After Delta Air Lines’ dismal performance in the latest American Customer Satisfaction Index (ACSI), many readers have asked me if every flying experience on the nation’s second-largest airline will be predictably bad every time.
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airline customer service
Today’s “Millennial” generation presents unique challenges for employers. David Burns discusses how airline management may be causing a similar sense of entitlement among passengers.
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A couple of weeks ago, I wrote a column on ten types of airline passengers and asked readers to come up with some of their own. Did they ever.
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In an era of decreasing services and increasing fees, flying has become an increasingly stressful and unpleasant experience. But it doesn’t have to be that way. After a long Labor Day weekend spent in the air, I’ve identified four free things airlines can do to help their customers.
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We hear a lot about the various types of airline employees – the surly, the chatty, the one who refuses to make eye contact, the one who incessantly pecks at the computer keyboard, and even the friendly.
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Even the worst airlines treat their best customers better than most. Case in point: Global Services members on United Airlines.
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The last place one might think of finding a grassroots movement is in the airline business. That’s just plain wrong. A “grassroots” effort is one that is driven by constituents in a homegrown and spontaneous way. Use Google to search for examples of these movements. There’s quite an array. David Burns takes a closer look.
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During my years as part of the management team of a major airline’s customer relations office, I always taught my staff what I called the “brussels sprouts” theory. Here’s what that means — and how Ritz-Carlton hotels can teach the airlines a thing or two about service.
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Like Internal Revenue Service agents and Department of Motor vehicle employees, everyone loves to hate airline gate agents. That now includes their bosses.
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