Did you know that hundreds of fictitious flights inhabit airline schedules every day? They don’t exist in real life — just on paper. They are meant to make more money for the airlines by tricking customers and perverting a practice that was actually started to help travelers. In fact, they spell nothing but trouble for passengers.
Those fictitious flights are labeled “direct” by the airlines, which years ago decided to rewrite the dictionary and use that term for flights that weren’t nonstop but made at least one stop on the way to their destination. First, those flights were operated by the same aircraft, but later a “plane change” was introduced. The Department of Transportation has allowed the airlines to abuse the practice any way they like.
On my way back home from Boston last weekend, I was on United Airlines Flight 897, which the purser announced repeatedly was “a nonstop service to Washington Dulles, with continuing service to Beijing.”
I immediately cringed, because there is nothing “continuing” about the two flights, except for their number. The plane I was on was a two-cabin Boeing 757 and arrived at gate C19 at Dulles. The plane destined for Beijing was a three-cabin Boeing 777 and departed from gate C3. So the passengers connecting to Beijing did exactly what others did connecting to Flight 803 to Tokyo at gate C1 — or any other flight for that matter. They left the first plane and walked to their new gate.
Did the Beijing-bound travelers benefit in any way from the fact that their tickets had one flight from Boston to Beijing? Absolutely not. In fact, many of them were probably surprised to discover they were on two separate flights.
Then why does United even have that fictitious “direct” flight? Because it wants customers to think that they can fly from Boston to Beijing without the hassle of a connection — a competitive advantage no other carrier offers.
Have you tried to upgrade a “direct” flight? That can be a nightmare — not just for passengers but also for those who work in inventory management. They have to create inventory for a flight that doesn’t exist and to balance the load of two separate flights on different aircraft types with a different number of cabins and hugely different number of seats. As a result, the lowest booking classes and upgrades are often unavailable on “direct” flights. Some travelers are willing to pay more to avoid the hassle of transfers, not realizing there is a hidden connection.
Almost every international United flight has a domestic tag attached to it, but United is by no means the only U.S. airline abusing the system. All major carriers do it. Delta pretends to fly “directly” from Minneapolis to Moscow, Continental from Amsterdam to Denver, US Airways from Los Angeles to Zurich and American from Tokyo to Boston.
As I wrote two years ago, United and Delta are the biggest abusers, while American seems to be the most prudent in that most of its “direct” flights are operated by the same aircraft. American is also the only one whose website displays a “direct” flight as two separate segments at the very beginning of the booking process.
In the rare cases when foreign carriers, such as Lufthansa and Singapore Airlines, operate “direct” flights, they are flown on the same plane, so there is no danger you will miss your “continuation,” which happens regularly on U.S. airlines. If my flight from Boston to Washington had been late, United wouldn’t have held the plane for Beijing just because the two flights share the same number.
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Singapore Airlines topped yet another industry ranking this week, and while it usually deserves the awards it wins, there are a few aspects of the way it does business that drive some customers and partner-carriers crazy. Still, don’t expect those practices to change anytime soon.
The latest awards were bestowed by Britain’s Business Traveller Magazine. Singapore was named best airline overall and also won best economy and business class. Best first class went to Emirates, probably because of the shower on its Airbus 380 aircraft.
I have yet to meet anyone who has flown Singapore and didn’t like it, regardless of which cabin they were in. It has long been the world’s leading carrier in hard-product innovation and luxury, often years ahead of its competitors. One of my favorite features is the “Book the Cook” service, which allows passengers to order meals from a long and diverse menu as soon as they buy a ticket.
Many travelers point out the incredible attention to detail that Singapore flight attendants pay, but that is not uncommon among top Asian airlines, such as Asiana and All Nippon Airways. What has impressed me the most is that, in first class, the flight attendants anticipate your next need or wish and are ready to satisfy it before you even ask.
Once during a flight, I stood up from my seat to go to the lavatory, which was behind me, and when I turned around, I saw a flight attendant dashing toward the lavatory to open the door for me. I had just enjoyed black caviar as part of a five-course dinner I probably couldn’t afford on the ground, and I loved the bedding of the fully flat seat, but for some reason that gesture meant more than the luxuries.
The trouble with perfection is that it’s impossible 100 percent of the time, and most of Singapore’s policies are written for a perfect world, which is also impossible in the airline industry. Employees of every airline must follow certain rules, but Singapore’s staff has almost no flexibility in making exceptions or bending the rules to respond to a specific case or situation.
A couple of years ago, I flew from New to Singapore, with an hour-long layover in Frankfurt. Even though there was no plane change, all passengers had to get off and re-board. As soon as I reached the gate area, I realized I’d forgotten my cell phone in my seat pocket. I wasn’t allowed back because the cleaning crew had begun working, but a gate agent went to look for the phone. She came back and said it wasn’t there.
I was the last first-class passenger to deplane, and coach and business class passengers weren’t allowed in the first-class cabin, so most likely the phone was stolen by a cleaning crew members. But after a lengthy process that involved more paperwork than I’d expected, the airline refused to offer any good-will gesture or compensation.
There is no question that Singapore has some of the best premium products in the sky, but it may be overvaluing them a bit too much.
Let’s say you’ve paid more than $10,000 for a Star Alliance round-the-world ticket in business class. If you want to fly between Singapore and Los Angeles nonstop, you have to pay an additional $900 surcharge just for that one flight for the privilege of enjoying the “new” business class seats, which are now almost four years old. Charges of $500 and $600 apply to most flight between Singapore and both Europe and North America.
In addition, Singapore often blocks access to those flights by zeroing out the inventory in D booking class, which is the one required for round-the-world tickets.
It’s no secret that Singapore thinks the current round-the-world fares are too low. There are suspicions that it’s one of the driving forces behind the drastic increases in those prices in recent years, although there is no way to know this for a fact, because the Star Alliance uses a blind process based on input from its members to determine the fares.
Even more maddeningly for customers, Singapore bans members of the frequent-flier programs of its partners in the Star Alliance, such as Lufthansa, Air Canada or United Airlines, from using miles on flights with the “new” business-class seats. While the seats are the most spacious in the industry, the ban makes redeeming miles to Europe and North America virtually impossible — there are only two flights with the old seats.
Relations between Singapore and some of its Star partners — especially United — have long been sour, mainly because Singapore thinks it’s superior and doesn’t hide it. I’ve always been amazed that Singapore doesn’t code-share any of United’s flights, but it does code-sharing with US Airways.
There have been rumors that Singapore wants to leave the alliance, but so far they are just rumors.
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If you are in the hospitality business and a potential customer inquires about a product or service you are not offering at the moment, would you suggest an alternative or simply send the person away? The reservations office at the Dorchester South Beach Hotel did the latter last week, which I attributed to poorly trained staff.
I noticed on TravelZoo’s Twitter page a very attractive deal at the Dorchester, promising a room “across the street from the ocean in Miami’s trendy South Beach Art Deco District for $69 per night.” I just booked a trip to Miami in January, and though it seemed the promotion wouldn’t last that long, I thought I’d inquire anyway.
I called the hotel’s in-house reservations number, and an agent named Alvaro told me the low rate was valid only through late October. I expected he’d ask about my dates and at least check what rates he could offer — if not try to persuade me that the Dorchester’s standard prices are cheaper than the competition and I should absolutely stay there.
But Alvaro was in such a hurry to get rid of me that not only did he care little about when I wanted to visit, but I had no desire to ask about the January rates myself. I hung up in astonishment, but then I thought that it was Saturday and perhaps he was alone in the office and had other calls to answer — although I didn’t hear the phone ringing.
So I called back, only to receive the same apathy. Alvaro answered my question by telling me the standard rate was $179, and then reluctantly checked that a weekend night was $30 more. His tone and terse responses were the same as before. He obviously had no interest in even trying to win me over as a customer.
I expect his boss cares more than he does, but the Dorchester is a reputable hotel and should train its staff better. We all get annoyed sometimes when sales representatives go over the top trying to get us to buy something, even if it’s not remotely close to what we were looking for in the first place. But I’ve rarely encountered such poor customer service at what is supposed to be a luxury hospitality company.
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If anyone had any doubts that putting together the European Union’s new diplomatic service would be an utterly messy task, that is now an undisputed fact. A high-profile ambassadorial list released this week provoked publicly aired quarrels rather uncharacteristic of diplomats, and it raised questions about the future effectiveness of the EU corps.
The long-anticipated list, unveiled by EU foreign policy chief Catherine Ashton in Brussels, was apparently based not on merit, but on what Polish Foreign Minister Radoslaw Sikorski called “esoteric considerations.”
What are those? A quick look at the list shows that the most important ambassadorships are going to diplomats from the oldest EU members in the West — China was given to the Germans, Japan to the Austrians and South Africa to the Dutch. What about less important but plush posts? Of those, the Spanish got Argentina and Singapore went to Luxembourg.
So the considerations Sikorski referred to had more to do with where the diplomats come from, rather than what they can accomplish in their respective positions. “Appointments should be made on merit,” he said. “We in the new member-countries have people who speak the languages of the former Soviet Union, we have expertise there.”
Four posts out of 29 went to diplomats from Central and Eastern Europe. Despite Sikorski’s protest, Poland did better than any other former communist country, winning South Korea and Jordan. The Bulgarians got Georgia, and Afghanistan had gone to the Lithuanians earlier.
“I have appointed the best people for the right jobs,” said Ashton, whose official title is EU high representative for foreign affairs and security policy, as well as vice president of the European Commission, the EU’s executive body. She was also criticized for choosing only eight women.
“We have made a start to address the important issues of geographical and gender balance,” Ashton said in an apparent admission that those problems are not yet resolved.
The nominees, who have to be approved by the European Parliament, may be the “best people” for the jobs from their country, but it’s questionable whether they are the best from any EU state. It’s not clear, either, that the top criteria during the selection process were actually skills, qualifications and experience.
“We are deeply disappointed,” said Slovenian Foreign Minister Samuel Zbogar. “We expected more transparent decisions and that geographic balance would be taken into account, in particular for those states, like Slovenia, which have no presence at all in the EU’s foreign institutions.”
Creating the European External Action Service — the diplomatic corps’ official name — is a daunting task, and Ashton has an impossible job. She won’t be able to please everyone even if she really wants to. But more consultation with Eastern European members would go a long way.
If there is hostility among diplomats from different countries even before the foreign service’s launch, which is expected in December, it will likely affect trust and their ability to work together at the dozens of missions they are setting up around the world.
Here is the full list released by Ashton’s office on Wednesday:
China — Markus Ederer (Germany)
Japan — Hans Dietmar Schweisgut (Austria)
South Africa — Roeland van de Geer (Netherlands)
Afghanistan — Vygaudas Usackas (Lithuania)
Albania — Ettore Sequi (Italy)
Argentina — Alfonso Diez Torres (Spain)
Macedonia — Peter Sorensen (Denmark)
Bangladesh — William Hanna (Ireland)
Jordan — Joanna Wronecka (Poland)
Uganda — Roberto Ridolfi (Italy)
Senegal — Dominique Dellicour (Belgium)
Angola — Javier Puyol Pinuela (Spain)
Botswana — Gerard McGovern (Ireland)
Burundi — Stephane de Loecker (Belgium)
South Korea — Tomasz Kozlowski (Poland)
Gabon — Cristina Martins Barreira (Portugal)
Georgia — Philip Dimitrov (Bulgaria)
Guinea-Bissau — Joaquin Gonzalez-Ducay (Spain)
Haiti — Lut Fabert-Goossens (Luxembourg)
Lebanon — Angelina Eichhorst (Netherlands)
Mozambique — Paul Malin (Ireland)
Namibia — Raúl Fuentes Milani (Spain)
Pakistan — Lars-Gunnar Wigemark (Sweden)
Philippines — Guy Ledoux (France)
Singapore — Marc Ungeheuer (Luxembourg)
Chad — Helene Cave (France)
Zambia — Gilles Hervio (France)
China (Deputy) — Carmen Cano de Lasala (Spain)
Papua New Guinea — Martin Dihm (Germany)
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Chris Guillebeau has achieved what few others have — just one of hundreds of travel bloggers when he set out to become a writer less than three years ago, his first book made Amazon.com’s Top 100 list as soon as it was published last week. Now he is on an “unconventional book tour” that will take him to all 50 states.
If you’ve read my profile of Guillebeau in the Washington Times, you won’t be surprised by the “unconventional” designation. His blog on “life, work and travel” is called “The Art of Non-Conformity,” and that’s also the book’s title.
“I help people live unconventional lives — to think differently, question assumptions and authority, find out what they are passionate about and overcome gatekeepers,” he told me during a visit to Washington last year. “For me, a large part of challenging authority involves looking for alternatives to the way most people do things.”
The way Guillebeau became a writer was certainly alternative to the standard path, which I took by working as a journalist in the so-called mainstream media for 18 years and writing for established publications like the Financial Times. At 32 — four years my junior — he has succeeded without the help of a reputable newspaper or another gatekeeper. Since early 2008, when he created his blog, he has attracted thousands of readers, and many of them have become dedicated followers — he calls them a small army.
Although he didn’t need anyone else to publish his writings in order to reach his audience directly, his ambition was to write a book, and there are certainly gatekeepers to overcome in that endeavor. But the number of his existing readers and his idea were enough to land him a book agent, who was able to negotiate a publishing contract with the Penguin Group. Incidentally, Penguin is owned by Pearson PLC, the British company that also owns the Financial Times.
In Guillebeau’s words, the central message of the book is: “You don’t have to live your life the way other people expect you to. You can do good things for yourself and make the world a better place at the same time. Here’s how to do it.” This is where you get the book and find out.
The other unconventional aspect of Guillebeau’s book tour is that Penguin didn’t have money to organize a tour, which is a rare luxury these days, so he decided to self-finance it.
You will no doubt notice the graphic similarities between the book’s cover and Guillebeau’s website. They were both created by Reese Spykerman, a very talented American designer currently living in Asia, where I met her last year — of course, Guillebeau had something to do with that encounter.
I had corresponded with Guillebeau by e-mail and written about him in my column as early as 2008, but he didn’t mention his book project until our first phone conversation in early 2009. I called him from Elmendorf Air Force Base in Alaska, during a refueling stop on my way back from Asia with Secretary of State Hillary Clinton.
When he came to Washington last fall, I invited him to the State Department and showed him the briefing room and my office — more precisely, my cubicle in the correspondents’ room. Over lunch in the cafeteria, we did the interview on which the Times profile was based.
As you can see from my website, I’ve interviewed many famous people — Sharon Stone, Denzel Washington, Kevin Costner, John Malkovich, Conan O’Brien, Walter Cronkite, Larry King, Colin Powell and Condoleezza Rice, to name a few — but sometimes it’s talking to and writing about real people that gives a journalist more professional satisfaction.
Ironically, now I’m in the position Guillebeau was in two years ago, trying to build a small business — and I find myself learning from his experience. His project was to help people lead unconventional lives, mine is to educate people how to be better travelers. We are both passionate about democratizing travel — making it more affordable, comfortable and enjoyable for more people — so don’t be surprised if we work together in the future.
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