Originally Posted by
BKbigfish
This is exactly the problem with the industry at the moment. After years of consolidation all the small players have effectively been boxed out. The only way for smaller players to become legit competitors now is to scale up so they can play the CC game. You can’t play the CC game without scale and you can’t legitimately compete if you aren’t in the CC game. AA may have a few unprofitable quarters but no matter how poorly they are run they aren’t going anywhere. There is potentially a narrow path for NK or even SWA to take where they provide a slightly trimmed down version of what the legacies offer with good customer service and reliability. For SWA this shouldn’t be too difficult as they already have scale, they just need to tweak the product. For NK the big challenge here is executing the pivot while simultaneously finding a dance partner so they can scale and start legitimately trying to play the CC game.
NK already has a CC partnership. It’s not successful because no one wants the CC since makes the consumer feel like they have to commit to the airline. They don’t like the product, they just want to get where they need to go for cheap. Which brings us back to product and operation. The two things that NK (or any ULCC for that matter) doesn’t do well because the model doesn’t allow for it (cost).
CC partnerships are only as successful as the airline it partnered with.