Writing Sample - Airline
Transcript of Writing Sample - Airline
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BLUE SKIES OR
BLUE NOTES?Airline Industry Challenges
For 2000 and Beyond
Christopher M. Boyle
August 9, 2000
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Executive Summary
The U.S. passenger airline business reached $118.2 billion dollars in 1999 and
continues to grow faster than the economy. Since deregulation in 1978, the industry has
been cyclical, with periods of excess capacity and the accompanying pricing pressures.
In the last decade the industry has enjoyed high profitability and continued growth. A
recent jump in fuel prices in addition to continued labor concerns raise questions about
the sustainability of current profits. This report addresses the challenges currently facing
the industry along with the strategic responses of the airlines and some recommendations
of ways to address theses current challenges. Challenges or particular importance are as
follows:
Labor: Strained relations with pilots and mechanics persist, causingwork slowdowns and service interruptions. (page 12)
Technology: The internet and e-commerce are opening up new
distribution channels for airlines. (page 14)
Infrastructure: Air traffic control systems are antiquated adding toproblems at already congested airports. (page 17)
Consolidation: Several airlines have proposed mergers and relaxedregulations may pave the more global consolidation (page 7)
Regional Airlines: The regional airlines are flying where largercarriers cannot and make are making a profit. (page 7)
The airlines continue to face intense public scrutiny. Strategic responses must keep pace
with the rapid change produced by forces such as technology and strong economic
growth.
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Table of Contents
Executive Summary ............................................................................................................. 2
Table of Contents .................................................................................................................3Introduction .......................................................................................................................... 4Brief History ........................................................................................................................ 4Business Challenges .............................................................................................................6Strategic Responses and Recommendations ......................................................................18Conclusion .........................................................................................................................21References ..........................................................................................................................23Endnotes .............................................................................................................................25
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Introduction
This report analyzes the dynamics of the airlines industry and reports on the
challenges that those dynamics present to industry competitors. Additional coverage is
given to some of the specific strategies business is employing to overcome these
challenges and recommendation for strategy and action are provided. The report
provides a brief history of the airline industry, a survey of the business challenges to the
industry and strategic responses and recommendations.
The airline industry has many segments that serve many different markets. This
report focuses on the U.S passenger airline business. As many of the airlines that are U.S
based have international routes and are expanding overseas, international issues such as
globalization and international alliances are important to understanding the U.S. markets
and are explored herein. While operations of major carriers include freight business,
exclusive freight carriers such as Federal Express are not covered.
Brief History
In 1903 Wilbur and Orville Wright made history with the first airplane flight. By
1920, KLM was founded as one of the first commercial airlines. The 1920s also saw the
worlds first crop dusting service transformed into Delta Airlines. The competitive race
to move people through the air was off and running.
In 1978, the US commercial airline industry was deregulated, paving the way for
increased competition and a major shake up in the airline industry. As airfare and route
controls were lifted, airlines moved quickly to seize new routes and set market driven
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rates. Airlines embraced a hub-and-spoke model and fought aggressively for control of
prime hubs.
Eventually, over expansion and stiff competition lead to serious financial
pressures and heavy losses for many airline companies. Many players were forced to
merge or declare bankruptcy. Prominent mergers in the mid-eighties: include Delta with
Western; Northwest with Republic Airlines; and Texas Air with Eastern and Peoples
Express.
Following the intense consolidation, three airlines were left controlling over a
third of the RPMs. United, American and Deltas combined market share of RPMs
reached 54.1% in 1998.1 Presently, the top ten U.S. airlines account for over $80 billion
in revenues representing approximately 90% of total passenger revenues.
The airline industry has seen business challenges and innovative responses in the
last quarter century. Facing increased competition, airlines developed plans to win and
retain customers. In 1980, American Airlines introduced the first frequent flier program.
Influences such as price competition and rising fuel costs due to the Gulf War resulted in
huge loses for the industry in the early 1990s.
Smaller regional have come to challenge the established major airlines. While an
extremely high number have failed, some have become successful industry participants,
including Southwest which has been profitable every year since it started flying in 1971.
High profile issues such as union conflict, terrorist bombings, government
regulation and cramped seats round out the range of challenges the faced by airlines
today.
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Business Challenges
Competitive Environment
The airline industry has over 60 airlines that operate aircraft with over 60 seats
but is concentrated with over 50% of the market share held by the top three players.2 The
largest US airline based on revenues and RPMs (Revenue Passenger Miles) is United
Airlines with revenues of $18 billion in 1999. Major airlines have been able to establish
control of the majority of business at many of the countrys major airports without a
challenge from major competitors. Smaller airlines are not able to compete when a major
airline has better access to gates and prime departure times, broader flight schedule
offerings and greater financial resources. The relaxed competition under the hub and
spoke system has permitted the major airlines to enjoy a decade of high load factors and
high profit margins. Examples of the high hub fare premiums can be see in the following
chart from a DOT report:3
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Fare Premiums at Dominated Hubs
64%
41%34%
45%
23%
51%
0%
20%
40%
60%
80%
Charlotte Cincinnati Minneapolis
1998
1995
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The competitive position of these players and the current hub and spoke system is facing
several threats including the emergence of regional airlines, increased pressure against
premium airfares at hubs and global alliances and consolidation.
Regional Airlines Regional airlines have developed into serious competitors to
the major carriers. Though most start-up airlines end in failure, a few have managed to
survive. Vanguard and Frontier are two regional players that have become profitable in
recent years. Regional competitor, Southwest Airlines is the only large carrier that does
not use the hub and spoke system. Southwest uses Dallass Love Field for regional
flights because of competitive pressure from Dallas hub giant American Airlines.
Utilizing new smaller and less expensive jets offered by Bombardier and Embraer of
Brazil in addition to offerings from Boeing and Airbus, regional airlines are making short
haul flights more economical. Smaller jets will give the regional airlines two competitive
advantages. First, smaller jets have lower load factors, permitting regional carriers to
undercut the major airlines on low-density routes. The second advantage for the regional
carriers is the ability serve new routes not served by larger carriers.
Alliances & Consolidation Many airlines have grouped together in alliances of
varying types aimed at producing a number of benefits. Alliances allow airlines to offer a
larger selection of routes often in under served areas of the U.S or in overseas markets
while providing a source of passengers to fill up unused capacity on existing routes.
Alliances also provide their members with cost saving as a result of shared terminal
facilities, combined frequent-flier programs and joint marketing efforts.
Broadening competitive alliances provide are a step towards industry
consolidation. As regulators liberalize ownership regulations, mergers will inevitably
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materialize from all the speculation in the first half of 2000. Airlines will increasingly
seek mergers as a way of cutting cost and improving airlines relatively small profit
margins.
With international markets outpacing domestic air traffic growth, airlines are
turning their attention toward this sector for expansion. As nations sign open skies
treaties we can expect to see more alliances and more transnational investments between
airlines. Globalization, coupled with the airline industrys thin margins and
concentration among suppliers, makes it ripe for intense global consolidation.
Marketing & Customer Demand
Market Size Global airline revenue was $306.5 billion in 1999.4 Total revenue
for U.S. scheduled airlines grew by 4.2% in 1999, reaching
$118.2 billion.5 Passenger revenues constitute the majority
of total revenues totaling $84.2 billion.6 Passenger revenue
miles, the standard unit measuring passenger traffic, grew
by 5.4 % to 651.6 billion in 1999.7
Leisure and Business Travel Vacationers have
used gains in the equities market in recent years to travel
more, boosting leisure travel revenue. Leisure travel represents approximately 60% of
emplanements. Recent concerns, including Y2K and the drop in the stock market, have
lead to lower than expected leisure travel in the first half of 2000. Any future events that
have a significant affect on consumer confidence will have a proportionally greater
impact on the volume of leisure travel.
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Cost cutting and downsizing trends have reduced demand for air travel from the
business traveler, traditionally the most profitable segment for the industry. Additionally,
technological advances such as e-mail and teleconferencing increasingly chip away at the
demand for business travel. More recently, the broad economic prosperity in the United
States has led to an increase in business travelers purchase of premium fare tickets.
Marketing Since deregulation, marketing efforts have continually sought new
ways to attract new customers and more importantly, to build loyalty among existing
customers. American Airlines frequent flier program has been replicated by every major
airline. Subsequently, airlines have made agreements with rental car companies, credit
card issuers and long distance providers to enhance the value of the programs. Miles
earned in these programs have even become a currency that various companies use to
reward employees.
Many airlines face serious challenges to improving their public image in
light of poor on-time records, high levels of cancelled flights and cabin service that often
amounts to a bag lunch. United faces all of these challenges and more as it seeks a
merger with US Air. Selling the public and antitrust regulators on a bigger is better
strategy will be difficult given the fact that it already holds the position of largest air
carrier and yet has a steadily deteriorating service record. Some smaller airlines are able
to offer quality services which succeed in attracting customers and building loyalty.
Midwest Express offer business class seating throughout all of its planes and offers such
perks as wine with each meal and fresh baked cookies. Start-up carrier JetBlue Airways
also promises low priced fares along with high-end services.8
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Operations & Financial
Expenses Employee
compensation and benefits is the
largest single expense for air carriers.
The chart to the right shows Labor
accounting for over a third of airline
costs.9 Further analysis of the
challenges presented by labor and
associated costs is presented in the next section Human Resources.
Jet fuel, the second largest cost for airlines and the most variable, has risen
dramatically in 1999 and 2000. Due to unforeseen resolve among OPEC members to
lower output, fuel prices began to rise in March of 1999. Every $.01 increase in the
price of kerosene jet fuel translates into a $34 million increase in fuel costs for the
industry.10 Airlines fuel costs are subject to forces far beyond their control including
OPEC, rogue nations and U.S foreign policy among other players in the world oil
markets. Fortunately, fuel costs as a percent of total have declined from approximately
30% in 1980 to the 10% range in recent years.11 Many airlines such as United have
implemented hedging plans that cover a substantial portion of fuel costs making costs
very predictable. Delta, which hedges up to three years on its fuel requirements, hedged
80% of its first half 2000 requirements during the first half of 1999, significantly
lowering its exposure to price fluctuations.12
Weather and air traffic control delays are other factors over which the industry
has little or no control though they often contribute to billions of dollars in expenses each
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year. Tornadoes and blizzards can cause delays in the cities where they occur or they
may cause a chain reaction of delay across the country. Smaller weather issues such as
temperature and wind speed can have a large impact of fuel consumption and related
costs.
Operational Issues Equipment represents a major investment and expense item
for the air carriers. Purchasing planes outright is very expensive but cost effective for
those companies with the cash to do so. Most airplanes are leased from an intermediary
with better credit such as GE, thus reducing capital outlays while increasing operating
expenses. Additionally, substantial costs are incurred in the maintenance and servicing of
airplane equipment.
Capacity increased by 5.0% in 1999, its highest increase in recent years.
Increased capacity from smaller regional jets has been a significant contributor to overall
capacity increases. As passenger traffic grows faster than capacity, load factors continue
to increase. Load factors have increased to a high of 71.0% in 1999, indicating an overall
improvement in asset utilization. With the advent of internet distribution, we can expect
to see a continued rise in load factors as the net allows airlines and to sell empty sees at a
discount. (See the Distribution & Technology section for further discussion.)
AS Boeing and Airbus Industries are the only producers of large jets, airlines have cause
for concern with a highly concentrated supplier base. Several carriers have expressed
concerns with the Airbus Industries proposal to build a superjumbo jet will reduced its
attention to the more popular models and undermine competition with its sole competitor
Boeing.13
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Human Resources
Airlines, like the rest of U.S. employers, are facing major labor shortages as
unemployment remains very low. Midwest Express expects recruitment of both skilled
and general labor to be a growing problem.14 This environment will ultimately mean
that air carriers will have to pay more to attract and retain a qualified workforce,
especially for pilots and mechanics, which are in shortest supply. Labor already accounts
for 36% of costs and this number can be expected to increase if there is not a serious
change in employment demand and associated wages.
Airlines relationships with unions representing pilots, mechanics and flight
attendants among others, have a long history of adversity and mistrust. While labor gave
many concessions in negotiations a decade ago when profitability was under pressure,
airlines are being forced to give up more now that times are good. In 1999, Delta faced
demands from pilots for a pay increase of 21% to compensate for a pay cut they took in
1996 when management argued that the airline was still experiencing financial trouble.
United Airlines confronted such difficult labor relationships that it engineered an
employee buyout in 1994, making it the largest employee owned company in the world.
Now employees own a majority share of the company, have board representation and still
have strained relationships with management. Currently, United is experiencing a work
slowdown as contract talks are underway. Mechanics slow work by fastidiously
following work procedures despite available shortcuts and efficiencies readily available.
Pilots refuse to fly overtime and taxi aircraft longer and slower than needed as a way to
influence management. The labor management relationship continues to deteriorate
while contracts are open.15
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The National Railway Labor Act regulates union contracts and negotiations.
Under these regulations, the terms of a contract remain in effect after the contract expires,
giving both sides additional time, sometimes two or three years, to settle the terms of a
new agreement. While this procedure may avert a strike, it does not prevent more overt
conflict such as work slowdowns.
The challenges posed by labor relations occur not only at contract negotiation
time. Several other activities that airlines ordinarily engage in risk facing serious
opposition from labor groups.
As previously noted, there has been a shift toward using smaller aircraft for
regional flights because of improved economics. The economics of flying these small
aircraft may not be so good if the unions have their way. Most labor contracts have scope
clauses that limit the number and size of aircraft that regional affiliates may fly. These
affiliates pay lower salaries to their pilots than do the majors. By limiting the growth of
these affiliates unions are able to protect the much higher salaries paid to the majors
pilots.16
Airlines also face significant labor hurdles when attempting to acquire a
competitor. American Airlines suffered a pilots strike in 1999 because of disagreements
over seniority rights in conjunction with the Reno Air acquisition. Merging two union
workforces requires more than just establishing agreeable pay standards; it also includes
the task of melding of two seniority plans. Inevitably, progress made with seniority
rights, unravels progress made on wage parity. Presently, United faces pilot concerns
over this seniority issue with its proposed acquisition of U.S. Airways.
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Distribution & Technology
Travel is an information-based business whose distribution channels are subject to
the same pressures that any information system faces as a result of technological change.
Distribution for airline tickets has traditionally had two intermediaries, travel agents and
computer reservation systems (CRSs). Travel agents have historically enjoyed
commissions of 10% of the cost of the ticket. In recent years, the airlines have stepped
up pressure on agents and their commissions have fallen to below 5%. While travel
agents still account for a huge portion of the distribution of airline tickets, the airlines are
aggressively seeking ways to eliminate that 5% to travel agents in their distribution costs.
An additional cost to airlines is the CRS such as Sabre (spun off from Americans
parent AMR) or Galileo, which allow travel agents to make reservations on airlines
around the world. These systems provide great convenience to the customer comparing
schedules and pricing but represent a cost that may range from $3.50 to $10 a ticket or
more.
Targeting these intermediaries with their associated costs and inefficiencies, the
airlines and others are looking to cut costs, speed transactions and improve efficiencies
through the use of e-commerce technologies.17 In addition to the airlines, several online
travel organizations have sprung up streamline the travel process through expanse online
offering, including the resale of airline tickets. Travelocity (recently acquired by Sabre)
and Expedia (owned by Microsoft) dominate this space with approximately 80%of all
online travel sales.
Leading U.S. Airlines, in addition to selling tickets through their own web sites,
have joined together to compete with other online travel services for the $5.8 billion in
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airline tickets to be sold over the web in 200018. The new service, which is named Orbitz,
is expected to be able to search the flights of hundreds of air carriers and provide
thousands of routing options and fare quotations.
Several other efficiencies can be realized through e-commerce initiatives.
Airlines can increase load factors by marketing on interenet seats that would otherwise go
unfilled. The economics of filling the over half a million seats that fly empty each day
are very appealing to airlines as there is a large incremental profit on each of these seats
that is sold.19 Priceline.com, the highly acclaimed web commerce company, offers a
system that improves efficiencies by letting travelers bid on seats, primarily unsold
inventory.
Airlines are developing systems that put a service kiosk on site of a corporate
client. The employees of the client are then able to book reservations in accordance with
corporate travel policies, print baggage tags and then initiate an electronic transaction so
as to save on credit card fees.
Technology will also provide great opportunities in the area of customer service.
Functions such as checking in from your wireless device or automatically having a page
to a travelers spouse with flight delay information are already being implemented by
major airlines.
Customer relationship management provides perhaps a much more lucrative
opportunity for technology than some of the gee-whiz applications. These applications
will be able to store a customers flying habits and make suggestion based on previous
preferences. Recognizing that a traveler suffered a cancel flight the previous week and
then offering a free upgrade on this weeks flight, airlines can significantly improve
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customer service. Additionally, these systems will be able to provide the airline with
valuable data such indicating which customers produce the most revenue.
Similar to efficiencies realized from internet sales, airlines expect to recognized
significant savings from the use of online supply exchanges. According to Henrik
Schroder, former president of Saab Aircraft of America, The aviation industrys supply
chain today is too expensive, too slow and much too inefficient. 20 Goldman Sachs
estimates that this represents a $100 billion opportunity for airlines, manufacturers and
parts suppliers, in addition cost saving of more than 10% per transaction.21 The challenge
for airlines is to capture the largest portion possible of those savings for themselves. To
meet this challenge, six major U.S. airlines have joined to form an unnamed supply-
exchange while Northwest has joined with Lufthansa and JAL to develop their own site
called AeroXchange. Challenges also exist from established start-ups AviationX and
TradeAir.com.22
Regulatory and Public Interest
Airlines have had to contend with heavy regulation and legal issues for decades.
One of their newest challenges is a result of their internet travel and supply exchange
initiatives. Orbitz, the travel service site owned by several airlines as well as the join
supply exchange will come under anti-trust scrutiny from the Department of Justice and
perhaps European and other regulatory bodies. These same anti-trust concerns will rise
from the recently proposed mergers among various large airlines. As airlines have
already come under fire from the Department of Transportation for unfair practices
relating to pricing under the hub and spoke system, it is likely that any proposed merger
activity will face rigorous scrutiny.23 Airlines will be forced to demonstrate that they are
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acquiring complimentary routes and terminals, which will not increase their dominance in
already uncompetitive markets. While customers and small airlines have complained
about the problems caused by hub dominance, congress may be getting more serious
about passing legislation that changes the system, especially in light of public outcry
from United airlines ongoing service travails.
Not all anticipated regulatory activity would impose obstacles on airline activities.
The U.S. has been very aggressively signing open skies whit other countries which
makes progress toward lifting many protectionist barriers that countries have erected to
protect state run airlines. Additionally, ownership restrictions are being relaxed allowing
airlines to strengthen their alliances by taking equity position in allied companies.
One of the biggest problems confronting airlines is public infrastructure. The
volume of air traffic has increased to such a level that gates, runways and airspace are
heavily and, some would argue, dangerously overloaded. Air traffic control (ATC)
suffers from technological and systemic antiquation that simply cannot keep pace with
the volume of air traffic. United Airlines blames 21% of its recent cancellations on ATC
related issues.24
Airlines are large consumers of petroleum based fuels which means large amounts
of air polluting emissions. While the U.S has forced auto manufactures to steadily reduce
emissions, it is possible the aircraft manufacturers may see increases in such regulation
and therefore passing these cost on to the airlines. There is also reaction to other types of
air travel pollution. For example, homeowners in Seattle have formed groups to lobby
for changes in flight patterns to reduce noise over their neighborhoods. Subsequent
regulations may increase fuel costs related to compliance with new routes.
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Strategic Responses and Recommendations
Competition
In response to competitive challenges, airlines are implementing strategies aimed
at cost savings and related synergies. Alliances aimed at boosting load factors and
marketing synergies foreshadowed more recent moves to consolidate through several
proposed mergers and acquisitions. While part of the industry focuses on the bigger is
better strategy, smaller players have emerged to fill the need for low cost alternatives to
the major air carriers.
Airlines must be careful to avoid many pitfalls associated with consolidation and
globalization. If mergers are approved by U.S. regulatory agencies and public opinion,
there are still foreign regulatory, accounting and cultural issues that could have a serious
detriment to the value of such a combination
Markets & Customer Demand
Airlines have taken many creative approaches to attracting and retaining
customers. The frequent flier programs have evolved into travel point programs and are
now taking on a new role with internet shopping. Airlines must continue these types of
programs and expand them into new areas to retain fickle airline passengers. Airlines
have made a significant step in adding in flight movies on personal monitors on many
international flights and first class sections. Airlines have the option of creating a total
entertainment experience for passenger, perhaps making the air travel one of the
highlights of vacation travel. Another avenue would be to sell advertising time on the
video programming. Advertisers might be willing to pay large amounts to pitch their
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products to a highly captive audience that can afford to travel, as they do in with the
inflight magazines.
Another innovate industry response has been the creation of business class and
other segmentations between coach and first class. These classes provided an option for
those who want to travel more comfortably but have corporate travel budgets that
prohibit paying first class fares.
Financial & Operations
There appears to be enough market demand and prospective growth to permit
large and small airlines to compete vigorously. But airlines meager margins require that
they look to internal cost cutting measures to boost profits. Airlines are trying various
strategies such as hedging fuel costs to better manage costs and smooth earnings.
In response to extreme fluctuations in oil prices, airlines need to influence the
federal government on foreign policy as it relates to oil exporting nations. Airlines would
benefit from U.S pressure on these nations to maintain reasonable oil prices and moderate
the rate that oil prices change. Given that coercing OPEC into action when there is rarely
unity among its members, this policy faces some obstacles. Even though, the U.S.s
influence over allies such as Saudi Arabia and Kuwait may be a worthy target of
lobbying efforts.
Human Resources
The airline industry has a long history of adversarial labor relations and it seems
that there has been little change in managements approach to labor. Management has had
few successes in regards to these challenges though a few notable exceptions stand out.
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Southwest Airlines has excellent employee relations and has employee productivity of
almost twice that of the industry average. Employee relations are a key element to the
organizations excellent customer service record and status as one of the most profitable
airlines. Frontier, relishing in its recent profitability also claims strategic resource
management as a cornerstone of their competitive advantage. The company seeks to
take care of the employees, so they can take care of each other, then they will take care
of the customer.25 The example set by Southwest and Frontier suggests that the major
airlines need to reconsider human resource management and adopt less adversarial
approaches to human resource strategy.
Distribution & Technology
Airlines seem be responding aggressively in order to take advantage of the
technological revolution. Airlines announcement of proprietary systems in response to
start-up travel sites and supply exchanges is a strategic move to capture a greater portion
of the cost savings brought about by technology. While airlines have the resources to
create these e-commerce programs to match those of the start-ups, they must continue to
be on the forefront of innovation in these areas or risk loosing significant competitive
advantage to Wall Street funded start-up.
Regulatory & Public Interest
The airline industry must proceed carefully with consolidations in light of
heightened anti-trust activity. Microsofts arrogance has been cited as pivotal reason for
anti-trust rulings against the company. The airlines should avoid any appearance of
arrogance or disregard of government powers.
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Airlines need to begin raising public awareness of the need for improvements in
air traffic infrastructure. The problem already exists and yet public policy in this area has
yet to get much public attention. Perhaps United should consider using its disastrous
service record this year to highlight problems with the FAA and the air traffic control
system. It seems like they could not do any additional harm their public image at this
time and other airlines my pick up the issue as well. Perhaps supporting a movement to
privatize the FAA would be the best option for bringing about changes and efficiencies.
The airline industry must take care in balancing their purpose as for-profit
business with serving the good of society. While the airlines have done a very good job
of promoting public safety, as evidenced by an exceptional safety record, they have done
a poor job in fulfilling their responsibility to the public in other ways. First of all, they
have failed the community by their inability to have amicable relations with their work
force. Additionally, the airlines have exploited the hub and spoke system to obstruct
competition and charge excessive fares to air travelers.
Conclusion
The airline industry gone through many changes since its beginning early in the
twentieth century. The pace of change has accelerated at the turn of the millennium due
to forces such as technology and a strong growth in the U.S. economy. The changes
bring about several opportunities and several challenges for the airlines, but the rate of
change presents a problem in itself. Airlines must adopt to changes such ticketless travel
or risk loosing the customers who demand such conveniences.
The industry participants must also initiate change to overcome several existing
challenges. Continuing conflict with unions persists because management has not
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changed its adversarial approach to dealing with labor. Challenges exist in the
competitive landscape with the growth of alliances and several proposed acquisitions.
This leads the observer to wonder if the industry will consolidate down to three or four
giant global competitors.
The formation of alliances has helped increase load factors and efficiencies for
many airlines. The airlines must continue to develop new strategies to build loyal
travelers paying premium fares while attracting other flyers to low fare seats that would
otherwise fly empty. Meanwhile, airlines must control expenses carefully through such
means as the hedging of fuel prices. Labor expenses can be kept down through improved
human resource management.
Technology has opened up new avenue for the distribution of tickets promising
great efficiencies and cost savings for the industry. Meanwhile, air traffic challenges
remain for technology to solve through improved traffic management systems and
weather forecasting capabilities.
Finally, airlines play a critical role in our society from which the traveling public
expects economical, reliable and safe air travel. The industry will continue to experience
intense public scrutiny in all of its activities and must respond with skillful management
of the challenges presented in the regulatory, public policy and ethical arenas.
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References
Airline Business (2000, July) 101
Air Transport World (2000, January) Forecast: Blue Skies, Another Good Year, 37: 1
Air Transport World (2000, April)Net results, 37:4
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Airfinance Journal (2000, January)Fuel for thought, 224
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Carey, Susan (2000, June 5) American Explores a Deal for Northwest, The Wall StreetJournalp.A3
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Dallas Morning News, (2000, April 28)Rival Airlines Unite to Form Supply-ExchangeWeb Site, Cut Purchasing Costs
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Practices (1999, May)[Online] Available:http://ostpxweb.dot.gov/aviation/domav/comp_rev.pdf
Rosen, Cheryl, (2000, June 26) Transforming travel,Information Week:50
Standard & Poors, November 4, 1999, Airline Industry SurveyWhite, Erin & Kranhold, Kathryn (2000, May 25) Enlarged United Faces Marketing
Challenges in Deal, The Wall Street Journal,p. B2
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Williamson, Richard (2000, July 23) United they arent,Denver Rocky Mountain News,p. G1
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Endnotes
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1 Standard & Poors (1999)2 Standard & Poors, (1999)3 Department of Transportation (1999)4 Airline Transport World (2000a)5 Air Transportation Association (1999)6 Ibid7 Ibid8 White (2000)9 Johnson (2000)10 Air Transportation Association (1999)11 Standard & Poors, (1999)12 Airfinance Journal (2000)13 Michaels (2000)14 Airline Transport World (2000a)15 Williamson (2000)16 Interavia (2000)17 Rosen (2000)18 Airfinance Journal (2000b)19 Transforming travel20 Air Transport World (2000b)21 Ibid22 Dallas Morning News (2000)23 Department of Transportation (1999)24 Williamson (2000)25 Sam Addoms, private lecture