Transfarency: Doing things differently in customer service
Performance arises at the intersection of profitability, satisfied customers, optimized internal processes and engaged employees.
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Performance arises at the intersection of profitability, satisfied customers, optimized internal processes and engaged employees.
There are few inventions that have changed people’s way of life, and one of them is clearly the invention of the airplane.
At the beginning of this century, the Canadian Transportation Agency – CTA, has recognized the need to develop and utilize performance management practices in order to increase its performance levels.
The Natural Resources Defense Council (NRDC) is an international nonprofit environmental organization, founded in 1970, whose mission is to protect the worlds’ resources, the public health and the environment worldwide.
As part of its efforts, the organization monitors several industries that require improvement in order to achieve higher sustainability levels in the future. The airline industry is one of them. It has committed to cut net carbon emissions by 2050, to half of the level achieved in 2005.
Nowadays, many benchmarking best practice examples come from the highly competitive and innovative airline industry. According to Jackie Fry, Ian Humphreys and Graham Francis (2005), benchmarking is considered to be the most commonly used performance tool for increasing performance both for airline companies and airports worldwide.
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