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"Welcome to Club 2000": customer care-the Air France-KLM way

Author: Florent-Treacy, Elizabeth INSEAD Area: Entrepreneurship and Family EnterprisePublisher: Fontainebleau : INSEAD, 2007.Language: EnglishDescription: 14 p.Type of document: INSEAD CaseNote: Latest version available via https://publishing.insead.eduAbstract: This case study takes the perspective of an elite Air France Club 2000 card-holder who has lost valuable luggage. The case takes up his crie du coeur: "Unfortunately, every time I call Air France, I need to start from the beginning, as every time I talk, there is a new employee on the line, and every time I am left with the distinct feeling that nobody knows anything and nobody cares." Why is an elite client treated this way? The case examines a perceived disconnect between the espoused Air France KLM vision of "best service" and the reality of day-to-day operations in the new alliance. Who is responsible, and what should be done?Pedagogical Objectives: This case focuses on the following issues: . Authentic leadership . Customer focused corporate culture . Leadership by example, walking the talk and building trust with employees and customers . National culture: the French context . The importance of the "consistency of competence"
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Latest version available via <a href=https://publishing.insead.edu>https://publishing.insead.edu</a>

This case focuses on the following issues:
. Authentic leadership
. Customer focused corporate culture
. Leadership by example, walking the talk and building trust with employees and customers
. National culture: the French context
. The importance of the "consistency of competence"

This case study takes the perspective of an elite Air France Club 2000 card-holder who has lost valuable luggage. The case takes up his crie du coeur: "Unfortunately, every time I call Air France, I need to start from the beginning, as every time I talk, there is a new employee on the line, and every time I am left with the distinct feeling that nobody knows anything and nobody cares." Why is an elite client treated this way? The case examines a perceived disconnect between the espoused Air France KLM vision of "best service" and the reality of day-to-day operations in the new alliance. Who is responsible, and what should be done?

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