Allegiant Air
11-04-2018, 09:03 AM
#5953
Line holder
Joined APC: Nov 2013
Position: On the bus,seat 0A
Posts: 3,228
Originally Posted by ecam
Nice attitudes guys. Prospective pilots, these are the people you will be working with. Think about that. Do yourself a favor. Go somewhere else.
11-04-2018, 12:14 PM
#5954
Gets Tue/Wed and Sat Off
Joined APC: Oct 2008
Posts: 551
Originally Posted by TBucs
Don’t let the door hit you in the a** on the way out. I’m tired of the whining.
You better get used to it as the way it’s going the “whining” is only going to grow as more and more people realize what this place is and what they were sold.
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11-04-2018, 04:55 PM
#5955
Gets Weekends Off
Joined APC: Apr 2016
Position: CRJ FO
Posts: 207
As one of those “whiners” on the bottom 50% of the list... I’m not going anywhere, me schedule beats multiple 35 year narrow body captains at the big D, any my pay is better than a 15 year captain pay at the top paying regional... I don’t care if I have to wait 15 years to upgrade, you won’t see me leaving.
Does our relationship with management suck: yes! Am I ready to strike if they keep this ******* up, absolutely. But as somebody with an MBA you guys really need to stop thinking the sky is falling when our financials are still incredibly healthy... or go work for a company that can’t turn a profit like Alaska... that’s your porogative, or go get a job with SkyWest: street captain and 10 year pay if you have the 121 experience, you can have that “cushy” regional job back...
I’ll stay here and make six figures for 280 of work a year, fight to make this a better airline, and happily give my union the funds it needs to do what it needs to without b**ching about a 1-3k a year to better my future.
We have one of the best EXCOs I have ever seen at an airline and that is what really makes me want to stay, I think we can keeep making this a great place to work
Does our relationship with management suck: yes! Am I ready to strike if they keep this ******* up, absolutely. But as somebody with an MBA you guys really need to stop thinking the sky is falling when our financials are still incredibly healthy... or go work for a company that can’t turn a profit like Alaska... that’s your porogative, or go get a job with SkyWest: street captain and 10 year pay if you have the 121 experience, you can have that “cushy” regional job back...
I’ll stay here and make six figures for 280 of work a year, fight to make this a better airline, and happily give my union the funds it needs to do what it needs to without b**ching about a 1-3k a year to better my future.
We have one of the best EXCOs I have ever seen at an airline and that is what really makes me want to stay, I think we can keeep making this a great place to work
11-04-2018, 07:43 PM
#5957
Banned
Joined APC: May 2012
Posts: 520
Originally Posted by 310skying
As one of those “whiners” on the bottom 50% of the list... I’m not going anywhere, me schedule beats multiple 35 year narrow body captains at the big D, any my pay is better than a 15 year captain pay at the top paying regional... I don’t care if I have to wait 15 years to upgrade, you won’t see me leaving.
Does our relationship with management suck: yes! Am I ready to strike if they keep this ******* up, absolutely. But as somebody with an MBA you guys really need to stop thinking the sky is falling when our financials are still incredibly healthy... or go work for a company that can’t turn a profit like Alaska... that’s your porogative, or go get a job with SkyWest: street captain and 10 year pay if you have the 121 experience, you can have that “cushy” regional job back...
I’ll stay here and make six figures for 280 of work a year, fight to make this a better airline, and happily give my union the funds it needs to do what it needs to without b**ching about a 1-3k a year to better my future.
We have one of the best EXCOs I have ever seen at an airline and that is what really makes me want to stay, I think we can keeep making this a great place to work
Does our relationship with management suck: yes! Am I ready to strike if they keep this ******* up, absolutely. But as somebody with an MBA you guys really need to stop thinking the sky is falling when our financials are still incredibly healthy... or go work for a company that can’t turn a profit like Alaska... that’s your porogative, or go get a job with SkyWest: street captain and 10 year pay if you have the 121 experience, you can have that “cushy” regional job back...
I’ll stay here and make six figures for 280 of work a year, fight to make this a better airline, and happily give my union the funds it needs to do what it needs to without b**ching about a 1-3k a year to better my future.
We have one of the best EXCOs I have ever seen at an airline and that is what really makes me want to stay, I think we can keeep making this a great place to work
11-05-2018, 03:45 PM
#5959
Gets Weekends Off
Joined APC: Feb 2009
Posts: 264
I have never met the guy but give me a fkn break! He is happy to work here and carries himself in a positive manner. There is absolutely nothing wrong with that.
To anyone reading this thread, the bottom line is this; the company is in an extremely healthy financial state. This company will never (extreme emphasis on never) operate like a traditional airline. If this Sunseeker resort venture turns out to be profitable, it will take this company to a new financial level.
Think about the intended goal of the G4ce undertaking (sp?). The stated ambitions of the program is to funnel the customers into buying affordable vacation packages. Which of course puts more butts in seats on the airline. If done correctly this plan will be a stroke of marketing genius.
We will see how the company executes.
BTW, in reference to an earlier post a 2nd yr FO under our contract makes $120k/yr. The pilot won't even have to work very hard to achieve that number either.
To anyone reading this thread, the bottom line is this; the company is in an extremely healthy financial state. This company will never (extreme emphasis on never) operate like a traditional airline. If this Sunseeker resort venture turns out to be profitable, it will take this company to a new financial level.
Think about the intended goal of the G4ce undertaking (sp?). The stated ambitions of the program is to funnel the customers into buying affordable vacation packages. Which of course puts more butts in seats on the airline. If done correctly this plan will be a stroke of marketing genius.
We will see how the company executes.
BTW, in reference to an earlier post a 2nd yr FO under our contract makes $120k/yr. The pilot won't even have to work very hard to achieve that number either.
Last edited by tomgoodman; 11-07-2018 at 11:04 AM. Reason: Mod edit: removed quotation of bad posts
11-05-2018, 05:09 PM
#5960
On Reserve
Joined APC: Jan 2017
Posts: 14
Allegis anyone?
https://namedropping.wordpress.com/2...liet-syndrome/
Try not to confuse Allegis with Allegiant. After all they were a travel company.......oh wait.....
Allegis, the name that died of shame
ON NOVEMBER 13, 2010 BY NAMEDROPPERIN NAMING DISASTERS
In the annals of corporate branding the Allegis affair must go down as the granddaddy of all rebranding debacles.
The story is told and retold as the classic disaster, a cautionary tale of what happens when a corporate naming exercise goes badly wrong.
Why — what did go wrong? Is Allegis really that bad a name?
In truth, the fuss had little to do with the wretched name itself. There are more egregious examples of the genre that have served their corporate purpose successfully and much less controversially – Accenture, Agilent, Novartis and Verizon to mention a few. And Allegis lives on quite happily these days as a name in various corporate guises, here, here and here, for example.
The disaster, as is often the case where corporate name changes are concerned, was a compound of corporate politics, investor impatience and union unrest. Like Gettysburg, Allegis was transformed through a complexity of circumstances from an innocuous name to a proxy for a battlefield.
The Allegis story starts in 1979 when Richard J. Ferris became chief executive of UAL Inc., the parent company of United Airlines.
A vigorous proponent of airline deregulation, Ferris saw an opportunity to shake up the stodgy industry and create a new kind of company. By putting together the airline with rental cars and hotel services under one umbrella, Ferris argued that large savings could be realized and more customers could be attracted through “synergy”, a word that had new and sexy currency in the corporate world at the time.
He spoke with messianic zeal of his visionary concept of a one-stop fly-drive-sleep behemoth that would take care of the major needs of travelers. With extraordinary prescience for the time he foresaw a future in which travel agent around the world perch in front of computer screens making reservations for his airline, his hotels, and his rental cars completely seamlessly.
In a two year span Ferris spent $2.3 billion in pursuit of his vision, acquiring Hertz Car Rental, Westin and Hilton International hotel chains. In February 1987 he changed the name of UAL Inc. to Allegis Corp. to reflect the broadened scope of his travel enterprise.
“We are a travel company, not just a transportation company”, he said. “The name change clearly identifies us as the only corporation that can offer travelers door-to-door service.”
Lippincott and Margulies, the firm that came up with the name, said Allegis “conveys the central corporate mission of service and guardianship … through its relation to the word allegiant, meaning loyal or faithful, and aegis, meaning protection and sponsorship.”
Ferris’s grand vision now had a name, and his many opponents on Wall Street had the weapon they needed. Investors were growing restless. The huge cost of putting the strategy in place became a drag on Allegis’s earnings and the stock price sank below the break-up value of the company. A disgruntled pilots union put together a bid to buy the company. Allegis was in play.
Investor discontent came into keen focus around the name change. Security analysts and institutional investors stared even harder at Ferris and his operation, which they thought was grossly undervalued. Shareholder Donald Trump, even then never lost for a pithy remark, said Allegis sounded like ”the next world-class disease.” It was merciless and unrelenting. The outfit ought to be called Egregious Corp., burbled the Wall Street wits.
It was all over by the following June, less than four months after the name change. Unnerved by the ridicule, Allegis directors finally bowed to pressure from dissident shareholders who threatened a proxy fight to replace the board. They forced Ferris to resign, symbolically changed the name back to UAL, and began to dismember the company.
Ferris’s arrogance had won him few friends on Wall Street along the way. But even his harshest critics conceded that his big-picture strategy might have been workable some day. They just were not willing to give Allegis the time it needed.
The power of a name to make abstract concepts real and focus emotion and Allegis’s ready accommodation to ridicule made it a lightening rod for dissident shareholders and unions. The naming of Allegis was the beginning of the end for Ferris.
Donald Trump acknowledged as much when told the New York Times how the name had affected him:
“The name change made me more militant as an investor and more willing to speak out against management, because I thought it was so wrong,” he said. ”And I think it had an important psychological role. It brought out even more anger at management and made a lot of people say they had finally had it.”
”A name change can be an incredibly powerful thing,” said naming expert S. B. Master. ”What you’ve been saying in annual reports and speeches suddenly becomes real when you change the name. Ferris’s idea finally got through.”
Joel Portugal, a principal at Anspach Grossman Portugal, perceptively put his finger on the real long-term damage: ”For the rest of my life, I expect to hear clients joke about Allegis,” he said at the time. ”They’ll say, ‘don’t give me an Allegis,’ or ‘don’t make an Allegis out of me.’ And beneath the joking there will be real fear.”
Fear there is. Allegis became a radioactive name and the fallout seeped into corporate boardrooms of America. It is there still. CEOs have a real fear of what they think of as ‘phony, made-up names’. Like Allegis.
Karl Marx said history repeats itself, first as tragedy, second as farce. If Allegis was the tragedy, then Consignia was the farce to prove his point.
Try not to confuse Allegis with Allegiant. After all they were a travel company.......oh wait.....
Allegis, the name that died of shame
ON NOVEMBER 13, 2010 BY NAMEDROPPERIN NAMING DISASTERS
In the annals of corporate branding the Allegis affair must go down as the granddaddy of all rebranding debacles.
The story is told and retold as the classic disaster, a cautionary tale of what happens when a corporate naming exercise goes badly wrong.
Why — what did go wrong? Is Allegis really that bad a name?
In truth, the fuss had little to do with the wretched name itself. There are more egregious examples of the genre that have served their corporate purpose successfully and much less controversially – Accenture, Agilent, Novartis and Verizon to mention a few. And Allegis lives on quite happily these days as a name in various corporate guises, here, here and here, for example.
The disaster, as is often the case where corporate name changes are concerned, was a compound of corporate politics, investor impatience and union unrest. Like Gettysburg, Allegis was transformed through a complexity of circumstances from an innocuous name to a proxy for a battlefield.
The Allegis story starts in 1979 when Richard J. Ferris became chief executive of UAL Inc., the parent company of United Airlines.
A vigorous proponent of airline deregulation, Ferris saw an opportunity to shake up the stodgy industry and create a new kind of company. By putting together the airline with rental cars and hotel services under one umbrella, Ferris argued that large savings could be realized and more customers could be attracted through “synergy”, a word that had new and sexy currency in the corporate world at the time.
He spoke with messianic zeal of his visionary concept of a one-stop fly-drive-sleep behemoth that would take care of the major needs of travelers. With extraordinary prescience for the time he foresaw a future in which travel agent around the world perch in front of computer screens making reservations for his airline, his hotels, and his rental cars completely seamlessly.
In a two year span Ferris spent $2.3 billion in pursuit of his vision, acquiring Hertz Car Rental, Westin and Hilton International hotel chains. In February 1987 he changed the name of UAL Inc. to Allegis Corp. to reflect the broadened scope of his travel enterprise.
“We are a travel company, not just a transportation company”, he said. “The name change clearly identifies us as the only corporation that can offer travelers door-to-door service.”
Lippincott and Margulies, the firm that came up with the name, said Allegis “conveys the central corporate mission of service and guardianship … through its relation to the word allegiant, meaning loyal or faithful, and aegis, meaning protection and sponsorship.”
Ferris’s grand vision now had a name, and his many opponents on Wall Street had the weapon they needed. Investors were growing restless. The huge cost of putting the strategy in place became a drag on Allegis’s earnings and the stock price sank below the break-up value of the company. A disgruntled pilots union put together a bid to buy the company. Allegis was in play.
Investor discontent came into keen focus around the name change. Security analysts and institutional investors stared even harder at Ferris and his operation, which they thought was grossly undervalued. Shareholder Donald Trump, even then never lost for a pithy remark, said Allegis sounded like ”the next world-class disease.” It was merciless and unrelenting. The outfit ought to be called Egregious Corp., burbled the Wall Street wits.
It was all over by the following June, less than four months after the name change. Unnerved by the ridicule, Allegis directors finally bowed to pressure from dissident shareholders who threatened a proxy fight to replace the board. They forced Ferris to resign, symbolically changed the name back to UAL, and began to dismember the company.
Ferris’s arrogance had won him few friends on Wall Street along the way. But even his harshest critics conceded that his big-picture strategy might have been workable some day. They just were not willing to give Allegis the time it needed.
The power of a name to make abstract concepts real and focus emotion and Allegis’s ready accommodation to ridicule made it a lightening rod for dissident shareholders and unions. The naming of Allegis was the beginning of the end for Ferris.
Donald Trump acknowledged as much when told the New York Times how the name had affected him:
“The name change made me more militant as an investor and more willing to speak out against management, because I thought it was so wrong,” he said. ”And I think it had an important psychological role. It brought out even more anger at management and made a lot of people say they had finally had it.”
”A name change can be an incredibly powerful thing,” said naming expert S. B. Master. ”What you’ve been saying in annual reports and speeches suddenly becomes real when you change the name. Ferris’s idea finally got through.”
Joel Portugal, a principal at Anspach Grossman Portugal, perceptively put his finger on the real long-term damage: ”For the rest of my life, I expect to hear clients joke about Allegis,” he said at the time. ”They’ll say, ‘don’t give me an Allegis,’ or ‘don’t make an Allegis out of me.’ And beneath the joking there will be real fear.”
Fear there is. Allegis became a radioactive name and the fallout seeped into corporate boardrooms of America. It is there still. CEOs have a real fear of what they think of as ‘phony, made-up names’. Like Allegis.
Karl Marx said history repeats itself, first as tragedy, second as farce. If Allegis was the tragedy, then Consignia was the farce to prove his point.
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