Did you manage to outsmart the airlines before they outsmarted all of us on Saturday? Travelers had about 17 hours to book tickets without paying most government taxes, because of Congress’ failure to authorize funding for the Federal Aviation Administration (FAA) by midnight on Friday. Most carriers started pocketing that money at the very first opportunity they had.
I did book a ticket and saved about $50, but I must admit I didn’t expect the airlines to raise fares so quickly and deprive customers of any savings.
So what exactly happened? Shortly after midnight Eastern time (ET) on Friday, when the FAA lost its prerogative to collect taxes, airline reservation systems began dropping those taxes from ticket prices. I issued a $164 one-segment ticket on Friday — on Saturday, that same ticket was being offered for $150, with everything else the same, including the fare bases. I bought the ticket on Friday, because I wasn’t sure that taxes wouldn’t be charged the next day.
When I found out that they were indeed excluded, I decided to book another ticket — this one with seven segments, hence the $50 savings.
If you’ve read my book, “Decoding Air Travel,” you know that domestic fares are filed three times a day on weekdays, and once a day on weekends. That weekend feed at 5 p.m. ET was the first chance the airlines had to change fares — and they did, except for Alaska Airlines and Spirit Airlines. They seem to have refiled most fares to include the amounts they previously charged as taxes.
In other words, for 17 hours on Saturday, consumers were the beneficiaries of tax-free tickets. After that, the airlines hijacked the opportunity created by the FAA situation and have been making lots of money since. I’m actually rather impressed by the speed and scope by which they did it.
I should note that some smaller government taxes, such as those collected by the Transportation Security Administration (TSA), are still being charged.
Is it fair for the airlines to exploit a government fiasco for their financial benefit? At this point, it doesn’t appear that anyone can stop them.
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It’s one of the unavoidable realities of airline customer service that three agents will often give you three different answers to the same question. But I recently discovered a more rare phenomenon: Dozens of agents consistently doing something the wrong way. Was it lack of knowledge or deliberately ignoring the rules?
Before I continue, let me say that there are numerous superb airline agents to whom I’m grateful for unknowingly teaching me the ropes of the complex air travel system for years by satisfying my insatiable curiosity. I’ve also praised U.S. agents for handling rebooking during irregular operations better than their colleagues at foreign airlines.
As with any profession or company, all agents undergo various levels of training and professional development. It’s only human that they don’t remember everything they are taught, as long as they know where to find the answer when they need it. It’s also natural that different agents remember certain parts of the material better than others.
However, the examples of agents convinced they have the right answer when they don’t — and not bothering to check it — are more than I care to count. One of the most common is not knowing the rules of airport business lounge access, and turning away customers who have every right to be there. That happened to me last month in Phoenix, where an agent called a supervisor who agreed with her. Of course, I asked to speak with the supervisor, and when he arrived, all he had to do was read the rules taped on the agent’s desk — then he told me I was right.
Now that I know the system inside out and teach seminars about it — I’ve been told by reservations supervisors that I know much more than most of their agents — I’ve learned how to straighten out an ignorant agent politely and as patiently as time allows. Sometimes, if they are stubborn and I know they are wrong, I resort to one of my cardinal rules: Hang up and call again.
But it turns out there was something even I wasn’t aware of — because no agent I’ve dealt with has ever done it correctly.
In April, I wrote about the numerous airline schedule changes that significantly affect customers’ travel plans and waste them — as well as airline employees — considerable amount of time. One of the issues when a flight is taken off the schedule or you misconnect is what happens to your upgrade.
As regular readers of this column know, I mostly fly on United Airlines, because I’ve had top elite status (1K) for a decade. This year alone, I’ve had dozens of serious schedule changes that have necessitated rebooking and rerouting. If an upgrade has been previously confirmed, the United system automatically rebooks you in the upgraded class — the codes are NF for First Class and NC for Business — even if there is no upgrade space on your new flight.
This is all done by a computer, without human intervention. Very often, however, I don’t like the new routing the system has suggested, so I call reservations to get booked on more sensible flights. For years, agents have said, “We can put you on that flight, but you’d be waitlisted for the upgrade.” Not one, including supervisors, has ever offered to open up an upgrade seat, even when the cabin was completely empty.
Last week, I happened to look at the so-called Rule 260, which governs schedule changes, for a different purpose. I was surprised to read the following under “Protection guidelines” (SD refers to service director, the first supervisory level):
UPGRADED PSGRS AFFECTED BY A SCHEDULE CHANGE SHOULD BE PROTECTED IN THE UPGRADED CLASS IF AVAILABLE.
IF NF/NC IS NOT AVAILABLE — PROTECT CUSTOMER IN F/C IF AVAILABLE AND CONTACT SD FOR CONVERSION.
So as long as the airline is still selling revenue seats in the premium cabin, you are entitled to your upgrade, even if upgrade space is currently not available. In essence, a seat should be opened up for you, provided you had a confirmed upgrade on your original flight that was affected by the schedule change.
When I saw this rule, I called United to clear a waitlist I’d been put on after a schedule change a week earlier. The agent sounded unaware of the rule, but he found it on his computer, booked an F seat and called a service director to convert it to NF, as instructed in Rule 260.
Is it possible that no agent knew about this? Could it be that their training doesn’t cover this particular detail? If it does, are they told not to offer such protection to customers proactively?
When I asked those questions, I was told that agents should know the rule — and that a message was sent to the service director who had waitlisted me the week before to make sure she knows the right procedure.
Related stories:
Flight schedule changes overwhelm agents, travelers
U.S. airlines handle disruptions best
Travel companies teach customer-service lessons
Preserving upgrades in case of rebooking
Continue reading about The peculiarities of airline agent training
Have you been surprised to discover that your flight itinerary has little to do with your originally booked routing or departure and arrival times? Did you accept the changes, even though you didn’t like them? Next time, you could probably do better.
Schedule changes — those made by airline planning departments in advance, not those resulting from irregular operations — have always existed in the industry, but they used to be relatively rare and caused few major disruptions.
In recent years, however, they have become so common that I’m actually surprised when a week passes without changes in any of my future trips — I usually have about a half-dozen booked at a time…
Continue reading about Flight schedule changes overwhelm agents, travelers
Another domino in the hotel fees game has began falling. Three of the world’s largest chains — Starwood, Marriott and Hyatt — now offer free Internet access to their elite members. Another two, however — InterContinental and Hilton — are holding out. For how long?
Like most frequent travelers, who are usually also elite members of various loyalty programs, I’ve become accustomed to free hotel perks, such as breakfast, room upgrades and lounge access. At the same time, I’ve oddly got used to paying Internet fees that are sometimes higher for one day than my monthly charge at home, and for speed several times lower.
I complain about them occasionally — especially in Europe, where they can reach $30 — but if I’m working on the road, I keep paying them. After all, using a hotel computer in a business center is not the best way to research and file a story…
Continue reading about Free hotel Internet for elites slowly becomes the norm
Is there an inherent conflict between the desires of loyal customers and a travel company’s interests? For years, executives have been acting as if there is, despite of what they might say in public. One of them, however, has actually shown that what’s good for travelers doesn’t have to be bad for business.
Graham Atkinson has been president of United Airlines’ frequent-flier program, Mileage Plus, for only 16 months, but while some questionable policies remain in place, he has made a big difference for the better. His approach is not simply to please the carrier’s best customers — it’s to listen to them carefully and find ways to benefit the company at the same time.
Mr. Atkinson, who is also United’s executive vice president and was previously chief customer officer, hasn’t sought much credit for his achievements…
