airport terminal waiting for a serviceable aircraft, or hassling a desk clerk to rearrange connecting flights, is not one of them.
550 managers? Why stop there?
Last edited by Lodown; 21st Apr 2009 at 15:36.