Carlzon, the youthful (46) CEO of Scandinavian Airlines System,
here offers an amiable, once-over-lightly account of how he managed
to pilot the flag carrier for Denmark, Norway and Sweden out of the
red. Shortly after taking the controls in 1981, Carlzon decided
that SAS should cater to business travelers, who tend to be
decidedly less price-conscious than tourists. Accordingly, he
geared the line's operations to the demands of a commercial market,
emphasizing such unique selling propositions as on-time departures,
convenient schedules, and comfortable seating. Carlzon's
service-oriented plan paid off dramatically, and he soon found
himself facing the problem of how to keep the 20,000-strong work
force in a collectively competitive frame of mind. His solution:
prepare for the challenges that would result if Western Europe's
air-transport industry is ever deregulated. Conceptually, Carlzon's
sketchy counsel here is above reproach. To illustrate, making
employees at all levels responsible for turning customer contacts
("moments of truth") to corporate advantage seems an uncommonly
sensible approach in today's marketplace, where civility and
service are increasingly rare commodities. Unfortunately, the
author never really gets down to cases. Beyond vague allusions to
flattening out the organizational pyramid, for example, the text
provides few details on how the notoriously militant unions of
three Nordic lands stay persuaded to make common cause with their
superiors. In like vein, Carlzon recommends keeping directors
informed, but he doesn't address the complexities of dealing with
the SAS board, whose members include Danes, Norwegians, and Swedes
with presumably conflicting national interests. In sum, a benign
briefing that's lighter than air. (Kirkus Reviews)
The president and CEO of Scandinavia Airlines (SAS) shows how to adapt to the new customer-driven economy. "The best book on leadership by a CEO."--John Naisbitt, author of Megatrends
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