Why Flying Is Hell
Apr 18, 2001 | 11:43 am
#1
Original Poster
Join Date: Apr 2001
Location: SF, NYC (Upper WS), Europe
Posts: 309
Apr 18, 2001 | 1:40 pm
#3
Join Date: Jan 2001
Location: NYC
Programs: UA/1K, DL/PM, AA/PLT, NW/SLV; SW/PLT, HH/DIA
Posts: 1,732
wharvey --
That's an excellent question. I can't understand why anyone would do a mileage run. Yes, I know miles are worth X, and if you can earn them for Y, and Y < X, then it's a good deal.
But that neglects to factor in the amount of time, and the other things you're unable to do because you're sitting on an airplane.
IF you were completely comfortable on airplanes, and were doing the same things you'd be doing at home, that's one thing, but if you're even slightly uncomfortable, then it makes no sense to me.
Then again, I spend too much time airborne as it is...
That's an excellent question. I can't understand why anyone would do a mileage run. Yes, I know miles are worth X, and if you can earn them for Y, and Y < X, then it's a good deal.
But that neglects to factor in the amount of time, and the other things you're unable to do because you're sitting on an airplane.
IF you were completely comfortable on airplanes, and were doing the same things you'd be doing at home, that's one thing, but if you're even slightly uncomfortable, then it makes no sense to me.
Then again, I spend too much time airborne as it is...
Apr 18, 2001 | 3:02 pm
#4
Join Date: Sep 2000
Location: Central Coast, NSW, Australia & Scottsdale, AZ
Programs: UA Rif Raf (Defrocked 1K), CO Lead (Former Plat), QF Bronze
Posts: 1,304
From "Try Lounging in Leather," an article about upstart JetBlue at http://www.msnbc.com/news/559619.asp :
"JetBlues biggest test came in January, when one of its planes skidded off an icy runway after landing at JFK. Once back at the terminal, JetBlue served the shaken passengers breakfast, issued them free round-trip tickets and provided each with a cell phone. Though no one was hurt, JetBlue put out a press release on the mishap. The result: JetBlue had 160 people telling the media it wasnt all that bad, says aviation consultant Stuart Klaskin. That kind of savvy customer treatment shows that JetBlue can teach a few things not only to other start-ups but to the big boys, too."
Now, what I've got to ask myself is, does this concept of customer care require a B.S. in Marketing and an M.B.A.? Compared to the media damage control it did, how much was the overall cost of 160 RT vouchers, breakfasts, and some cell phone calls?
How much media damage did NW create for itself by mishandling that fiasco at DTW? How much have they had to spend in advertising to overcome it? How much lost revenue has resulted directly due to the reputation they earned specifically from that incident? And how much would it have cost at the time to smooth over ruffled feathers by handling that situation in a more intelligent manner, and being more responsive?
How many times have you taken off an hour late, but they still charged for headphones and drinks. How did you feel about the late arrival? Now, on those occasions when the captain apologized for the delay, and announced that headphones and drinks were on the house, how did you feel when you stepped off the plane. I'm sure you still weren't happy about the delay. But, I'd bet you sure felt a lot better about the airline!
Obviously, $8-15 worth of headphones and drinks can't begin to make up for the wasted time and aggravation of the delay. Yet, the gesture made you feel like the airline cared, and that meant a lot!
How many times were you, as an elite, denied an upgrade, based on some technicality, even thought the front cabin was practically empty. How much would the upgrade have cost them, and what would have been their payback in increased goodwill and loyalty from you? And what would that upgrade have cost them?
How about the time they wouldn't give you a meal voucher because your delay was weather related, rather than mechanical?
How about the $100-150 they charged you to make a simple change to your last ticket?
For little or no cost they could have neutralized a situation that invariably creates bad feelings, and promoted a positive image for the airline. And on some occasions they do exactly that. But, all too often they are penny wise and pound foolish.
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In Economy...no one can hear you scream!
"JetBlues biggest test came in January, when one of its planes skidded off an icy runway after landing at JFK. Once back at the terminal, JetBlue served the shaken passengers breakfast, issued them free round-trip tickets and provided each with a cell phone. Though no one was hurt, JetBlue put out a press release on the mishap. The result: JetBlue had 160 people telling the media it wasnt all that bad, says aviation consultant Stuart Klaskin. That kind of savvy customer treatment shows that JetBlue can teach a few things not only to other start-ups but to the big boys, too."
Now, what I've got to ask myself is, does this concept of customer care require a B.S. in Marketing and an M.B.A.? Compared to the media damage control it did, how much was the overall cost of 160 RT vouchers, breakfasts, and some cell phone calls?
How much media damage did NW create for itself by mishandling that fiasco at DTW? How much have they had to spend in advertising to overcome it? How much lost revenue has resulted directly due to the reputation they earned specifically from that incident? And how much would it have cost at the time to smooth over ruffled feathers by handling that situation in a more intelligent manner, and being more responsive?
How many times have you taken off an hour late, but they still charged for headphones and drinks. How did you feel about the late arrival? Now, on those occasions when the captain apologized for the delay, and announced that headphones and drinks were on the house, how did you feel when you stepped off the plane. I'm sure you still weren't happy about the delay. But, I'd bet you sure felt a lot better about the airline!
Obviously, $8-15 worth of headphones and drinks can't begin to make up for the wasted time and aggravation of the delay. Yet, the gesture made you feel like the airline cared, and that meant a lot!
How many times were you, as an elite, denied an upgrade, based on some technicality, even thought the front cabin was practically empty. How much would the upgrade have cost them, and what would have been their payback in increased goodwill and loyalty from you? And what would that upgrade have cost them?
How about the time they wouldn't give you a meal voucher because your delay was weather related, rather than mechanical?
How about the $100-150 they charged you to make a simple change to your last ticket?
For little or no cost they could have neutralized a situation that invariably creates bad feelings, and promoted a positive image for the airline. And on some occasions they do exactly that. But, all too often they are penny wise and pound foolish.
------------------
In Economy...no one can hear you scream!