Baird Global Industrial Conference
11-07-2019, 07:04 AM
#11
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Joined APC: Mar 2015
Position: stake holder ir.delta.com
Posts: 10,027
Originally Posted by notEnuf
Just read the “Look, no seams” article on Deltanet. Almost like it’s a single brand. Hmmmm who’s ask was the change to 1.E.9. again 
It’s coming, be ready.
It’s coming, be ready.
I’m sure the AE will get much more attention and overshadow this. That’s not a coincidence.
11-07-2019, 08:39 AM
#12
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Joined APC: Dec 2012
Position: Supreme Allied Commander
Posts: 1,055
Paul J. CFO on recent years capital spending strategy:
"We also launched a series of buybacks, the most recent being a 5 billion dollar buyback program which we expect to complete in mid 2020. After we did that we had money to invest to ultimately strengthen those competitive advantages. We built out the most formidable set of domestic hubs in the business and have ultimately used that as a launching point for an international strategy that is far more capital efficient then anything we've seen before. Through our alliance network and joint ventures, which are unique in the industry, what we're able to do is really broaden that network internationally and globally with a much more effective return on invested capital formula than it would be for us to buy widebody airplanes and go out and grow that organically. And you see that in investments in Virgin Atlantic, you see that investments in Aeromexico, with our most recent investment we made with Korean, as well as the announcement that is pending regulatory approval of a new partnership and a 20% interest in LATAM in South & Latin America. Building out that global network, creating feed through that basis of what we've been able to create."
"We also launched a series of buybacks, the most recent being a 5 billion dollar buyback program which we expect to complete in mid 2020. After we did that we had money to invest to ultimately strengthen those competitive advantages. We built out the most formidable set of domestic hubs in the business and have ultimately used that as a launching point for an international strategy that is far more capital efficient then anything we've seen before. Through our alliance network and joint ventures, which are unique in the industry, what we're able to do is really broaden that network internationally and globally with a much more effective return on invested capital formula than it would be for us to buy widebody airplanes and go out and grow that organically. And you see that in investments in Virgin Atlantic, you see that investments in Aeromexico, with our most recent investment we made with Korean, as well as the announcement that is pending regulatory approval of a new partnership and a 20% interest in LATAM in South & Latin America. Building out that global network, creating feed through that basis of what we've been able to create."
11-07-2019, 09:01 AM
#13
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Joined APC: Mar 2015
Position: stake holder ir.delta.com
Posts: 10,027
Originally Posted by saturn
Paul J. CFO on recent years capital spending strategy:
"We also launched a series of buybacks, the most recent being a 5 billion dollar buyback program which we expect to complete in mid 2020. After we did that we had money to invest to ultimately strengthen those competitive advantages. We built out the most formidable set of domestic hubs in the business and have ultimately used that as a launching point for an international strategy that is far more capital efficient then anything we've seen before. Through our alliance network and joint ventures, which are unique in the industry, what we're able to do is really broaden that network internationally and globally with a much more effective return on invested capital formula than it would be for us to buy widebody airplanes and go out and grow that organically. And you see that in investments in Virgin Atlantic, you see that investments in Aeromexico, with our most recent investment we made with Korean, as well as the announcement that is pending regulatory approval of a new partnership and a 20% interest in LATAM in South & Latin America. Building out that global network, creating feed through that basis of what we've been able to create."
"We also launched a series of buybacks, the most recent being a 5 billion dollar buyback program which we expect to complete in mid 2020. After we did that we had money to invest to ultimately strengthen those competitive advantages. We built out the most formidable set of domestic hubs in the business and have ultimately used that as a launching point for an international strategy that is far more capital efficient then anything we've seen before. Through our alliance network and joint ventures, which are unique in the industry, what we're able to do is really broaden that network internationally and globally with a much more effective return on invested capital formula than it would be for us to buy widebody airplanes and go out and grow that organically. And you see that in investments in Virgin Atlantic, you see that investments in Aeromexico, with our most recent investment we made with Korean, as well as the announcement that is pending regulatory approval of a new partnership and a 20% interest in LATAM in South & Latin America. Building out that global network, creating feed through that basis of what we've been able to create."
a plan of action or policy designed to achieve a major or overall aim.
Note he did not say temporary or initial and later says global network and did not say building out Delta.
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