Quote:
1. They had a very clearly stated objective - something DAL ALPA continually gets bashed for NOT having.
2. They had a unified pilot group
3. They had a "reasonable" and "fair" offer - at least in their own minds
4. That offer was easily affordable by their company - at least in their own minds
By those metrics, and the metrics used by many on this forum, they should have had a successfully completed, industry leading contract. Management could have just raised ticket prices by $5 to pay for it.
What went wrong? Why didn't they succeed? Anyone?
Yes - they had all those things, but what they were missing was this: a sense of reality. Originally Posted by Pineapple Guy
But what went wrong?1. They had a very clearly stated objective - something DAL ALPA continually gets bashed for NOT having.
2. They had a unified pilot group
3. They had a "reasonable" and "fair" offer - at least in their own minds
4. That offer was easily affordable by their company - at least in their own minds
By those metrics, and the metrics used by many on this forum, they should have had a successfully completed, industry leading contract. Management could have just raised ticket prices by $5 to pay for it.
What went wrong? Why didn't they succeed? Anyone?
The pilots over there needed to look at the AA's situation, look at the other employee groups were likely to get and determine what is realistically attainable. Sure, they could "demand" to bring the outsourced flying in house and fly all of it. They could "demand" pay raise of 53%. They could demand this and that, but realistically, what could they get? Remember, they are asking for this on top of having their defined benefit pension, something I think no other passenger carrier has.
AA has the highest cost structure in the industry. It's not good or bad, it's the facts. I will admit that it seems like AA has some weak leadership, but the biggest problem that we all (all passenger airline employees) face is that airline seats are a commodity. I would say the majority of leisure passengers pick an airline based on ticket price. I think probably 50% of business travelers pick based on price. So - a larger percentage of your passengers pick on price, and sites like Orbitz or Expedia, which publish Spirit's price next to other airline's price make the revenue problem B-A-D. An airline can't raise prices to account for higher internal costs like labor, newer aircraft or better service.
For example, if I look at Orbitz from DTW-FLL for a trip, Spirit's price is $264 where Delta is $268 (both non-stop). I'd say most people would price Spirit, because it's cheaper. but, when they get to the gate, and realize the have to pay for a soda, pay for putting a bag in the overhead, etc. will be ****ed and end up paying more than they would for the Delta flight. But in a year when they go to FLL again, they'll forget all about that and go on Spirit again.
Anyway - back to APA's problem. In the end, American can only generate so much profit so there is only so much cash to share with the employees. I think by demanding so much, the management just threw their hands in the air and say "we can't work with this, this is crazy".
Like I said, I think it would of worked much better to have simpler demands that the company and the union can actually discuss rather than a dream-list that takes 12 years to work through.