Neither does anyone else in this thread. Either we decide not to discuss the incident or we discuss it using the information that is available.
I have 27 years experience in this industry during which I have gained quite a bit of experience in how it works. Some of the information presented by the family doesn't make sense. These inconsistencies might not be apparent to those with only a casual knowledge of the industry as evidenced by some of the posts in this thread.
I would say to that, that you might have a hard time being objective. I freely admit to not having industry knowledge, but I do know human nature.
That may have happened. But with a $75 fee for a same-day-change vs. a $325+ cost for a new ticket, does it really make sense that he'd choose the significantly more expensive option? I could understand why a passenger might think that $75 was buying another ticket, though. He's not an insider or frequent flyer who we'd expect to understand the often subtle different meanings of airline terms so basing a conclusion on a single word he used in an emotionally-charged situation may not be completely reliable.
You keep repeating this Larry, what this fails to take into account is that he called Delta CSR and was told he could use the seat for his infant. Had that not happened I am sure he would have done just what you propose. However, being told he could use the seat, he just bought another ticket for his older son.
But, all that is moot. It doesn't matter if he bought a separate ticket or did a SDC. In neither case does he retain rights to the seat in which his 18yr old is not sitting.
I have not disputed this at all. But that is weak sauce if he was told it was ok.
As an (other) airline pilot, it is my job to be sympathetic to my customer's problems regardless of by whom their problem was caused.
A good book on customer service is
Delivering Knock Your Socks Off Service by Performance Research Associates. In the book it is pointed out that a large percentage of customer problems are, in fact, caused by the customer. I don't remember the exact figure but I think it was roughly one-third of the problems being the fault of the customer. The book suggested that a service company's internal mantra should not be that "
the customer is always right", because they are not. The internal mantra should be that "
the customer is always the customer" and, if you want to keep them as a customer, you should deal with their problems--regardless of cause--in a manner which makes them believe that you ascribe to the customer always being right. We have seen a lot of this mindset being applied by the airline executives and P.R. departments over the past month, or so.