d15.in.oz
Member
- Joined
- Nov 28, 2006
- Posts
- 452
I guess it’s a case of corporate dysphoria… such great attention to details in the new lounges, isn’t replicated across other aspects of their business.
[rant]
For an airline group with a 2 brand strategy, it really is all about the polish. For JQ, it’s cost saving by removing it, for QF it’s price increasing by adding it.
In the lounges, QAN has some very polished people –
And mismanaged expectations is too often the catch cry heard in vocalised customer anger maligned at QAN.
[/rant]
[rant]
For an airline group with a 2 brand strategy, it really is all about the polish. For JQ, it’s cost saving by removing it, for QF it’s price increasing by adding it.
In the lounges, QAN has some very polished people –
- When a WP enters a QP, if there is a FL available, out comes the staff member from behind the desk to make a fuss. (Attention to detail.)
- SYD T2/3 & MEL T1 each have staff/processes that reflect underlying flavours of the two cities. (Best example is a WP card flash to enter a QP. SYD staff attitude is low key, MEL staff attitude is pernickety. Perfect position for each city.)
- Staff who love what they do, and do what they love. (CNS & HBA, where smaller ports doesn’t mean smaller minds, and long term job satisfaction/low staff turn over doesn’t come aged with a “by the book staleness”.)
And mismanaged expectations is too often the catch cry heard in vocalised customer anger maligned at QAN.
[/rant]
& Yes 
