Dear Mr. Nunnally:

I was told to contact you due to the fact that no one has so far been able to rectify my complaint sufficiently. A credit for the pittance that sums the surcharges on my order is the best anyone at Ticketmaster has been able to do for m e. Surely you will understand that this is unacceptable, as the amount, a mere $24, probably equals or exceeds my postal and phone expenses up until this point. I have been told that you are one with the authority to do "better" – in my eyes, fi nally give me the least of what I deserve – a full refund.

Perhaps you are wondering of what I speak of. But for the sake of brevity I will not describe the situation in detail again. However I have attached a copy of my original letter of complaint which should fully shed light on my complaint . Basically, an error on the part of a Ticketmaster representative caused my evening on November 15^th to be ruined. The tickets I was told I purchased were not what I received when I arrived at the venue box office.

I recently read an article in which Ticketmaster President & CEO, Fred Rosen, shared the secrets to his success. Two are of particular interest to this situation. Rosen’s seventh ‘rule’ that led him to success was, "Return all your calls within 24 hours. You never know if someone is calling with important news." I find that ironic since I called for you yesterday and was told that, while you were in a meeting, you would call me back. I suppose there is a slim chance you still will, but apparently you do not subscribe to Mr. Rosen’s 24-hour rule. Rosen’s third rule is the one of the most importance to this case: "Admit when you're wrong. Learn from your mistakes. Wrong decisions can be fixed--people want answers." Again, this is iron ic, as Ticketmaster is most definitely wrong in the way they are handling this, it was their mistake, easily fixable at that, that caused the situation, and after numerous lies, denials and double-talk, I sure as hell want some answers! Perhaps Mr. Rosen should see to it that his company’s policies reflect his own. But perhaps you, yourself, can make a start.

So far I have been given a ton of lame excuses why Ticketmaster cannot refund the full price of my purchase. First of all, they have claimed that the sales agent made the best possible reservation available and confirmed the location wi th me as general admission Mezzanine. This is completely untrue. I have contacted others who attended the same event, ordered tickets from you at least a week later than I did, and somehow were able got Floor tickets. These were also given to them arbitra rily; they were not informed of any distinction in tickets. Also, the sales agent most definitely told me I would be getting general admission standing room only. Another excuse I have gotten involves Ticketmaster’s contractual obligations, stating that f unds are not available for refund. This is along the lines of a mail-order distributor sending me a product that was defective or otherwise not what I ordered and then telling me that my money could not be refunded because they had already paid the manufa cturer the cost of the item. Details regarding Ticketmaster’s accounting are not of my concern. It is your duty to make good for this mistake and juggle your money afterwards.

I understand that mistakes can be made. We are all human. But if the best effort is made to rectify them, then I have no qualms. I myself work in customer service, taking calls over telephone. Therefore I have a unique perspective on th is situation. However demanding I may come off as a disgruntled patron, speaking as a customer service representative, I can definitely say that this should be handled in a more satisfactory manner. At my place of work, such situations must be rectified w ithout restraint. The name of our company, and our survival, depends on it.

At this point, you stand to lose my three friends and I as customers in the future. If this matters to you or not, I do not know. If it doesn’t, then that truly saddens me. Please make good on this.