In March 2013, the Transportation Security Administration (TSA) announced it was changing some of its carry-on restrictions; in addition to certain types of knives, TSA decided to allow passengers to bring golf clubs, hockey sticks, and plastic bats onto planes, all of which had been restricted post-9/11. The initial response was: Is this really such a good idea? Where did this come from?
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Supposedly, that decision brought U.S. carry-on rules in line with those of the European Union. Who decided that what the European Union was doing was a best practice?
“This policy was designed to make the lives of TSA staff easier, but not make flights safer,” said Stacy Martin, Transport Workers Union’s president.
Her comments were a direct result of what TSA administrator John Pistole said: “Frankly, I don’t want TSA agents to be delayed by these.” Clearly he believed the destructive weapons of choice had shifted, but I think when you take your eye off the ball, that’s when the other team scores. My two cents.
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Comments
Cost cutting and the customer experience.
Hi Annette,
Read your article, and found it to contain a great deal that makes sense. However, when I came across the following line under the heading of ouside-in thinking...
"cost-cutting measures that significantly improve the customer experience"
I had to stop and think more deeply about what it is that you are attempting to convey. Unfortunately, I was unable to conceptualize any reasonable scenario (beyond the theater of the absurd) that might employ cost-cutting measures as a mechanism/measure for significantly improving the customer experience. In this context, would you please be so kind as to provide some feedback containing insights into how you see this type of interplay working.
Best regards,
jjbsack
What do customers want?
Customers very rarely know what they want: they want what they're MADE to want.
So it's inside-in thinking.
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