that it's better to be feared than loved, little
did he know he was foretelling the airline business.
The theory is that b
asic coach service, without fees, must be sufficiently torturous enough to make people want to pay to escape it.
So that's where the suffering begins,
a strategy that can be only be described as "calculated misery."
The airlines deliberately cultivate bad service, multiple add-on fees, exorbitant change and cancellation penalties as an underhanded way to make you pay more to to escape the misery.
Calculated misery is when a business intentionally designs a miserable experience to increase profits.
Of course, in order for fees to work, there needs be something worth paying to avoid.
This explains why, over the past decade, the major airlines have done everything possible to make flying basic economy, particularly on longer flights, an intolerable experience.
This puts the airlines in a heated race to the bottom, where everything is considered a optional extra, and the consequence is a steep reduction in baseline quality, comfort, legroom, and things which are difficult to quantify, until it becomes unbearable.
This model has worked well in the banking industry, where one of the main reasons consumers don't bother switching financial institutions is that it would be a huge pain to do so.
Same with the cable companies, that want you to fear them (and their onerous processes) rather than love them for being convenient.