Earlier this morning, Boeing's shares dropped after United Continental Airlines said it would delay orders for 61 Boeing 737 jetliners, worth roughly $5 billion, and instead order the newer 737 MAX models for delivery in later years. Boeing, of course, downplayed the impact of the decision saying it would not affect its plan to increase production rates of 737s, and stressed that it continues to have orders for more 737s than it can produce. Given that, it does seem to be curious timing that Boeing has just announced an operational restructuring that will result two site closures in El Paso, Texas and Newington, Virginia. While we're sure there are "efficiency gains" to be generated from the consolidation of sites, cutting 4.5 million square feet of facility space in just 4 years seems like there may be a bit more behind the cuts. “In order to push ourselves farther and win more business, we need to make the most of our resources and talent,” said Leanne Caret, president and CEO, Defense, Space & Security. “These steps will help us be a stronger partner for our customers worldwide.” By the end of 2020 Boeing will reduce facilities space by approximately 4.5 million square feet. Along with that, many positions in Huntington Beach will move to El Segundo, Long Beach, and Seal Beach in Southern California, with others moving to St. Louis and Huntsville, Ala. Similarly, many positions in Kent, Wash., will move to nearby Tukwila. Boeing also will close its El Paso, Texas, and Newington, Va., sites. With the moves, Los Angeles County gains about 1,600 positions, with St. Louis gaining 500 and Huntsville about 400. “Making better use of our facilities will enhance efficiency and promote greater collaboration,” Caret said. “This will help drive our global growth in Boeing’s second century.” To bolster that effort, Boeing Defence Australia, Boeing Defense Saudi Arabia, and Boeing Defence United Kingdom will be aligned and managed in a new global operations group led by David Pitchforth. He will also continue as managing director of Boeing Defence UK. While Pitchforth will report directly to Caret, those three organizations will continue operating independently. While Boeing attempted to downplay the financial impact of the delayed United Continental order, analysts are somewhat more skeptical of it's impact on free cash flow generation over the coming years. But some worried that canceling 61 current-generation planes and ordering MAXs for an uncertain date could delay Boeing's planned production increases and its cash generation. "737 output is their only realistic way to increase cash flow," said Richard Aboulafia, an aerospace analyst at the Teal Group in Virginia. Boeing is already cutting production of the 777, its other cash cow, and 787 output is due to remain steady. "Now it looks like 737 output will not grow as planned," he said. Meanwhile, shareholders were somewhat disappointed as well: Though we're sure it's nothing.
United Continental Airlines, along with all other airlines, has benefited hugely from the low oil prices. Consequently, the low cost environment has enabled the carrier to refurbish, upgauge, and add more capacity to its fleet. While refurbishing helps the company provide its clients with a more convenient and comfortable flying [...]
Catastrophic computer outages that paralyze an entire airline are few and far between. Except this summer. Last month, Southwest Airlines canceled 2,300 flights after a router in one of its data centers failed, delaying hundreds of thousands of passengers. And last week, Delta Air Lines suffered a massive computer outage, which triggered the cancellation of 451 flights in a single morning. A rare look behind the curtain at Southwest’s meltdown offers several important customer-service lessons for passengers who experience similar delays in the future. And in an industry that depends on finicky information systems, these incidents are bound to repeat themselves. They’ve left customers wondering how to avoid getting stuck in another IT collapse, and what, if anything, an airline can do to make up for such an event. Related: Frequently asked questions about air travel. Jack Russell, who was scheduled to fly from St. Louis to Las Vegas last month, had a front-row seat for Southwest’s IT issues, which an employee euphemistically blamed on a “software problem.” The airline’s proposed fix: Fly him to Vegas four days later. As the executive vice president of a software company in St. Louis, Russell knows a thing or two about computers that go on the blink. But he’s less understanding about Southwest’s IT implosion, which he says left him with little choice but to pay an extra $1,800 to reach his destination. “I spent twice as much money as I thought I would to get to Las Vegas,” Russell says. “If my customers had an outage created by my company and I said, ‘Sorry, it was a freak occurrence,’ they would be waiting at my doorstep with their lawyer.” The Southwest systems problem suggests how fragile even the best-run airlines can be. It started in the early afternoon of July 20, when one of its small Cisco routers, out of about 2,000 such pieces of hardware that direct the airline’s network traffic, failed. This router broke in an unusual way. Instead of registering the error, which would have allowed network administrators in Southwest’s Dallas data center to take it offline immediately and replace it with a working router, it behaved as if it was still operating normally. Only, it wasn’t directing any traffic. Although network administrators spotted the error within half an hour, enough traffic had backed up that critical systems needed to be rebooted — a process that took a full 12 hours and affected critical functions, including the airline’s website, its smartphone app and several internal systems used by Southwest employees to handle reservations. It was as if someone had turned off the lights for half a day. When the systems flickered back to life, the problems continued. The airline still didn’t have enough information to restart all flights. Because its systems had been down for so long, it couldn’t be sure whether some of its crews had taken enough rest, as required by the Federal Aviation Administration. That forced Southwest to cancel more flights on July 21 and 22. Brandwatch, a social-tracking service, charted a corresponding tsunami of anger on Southwest’s social media channels. The airline drew 36,905 mentions in a single day on July 21, an almost 20-fold increase from normal levels. “The spike in incoming volume that this received was incredible,” says Joshua March, the chief executive of Conversocial, which offers customer-service software to travel companies. “But the really significant piece in this instance was the inability to effectively scale the response.” Southwest had no script for handling an event of this magnitude. “It was really rough,” says Robert Jordan, the airline’s executive vice president and chief commercial officer, who describes the IT catastrophe as a “thousand-year flood.” The airline sent 50-percent-off vouchers to passengers affected by the outage, and in some cases paid for them to fly to their destinations on other airlines. All told, he says Southwest spent “tens of millions of dollars” trying to make amends. “We know we messed up,” he adds. “We know we have to work really hard to regain our passengers’ trust.” Southwest is still cleaning up. Russell’s delayed flight to Las Vegas is among the thousands of cases still being processed. Under most circumstances, a full refund for a replacement flight would be a tall order, but these are not normal circumstances. IT disasters of this scale are unusual. Back in 2012, United Airlines experienced several days of delayed flights and sluggish customer service as it struggled to integrate the IT systems of United and Continental Airlines. Last July, United also suffered an outage that made it cancel hundreds of flights after a network router stopped working. Asked if passengers could have done anything to get to their destinations faster during such a systems collapse, Jordan paused. So many things went wrong during the event that the normal tricks didn’t work. You couldn’t fall back on calling the airline because even the call-center employees didn’t have access to their IT systems. “There just isn’t a good answer,” he says. That’s the consensus of the customer service experts, too. Elaine Allison, a former flight attendant and on-board service manager who now offers training courses in customer service, says passengers are powerless to negotiate their way around a total systems failure. She happened to be in Las Vegas during the week of Southwest’s outage, but was lucky enough to be flying on another airline. “Pack at least one day of clothing and small amenities, plus all medications, in a carry-on, in the event luggage is checked and immediately not retrievable,” she says. Russell handled the situation correctly by re-booking his flight on another airline, she says. Southwest must refund a ticket when it cancels a flight. The trick, says customer service expert Teri Yanovitch, is to look forward and not back. Southwest needs to figure out how to say it’s sorry without losing its shirt, and customers need a game plan should they get caught in a future systems failure. “Southwest needs to explain the situation and how Southwest will prevent it from happening again,” she says. “As a customer, the best you can do when all critical IT systems are down is to keep calm, don’t take it out on the employee — it is not their fault — and consider your options for alternate transportation based on the situation.” Research suggests that Southwest can make a full recovery, Yanovitch says. When a recovery is handled correctly, 96 percent of the customers will return. And when it’s not? In 2012, when United Airlines suffered its first meltdown, it was the world’s largest airline. Today, it’s No. 3. After you’ve left a comment here, let’s continue the discussion on my consumer advocacy site or on Twitter, Facebook and Google. I also have a newsletter and you’ll definitely want to order my new, amazingly helpful and subversive book called How to Be the World’s Smartest Traveler (and Save Time, Money, and Hassle). -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.
Pierre Emil George Salinger (June 14, 1925 – October 16, 2004) was a White House Press Secretary to U.S. Presidents John F. Kennedy and Lyndon B. Johnson. Salinger served as a United States Senator in 1964 and was campaign manager for the Robert F. Kennedy presidential campaign. He later became known for his work as an ABC News correspondent, and in particular for his coverage of the American hostage crisis in Iran, the bombing of Pan Am Flight 103 over Lockerbie Scotland, and his claims as to the cause of the explosion of TWA flight 800. Salinger was born in San Francisco, California. His father, Herbert Salinger, was a New York City-born mining engineer, and his mother, Jehanne (née Biétry), was a French-born journalist. His maternal grandfather, Pierre Biétry, was a member of the French National Assembly and devised Yellow socialism. Salinger was raised in his mother's Catholic religion (his father was Jewish). Salinger attended public magnet Lowell High School. He attended San Francisco State University (then College) from 1941 to 1943 where he was managing editor and columnist for the student newspaper, the Golden Gater. He left SF State and entered the United States Navy in July 1943. Salinger was commanding officer of SC 1368 in the Pacific. He distinguished himself during Typhoon "Louise" in Okinawa by making a daring rescue of some men stranded on a reef. For this act he received the Navy and Marine Corps medal. After serving with the United States Navy to Lieutenant, junior grade during World War II, Salinger finished his studies at the University of San Francisco, earning a BS in 1947. Salinger then began his journalism career as a reporter for the San Francisco Chronicle and as a contributing Editor to Collier's in the 1940s and 1950s. Salinger was one of the leading figures in Kennedy's 1960 presidential campaign, at times described as being part of Kennedy's Kitchen Cabinet. In 1961, when John F. Kennedy became President of the United States, he hired Salinger as his press secretary. When JFK was assassinated, Salinger was on a plane flying to Tokyo with six Cabinet members, including Secretary of State Dean Rusk. Salinger's visit was to have been for an economic conference, and to start working on a visit JFK was going to take in February 1964 as the first American president to visit Japan since World War II. Salinger was retained by President Lyndon Johnson as Press Secretary after JFK's death. As Kennedy's White House Press Secretary, Salinger was accused of "news management." Following his service in the Kennedy and Johnson administrations, Salinger returned to California and ran for the Senate. He defeated then California State Controller Alan Cranston in a contentious Democratic Primary. Governor of California Pat Brown, who had supported Cranston in the Primary, appointed Salinger a Democratic United States Senator to fill the vacancy resulting from the July 30, 1964 death of retiring Senator Clair Engle; he took office on August 4, 1964. In his bid for a full six-year term in the 1964 election, he was defeated by former actor (and vaudeville song and dance man) George Murphy following a campaign in which Salinger's only recent return to his native state became an issue, his legal residency even being challenged in court. Salinger was also hurt at the polls by his adamant support (despite advice from his political managers) of legislation banning racial housing discrimination. Salinger's loss made California the sole Democrat-held seat to go Republican in what was otherwise a Democratic landslide. Salinger resigned from the Senate on December 31, 1964, only three days before his term was to expire. Senator-elect Murphy, who was to take office on January 3, 1965, was appointed to fill the remaining two days of Salinger's term, giving Murphy a slight advantage in seniority in the Senate over other members of the "class of 1964" at a time when seniority was even more vital in Senate affairs than now. Salinger appeared in a third season episode 111 of Batman, "The Joke's on Catwoman," broadcast on ABC on January 4, 1968. In the episode, Salinger portrays "Lucky Pierre," an unscrupulous lawyer who defends Catwoman and The Joker in a trial. In Salinger's first scene, he is sitting at his desk with a photo of a young Richard Nixon prominently displayed, and in an amusing epilogue, Batman (Adam West) laments Lucky Pierre's fate by saying, "If he hadn't gone so wrong, he might have had a fine career in politics, won a gubernatorial race, and the White House even." He wrote a book, With Kennedy and became vice-president of Continental Airlines. https://en.wikipedia.org/wiki/Pierre_Salinger
18 мая американский сенат принял законопроект, который позволяет пострадавшим от терактов 11 сентября 2001 года подавать иски к правительству Саудовской Аравии в связи с его возможной причастностью к организации этих преступлений. Теперь документ поступит на рассмотрение в палату представителей конгресса. Правда, администрация Барака Обамы заявила, что президент не собирается подписывать законопроект, так как его утверждение чревато аналогичными исками из-за рубежа к властям США.
Find yourself draggy for a week after a redeye? Just think of the flight attendants and pilots who do it all the time. Former Continental Airlines flight attendant Abbie Unger told The Huffington Post that for her, the most grueling part of working transcontinental flights was the varied schedule. Unger, who is also a HuffPost blogger, was an on-call flight attendant and did not have a set number of flights she worked per month. “I never worked a day that was nine to five, so I was constantly trying to regulate my body clock as I juggled early morning check-ins followed by late night check-ins,” she said. To help her fall asleep when her clock was messed up, Unger would carry the sleep aid melatonin. She wasn't alone: New data from a recent survey of flight attendants working for the Irish airline Aer Lingus revealed that as many as a third of the crew reported using some type of sleep medications at least once a week. “This is a concerning statistic, but not surprising,” Dr. Neil Kline, a sleep physician and director of the American Sleep Association, told The Huffington Post. “Humans are creatures of habit when it comes to time. Our internal timer is set to an (almost) 24-hour clock,” said Kline, who was not involved in the Aer Lingus survey. However, he explained, being exposed to bright light or trying to sleep at different times than we're used to disrupts our internal clocks, which is what leads us to feel jet lagged. And sleep medications, like over-the-counter melatonin supplements, are meant to reset the body’s internal body clock. There’s not really enough research to say how often is too often to take sleep medications, Kline said. But, he added, it is important to recognize that any sleep medication, whether prescription or over the counter, is going to come with its own side effects. “Many of the medications and OTC products used for insomnia and jet lag can cause daytime sleepiness and lead to impaired daytime performance,” he said. 90 percent of flight attendants reported having trouble sleeping A total of 470 Aer Lingus flight attendants were surveyed for this research, which was commissioned by IMPACT, the trade union that represents the airline. In addition to the finding that 33.8 percent of the flight attendants reported taking sleep medication once a week or more, nearly 90 percent reported having trouble sleeping at least once a week or more. And the flight attendants reported sleeping 6.72 hours per night on average, shy of the National Sleep Foundation’s recommendation of seven to nine hours per night for adults between 25 and 64 years old. The data from the survey will be sent to the Health and Safety Authority of Ireland and the Irish Aviation Authority, both of which have a role in aircraft safety, IMPACT communications officer Niall Shanahan told HuffPost. The trouble with sleep meds An important caveat is that the survey did not delineate prescription sleep aids from non-prescription sleep aids -- though research shows there are concerns associated with both. Melatonin is a natural hormone we produce that signals to our bodies it is time to sleep. It's also available in a synthetic form intended to help people counter the effects of jet lag or an unusual sleep schedule. Despite being marketed as a natural sleep aid, experts have warned that many melatonin products on the market, which are not regulated by the FDA, are much stronger than the dose most sleep doctors recommend, which in turn can make you groggy the day after using them. And some research suggests that when the brain’s melatonin receptors are exposed to too much of the hormone, they may stop responding to it -- meaning the supplements become ineffective. When it comes to prescription sleep aids, several studies have shown that use of hypnotics -- including Ambien (zolpidem tartrate), Intermezzo (zolpidem), Lunesta (eszopiclone), Silenor (doxepin hydrochloride), and Sonata (zaleplon), among others -- was associated with increased incidence of cancer and higher rates of death from any cause. This was true even for individuals who took fewer than 18 pills per year. Practicing good sleep hygiene is key In addition to carrying melatonin, Unger would also try to take shorter naps on her layover so she would be rested and prepared to work if she couldn’t sleep through the night. Other things that helped as she traveled across multiple time zones were making sure she slept in a dark room and got sunlight once she was awake (and wanted to be awake), eating well and eating enough, and exercising. “I can’t tell you how many times I woke up in the middle of the night starving because I didn’t eat enough in the evening because I had felt more tired than hungry,” she said. “And exercise can do wonders.” "The best treatment for preventing jet lag is avoid the time zone change," Kline said. But for flight attendants, other flight crew members and shift workers who cannot avoid having to shift their sleep, he suggests light therapy, which involves avoiding bright light in the evening and getting sunlight (or using a light box) when they do wake up. Practicing good sleep hygiene is essential, he added. This includes never watching TV in bed, avoiding caffeine in the afternoon, exercising regularly, and planning a relaxing pre-bedtime routine, like taking a warm bath or shower or mediating. But is there enough time for healthy slumber habits? In addition to dealing with crossing time zones and her varied schedule, there was the problem of just not having enough time in between flights to rest, Unger said. “An eight- or nine-hour overnight [flight] only leaves you with about five and a half to six hours inside your hotel room. No matter how many time zones you have flown through or not flown through, six hours is not enough time to rest,” she said. Unger is far from alone in experiencing sleeping woes. One study that compared self-reported health information for flight attendants for two U.S. airlines with that of the general U.S. population found male flight attendants were diagnosed with sleep disorders at a rate nearly four times the general population and female flight attendants were diagnosed at a rate that was nearly six times the general population. Statistics like those are part of what inspired the Aer Lingus union to conduct its survey on the health and wellbeing of its flight attendants, Shanahan said. The union will use the data to help address concerns from airline crew members about the effects of working conditions on their health, as well as help ensure the airline is complying with health and safety aviation laws, Shanahan said. The U.S. Senate recently passed an amended Federal Aviation Administration reauthorization bill that, in addition to a number of other provisions, would increase the required rest time for flight attendants to at least nine hours after working an 11-hour shift and 10 hours for flight attendants working 11- to 14-hour shifts. The bill still requires House approval, as well as the President's, before it becomes law. Sarah DiGiulio is The Huffington Post’s sleep reporter. You can contact her at [email protected] -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.
Questions About Growth and Profit Margins Dent Sentiment
In this 2009, file photo, Continental Airlines Flight 3407 burns after it crashed into a house near Buffalo. Monday was the seventh anniversary of the tragedy that prompted new regulations that failed to address all the problems associated with the crash. Now indicators are increasing that, if not heeded, will [...]
Like a 747 loaded to capacity, United Airlines is rising — slowly, steadily and improbably. “I thought I was imagining it,” says Anne Klein, who works for a marketing agency in Durango, Colo. “But United is listening. It’s trying to improve.” Klein had two recent customer service experiences that gave her hope. The first, a handwritten thank-you card for her business, slipped to her by a flight attendant. And the second, a response to her request for a $68 refund after one of her flights had been canceled for mechanical reasons. Instead, United sent her more than she asked for: a $100 gift certificate. Many passengers had all but given up on the airline after a painful merger with Continental Airlines in 2010. United had managed to alienate customers ranging from frequent fliers like Klein to ordinary vacationers, thanks to significant cuts in its loyalty program and new policies that seemingly demanded fees for everything. Not surprisingly, its customer service scores were among the lowest in the industry. A new hope But, in September, United’s new chief executive, Oscar Munoz, said enough was enough. “Let’s be honest,” he declared in a videotaped message to customers. “The implementation of the United and Continental merger has been rocky for customers and employees. While it’s been improving recently, we still haven’t lived up to our promise or our potential.” The changes have been small, but they’ve added up. In November, the airline eliminated an unpopular $50 processing fee for tickets refunded to passengers after unplanned events such as jury duty, illness or death. In December, it announced that, starting this month, it would serve a choice of snacks to economy class passengers at no additional charge. It also plans to eliminate another charge this month: a $25 fee for ticket receipts. All the while, United’s management has been asking its customer-facing employees to redouble their efforts to win back customers. And it’s focusing on its core performance, specifically its flight-completion numbers, or the number of scheduled flights actually flown. “Our customers want reliability from us,” says Sandra Pineau-Boddison, United’s vice president for customers. “It’s on-time performance. It’s a high completion factor.” United rising? During the busy Thanksgiving holiday week, United delivered an on-time performance in the 70th percentile, its highest level in three years, and a 100 percent completion rate. It was no fluke. United’s internal customer service numbers have been climbing steadily since Munoz made his promise: In November, it beat its 30.6-point customer satisfaction goal by two points; in October, it scored a 30.8, exceeding its goal by 1.3 points; and for September, it exceeded its 27.4-point goal by 4.3 points. United stresses that this is just the first stage of rehabilitating its image, a process that became more challenging after Munoz suffered a heart attack in the fall and temporarily stepped aside as chief executive. But it hopes it’s on the right track. “Oscar has given us a renewed focus,” says Pineau-Boddison. "Amazing" customer service So how is United’s initiative going over with its customers? Elizabeth Helsley, a frequent international traveler who works as a business consultant in San Diego, was stunned after one of her bags went missing on a recent flight from Paris to San Francisco by way of Newark. She wasn’t stunned because her bag had gone missing, but by what happened next. “After I arrived, I received a text message alert that one of my two bags did not make it and would be delivered to my address within 24 hours,” she says. “I also received an email where I could track my bag, see who was delivering it and at what time. At no time did I have to wait in line or on hold for them to rectify their mistake. They simply took care of it and kept me informed every step of the way. To me, that was amazing customer service.” The technology used to track and deliver those bags, part of United’s effort to upgrade its internal systems, is a key part of the airline’s new customer initiative. Last year, the airline introduced a service that allows customers to follow their luggage on the United smartphone app. “Before we had this, only our airport employees could see the luggage in the system,” says Pineau-Boddison. More improvements are planned. In early 2016, United expects to fine-tune its system to allow people with delayed luggage to specify their delivery preferences. To be sure, United still has a long odyssey ahead. It scored 60 out of a possible 100 points on last year’s authoritative American Customer Satisfaction Index, the lowest of any legacy airline and just a few points above discount carriers such as Frontier and Spirit. And it still has plenty of critics, including some of its own employees, who remain quietly skeptical. And the airline has a long way to go before some air travelers will come back. They’re passengers like Lex Page, an attorney from Portland, Ore., who endured years of United’s indifferent attitude and mediocre service before he finally gave up on the airline. “Let’s just say that if United Airlines were to give me a free first-class ticket to anywhere they flew, I wouldn’t take it,” he says. After you've left a comment here, let's continue the discussion on my consumer advocacy site or on Twitter, Facebook and Google. I also have a newsletter and you'll definitely want to order my new, amazingly helpful and subversive book called How to Be the World's Smartest Traveler (and Save Time, Money, and Hassle). Photo: Shutterstock. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.
One woman who frequently flew on Southwest was constantly disappointed with every aspect of the company's operation. In fact, she became known as the "Pen Pal" because after every flight she wrote in with a complaint. She didn't like the fact that the company didn't assign seats; she didn't like the absence of a first-class section; she didn't like not having a meal in flight; she didn't like Southwest's boarding procedure; she didn't like the flight attendants' sporty uniforms and the casual atmosphere. Her last letter, reciting a litany of complaints, momentarily stumped Southwest's customer relations people. They bumped it up to Herb's [Kelleher, CEO of Southwest at the time] desk, with a note: 'This one's yours.' In sixty seconds Kelleher wrote back and said, 'Dear Mrs. Crabapple, We will miss you. Love, Herb.'" The phrase "The customer is always right" was originally coined in 1909 by Harry Gordon Selfridge, the founder of Selfridge's department store in London, and is typically used by businesses to convince customers that they will get good service at this company and convince employees to give customers good service. However, I think businesses should abandon this phrase once and for all -- ironically, because it leads to worse customer service. Here are the top five reasons why "The Customer Is Always Right" is wrong. 1: It Makes Employees Unhappy Gordon Bethune is a brash Texan (as is Herb Kelleher, coincidentally) who is best known for turning Continental Airlines around "From Worst to First," a story told in his book of the same title from 1998. He wanted to make sure that both customers and employees liked the way Continental treated them, so he made it very clear that the maxim "the customer is always right" didn't hold sway at Continental. In conflicts between employees and unruly customers he would consistently side with his people. Here's how he put it: When we run into customers that we can't reel back in, our loyalty is with our employees. They have to put up with this stuff every day. Just because you buy a ticket does not give you the right to abuse our employees ... We run more than 3 million people through our books every month. One or two of those people are going to be unreasonable, demanding jerks. When it's a choice between supporting your employees, who work with you every day and make your product what it is, or some irate jerk who demands a free ticket to Paris because you ran out of peanuts, whose side are you going to be on? You can't treat your employees like serfs. You have to value them ... If they think that you won't support them when a customer is out of line, even the smallest problem can cause resentment. So Bethune trusted his people over unreasonable customers. What I like about this attitude is that it balances employees and customers. The "always right" maxim squarely favors the customer which is a bad idea, because, as Bethune says, it causes resentment among employees. Of course, there are plenty of examples of bad employees giving lousy customer service but trying to solve this by declaring the customer "always right" is counter-productive. 2: It Gives Abrasive Customers an Unfair Advantage Using the slogan "The customer is always right," abusive customers can demand just about anything -- they're right by definition, aren't they? This makes the employees' jobs that much harder when trying to rein them in. Also, it means that abusive people get better treatment and conditions than nice people. That always seemed wrong to me, and it makes much more sense to be nice to the nice customers to keep them coming back. 3: Some Customers Are Bad for Business Most businesses think that "the more customers the better". But some customers are quite simply bad for business. Danish IT service provider ServiceGruppen proudly tell this story: One of our service technicians arrived at a customer's site for a maintenance task, and to his great shock was treated very rudely by the customer. When he'd finished the task and returned to the office, he told management about his experience. They promptly cancelled the customer's contract. Just like Kelleher dismissed the irate lady who kept complaining (but somehow also kept flying on Southwest), ServiceGruppen fired a bad customer. Note that it was not even a matter of a financial calculation -- not a question of whether either company would make or lose money on that customer in the long run. It was a simple matter of respect and dignity and of treating their employees right. 4: It Results in Worse Customer Service Rosenbluth International, a corporate travel agency since bought by American Express, took it even further. CEO Hal Rosenbluth wrote an excellent book about their approach called Put The Customer Second - Put your people first and watch'em kick butt. Rosenbluth argues that when you put the employees first, they put the customers first. Put employees first and they will be happy at work. Employees who are happy at work give better customer service because: They care more about other people, including customers They have more energy They are happy, meaning they are more fun to talk to and interact with They are more motivated On the other hand, when the company and management consistently side with customers instead of with employees, it sends a clear message that: Employees are not valued Treating employees fairly is not important Employees have no right to respect from customers Employees have to put up with everything from customers When this attitude prevails, employees stop caring about service. At that point, genuinely good service is almost impossible -- the best customers can hope for is fake good service. You know the kind I mean: courteous on the surface only. 5: Some Customers Are Just Plain Wrong Herb Kelleher agrees, as this passage From Nuts! the excellent book about Southwest Airlines shows: Herb Kelleher [...] makes it clear that his employees come first -- even if it means dismissing customers. But aren't customers always right? "No, they are not," Kelleher snaps. "And I think that's one of the biggest betrayals of employees a boss can possibly commit. The customer is sometimes wrong. We don't carry those sorts of customers. We write to them and say, 'Fly somebody else. Don't abuse our people.'" If you still think that the customer is always right, read this story from Bethune's book From Worst to First: A Continental flight attendant once was offended by a passenger's child wearing a hat with Nazi and KKK emblems on it. It was pretty offensive stuff, so the attendant went to the kid's father and asked him to put away the hat. "No," the guy said. "My kid can wear what he wants, and I don't care who likes it." The flight attendant went into the cockpit and got the first officer, who explained to the passenger the FAA regulation that makes it a crime to interfere with the duties of a crew member. The hat was causing other passengers and the crew discomfort, and that interfered with the flight attendant's duties. The guy better put away the hat. He did, but he didn't like it. He wrote many nasty letters. We made every effort to explain our policy and the federal air regulations, but he wasn't hearing it. He even showed up in our executive suite to discuss the matter with me. I let him sit out there. I didn't want to see him and I didn't want to listen to him. He bought a ticket on our airplane, and that means we'll take him where he wants to go. But if he's going to be rude and offensive, he's welcome to fly another airline. The fact is that some customers are just plain wrong, that businesses are better of without them, and that managers siding with unreasonable customers over employees is a very bad idea, that results in worse customer service. So any business needs to put its people first -- and watch them put the customers first. -- Alexander Kjerulf, the "Chief Happiness Officer," is one of the world's leading experts on workplace happiness and the author of Happy Hour is 9 to 5: How to love your job, love your life and kick butt at work. Alexander is a speaker, consultant, and author with a global following of millions. He runs a consultancy firm offering lectures, workshops, and leadership training with focus on happiness at work for clients including IBM, Hilton, LEGO, HP and Ikea.
Имея головной офис в США, наша команда заинтересовалась новостями международного аэропорта Ньюарка. Ньюарка, расположенный в черте городов Ньюарк и Элизабет (Нью-Джерси) аэропорт, находится в 24 километрах к юго-западу от нью-йоркского района Мидтаун. Ньарка – второй по величине аэропорт после аэропорта Хьюстон Интерконтинентал авиакомпании Continental Airlines. И сегодня посетители терминала B в международном аэропорте Ньюарк Либерти могут заметить яркое, чистое освещение, интерьер аэропорта недавно дополнен 171 светодиодной лампой. Но посетители, вероятнее всего, не будет понимать, что эти светильники являются основой системы, которая за ними наблюдает. Читать дальше →
WASHINGTON (AP) — Do you know the way to San Jose? Quite a few airline pilots apparently don't. On at least 150 flights, including one involving a Southwest Airlines jet last month in Missouri and a jumbo cargo plane last fall in Kansas, U.S. commercial air carriers have either landed at the wrong airport or started to land and realized their mistake in time, according to a search by The Associated Press of government safety databases and media reports since the early 1990s. A particular trouble spot is San Jose, Calif. The list of landing mistakes includes six reports of pilots preparing to land at Moffett Field, a joint civilian-military airport, when they meant to go to Mineta San Jose International Airport, about 10 miles to the southeast. The airports are south of San Francisco in California's Silicon Valley. "This event occurs several times every winter in bad weather when we work on Runway 12," a San Jose airport tower controller said in a November 2012 report describing how an airliner headed for Moffett after being cleared to land at San Jose. A controller at a different facility who noticed the impending landing on radar warned his colleagues with a telephone hotline that piped his voice directly into the San Jose tower's loudspeakers. The plane was waved off in time. In nearly all the incidents, the pilots were cleared by controllers to guide the plane based on what they could see rather than relying on automation. Many incidents occur at night, with pilots reporting they were attracted by the runway lights of the first airport they saw during descent. Some pilots said they disregarded navigation equipment that showed their planes slightly off course because the information didn't match what they were seeing out their windows — a runway straight ahead. "You've got these runway lights, and you are looking at them, and they're saying: 'Come to me, come to me. I will let you land.' They're like the sirens of the ocean," said Michael Barr, a former Air Force pilot who teaches aviation safety at the University of Southern California. Using NASA's Aviation Safety Reporting System, along with news accounts and reports sent to other federal agencies, the AP tallied 35 landings and 115 approaches or aborted landing attempts at wrong airports by commercial passenger and cargo planes over more than two decades. The tally doesn't include every event. Many aren't disclosed to the media, and reports to the NASA database are voluntary. The Federal Aviation Administration investigates wrong airport landings and many near-landings, but those reports aren't publicly available. FAA officials turned down a request by The Associated Press for access to those records, saying some may include information on possible violations of safety regulations by pilots and might be used in an enforcement action. NASA, on the other hand, scrubs its reports of identifying information to protect confidentiality, including names of pilots, controllers and airlines. While the database is operated by the space agency, it is paid for by the FAA and its budget has been frozen since 1997, said database director Linda Connell. As a result, fewer incident reports are being entered even though the volume of reports has soared, she said. The accounts that are available paint a picture of repeated close calls, especially in parts of the country where airports are situated close together with runways similarly angled, including Nashville and Smyrna in Tennessee, Tucson and Davis-Monthan Air Force Base in Arizona, and several airports in South Florida. In a report filed last July, for example, an airline captain described how his MD-80 was lined up to land at what he thought was San Antonio International Airport when a rider in the cockpit's jump seat "shouted out that we were headed for Lackland Air Force Base." The first officer, who was flying the plane, quickly aborted the landing and circled around to line up for the correct airport. The captain later thanked the cockpit passenger and phoned the San Antonio tower. "They did not seem too concerned," he reported, "and said this happens rather frequently there." Continental Airlines' regional carriers flying from Houston to Lake Charles Regional Airport on the Louisiana Gulf Coast have at least three times mistakenly landed at the smaller, nearby Southland Executive field. Both airports have runways painted with the numbers 15 and 33 to reflect their compass headings. Runways are angled based on prevailing winds. The recent wrong airport landings by a Southwest Airlines Boeing 737 in Missouri and an Atlas Air Boeing 747 freighter in Kansas have heightened safety concerns. The Southwest pilots stopped just short of a ravine at the end of the short runway in Hollister, Mo., when they meant to land on a runway twice as long at the nearby Branson airport. Of the 35 documented wrong landings, 23 occurred at airports with shorter runways. The runways were longer in three cases, they were the same length in two and the wrong airport wasn't identified or its runway length was unavailable in seven. FAA officials emphasized that cases of wrong airport landings are rare. There are nearly 29,000 commercial aircraft flights daily in the U.S., but only eight wrong airport landings by U.S. carriers in the last decade, according to AP's tally. None has resulted in death or injury. "The FAA reviews reported wrong-airport incidents to determine whether steps such as airfield lighting adjustments may reduce pilot confusion," the agency said in a statement. But John Goglia, a former National Transportation Safety Board member and aviation safety expert, says the FAA and the NTSB should be concerned. Air crashes are nearly always the result of a string of safety lapses rather than a single mistake, he noted. Attempts to land at wrong airports represent "another step up the ladder toward a riskier operation," he said. Runway condition is also a worry when a plane makes a mistaken approach. When an air traffic controller clears a plane to land on a specific runway, "you know you pretty much have a clear shot at a couple of miles of smooth concrete," said Rory Kay, a training captain at a major airline. "If you choose to land somewhere else, then all bets are off. There could be a bloody big hole in the middle of the runway. There could be a barrier across it. There could be vehicles working on it." Another concern is that a plane attempting to land at the wrong airport could collide with a plane taking off from that airport. Several pilots who reported aborting wrong airport landings said they cross the airport's "centerline" — the path planes would follow during takeoff. A few reported receiving warnings of other planes nearby. In some reports, pilots said they were saved from making a wrong airport landing by an alert controller. That was the case for an MD-80 captain who nearly landed his mid-sized airliner at Page Field, a small airport in Fort Myers, Fla., used mainly by private pilots, instead of the much larger Southwest Florida International Airport nearby. A controller caught the mistake in time and suggested the captain explain the detour by telling passengers the flight was "touring downtown" Fort Myers. "I was pretty shaken as to what could have happened and was very glad to have an understanding, helpful (controller)," the captain said. "They (controllers) said there would be no problem with (the FAA) and that this was a common occurrence." ___ Follow Joan Lowy on Twitter at http://www.twitter.com/AP_Joan_Lowy
(Reuters) - United Continental (UAL) will furlough about 685 flight attendants, as the U.S. airline company looks to prune its expenses as part of a $2 billion annual cost-cutting plan announced last year. The airline will furlough some of the Association of Flight Attendants' (AFA) "most junior members," the union, which represents over 25,000 United flight attendants, said in a statement. "What it comes down to is simply the promise of United's merger not being realized," said Greg Davidowitch, AFA President at United. Chicago-based United has struggled to consolidate its operations nearly three years after the merger of UAL Corp and Continental Airlines for $3.17 billion.
Handling of Devyani Khobragade's alleged visa fraud angers Indians with barriers removed from US embassy in reprisalThe arrest and strip-search of India's deputy consul general in New York triggered an escalating diplomat dispute on Tuesday, as Indian politicians boycotted a visit by US congressmen and Delhi threatened to remove privileges for US diplomats.Devyani Khobragade was released on bail two hours after being arrested last week for visa fraud and making false statements on an application for her Indian housekeeper to live and work in New York. prosecutors in New York say Khobragade, 39, claimed she would pay her maid $4,500 (£2,800) a month when applying for a visa at the US embassy in Delhi – but actually paid her $573 (£350) a month, or $3.31 – less than the US minimum wage.But her public arrest and subsequent treatment as "a common criminal" has prompted outrage at home. India's national security adviser called the treatment of Khobragade on Tuesday "despicable and barbaric".Nancy Powell, US ambassador to Delhi, was summoned by the Indian foreign secretary, Sujatha Singh, last week and on Tuesday officials said that US diplomats would be asked to reveal full details of how much they paid their own domestic staff in India to ensure compliance with local laws.Earlier on Tuesday bulldozers removed security barriers outside the US embassy in Delhi – the most visible evidence of the anger in the country sparked by the incident last week.Politicians – including Rahul Gandhi, the scion of the Nehru-Gandhi dynasty and vice-chairman of the ruling Congress Party, and Narendra Modi, the prime ministerial candidate of the Hindu nationalist opposition – refused to meet a visiting US congressional delegation.Indian government officials told the Guardian that they were "hurt and shocked"."No Indian diplomat has been treated this way for decades. [The US] is our friend and strategic ally and you can't just treat a friendly country's representatives like this. This is major, major ill treatment and is totally inexplicable," one said.The arrest quickly became a major story in India, dominating TV bulletins. According to Indian officials, Khobragade was arrested and handcuffed as she dropped off her daughter at school, then strip-searched and kept in a cell with drug addicts before posting $250,000 bail.India is acutely sensitive to its international image and status, and in the past far less serious incidents have provoked major clashes. Standard security checks in the US regularly are front-page news here when they involve visiting Indian dignitaries, who are largely exempt from being frisked while at home.US diplomats in consulates across India have been asked to surrender identity cards issued to them and their families, which entitle them to special privileges. India has also withdrawn all airport passes for consulates and import clearances for the embassy.The new demand for details of salaries of US consular staff's domestic workers in India could prove embarrassing for the embassy. Many are likely to be found in breach of local standards. "We are applying a principle of strict reciprocity," said the Indian government official.Khobragade, 39, has pleaded not guilty to the charges, which could lead to a 10-year prison sentence, and plans to challenge the arrest on grounds of diplomatic immunity, her lawyer said last week.In Washington, the US state department has said that standard procedures were followed during Khobragade's arrest. Officials argue that her immunity from prosecution extends only to actions directly connected to her position.The consular official's father, Uttam Khobragade, told the TimesNow TV news channel on Tuesday that his daughter's treatment was "absolutely obnoxious"."As a father I feel hurt, our entire family is traumatised," he said.In 2010 there was uproar after India's UN envoy, Hardeep Puri, was reportedly asked to remove his turban at a US airport and detained in a holding room when he was refused. A hands-on search of India's US ambassador, Meera Shankar, at an airport in Mississippi that year also prompted claims that India had been "insulted".In 2009 Continental Airlines apologised to the former Indian president APJ Abdul Kalam for searching him in Delhi before he boarded a flight to the US, and in 2005 India's former speaker of parliament Somnath Chatterjee refused to attend an international meeting in Australia without a guarantee that he would not have to pass through security.Chatterjee said even the possibility of a security screening was "an affront to India".IndiaUnited StatesRajiv GandhiJason Burke theguardian.com © 2013 Guardian News and Media Limited or its affiliated companies. All rights reserved. | Use of this content is subject to our Terms & Conditions | More Feeds
Indian MPs refuse to meet American delegates in reprisal for 'barbaric treatment' of envoyBulldozers have removed security barriers outside the US embassy in Delhi as a diplomatic row prompted by the arrest of an Indian diplomat on visa fraud charges in New York intensified.Devyani Khobragade, India's deputy consul general in New York, was charged last week with making false statements on an application for her housekeeper to live and work in the United States.India's national security adviser on Tuesday called the treatment of Khobragade "despicable and barbaric" and the country's foreign secretary summoned the US ambassador. Politicians – including Rahul Gandhi, the scion of the Nehru-Gandhi dynasty and vice chairman of the ruling Congress party, and Narendra Modi, the prime ministerial candidate of the Hindu nationalist opposition BJP – refused to meet a visiting US congressional delegation.The removal of the barriers was one of a slew of retaliatory actions taken by the Indian government as outrage at the arrest grew, including the withdrawal of import clearances and special airport passes. The incident has become a major story in India, dominating TV bulletins.The arrest of Khobragade touches on a range of sensitivities in India. Special official privileges – such as the right to use a red beacon light on an official car are minutely graded and valued in India. Unofficial privileges of the wealthy and powerful – such as the ability to "settle" police inquiries without publicity – are equally well-entrenched.Much of the criticism in India of the arrest has focused on how Khobragade was treated as a "common criminal". According to Indian officials, Khobragade was arrested and handcuffed as she dropped off her daughter at school, then strip-searched and kept in a cell with drug addicts before posting $250,000 (£153,000) bail.India is also acutely sensitive to its international image and status. Far less serious incidents have provoked major clashes in the past. Standard security checks in the US frequently make front-page news in India when they involve visiting dignitaries, who are ushered through airports as VIPs in their own country.Prosecutors in New York say Khobragade, 39, claimed she would pay her Indian maid $4,500 a month when applying for a visa at the US embassy in Delhi to bring her to New York but actually paid her a third of the US minimum wage of about $10 an hour. She has pleaded not guilty to the charge, which could lead to a 10-year prison sentence, and plans to challenge the arrest on grounds of diplomatic immunity, her lawyer said last week.In Washington, the US state department has said that standard procedures were followed during Khobragade's arrest. Officials argue that her immunity from prosecution extends only to actions directly connected to her position.Khobragade's father, Uttam Khobragade, told the TimesNow TV news channel that his daughter's treatment was "absolutely obnoxious"."As a father I feel hurt, our entire family is traumatised," he said.In India most middle class families will employ at least one full-time domestic servant, possibly two and sometimes three or four. Wealthy households sometimes employ dozens, including drivers, cleaners, cooks, nannies and gardeners. Supporters argue that the custom provides a degree of welfare and social mobility for often illiterate workers from rural areas which otherwise would not exist. Critics say it reinforces a rigid hierarchy and is exploitative.Public transport appears to be a particular point of tension for Indian dignitaries in the US. Mani Shankar Aiyar, a veteran of the Congress party, wrote that "Democracy in America apparently means the right of the lower orders to be rude to their social superiors" after a trip to the US last year.In 2010 there was uproar after India's UN envoy, Hardeep Puri, was reportedly asked to remove his turban at a US airport and detained in a holding room when he was refused. A hands-on search of India's US ambassador Meera Shankar at an airport in Mississippi that year also prompted claims that India had been "insulted".In 2009 Continental Airlines apologised to former Indian president APJ Abdul Kalam for searching him in Delhi before he boarded a flight to the US, and in 2005 India's former speaker of parliament Somnath Chatterjee refused to attend an international meeting in Australia without a guarantee that he would not have to pass through security.Chatterjee said even the possibility of a security screening was "an affront to India".IndiaUnited StatesJason Burke theguardian.com © 2013 Guardian News and Media Limited or its affiliated companies. All rights reserved. | Use of this content is subject to our Terms & Conditions | More Feeds
Глава MasterCard в России Илья РЯБЫЙ рассказал порталу Банки.ру о конкуренции с наличными деньгами, высоких технологиях и о том, чего нельзя купить с помощью карт. - Руководители компаний, занимающихся безналичными операциями, всегда говорят, что они конкурируют не друг с другом, а с наличными деньгами. - Это правда. По статистике общий объем потребительских трат (Personal Consumption Expenditures) по всему миру покрыт электронными средствами платежа где-то на 15%. И вот на этих 15% толкаются международные, локальные платежные системы, системы банковских и небанковских переводов, электронные кошельки и так далее. А на 85% царят наличные платежи. Поэтому мы и говорим, что наш основной конкурент - наличные, потому что там гораздо больше возможностей для роста, там - а не на этом 15-процентном пятачке. И перспектива для развития - тоже там. - Как у MasterCard вырабатывается стратегия по России? - Стратегия по России вырабатывается здесь, в этом офисе. Естественно, эта работа ведется в координации с нашими коллегами из головного офиса и не противоречит глобальной стратегии. Мы стремимся быть не глобальной компанией с локальным присутствием, а локальной компанией с глобальными возможностями. Мы - местный игрок, который учитывает интересы местных клиентов: держателей карт, банков, торговых предприятий. Но при этом продукт, который мы предлагаем, имеет глобальную сферу применения. - Складывается впечатление, что вы сильно уходите в технологию. У вас очень много новинок. - Мы технологическая инновационная компания, поэтому нам положено уходить в технологии. Карточная индустрия многими своими инновациями обязана MasterCard. Мы первыми придумали кобренд. Мы придумали разбивать карточки на стандартные и премиальные, выделять и сегментировать продукты. Мы первыми поставили на карту чип. Мы придумали и повесили на карту бесконтактный интерфейс. И, создав платежную технологию на основе NFC, открыли новую эпоху, когда физически карта не нужна, потому что бесконтактный интерфейс можно внедрить в любой носитель. Это не значит, что нам всегда все удавалось. Но тот, кто не запускает что-то новое, ничего никогда не создаст. - Вы говорите, что MasterCard - инновационная компания, но инновации - это же не только технологии? - Инновации - это не только технологии. Инновации - это другое качество жизни. Например, к запуску сервиса MasterCard Mobile мы шли почти два года. Вы знаете, что такое MasterCard Mobile? - Да, более того, портал Банки.ру уже протестировал это приложение. - Да, но вы-то тестировали только сервис денежных переводов. К слову, в России у MasterCard сейчас один из самых крупных рынков денежных переводов. Но сейчас, в первую очередь, я говорю не о переводах, а об оплате счетов. Раньше, когда я вынимал квитанцию от ЕРЦ из почтового ящика, понимал, что мне надо идти в банк, заполнять эти квитанции, стоять в очереди. А теперь - вытаскиваю мобильный телефон из кармана, нажимаю три клавиши. Три-четыре клика - и у меня платеж уйдет. Я это делаю по дороге к метро в течение минуты. - Вы затронули технологию NFC. Насколько я знаю, у вас было два любопытных проекта с банками в этом году: часы с банком «Ак Барс» и телефон с «Тинькофф»... - И не только с «Тинькофф». В этом году мы запустили NFC-проекты с пятью банками и со всеми тремя операторами мобильной связи. - Какой «выхлоп» от этих проектов? - Мы находимся в самом начале «славных дел», поэтому говорить о серьезных бизнес-результатах рано. Другое дело, что это будущее рынка. Все платежные операции можно разделить на две крупные группы: remote и proximity. Proximity - когда клиент присутствует непосредственно в точке совершения платежа, независимо от того, чем платеж совершается, а remote - когда команда дается удаленно. В нашем мире все трансакции тоже делятся на две эти категории, и каждая из них всегда развивалась независимо от другой. Трансакции remote начинались с заказов по почте и по телефону, потом, с развитием факсимильной связи, появились заказы по факсу. В начале интернет-эпохи появилась так называемая электронная коммерция, которая сначала была совершенно не защищена, по открытым сетям передавалась карточная информация. Потом, с появлением технологии 3D-Secure, она стала максимально защищена. Сама возможность совершать удаленные платежи сначала переехала в ваш портфель, в ноутбук, а потом в ваш карман - теперь их можно совершать с вашего мобильника. История Proximity начиналась с эмбоссированных карточек, которые катали на импринтерах, потом стали читать магнитные полосы, потом появились чипы, потом бесконтактный интерфейс. Благодаря бесконтактному интерфейсу мы «выскочили» за пределы этого пластикового прямоугольничка, пошли в часы и мобильные телефоны. Впервые в истории индустрии, которой уже почти 60 лет, две категории трансакций соединились в одном устройстве. Теперь индустрия, которая находится на стороне получателей платежей, будет выбирать, какой тип платежей для нее наиболее удобен - remote или proximity. Ведь платеж можно делать с одного устройства. В супермаркете, когда вы набрали телегу продуктов и подошли к кассе, наверное, proximity останется основным способом. А, допустим, для ресторанов это уже не так очевидно. Мне, например, было бы проще, чтобы счет мне прислали на мобильный, я его на телефоне прочитаю и проверю, добавлю чаевые, там же кликну «оплатить». - Как, по-вашему, будет развиваться технология NFC в России? - Я ожидаю, что центр управления нашими персональными финансами переместится в мобильные телефоны. Кстати, наши иностранные коллеги уже не используют термин «мобильный телефон». Они говорят «connected device». - Вы упомянули про технологию 3D-Secure. Насколько существенно сократилось количество обращений по мошенническим операциям после того, как вы ее ввели? - Весьма существенно. Введение дополнительной ступени аутентификации - я говорю о динамическом коде - лишает кражу карточки практического смысла. - Остается украсть и карточку, и мобильный телефон, и скретч-карту с паролями? - Украсть у клиента можно все, включая пароль, которым закрыт его мобильный. Но это в теории. А практически, я думаю, это может быть один случай на миллион. - Вы сказали, что MasterCard стал родоначальником кобрендинговых карт. - Да, в 1986 году первая в мире кобрендовая карта была запущена с Continental Airlines, и это была Gold MasterCard. - Сейчас в основном новый кобренд сводится к кешбэку. - Кто вам сказал такое? Кобренд по своему определению - карточка, позволяющая объединить возможности, которые предлагают клиенту финансовые институты и нефинансовые организации - партнеры. Банки могут предлагать кешбэки, бесплатное годовое обслуживание, льготные процентные ставки по кредитам или овердрафтам, партнеры - мили, баллы лояльности, всевозможные призы и подарки. В свое время одним из самых успешных кобрендов был признана карта Goldfish (запущена в 1996 году) совместно с British Gas. Пользуясь карточкой и оплачивая свои счета за газ, можно было получать бонусы и этими бонусами расплачиваться за тот же самый газ. Сегодня в России есть аналогичная программа: «Мосэнергосбыт» реализует программу «Энергобонус». Ты получаешь возможность бонусами расплачиваться за электричество. - Развитию бесконтактных платежей в России сильно мешает не только приверженность населения наличным деньгам, но и отсутствие понятных законов, которые регламентируют возврат денег в случае мошеннических операций. У нас есть 9-я статья закона о национальной платежной системе, которую не знает, наверное, только ленивый. Тем не менее банки до сих пор говорят, что не понимают, как будут с ней работать после ее вступления с 1 января 2014 года. Как, по-вашему, должна решаться эта проблема? - Чувство защищенности - один из мощнейших стимулов использования средства безналичного платежа. И напротив, когда клиент понимает, что в случае форс-мажора ему будет трудно получить свои деньги - это очень мощный тормоз. Поэтому я полностью поддерживаю ограничение ответственности клиента при совершении мошеннических операций по картам. Просто потому, что зачастую клиент не имеет возможностей такое мошенничество предвидеть, проконтролировать или предотвратить. У банка, напротив, есть масса инструментов, которые позволяют эффективно управлять рисками мошенничества. Ответственность клиента должна быть ограничена какими-то разумными деньгами, как в Евросоюзе или в США. - А как это происходит в Евросоюзе? - В Европе и США существует определенный лимит финансовой ответственности клиента по мошенническим операциям, но при этом, как правило, деньги клиенту возвращаются в минимальные сроки - от одного до 10 дней после поступления заявления клиента о том, что он оспаривает операцию. Вне зависимости от суммы. И уже последующим порядком, после возврата средств клиенту, банк-эмитент решает спорный вопрос с банком-эквайером. У каждого банка есть достаточный срок, в течение которого он может оспорить операцию, которая прошла через платежную систему. И достаточно оснований для такого оспаривания. - А где их можно почитать? - На сайте mastercard.com вы сможете найти руководство по работе со спорными операциями: Chargeback guide. Это серьезного размера документ, который полностью расписывает процедуру и для эмитентов, и для эквайеров. Он есть в открытом доступе. Раньше эта информация была доступна только банкам - участникам системы. MasterCard стала первой платежной системой, которая сделала публичными свои правила решения спорных вопросов. - Как вы относитесь к чиповым картам? - Я за чип, просто потому, что чиповая карта исключает целый пласт мошеннических операций. Мошенничество же как явление нашей жизни, к сожалению, остается - например, когда человек с помощью психологических методов просто разводит вас на то, чтобы вы сняли, вытащили из банкомата деньги и отдали мошенникам, или сделали перевод, или рассказали ему код. - Ну это скорее мошенничество с людьми, а не с картой. Мы все время пишем о том, как уберечь себя от скимминга, от фишинга, а вы говорите про психологию. - Но это и есть фишинг. Как вас, здравомыслящего разумного человека, заставить выдать мне реквизиты вашей карты? Вот вы получаете СМС: «Ваша карта заблокирована». Вы растеряны, вы звоните по указанному в СМС телефону: «Как моя карта заблокирована?» - «Не волнуйтесь ради бога, мы сейчас исключим возможность ошибки. Дайте номер своей карты, дайте срок действия, дайте CVC». Кстати, в этом году по заказу Ассоциации участников МастерКард было проведено исследование среди россиян, чтобы оценить уровень проникновения различных видов мошенничества. Так вот, согласно полученным данным, только около 26% держателей карт сталкивались с тем или иным видом мошенничества (это существенно меньше, чем в ряде других стран) и самым распространенным из них оказалось всё, что связано с так называемой социальной инженерией. - Это только у нас, на нашем уровне финансовой грамотности такие «фишки» проходят или в других странах тоже? - Везде. Вне зависимости от степени продвинутости рынка есть доверчивые люди. Нет, естественно, человеку, который не знает, что такое карточка, бесполезно слать сообщение: «Ваша карточка заблокирована». В этом смысле продвинутость рынка определенное значение имеет. В России, повторюсь, сравнительно низкий уровень мошенничества. Но, как мы уже говорили, переход на чиповые технологии просто отрубает целые пласты мошенничества. Естественно, это мошенничество перетекает на те рынки, где проникновение чиповых технологий не настолько заметно. Поэтому я прекрасно понимаю озабоченность Центрального банка и горячо поддерживаю идеи полного перехода на чип. - Видимо, для банков чиповые карты намного дороже обычных «полосатых», раз не все на них переходят? - Ровно на стоимость чипа. Дело в том, что чипы имеют разную стоимость. Чип - это компьютер. А единого ответа на вопрос, сколько стоит компьютер, нет. Потому что все зависит от того, какая у него функциональность. Есть чипы, которые позволяют хранить достаточно большое количество информации и реализовывать социальные проекты - когда карта начинает совмещать в себе платежный инструмент и идентификацию держателя как получателя тех или иных социальных льгот. Естественно, чем функциональнее чип, тем он дороже. - То есть как только банки поймут, что у них очень большие издержки на возврат денег, украденных у клиентов мошенниками... - ...они будут инвестировать в чиповые технологии. - А что будет после чипов? - Мы уже про это говорили - мобильный телефон. Чип - это компьютерный девайс и телефон - это компьютерный девайс. Они просто созданы для совместной работы. У нас есть такое понятие, как «защищенный модуль» (secure element). Этот модуль держит в себе реквизиты вашего платежного инструмента. Он может жить внутри телефона, если туда его встроит производитель. Он может жить на сим-карте, если туда его встроит поставщик телефонных услуг. А сейчас идет разговор о том, что secure element может находиться в «облаке» - это мне особенно нравится. - Немножко отойдем от темы работы. Есть тема позиционирования, как с точки зрения социально ответственного бизнеса, так и с точки зрения компании, которая, по идее, должна заниматься образовательными проектами, повышением финансовой грамотности. Например, Visa постоянно выступает спонсором Олимпиад. У вас есть подобные масштабные спонсорские проекты? - Мы партнеры Лиги чемпионов УЕФА. Спонсируем регби, в Канаде спонсоры хоккея, спонсоры теннисного турнира «Большого шлема» Roland Garros, и это только несколько примеров из множества. В прошлом году вслед за нашими американскими коллегами запустили у нас в стране и будем продолжать проект Stand Up To Cancer - «Вместе против рака». В первом квартале этого года с каждой трансакции, которая была совершена с карты MasterCard, 10 копеек мы перечисляли в фонд Stand Up To Cancer. В России эти деньги направлены на научные исследования, которые ведет организация под названием «Трио» - «Трансляционные исследования в онкологии». - Что дает глобальному бренду спонсирование культурных или спортивных мероприятий в России? - Например, спонсорство Cirque du Soleil дает возможность создать для держателей карт MasterCard бесценные моменты встречи с этим уникальным цирком. Держатели карт нашей платежной системы могут приобрести билеты до официального старта продаж, совместно с банками мы проводим кампании для их клиентов. Наша маркетинговая программа построена на том, что называется бесценными впечатлениями. В рамках нашего спонсорства Лиги чемпионов есть актив, который называется «Красная и желтая карточки». Если вы держатель карты MasterCard, если ваш банк реализовывает такую маркетинговую программу-акцию и вы стали победителем, отправляетесь на матч Лиги чемпионов. А после матча к вам выходит судья, дарит те самые красную и желтую карточки, которые он показывал игрокам. И ставит свой автограф. Я знаю людей, которые получили такие карточки и хранят их в качестве сувениров. - Как вы повышаете финансовую грамотность людей? - Есть традиционный подход к финансовой грамотности: обучать, рассказывать, писать умные статьи, выпускать учебники. Мы считаем, что повышать финансовую грамотность надо, стимулируя людей пользоваться новыми платежными технологиями. Например, вклад MasterCard в дело повышения финансовой грамотности населения - программа «MasterCard ПЛЮС», которая говорит о том, что использование карты может быть гораздо более выгодным, чем наличные платежи. Оплачивая покупки картами у партнеров программы, можно получить скидки и пользоваться специальными предложениями. Среди партнеров - «Перекрестки», МТС, сеть кинотеатров «Карофильм». Просто открываешь сайт «MasterCard ПЛЮС» и смотришь список партнеров, а затем приходишь в торговые точки партнеров и получаешь свои привилегии. На российском сайте MasterCard есть специальный раздел, в котором доступно описывается, почему удобно иметь в качестве зарплатной карту MasterCard, как безопасно делать покупки по карте через Интернет, как защититься от мошенничества. Есть сайт paypass.ru, который рассказывает, как платить бесконтактно, почему это безопасно, можно узнать, где принимается технологии. С образовательной и исследовательской целью мы в этом году учредили в Московской школе управления Сколково кафедру «Финансы, платежи и электронная коммерция». В частности, мы будем проводить исследования по стоимости оказания банковских услуг, стоимости наличных, чтобы создать информационную базу для развития и распространения экономики без наличных. - Последний вопрос: зачем платежной компании то, что нельзя купить? - Чтобы подарить клиенту то, чего не подарит никто, - бесценные моменты и эмоции. Беседовала Наталья РОМАНОВА, Banki.ru
The NYSE Arca Airline Index hit a six-year high yesterday after crude oil prices fell again. JPMorgan sees clear skies ahead for Delta Air Lines (DAL) and US Airways (LCC), upgrading the pair to Overweight. Despite consumer spending restraint in the U.S., demand for air travel has held up. Carriers such as JetBlue (JBLU) and United Continental (UAL) are showing improvement in load revenue and passenger revenue per available seat miles. Post your comment!
WASHINGTON (Reuters) - US Airways defended its proposed merger with American Airlines on Tuesday, arguing that the deal would create $500 million in savings to consumers annually by building a stronger competitor to Delta Air Lines Inc and United Continental.