A Quote by Oscar Munoz

Let's be honest: the implementation of the United and Continental merger has been rocky for customers and employees. — © Oscar Munoz
Let's be honest: the implementation of the United and Continental merger has been rocky for customers and employees.
I'm told by our internal surveys that we take of customers - by customers themselves directly and by a very large group of our employees - that there's a new spirit at United.
This merger is a logical next step that creates substantial value for customers and stockholders of both AT&T and BellSouth. It will benefit customers through new services and expanded service capabilities.
You must fire bad customers just as you would fire a bad employee. If you do not get rid of your bad employees, the good employees will leave. If I do not fire bad customers, not only will my good customers leave but many of my good employees will leave as well.
Who are businesses really responsible to? Their customers? Shareholders? Employees? We would argue that it’s none of the above. Fundamentally, businesses are responsible to their resource base. Without a healthy environment there are no shareholders, no employees, no customers and no business.
What do you really believe makes a difference in the company? For me it's really clear. It's about customers and employees. Everything else follows. If you take care of your customers and you have motivated employees, everything else follows.
Charter's merger sales pitch is pretty straightforward: it argues that it has always been too small to bully Internet companies, TV makers, and its own customers, so it has'un-cable' practices they hope to extend.
God bless those employees at United who somehow continue to be gracious and patient and generous with customers even while bearing the brunt of a broken company themselves.
Your employees come first. And if you treat your employees right, guess what? Your customers come back, and that makes your shareholders happy. Start with employees and the rest follows from that.
Sure enough, as merger has followed merger, journalism has been driven further down the hierarchy of values in the huge conglomerates that dominate what we see, read and hear. And to feed the profit margins journalism has been directed to other priorities than "the news we need to know to keep our freedoms"
The number one use case for social media among our customers is around innovation - innovating with employees and with customers. For most businesses this is going to deliver the highest ROI.
What if the slowdown in merger activity isn't cyclical, but secular? What if corporations have learned the lessons of so many companies before them that the odds of a successful merger are no better than 50-50 and probably less? Is it possible that the biggest deals have already been done?
Your number one customers are your people. Look after employees first and then customers last.
Luckily for us, now that steam has narrowed the Atlantic to a strait, the nervous, rocky West is intruding a new and continental element into the national mind, as we shall yet have an American genius.
The sad fact is that it would be fair to say that United is a generic, bureaucratic, tired company. A sort of DMV in the sky. No real culture. No real strategy. No real expectations for employees or customers. All of which is a shame.
More money has been lost trying to imitate 'Rocky' than 'Rocky' has made.
We all want a United Africa, United not only in our concept of what unity connotes, but united in our common desire to move forward together in dealing with all the problems that can best be solved only on a continental basis.
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