I'm not the type of person who takes no for an answer. In fact, I've done a TEDx Talk about it.
During the pandemic, I sent the executive offices of American Airlines an email to persuade them to REINSTATE my TWICE expired miles after I wasn't getting anywhere with customer support on the phone. In this video, I go through the email:
And we'll see if it persuaded them to give me back my miles.
I researched and got specific with the salutation and named the executives at the American Airlines office. I knew my audience (executives who are concerned with the bottom line), so I started strong in the introductory paragraph, setting up the request that I was going to make later—the fantasy trip that I reference.
In the second paragraph, I own up to my part in the situation. “I’d like to confess embarrassment for missing a rebooking window of a trip I reserved redeeming 60 000 miles and then put on hold…I remind myself of the guy who took a last drag off his cigarette flicked it and got onto a train realizing he couldn't release the smoke inside the car he barred the closing doors and jammed them the conductor couldn't fix it and evacuated people off the train. This is how that guy made us all late that day.”
So I tell a humorous personal story and use it as a metaphor to show that I was a knucklehead, Taking responsibility for our part in a situation is extremely important. It shows that we are reasonable and not defensive. And of course, humor is always helpful.
In the next part, I further own up to my role…and express that I couldn't believe that I, as an organized person, had dropped the ball in not redeeming my miles…
In the following section, I empathize with the company and offer constructive feedback: “I teach people to design more effective systems. I never received an email or app notice that my rebooking deadline was approaching. I realize that extending free flights to customers is not your top priority, perhaps why managing the miles are cumbersome on the website—we always have to actually call to redeem the miles. Wouldn't there be less wear and tear on the AAA team (translates into saving money) and on your customers (translates into loyalty) if managing miles were more user-friendly? We're talking about the largest Aviation company in the world. A few tweaks could give it an edge in a competitive 21st century market, especially post-pandemic.”
So, I compliment them, point out what could be improved on their website to make things more user-friendly for their customers, which translates into retaining their customers. I was positive. respectful, and constructive.
MOST IMPORTANTLY, I anticipated any potential objections or counter arguments that they might have had, and pre-addressed them in this first email.
In the final part, I offer a suggestion and make a CALL TO ACTION. “My humble suggestion is to make Aadvantage Miles more flexible. And I hope I can also appeal to your humanity and ask to be given a second chance to reactivate my miles. After a year of Zoom teaching, I so need that trip.” [update: managing Aadvatange miles are now user-friendly. I should have collected a CONSULTING FEE].
I’m referencing the fantasy trip that I mentioned in the first paragraph. “The Aadvantage Wikipedia page says to reactivate the previously earned miles members have to pay. So I do hope there is room for dialogue.” In other words, I also held them accountable for the promise that they made on their own website. And finally, I offer further understanding for reading the long email and personalize my signature.
So what do you think happened?? Watch the video to the end to see :)
And here are book recommendations on the Art of Persuasion.