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Originally Posted by DLpilot
(Post 1003038)
Had that one on another computer. Had to restore to a previous point to get rid of it.
I think it took a download from bleepingcomputer.com to finish it off. I hope. :confused: |
Originally Posted by alfaromeo
(Post 1002913)
Growth will come only when the airline can profitably add flying to the system. The industry and Delta in particular is not interested in mindless market share wars just to say they have the most market share. So the only way to encourage the airline to grow is to create the business environment for them to succeed and add more flying.
I know there are some who think that if we just rid ourselves of code shares and JV's that we will somehow organically grow by leaps and bounds. AMR has been slow to the mark, somewhat hindered by their pilots, to embrace the new reality. They have the weakest alliances and the weakest market penetration (except for US Air, but they are not a factor). They have lost mainline market share, their pilot group has shrunk dramatically and they have hundreds on furlough. As Delta has strengthened their code shares and joint ventures, we have added mainline capacity faster than any other carrier. We are still in the middle of a slow recovery from a deep recession coupled with a dramatic rise in fuel prices. Yet Delta is able to continue to fly markets profitably, continues to decrease connection flying, and according to management, they will make a profit this year. This is due in no small part to Delta's leading role in establishing a broad alliance amongst many carriers that allow them to steal profitable flying from other carriers. So the two concepts go hand in hand. Alliances help create profitable flying, alliances help build market volume which shifts flying from RJ's to mainline aircraft, and alliances will help the company and the pilot group to grow. When the economy recovers, then we will see the growth, until then it will be slow. I can see the urge to go tribal and try to build a moat around us and hope that leads to prosperity. In today's industry that is a recipe for failure. I hope that answers your questions. I've been over our Section 1 with a fine tooth comb and it's not all bad. In particular our AF JV language is solid and I hope it will form the foundation of any future additions to our Section 1. I'd also like to see the more liberal parts of our section 1, brought up to at least a level where they are:
That's why I ask the questions, because I think we all tend to get wrapped up in current minutia and tend not to look downrange. Cheers George |
Originally Posted by alfaromeo
(Post 1002913)
Growth will come only when the airline can profitably add flying to the system.... the only way to encourage the airline to grow is to create the business environment for them to succeed and add more flying.
I know there are some who think that if we just rid ourselves of code shares and JV's that we will somehow organically grow by leaps and bounds. ... As Delta has strengthened their code shares and joint ventures, we have added mainline capacity faster than any other carrier. So the two concepts go hand in hand. Alliances help create profitable flying, alliances help build market volume which shifts flying from RJ's to mainline aircraft, and alliances will help the company and the pilot group to grow. When the economy recovers, then we will see the growth, until then it will be slow. Alaska Airlines was the fastest growing in our peer group last year. Virgin and the other pozi growth operators all grew faster, although I don't blame you for not including them.
Originally Posted by Bill Ayer, Alaska Air CEO
The good results prompted the airline to announce growth plans for 2012 and beyond, and Mr Ayer indicated that the results flowed from its 2003-launched 2010 plan. CFO Brandon Pedersen indicated the results for the year translated into a record 11.1% pre-tax margin bringing the 2010 ROIC to 10.7%. He also noted 2010 was the first time since 1999 that Alaska reported profits in all four quarters
“While we support industry efforts to balance supply with demand, we believe the most efficient operators should grow more than the industry average,” Mr Ayer told analysts during yesterday’s call. “In contrast to flat domestic industry capacity since 2003, Air Group ASMs have grown 18%. At the same time we have reduced our non-fuel unit costs from 8.73 cents in 2001 to 7.85 cents in 2010. We are continuing that trend because, in my view, we are now in a permanently low-fare environment. With our new fleet order we have the option to grow 3-6% annually as long as conditions permit. But let me be clear, we will not grow if conditions don’t permit it. ” Alaska announced a 15-aircraft order for Boeing 737s starting in 2010, including 13 -900ERs for delivery in 2013 through 2014. The new aircraft will go into trans-continental and mid-continental markets as well as high-density West Coast markets. Mr Ayer noted that Hawaii was a question mark when it launched its 2010 plan, but it now represents 15% of its flying, bringing it to a close second to United in terms of daily West Coast departures. Another hole in an economic justification of outsourcing has to do with pay rates. Simply put, if our pay (cost structure) is higher than our partners our flying will be transferred to them. The partnership costs us the ability to negotiate "industry leading." As is always the case for giving management the choice of alter ego replacement of our pilots. Scope = growth, job security, then pay. Most pilots just don't think three moves into the game. We need to revisit Section 1 in Section 6. The opener needs to be "all Delta flying will be performed by Delta pilots." Management can figure out how to make them Delta pilots if they really want to fly Eskimo 737's to our hubs. We fly airplanes. ALPA should not give management a choice. |
Heard from a little birdie that four of our Compass new hires didn't make it through training. I asked a Compass CA sitting at my gate and he said he knew them all and that was incorrect. I see between Jan 11 and June 11 we lost five new hires. My impression was that we take as long as necessary to get everyone through?
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2 compass guys are no longer with you.
1 because he has a big mouth. (passed training and was fired later) 1 because he had trouble with the 9. He is a great guy! |
Originally Posted by Bucking Bar
(Post 1003097)
Another hole in an economic justification of outsourcing has to do with pay rates. Simply put, if our pay (cost structure) is higher than our partners our flying will be transferred to them.
Our JV language prevents us from being whipsawed with those particular metal neutral agreements. Unless I'm mistaken, with the Alaska code share (prorate) DAL gets no revenue from the DL coded passenger while they are on the Alaska flight. IOW, Delta has an economic incentive to fly that passenger on a DAL jet since DAL makes no money while that passenger is on the Alaska jet. Furthermore, no more than 86 passengers with a DL code can be on an Alaska jet and my understanding is that in practice it is significantly less than that, which would suggest that the number of DL coded passengers on that flight segment wouldn't justify mainline jet service, but possibly an RJ. Capacity purchase is a whole other animal and that is all about economics. International code sharing (non JV) is driven much more by market access than by pilot costs. |
Originally Posted by newKnow
(Post 1003043)
I spent the whole day working on it. Countless scans, multiple restarts, safe modes, downloads, and searches, I think I'm finally free of it.
I think it took a download from bleepingcomputer.com to finish it off. I hope. :confused: Restore points seem to win the day every time. There was one once that wouldn't even let you access the restore option. Frustrating. Once I had to hit CTRL + SHIFT + ESC a bunch to try and knock out the program. You only had a second each time to position your mouse for the next hit. That was a mess. There is a price to be paid for little gems: http://www.sawse.com/wp-content/uplo...hilarious8.jpg |
Originally Posted by RiddleEagle18
(Post 1003125)
1 because he has a big mouth. (passed training and was fired later)
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Originally Posted by Imapilot2
(Post 1003118)
Heard from a little birdie that four of our Compass new hires didn't make it through training. I asked a Compass CA sitting at my gate and he said he knew them all and that was incorrect. I see between Jan 11 and June 11 we lost five new hires. My impression was that we take as long as necessary to get everyone through?
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Originally Posted by Justdoinmyjob
(Post 1003132)
Other than squatting on RA's desk and punching a grumpy while shouting "Who's your daddy, BEOTCH!" just about the only talk that will get you fired is anything derogatorily anti-PC. Surely a pilot isn't that stupid to step on the ole crank.:rolleyes:
At a different airline, hitting on employees and sexually harassing while going through indoc, also bad form. |
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