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Archive for the ‘Business’ Category

“YOUR CALL IS VERY IMPORTANT TO US”: PART TWO (END)

In Bureaucracy, Business, Self-Help, Social commentary on December 16, 2014 at 12:00 am

So you’ve spent the last half-hour or more on the phone, listening to one recorded message after another (and probably a symphony of bad music).

And you’re no closer to solving the problem that caused you to phone the company/agency in the first place.

What to do?

  • Go on the Net and look up the company’s/agency’s website.  Look for links to their Board of Directors.  Often enough you’ll get not only their names but their bios, phone numbers and even email addresses.
  • Start looking at the bottom of the website page.  Many companies/agencies put this information there–and usually in small print.
  • Look for the names of officials who can help you.  That means the ones at the top of the  company–or at least high enough so you can be sure that whoever responds to your call, letter and/or email has the necessary clout to address your problem.
  • If you call, don’t ask to speak directly with Mr. Big–that’s not going to happen.  Ask to speak with Mr. Big’s secretary, who is far more accessible.
  • Keep your tone civil, and try to make your call as brief as possible.  Don’t go into a lot of background about all the problems you’ve been having getting through to someone.
  • Give the gist and ask for a referral to someone who can help resolve your problem.
  • If the secretary needs more time to study the problem before referring you to someone else, be patient.  Answer any questions asked–such as your name, address, phone number and/or email.
  • State–specifically–what you want the company to do to resolve your problem.  If you want a refund or repairs for your product, say so.
  • Too many consumers don’t specify what they want the company to do–they’re so caught up in their rage and frustration that this completely escapes them. 
  • Be reasonable.  If you want a refund, then don’t ask for more money than you paid for the product.  If you want to return a product for an exchange, don’t expect the company to give you a new one with even more bells and whistles–unless you’re willing to pay the difference in price.
  • If you want an agency to investigate your complaint, don’t expect them to drop everything else and do so instantly.  Give them time to assess your information and that supplied by others.
  • It’s usually possible to get one agency to sit on another–if you can make a convincing case that it’s in that secondary agency’s best interests to do so.
  • For example: If you’ve been roughed up by local police for no good reason, you can file a complaint with that department–-and the FBI and U.S. Attorney’s Office (federal prosecutor) to investigate.
  • That doesn’t guarantee they will resolve your problem.  But if you can show that the cops have violated several Federal civil rights laws, the odds are that someone will take a serious look at your complaint.
  • If a company/agency official has acted so outrageously that the company/agency might now be held liable for his actions, don’t be afraid to say so.
  • But don’t threaten to sue.  Just point out that the employee has acted in such a way as to jeopardize the company’s/agency’s profits and/or reputation for integrity/efficiency.  Make it clear that the organization is not well-served by such behavior.
  • Don’t try to win sympathy for yourself.  An agency/company doesn’t care about you.  It cares only about its profits and/or reputation.  So if you got a raw deal, but don’t have the means to threaten either, its top executives won’t lift a finger to help you.
  • If you can make it clear that the profits and/or reputation of the agency/business have been compromised by the actions of its employee(s), your letter/email will instantly catch the attention of Mr. Big.  Or one of Mr. Big’s assistants–who will likely take quick action to head off a lawsuit and/or bad publicity by trying to satisfy your request.
  • Give the CEO’s secretary at least one to two days to get back to you.  Remember: Resolving your problem isn’t the only task she needs to complete.
  • If you’re writing the CEO, make sure you use his full name and title–and that you spell both correctly. People don’t get to be CEOs without a huge sense of ego. Nothing will turn him off faster than your failing to get his name and title exactly right.
  • As in the case with his secretary, be brief–no more than a page and a half.  Outline the problem you’re having and at least some (though not necessarily all) of the steps you’re taken to get it resolved.
  • Then state what you want the company to do.  Again, be fair and reasonable.
  • If your main problem is simply getting through the phone system of the business, point out that most customers won’t put up with such rudeness and inefficiency. They will take their business elsewhere.

“YOUR CALL IS VERY IMPORTANT TO US”: PART ONE (OF TWO)

In Bureaucracy, Social commentary, Self-Help, Business on December 14, 2014 at 9:08 pm

How many times have you called a government agency or company and instantly found yourself put on hold?

To add insult to injury, you usually wind up serenaded by recorded music that would be totally forgettable if it weren’t so unforgivably irritating.

And every 30 seconds or so a recorded voice comes on to assure you: “Your call is very important to us.”

Have you ever wondered:If my call is so important to you, why aren’t you answering it? 

The truth is that most companies and government agencies don’t want their employees speaking with the customers who make their existence a reality.

Having your questions answered by another human being requires the company/agency to assign–and pay–people to do just that.

Most hiring managers don’t want to hire any more people than they absolutely have to.  Assigning people to answer customers’ calls means that many of those calls will take time to answer, because some problems can’t be solved in a matter of seconds.

This is especially true when the problem involves technology.

(Technical support employees of computer/software companies are notorious for advising customers to “just put the Restore Disk back into your computer and restore it back to default.”

This wipes out your problem–and everything you’ve saved on your computer.  It also gets you off the phone quickly with Tech Support.)

To a bean-counting executive, time is money.  And that’s money that won’t be going into the pockets of some already overpaid CEO.

Even government agencies like police departments don’t want to spend any more time than necessary taking the calls of those who need to reach them.

Even calls to 911 can leave you talking to no one, with only a recorded message telling you to wait until someone deigns to speak with you.

That’s why many bureaucracies arrange that when you call for help, you’re fobbed off with a recorded message telling you to visit the company’s or agency’s website.

This assumes, of course, that

  1. You have a computer;
  2. If you do, you also have Internet access; and
  3. All the answers to life’s problems–including yours–can be found on that website.

If you

  • Don’t have a computer;
  • You have a computer but don’t have Internet access;
  • You do have Internet access but the service is down;
  • Can’t find the solution to your problem on the agency/company website

you’re flat out of luck.

And the agency/company couldn’t care less.

But it need not be this way.

Companies and agencies can treat their customers with respect for their time and need for help.

That’s why companies that genuinely seek to address the questions and concerns of their customers reap strong customer loyalty–and the profits that go with it.

One of these is LG, which produces mobile phones, TVs, audio/video appliances and computer products.

LG actually offers an 800 Customer Care number that’s good 24-hours a day.

Its call center is staffed with friendly, knowledgeable people who are willing to take the time to answer customer questions and guide them through the steps of setting up the appliances they’ve bought.

Another company that dares to have human beings stand behind its products–and explain how to use them–is The Sharper Image.

Recently, Dave, a friend of mine, bought an electronic alarm clock that allows you to wake up to a variety of exotic sounds–such as a thunderstorm, the seashore, chirping birds or foghorns.

A brochure on how to set the alarm and sounds came with the clock, but Dave couldn’t make sense of it.  Luckily, there was an 800 number given in the brochure for those who needed to be walked through the necessary steps.

Dave called The Sharper Image and quickly found himself connected with a friendly and knowledgeable customer care rep.  She clearly and patiently explained what he needed to do to choose which sounds he wanted to awaken to.

And then she just as patiently repeated that list of steps while he quickly typed them up for future use if he forgot what to do.

Such an approach to customer service is not new–just extremely rare these days.

In his 1970 bestselling primer on business management, Up the Organization, Robert Townsend offered the following advice to company CEOs: “Call yourself up.”

“When you’re off on a business trip or a vacation,” writes Townsend, “pretend you’re a customer.  Telephone some part of your organization and ask for help.  You’ll run into real horror shows.

“Don’t blow up and ask for name, rank and serial number–you’re trying to correct, not punish.  Just suggest to the manager (through channels, dummy) that he make a few test calls himself.”

So how do you cope with agencies/companies that don’t care enough to help their customers?

I’ll address that in my next column.

WHY PEOPLE HATE CABLE COMPANIES

In Business, Self-Help, Social commentary on December 12, 2014 at 12:01 am

In 1970, Robert Townsend, the CEO who had turned around a failing rent-a-car company called Avis, published what is arguably the best book written on business management.

It’s Up the Organization: How to Stop the Corporation from Stifling People and Strangling Profits.

Product Details

Though published 42 years ago, it should be required reading–for CEOs and consumers.

Don’t fear getting bogged down in a sea of boring, theory-ridden material.  As Townsend writes:

“This book is in alphabetical order.  Using the table of contents, which doubles as the Index, you can locate any subject on the list in 13 seconds.  And you can read all I have to say about it in five minutes or less.

“This is not a book about how organizations work.  What should happen in organizations and what does happen are two different things and about as far apart as they can get.  THIS BOOK IS ABOUT HOW TO GET THEM TO RUN THREE TIMES AS WELL AS THEY DO.”

Comcast is the majority owner of NBC and the largest cable operator in the United States. It provides cable TV, Internet and phone service to more than 50 million customers.

So you would think that, with so many customers to serve, Comcast would create an efficient way for them to attain help when they face a problem with billing or service.

Think again.

Consider the merits of Townsend’s short chapter on “Call Yourself Up.”

Townsend advises CEOs: “Pretend you’re a customer.  Telephone some part of your organization and ask for help.  You’ll run into some real horror shows.”

Now, imagine what would happen if Brian L. Roberts, the CEO of Comcast, did just that.

Brian L. Roberts

First, he would find that, at Comcast, nobody actually answers the phone when a customer calls.  After all, it’s so much easier to fob off customers with pre-recorded messages than to have operators directly serve their needs.

And customers simply aren’t that important–except when they’re paying their ever-inflated bills for phone, cable TV and/or Internet service.

Comcast’s revenues stood at $16.8 billion for the third quarter of 2014.

In 2013, Roberts earned $31.4 million in salary, options and other compensation, a 7.7% increase from his $29.1 million compensation package in 2012.

So it isn’t as though the company can’t afford hiring a few operators and instructing them to answer phones directly when people phone in.

But instead of being directly connected to someone able to answer his question or resolve his problem, Roberts would hear:

“Welcome to Comcast–home of Xfinity.”

Then he would hear an annoying clucking sound–followed by the same message in Spanish.

“Your call may be recorded for quality assurance.

“To make a payment now, Press 1.  To continue this call, Press 2.”

Then he would hear: “For technical help, press 1, for billing, press 2.  For more options, press 3.”

Assuming he pressed 2 for “billing,” he would hear:

“For payment, press 1  For balance information, press 2.  For payment locations, press 3.  For all other billing questions, press 4.”

Then he would be told: “Please enter the last four digits of the primary account holder’s Social Security Number.”

Then, as if he hadn’t waited long enough to talk to someone, he would get this message: “Press 1 if you would like to take a short survey after your call.”

By the time he heard that, he would almost certainly not be in a mood to take a survey.  He would simply want someone to come onto the phone and answer his question or resolve his problem.

Then he would hear: “At the present time, all agents are busy”–and be electronically given an estimate by when someone might deign to answer the phone.

“Please hold for the next customer account executive.”

If he wanted to immediately reach a Comcast rep, Roberts would press the number for “sales.”  A sales rep would gladly sign him up for more costly products–even if he couldn’t solve whatever problem Roberts needed addressed.

Assuming that someone actually came on, Roberts couldn’t fail to notice the unmistakable Indian accent of the rep he was now speaking with.

Not Indian as in American Indian–because that would mean his company had actually hired Americans who must be paid at least a minimum American wage for their services.

No, Comcast, like many other supposedly patriotic corporations, “outsources” its “customer service support team” to the nation, India.

After all, if the “outsourced” employees are getting paid a pittance, the CEO and his top associates can rake in all the more.

Of course, the above scenario is totally outlandish–and is meant to be.

Who would expect the wealthy CEO of a major American corporation to actually wait in a telephone queue like an ordinary American Joe or Jane?

That would be like expecting the chief of any major police department to put up with hookers or panhandlers on his own doorstep.

For the wealthy and the powerful, there are always underlings ready and willing to ensure that their masters do not suffer the same indignities as ordinary mortals.

Such as the ones who sign up for Comcast TV, cable or Internet services.

TELL YOUR AIRLINE TO FLY OFF

In Bureaucracy, Business, Self-Help, Social commentary on November 28, 2014 at 12:13 am

Imagine the following situation:

  • You’re vacationing in Denver and must return to San Francisco for an urgent-care medical appointment
  • You’re disabled but nevertheless arrive at the airport on time.
  • The airport–in violation of the Americans With Disabilities Act–doesn’t have anyone assigned to help disabled passengers get onto departing planes.
  • As a result, you arrive at the gate–just as the plane takes off.
  • The airline informs you that if you want to board a plane, you’ll have to pay for another ticket.
  • You can’t afford to buy another ticke–and your urgent-care appointment is tomorrow.

What do you do?

In this case, the stranded passenger called me: Bureaucracybuster.

First, I instinctively called the airline company. And that meant starting at the top–the president’s office.

I punched the name of the airline–and the words, “Board of Directors”–into google. This gave me several websites to click on to obtain the information I needed.

I started dialing–and quickly hung up: I had just remembered the day was a Sunday. Nobody but cleaning crews would be occupying the airline’s executive offices that day.

I had to start all over.

Next, I decided to call Denver Airport and find an official who would help Rachel onto another flight–without charging her for it.

I didn’t know where to start, so I decided that starting anywhere was just fine. As I was routed from one person to another, I would develop a sense of who I needed to reach.

Some of those I reached seemed genuinely concerned with Rachel’s plight. Others gave me the “that’s-life-in-the-big-city” attitude.

One of the latter felt I wasn’t deferential enough in my tone. He threatened to notify the chief of airport security.

“Go ahead,” I said. “I once worked for the United States Attorney’s Office. I’ll be glad to talk with him.”

He backed off–just as I had assumed he would. Usually the best way to deal with threats is to directly confront the person making them.

(A friend of mine, Richard St. Germain, spent part of his 11 years with the U.S. Marshals Service protecting Mafia witnesses. Many of them didn’t like the places where they were to be relocated under new identities.

“I’m going to complain to the Attorney General,” some of them would threaten.

St. Germain would reach for his office phone, plant it before the witness, and say, “Call him. I’ll give you his number.” The witness always backed off.)

Eventually I reached the Chief of Airport Operations. I outlined what had happened.

He didn’t seem very sympathetic. So I decided to transfer the problem from Rachel to the airport.

Without raising my voice, I said: “It isn’t her fault that your airport was in non-compliance with the Americans With Disabilities Act and she missed her flight because there wasn’t anyone to assist her.”

Suddenly his tone changed–and I could tell I had definitely reached him. No doubt visions of federal investigations, private lawsuits and truly bad publicity for his airport flashed across his mind.

And all this had been achieved without my making an overt threat of any kind.

He said he would see to it that she got onto another flight without having to buy another ticket.

I called Rachel to give her the good news. But a few minutes later she called me back, almost in tears.

The airline official at the departure gate was giving her a bad time: “If we have to choose between you and another passenger who has a ticket for this flight, he’ll go, not you.”

She laid out a series of other scenarios under which Rachel would remain stranded in Denver.

So once again I called the Chief of Airport Operations: “She’s being hassled by an official at the gate. Can you please send someone over there and put a stop to this nonsense?”

A few minutes later, I got another call from Rachel–this one totally upbeat.

She said that a man who identified himself only as an airport official–but wearing an expensive suit–had visited her at the gate. When the ticket-taking airline official had protested, he had cut her off.

The official had then walked Rachel and her baggage onto an otherwise fully-loaded 777 jet bound for San Francisco.

Soon she was en route to San Francisco for her urgent-care medical appointment the next day.

So if you’re having troubles with an airline:

  • Start by calling the highest-ranking airline official you can reach.
  • If s/he isn’t available or sympathetic, call the airport.
  • Be persistent–but businesslike.
  • Don’t let yourself be bullied.
  • If you can cite a legal violation by the airline and/or airport, don’t hesitate to do so. But don’t make overt threats.
  • Don’t hesitate to play for sympathy: “This is a woman has an urgent-care doctor’s appointment….”

Then cross your fingers and hope for the best.

AN ALTERNATIVE TO OBAMA AMNESTY

In Bureaucracy, Business, History, Law, Politics, Social commentary on November 25, 2014 at 12:01 am

Republicans are furious that President Barack Obama has decided to grant what they consider unconditional amnesty to millions of illegal aliens living within the United States.

But they don’t agree about what to offer as a counter-proposal.

Here is one suggestion.

If Americans decide they truly want to control access to their own borders, there is a realistic way to accomplish this.

“Undocumented immigrant”–illegal alien–entering the United States

(1) The Justice Department should vigorously attack the “sanctuary movement” that officially thwarts the immigration laws of the United States.

Among the 31 “sanctuary cities” of this country: Washington, D.C.; New York City; Los Angeles; Chicago; San Francisco; Santa Ana; San Diego; Salt Lake City; Phoenix; Dallas; Houston; Austin; Detroit; Jersey City; Minneapolis; Miami; Denver; Baltimore; Seattle; Portland, Oregon; New Haven, Connecticut; and Portland, Maine.

These cities have adopted “sanctuary” ordinances that do not allow municipal funds or resources to be used to enforce federal immigration laws, usually by not allowing police or municipal employees to inquire about one’s immigration status.

(2)  The most effective way to combat this movement: Indict the highest-ranking officials of those cities who have actively violated Federal immigration laws.

In San Francisco, for example, former District Attorney Kamala Harris–now California’s Attorney General–created a secret program called Back on Track.  Its purpose: To provide training for jobs that illegal aliens cannot legally hold.

She also prevented Immigration and Customs Enforcement (ICE) from deporting even those illegal aliens convicted of a felony.

(3) Indicting such officials would be comparable to the way President Andrew Jackson dealt with the threat South Carolinians once made to “nullify” any Federal laws they didn’t like.

Jackson quashed that threat by making one of his own: To lead an army into that State and purge all who dared defy the laws of the Federal Government.

(4) Even if some indicted officials escaped conviction, the results would prove worthwhile. 

City officials would be forced to spend huge sums of their own money for attorneys and face months or even years of prosecution.

And this, in turn, would send a devastating warning to officials in other “sanctuary cities” that the same fate lies in store for them.

(5) CEOs whose companies–like Wal-Mart–systematically employ illegal aliens should be held directly accountable for the actions of their subordinates.

They should be indicted by the Justice Department under the Racketeer Influenced Corrupt Organizations (RICO) Act, the way Mafia bosses are prosecuted for ordering their own subordinates to commit crimes.

Upon conviction, the CEO should be sentenced to a mandatory prison term of at least twenty years.

This would prove a more effective remedy for combating illegal immigration than stationing tens of thousands of soldiers on the U.S./Mexican border. CEOs forced to account for their subordinates’ actions would take drastic steps to ensure that their companies strictly complied with Federal immigration laws.

Without employers luring illegal aliens at a fraction of the money paid to American workers, the flood of such illegal job-seekers would quickly dry up.

(6) The Government should stop granting automatic citizenship to “anchor babies” born to illegal aliens in the United States.

A comparable practice would be allowing bank robbers who had eluded the FBI to keep their illegally-obtained loot.

A person who violates the bank robbery laws of the United States is legally prosecutable for bank robbery, whether he’s immediately arrested or remains uncaught for years. The same should be true for those born illegally within this country.

If they’re not here legally at the time of birth, they should not be considered citizens and should–like their parents–be subject to deportation.

(7) The United States Government–from the President on down–should scrap its apologetic tone on the right to control its national borders.

The Mexican Government doesn’t hesitate to apply strict laws to those immigrating to Mexico. And it feels no need to apologize for this.

Neither should we.

(8) Voting materials and ballots should be published in one language: English. 

In Mexico, voting materials are published in one language–Spanish.

Throughout the United States, millions of Mexican illegals refuse to learn English and yet demand that voting materials and ballots be made available to them in Spanish.

(9) Those who are not legal citizens of the United States should not be allowed to vote in its elections.

In Mexico, those who are not Mexican citizens are not allowed to participate in the country’s elections. 

The Mexican Government doesn’t consider itself racist for strictly enforcing its immigration laws.

The United States Government should not consider itself racist for insisting on the right to do the same.

(10)  The United States should impose economic and even military sanctions against countries–such as China and Mexico–whose citizens make up the bulk of illegal aliens. 

Mexico, for example, uses its American border to rid itself of those who might demand major reforms in the country’s political and economic institutions.

Such nations must learn that dumping their unwanteds on the United States now comes at an unaffordably high price.  Otherwise those dumpings will continue.

KGB AIRWAYS: PART SIX (OF EIGHT)

In Business, Law, Self-Help, Social commentary on November 20, 2014 at 12:15 am

For your complaint to be addressed, it must first be put in writing–whether in a letter and/or an email.  Most likely, several letters and/or emails.

Even in our video-oriented society, the written word still carries far greater weight than the spoken one.  A document can be used as evidence in a civil lawsuit.

If you cringe at writing it yourself, you can ask someone else to write it for you.  But if s/he lacks excellent judgment and literary skills, you’ll be no better-off.

At best, the letter will prove ineffective and be ignored.  At worst, it could open you to charges of libel and/or extortion.

And even if the person can write an effective letter on your behalf, chances are you’ll have to pay for that service.

If you decide to write the letter yourself, you’ll find highly effective advice in Shocked, Appalled, and Dismayed: How to Write Letters of Complaint That Get Results, by Ellen Phillips.

Product Details

Click here: Amazon.com: Shocked, Appalled, and Dismayed! How to Write Letters of Complaint That Get Results (9780375701207): E

Among the subjects she covers–in detail–are:

  • Who to write to, what to say, what to ask for.
  • The names and addresses of over 600 major companies.
  • How to draft personal petitions covering everything from tenant-landlord disputes to workman’s compensation.
  • What steps to take to avoid litigation.

My own tips for writing a successful complaint letter are:

  • Remove any vulgar or profane words. 
  • Don’t make sweeping accusations: “Your agency is a waste.” 
  • Stick to facts you know can be proved: The who, what, when, where, how and why of reporting.
  • Don’t attribute motives to people you’ve had problems with.  You don’t know why someone did what he did.
  • Cite the names and titles of any airline employees who (1) can support your claim, or (2) were witnesses to the incident.

  • Show how the failure of the official to address your problem reflects badly on the company: “This is not the level of service your ads would lead potential customers to expect.”
  • Be reasonable and realistic in what you ask for. 
  • If you want reimbursement for expenses you had to make (such as hotel lodgings) owing to the airline’s fault, then provide copies of receipts.
  • Emphasize your desire to resolve the complaint amicably and privately within the company.
  • If necessary, note any regulatory agencies that can make life rough for the company if your complaint isn’t resolved. 
  • Cite the applicable law(s) under which it can be sued: “According to the Passenger Bill of Rights….”
  • Make certain the airline knows you expect a reply within a certain length of time: “I would appreciate your response within the next 10 business days.”  Otherwise they’ll feel they can afford to ignore your complaint.
  • If there is a specific action the airline can take to redress your complaint, be sure to mention it.  (You can be so angry when making a complaint that you forget to say what you want the company to do to resolve it.)

Of course, your overture(s) may be ignored.  Or you might feel the airline has not made a good-faith effort to compensate you.

In either case, you have two more courses of action to pursue.

  1. Threatening the airlines with bad publicity; and
  2. Threatening the airlines with a private lawsuit.

Thanks to the Internet, it’s far easier to spread the word about companies that mistreat their customers.

“Fly the Friendly Skies” is no longer n advertising slogan (even at United Airlines, which popularized it).  But airlines spend millions of dollars a year on selling just that image of themselves.

So anything that threatens to throw mud on that image is guaranteed to set off alarm-bells at corporate headquarters.  Especially if that mud is well-deserved.

An easy way to avenge airline mistreatment is to make full use of a wide array of consumer-opinion websites.

It’s important to check out each website carefully to increase your chances of having your complaint resolved.

  • Most websites simply offer a forum to vent your spleen.
  • Others promise to take various forms of action on your behalf–such as directing your complaint to the airline or a government agency.
  • Others offer to refer your complaint to an attorney.
  • Many of these are free.
  • Others charge a nominal fee (such as $5) for posting your complaint.
  • Some complaint websites are run by the Federal Government–such as those of the Transportation Safety Administration (TSA), the Federal Aviation Association (FAA) and the Federal Trade Commission (FTC).
  • Some are run by individual states–such as the Office of the California Attorney General.
  • The major airlines provide “file a complaint” pages on their websites.

WARNING:

  • What you say online can hurt you.
  • Accuse someone of criminal or shameful behavior, and you can be sued for libel.
  • Threaten someone with exposure or financial ruin and you can be privately sued and/or criminally prosecuted for extortion.

And once you click on the “Send” button, there’s no recalling your email.

KGB AIRWAYS: PART FIVE (OF EIGHT)

In Business, History, Law, Self-Help, Social commentary on November 19, 2014 at 12:00 am

Have a complaint against an airline–but don’t want to waste your time with low-level Customer Service reps?

Good.  You’ve just learned what is probably the single most important lesson in bureaucracy-busting: If you want action, seek out those who are empowered to make it happen.

So take your complaint to someone who has the authority to resolve it. This means, preferably, the CEO of the airline, or at least one of his executive colleagues.

But who are these people? And how do you track them down?

You start by realizing that every major airline has a website. And that website can usually be counted on to list the top honchos of the company.

Even if it doesn’t, you can usually obtain this information on the Internet. Go to “google” and type: “[Name of airline] board of directors.”

This should arm you with a series of websites providing

  • the name of the CEO;
  • the company’s mailing address;
  • its phone number for reaching its top executives; and
  • its website and/or email address.

Below are listed

  • the names of the CEOs of the major United States airlines
  • their mailing addresses
  • their corporate phone numbers and (where given)
  • their email addresses.

But the corporate world is filled with men (and a few women) who are highly skilled at moving up–by moving others out.  So keep in mind that the names provided below will not be permanent.

Check out the appropriate websites to obtain the latest information before writing that letter and/or making that call.

Too many airlines treat their passengers like captives of Vladimir Putin’s KGB

Send out a letter addressed “To Whom It May Concern” and you’ll instantly be branded as a lightweight.   This only shows that you were too lazy/stupid to find out who holds power in the organization.

Whereas a well-written letter addressed to the key decision maker will instantly warn top executives: “Take this person seriously.”

Now, the airlines:

DELTA AIRLINES

Richard H. Anderson – Chief Executive Officer

Edward H. Bastian – President

Email:   Email us

Phone: (404) 715-2600

Mail:

Delta Air Lines, Inc.
1030 Delta Blvd.
Atlanta, Georgia 30354

Click here: Delta Air Lines Newsroom – Leadership

AMERICAN AIRLINES

William Douglas ParkerChairman, President and Chief Executive Officer, AMR Corporation / American Airlines Group, Inc., Fort Worth, Texas.

John W. Bachmann - Senior Partner, Edward Jones, St. Louis, Missouri.

Mail:

P.O. Box 619616
DFW Airport, TX 75261-9616

Phone: (817) 963-1234

Click here: American Airlines Board of Directors

UNITED AIRLINES

Jeffery A. Smisek – Chairman, President and Chief Executive Officer, United Continental Holdings, Inc.

Oscar Munoz – Executive Vice President and Chief Financial Officer, CSX Corporation

Shareholders and other interested parties may contact the United Continental Holdings, Inc. Board of Directors as a whole, or any individual member, by one of the following means:

  1. writing to the Board of Directors, United Continental Holdings, Inc., c/o the Corporate Secretary’s Office, HDQLD, 77 W. Wacker Drive, Chicago, IL 60601; or
  2. by emailing the Board of Directors at UALBoard@united.com

If neither of these methods seems to work, try these:

Mail:
P.O. Box 66100
Chicago, IL 60666

Phone (general): (800) (800) 864-8331

Phone Investor Relations: (312) 997-8610

United Continental Holdings, Inc. – Investor Relations – Board of Directors

JETBLUE AIRWAYS

Joel C. Peterson – Independent Chairman of the Board of Jetblue Airways Corporation.

David Barger – President, Chief Executive Officer, Director of JetBlue Airways Corporation.

Mark D. Powers – Chief Financial Officer, Executive Vice President, Treasurer of JetBlue Airways Corporation.

JetBlue Airways Corporation Corporate Office | Headquarters
118-29 Queens Blvd.
Forest Hills, NY 11375
Phone:  (718) 286-7900
Toll Free: (800) 538-2583

http://www.jetblue.com

AIRTRAN

AirTran Airways is a wholly-owned subsidiary of Southwest Airlines.  Thus, complaints against Airtran should be directed to the top executives of Southwest.

SOUTHWEST AIRLINES

Gary C. Kelly – Chief Executive Officer and Chairman of Southwest Airlines, the parent company for AirTran

Douglas H. Brooks – Chairman of the Board, President and Chief Executive Officer
Southwest Airlines Corporate Headquarters
Physical Address:
Southwest Airlines
2702 Love Field Drive
Dallas, Texas 75235
Telephone: (214) 792-4223

Click here: Southwest Airlines Investor Relations – Board of Directors

US AIRWAYS

Robert Isom – Chief Executive Officer

Bruce Lakefield – Vice Chairman of the Board, President, CEO

Derek Kerr – Chief Financial Officer, Executive Vice President

Corporate Contact Information:

Mailing address:

US Airways
4000 E. Sky Harbor Blvd.
Phoenix, AZ 85034

Corporate headquarters:

111 W. Rio Salado Parkway
Tempe, AZ 85281

Phone: (480) 693-0800  7 AM – 5 PM Monday – Friday

Daniel E. Cravens
Director,
Investor Relations
US Airways
111 West Rio Salado Parkway
Tempe, AZ 85281

Phone: 480.693.1227

E-mail: Click here: US Airways | Compliments/complaints

Click here: US Airways | Investor relations

ALASKA AIRLINES

William S. Ayer – Chairman

Bradley D. Tilden – President and CEO

Brandon Pederson – Chief Financial Officer

Corporate Offices:

P.O. Box 68900
Seattle, WA 98168

Phone: (206-433-3200

Click here: Executive Leadership – Alaska Airlines

CONTINENTAL AIRLINES

In 2010, Continental Airlines merged with United Airlines.  Direct all inquiries and complaints to United Airlines, whose corporate information is given above.

KGB AIRWAYS: PART FOUR (OF EIGHT)

In Business, History, Law, Social commentary on November 18, 2014 at 12:05 am

The concept of “consumer rights” has not yet reached the airline industry.

Under Federal law, as enforced by the Federal Aviation Administration, airline passengers have only the following guaranteed rights:

If your flight is delayed (such as by bad weather) and you’re stuck on the tarnac:

  • Tarnac delays cannot exceed three hours. You can leave the plane if you choose after that.
  • Food and water must be available after the plane has been stuck on the tarnac for two hours.
  • The airline must service toilets, keep air conditioning on, and keep trash cans clean.

In addition, the U.S. government mandates these “rights” for air travelers:

  1. Compensation when you’re bumped due to overbooking –and for no other reason.
  2. An airline must accept lost/damaged baggage liability up to $3,000 in depreciated value per passenger for a domestic flight (limits on international flights are either about $1,700 or $635, depending on which rule applies).

Beyond those, all you can claim is what’s in each airline’s “contract of carriage.” Those contracts are–naturally–heavily biased toward airlines, not customers.

Given that the law–and the Congressmen who create it–is still largely owned by the airlines, you, as a customer, are forced to make do with the weapons at hand.

These essentially boil down to two:

  1. Threatening the airlines with bad publicity; and
  2. Threatening the airlines with a private or class-action lawsuit.

In both cases, it’s best to first contact the highest-ranking officials in the airline company.

There are two reasons for this:

  1. They have the most to lose, and
  2. They have the power to redress your complaint.

You can try to reach the CEO or one of his assistants during the time of the incident.  But, most likely, this will happen afterwards.

If a mini-Hitler of an airline steward decides to eject you because s/he doesn’t like your clothes or request for help, there’s nothing you can do about it.

If you physically resist, you will almost certainly be arrested and charged with some version of domestic terrorism.  You’ll be shipped off to jail and forced to defend yourself against the bogus charge.

Even if the authorities decide to not prosecute, you’ll have to spend at least several hundred dollars on legal representation.

And, of course, the airlines won’t care.  They won’t be spending a dime on your prosecution–that will be paid for by the local U.S. Attorney’s (federal prosecutor’s) office.

Niccolo Machiavelli, the father of political science, wisely advised in The Prince:

A prince…must imitate the fox and the lion, for the lion cannot protect himself from traps, and the fox cannot defend himself from wolves.  One must therefore be a fox to avoid traps, and a lion to frighten wolves.”

This is definitely the time to take on the trappings of a fox.  However painful it is to swallow the insult at the time it’s given, don’t give the airlines an excuse to have you arrested.

Take your revenge afterward.  That’s what musician Dave Carroll did.

Carroll alleged that, in 2008, he and fellow passengers saw United Airlines’ baggage-handling crew throwing guitars on the tarmac in Chicago O’Hare.  He arrived at Omaha, Nebraska, his destination to discover that the neck of his $3,500 Taylor guitar had been broken.

Carroll complained to three United employees, but they proved indifferent.  He filed a claim with the airline–but was told he was ineligible for compensation.

The reason?  He had not filed the claim within the company’s stipulated “standard 24-hour timeframe.”

Carroll turned to his musical roots for a remedy.  He wrote a song, “United Breaks Guitars,” and turned it into a music video which he posted on YouTube and iTunes in July, 2009.

Click here: United Breaks Guitars – YouTube

The song went viral, and became a public relations nightmare for the airline.

The Sunday Times reported that, four days after the video’s posting, United Airlines’ stock price fell 10% costing stockholders about $180 million in value.

Most customers, admittedly, aren’t musicians.  For them–short of suing–the weapons of choice will be:

  • The phone
  • Letters
  • The Internet
  • Consumer protection organizations that can be enlisted

Let’s start with the first: The phone.

Most customers assume the place to take their anger is the airline Customer Service desk.  And the airlines encourage people to do just that.

Don’t do it.

Customer Service is staffed by people who may ooze compassion but who aren’t authorized to do anything on your behalf. And of course they’ll be well-versed in the standard airline excuses for why your request is denied.

(Think of Dave Carroll and the excuse United’s reps offered him: You didn’t file your claim within 24 hours.)

Even if they truly want to help you, they’ll find themselves outranked at every level.

So take your complaint to someone who has the authority to resolve it.  This means, preferably, the CEO of the airline, or at least one of his executive colleagues.

KGB AIRWAYS: PART THREE (OF EIGHT)

In Bureaucracy, Business, History, Law, Social commentary on November 17, 2014 at 12:03 am

When Leisha Hailey and her girlfriend kissed aboard a Southwest Airlines flight to Los Angeles, they quickly found themselves in trouble.

Leisha Hailey

A flight attendant told them that Southwest was “a family airline.” When they argued they were targets of homophobia, the attendant ejected them from the plane.

Hailey–the star of Showtime’s The L-Word (and a lesbian)–posted her experience on Twitter.  Calling for a boycot of Southwest, she tweeted:

“I want to know what Southwest Airlines considers as ‘family.’ I know plenty of wonderful same-sex families I would like to introduce them to. Boycott @SouthwestAir if you are gay. They don’t like us.”

Naturally, Southwest had its own explanation for what had happened:

“…We received several passenger complaints characterizing the behavior as excessive. Our crew, responsible for the comfort of all Customers on board, approached the passengers based solely on behavior and not gender. The conversation escalated to a level that was better resolved on the ground, as opposed to in flight.”

Translation: The situation was “better resolved on the ground” by forcing two unarmed, non-threatening women to leave the plane rather than having the airline honor their high-priced tickets.

Now, a quick question: When does a camera become a dangerous weapon?

When you snap a picture of an especially rude airline employee.

  • A  Miami photographer was escorted off a US Airways plane and deemed a “security risk” after she did this at Philadelphia International Airport in July, 2011.

Sandy DeWitt believed the employee, Tonialla G., was being rude to several passengers in the boarding area of the flight to Miami.

So DeWitt, a professional photographer, used her iPhone to snap a picture of G.’s nametag.  She intended to file a complaint with US Airways and wanted the picture as evidence.

As DeWitt settled into her seat, preparing for take-off, G. entered the plane and confronted her.

She ordered DeWitt to delete the photo.

DeWitt had already turned off her iPhone, as required before take-off.  She turned the phone back on to prove that the photo hadn’t come out.  Even so, she deleted the too-dark picture.

G. then walked into the cockpit to inform the pilot that DeWitt was a “security risk.”

Suddenly, DeWitt found herself being escorted off the plane by two flight attendants.  Her husband followed.

Speaking with Michael Lofton, a US Airways manager at Philadelphia International Airport, she learned that she would not be allowed back on the plane.

The reason:  She was a “security risk.”

But that didn’t keep Lofton from directing her to American Airlines for a flight back to Miami.

But that flight had already departed and it was already after 7 p.m.  And there were no other flights back to Miami until the following morning.

“We were expecting to spend the night at the airport,” she said.

They eventually boarded a Southwest Airlines flight to Fort Lauderdale at 11 p.m.

Apparently, Southwest didn’t consider her to be a “security risk.”

Naturally, US Airways had a cover-story to explain what had happened.

Todd Lehmacher, a spokesman for US Airways, told msnbc.com that DeWitt was removed for being “disruptive.”

“Once onboard, she was using foul and explicit language,” Lehmacher said. “She was removed at the request of the captain.”

Translation: “Disruptive” means whatever an airline official claims it to mean.

Business Insider ranked US Airways sixth in a list of the 19 Most Hated Companies in America.

The American Customer Satisfaction Index (ACSI) is an economic indicator that measures the satisfaction of consumers across the United States. It is produced by the American Customer Satisfaction Index, a private company based in Ann Arbor, Michigan.

The ACSI interviews about 80,000 Americans annually and asks about their satisfaction with the goods and services they have consumed. And Americans’ most-hated companies include large banks, airlines, power and telecom companies.

David VanAmburg, managing director at ACSI, offered a critical insight into why these companies are so detested.

“These are not terribly competitive industries, as the switching barriers for most of them are quite high,” he told Business Insider in June, 2011.

“In other industries, like the food or clothing sector, the competition is huge. They bend over backwards to make customers happy, because they have to.”

There certainly isn’t much competition within the airlines industry–whose numbers are limited and continue to shrink due to mergers and the rising cost of fuel.

For the airline industry generally, the former slogan of United Airlines–”Fly the Friendly Skies”–has unofficially been replaced with: “We don’t care. We don’t have to.”

So–when you’re facing a would-be KGB agent masquerading as an airline employee, what should you do?

First, you recognize that the concept of “consumer rights” has not yet reached the airline industry.

Then you do what you can to see that it does.

KGB AIRWAYS: PART TWO (OF EIGHT)

In Business, History, Law, Social commentary on November 14, 2014 at 12:01 am

The First Amendment of the American Constitution guarantees freedom of speech.

But some airline employees haven’t gotten the word.

Click here: 3 Easy Ways to Tell If a Business Puts Its Customers First – DailyFinance

Yes, what you say can get you thrown off an airplane–or worse.  And it doesn’t have to be anything even remotely like a threat.

  • In May, 2011, a US Airways flight was due to depart San Francisco International Airport for Charlotte, North Carolina at 1:20 p.m. But due to bad weather, passengers boarded the plane after 2 p.m.

Once on the plane, a flight attendant told customers over the intercom to hurry up and put their carry-ons in bins so they could take off and make their connecting flight in Charlotte.

One of the passengers, Luke Hazlewood, turned to the person next to him and said it was the airline’s fault they were late, “so don’t get mad at us.”

The flight attendant rushed out of the galley demanding to know who had said that. Once she determined it was Hazlewood, she told him he would have to leave for being disruptive and a threat to the plane.

Sandra Kraus, a former flight attendant, came to Hazlewood’s defense–and the flight attendant told her to get off the plane as well.

Both passengers asked to speak with the captain but he refused to speak with them.

Kraus was put on another flight.  Hazlewood and his accompanying girlfriend (who had left the plane with him) found that US Airways wouldn’t compensate them for a hotel room.

The airline refused to answer questions about the matter. Its written statement said “The passengers interfered with the flight crew and in the interest of safety they had to be removed.”

Translation: It’s a truism in both journalism and police work: When people refuse to answer questions, it’s nearly always because they know they have something to hide.

And the airline’s response came in the classic voice of the all-powerful dictator: “They refused to treat me like God and so they had to be eliminated.”

Business Insider ranked US Airways #6 on a list of  The 19 Most Hated Companies In America – Business Insider

  • In December, 2011, three middle-aged women were thrown off an AirTran flight at Palm Beach International Airport after a steward began roughly handling the luggage of one of them.

Marilyn Miller, a lawyer, was buckled in for takeoff when the attendant mishandled her overhead luggage.  “I have breakables in that,” she said.

The attendant ignored her and kept shoving other bags into hers.

Another passenger, Carol Gray, a retired travel agent, asked the same attendant for help, saying that her seat was broken.

“I’m not talking to you,” said the attendant, and poked her in the arm.  He then threatened to throw Miller and Gray off the plane.

“You’ve got to be kidding me,” said Miller.

“Well, you’re getting off,” said the attendant.

Two sheriff’s deputies and airline staff arrived to remove them.

A third passenger, a therapist named Karyn Schoor, spoke up in their defense: “This is crazy, they didn’t do anything.  Why are you doing this to them?”

“Throw her off too,”’ ordered the attendant.

All three women were marched off the plane and back into the terminal.

The women were offered flights on other airlines paid for by AirTran.

And the official explanation given by AirTran?

“Our employees are responsible for the safety and comfort of everyone onboard a flight. Our goal is always to mitigate any uncomfortable situation prior to departure.”

Translation: Uncomfortable for whom–the passenger who doesn’t want her luggage roughly treated?  Or the attendant whose ego gets bent out of shape at the slightest objection?

  • In July, 2010, Southwest Airlines removed a slender, five-foot-four woman from a plane to accomodate an obese passenger.

The woman was flying standby from Las Vegas to Sacramento.  She had paid full fare for the last available seat, boarded and stowed her bags–and was told she must deplane immediately.

The reason: A late-arriving, 14-year-old passenger required two seats because of her girth.

When the woman asked Southwest personnel why she was being removed her from the flight, they berated her for daring to question their decision.

The temporarily stranded passenger managed to catch the next flight out to Sacramento.

  • You don’t have to assault someone to be thrown off an airplane. Even kissing your partner will do.

Southwest Airlines kicked Leisha Hailey–who not only plays a lesbian in Showtime’sThe L-Word series but is one–and her girlfriend off a flight to Los Angeles.

Their crime?  Kissing.

A flight attendant told them that Southwest was “a family airline.” When they argued they were targets of homophobia, the attendant ejected them from the plane.

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