He narrowed the focus further. For SAS, he calculated that in one year, the airline served approximately 10 million passengers. Each passenger interacted with five SAS employees for an average of 15 seconds per interaction. This meant that SAS was being "created" or "destroyed" in the customer's mind
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In fact, the digital world has amplified Carlzon’s theory. He narrowed the focus further
Carlzon defines a as any episode in which a customer comes into contact with any aspect of the organization and gets an impression of its service quality. This meant that SAS was being "created" or
Empowerment means giving frontline staff the authority, resources, and trust to make on-the-spot decisions to satisfy the customer. If a flight is delayed, a gate agent should have the authority to hand out meal vouchers or book passengers onto a competitor's flight immediately, without waiting for corporate approval. 3. Clear Communication of Vision
He believed in empowering front-line employees. When employees closest to the customer are given the authority to make decisions, moments of truth are handled faster and better.
| Pillar | Description | |--------|-------------| | | Give decision-making authority to employees who actually meet the customer. Carlzon removed layers of bureaucracy and said: "An individual without information cannot take responsibility; an individual who is given information cannot help but take responsibility." | | 2. Flatten the Organization | He transformed SAS from a pyramid (top-down) to an inverted pyramid (frontline at the top, management at the bottom as support). | | 3. Customer-Driven Strategy | Stop focusing on operational efficiency or technical perfection. Instead, design every process around the customer's needs and emotions during each moment of truth. |