Originally Posted by
Phuz
I assert that your company would be more profitable with all of its flying under one roof. The reason this is not done already isn't because of profits, rather it is because of labor group fragmentation.
Furthermore, since you were discussing profit sharing and revenue premiums, allow me to point out that your customers are willing to pay what you called a "RASM premium" because they perceive your product as being of a somewhat premium quality. If you agree with that statement, then perhaps you can see that bringing a product such as arrjay flying in house allows better quality control over your once outsourced product that is currently residing in those concourses you now likely try to avoid. Especially if you commute.
I'd like to know what percentage of travel itineraries purchased through "Delta" never actually fly on a Delta airplane. If you care about the next 10,20,30 years of your career at Delta, why would you be opposed to increased quality of your own product? Would that not enhance your customer's willingness to pay RASM premiums?
Really? You don't think that a million a year legal firm couldn't fix the labor cost issue? If it was cheaper for us to do it, we'd be doing it. Do you take DAL management in the same light you apparently take me (as a fool)?
I commute. On RJs. I listen to the passengers. When they complain, I suggest they pass the word to Delta. Overall I'm satisfied with the product. Given the total passenger counts flying DCI metal is going to be stepping down significantly, I doubt quality of product factors in. Plus, if its a cheaper operation, the ticket price needed to supplement a "good enough" operation is less.
Fact of the matter the guys who count the beans have a much better top down view on this than we do. Let them count the beans. But I'm telling you right now that there's 30 years of sustainability in Delta's product.