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Originally Posted by Bluedriver
(Post 3456136)
Also not sure I guess. Or was that a culture-indoctrination decision?
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Originally Posted by FahQ2
(Post 3455983)
While running the planes with a disclaimer makes the most financial sense, that creates all manner of scheduling and customer service nightmares when maintenance or weather requires a blue to yellow tail swap. I can already see the customer service commenters cracking their knuckles.
I didn’t expect a full JetBlue ground school, most likely distance learning for SOPs, but operating under a B6 operating certificate would most likely require sims with B6, maybe some IOE type line operation checkout. It would save a lot of headaches if that could be started before the merger, but not sure it’s feasible. Obviously compensation is an issue and training dept costs. Never been through a merger personally, maybe others who have can give some insight. I suppose if they buy Spirit they also buy the certificate and could still run as two airlines that gradually blend down to one, but that creates headaches or it’s own, not to mention how and where each NK pilot bids over. All above my pay grade and it’s currently miller time… But yes, it's not gonna be perfect. As it is now, if you get a seat with a TV that doesn't work you get a voucher for money off. I would think they would also have a "yellow tail" voucher. But I still expect them to minimize mixing of fleets as much as they can anyway. |
Originally Posted by Macjet
(Post 3456138)
What's the term for waterboarding with Kool-Aid?
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Originally Posted by Bluedriver
(Post 3456140)
I would expect the yellow planes to be shifted to remain on certain routes like all LAS flights and certain other markets where planes swaps and other disruptions will result in a yellow tail being swapped with another yellow tail, as much as possible. And some parts of JB product could be implemented almost immediately, such as removing some rows of seats and making the drinks and snacks free.
But yes, it's not gonna be perfect. As it is now, if you get a seat with a TV that doesn't work you get a voucher for money off. I would think they would also have a "yellow tail" voucher. But I still expect them to minimize mixing of fleets as much as they can anyway. |
Originally Posted by Macjet
(Post 3456150)
If B6/NK is successful, and given the options let's hope it is, does the jetBlue product remain or does the newBlue become a hybrid of B6 and NK? If B6 wants to be a national competitor to WN moving the brand a little more 'yellow' might be more financially beneficial and competitive.
While JB wants to be a national airline, it primarily wants to take customers from legacies based on price AND a better product. They are also staking the company's future on our business class Mint product and European expansion. That model again requires a better price and a better product. It's easy from a casual observers position to question the financial viability of that model. JB's financial performance hasn't been stellar for a few years. But it was previously. In the last several years JB has had a lot of headwinds to deal with, and it has a plan for most of them. JB's E190s have been a real financial drag from a maintenance and CASM standpoint. It is almost certainly the highest CASM fleet type in mainline operation today. It is actively being replaced, although just at the very beginning stages, by the A200-300, which is probably the industry's lowest CASM narrow-body. It is also a much better customer experience. JB has faced intense competition by Delta, especially the last 4 years as Delta aggressively thwarted JB's plans of turning BOS into a fortress hub. Specifically because of JB's model, legacy airlines, Delta in particular, is very aggressively preempting JB's plans, and even hires a covert "analyst" on seeking alpha to disparage JB, posing as a regular airline analyst. Through COVID, JB's intense concentration of operations in the northeast significantly hinder financial performance as they were the first to lock down and avoid travel and were the last region to really get back to normal travel patterns. I won't even touch the airlines previous abysmal operational performance, which no doubt alienated customers and cost them a lot of revenue. And there are many more financial headwinds I could mention, if I wanted to make this post long... The common refrain on the JB board is "wasted potential" because we have all seen how revered this brand can be, how much customers love the airline, when it is run by adults ... And have had to watch how bad that potential is wasted when the let the children run the airline. The financial potential of the existing model is there, without a doubt, but like anything it needs to be managed properly and have to catch some breaks with the macro environment. When Mint was conceived, they weren't sure how well it would do. It ended up being some of the most profitable flying JB does. Europe may well be the same. |
Originally Posted by Bluedriver
(Post 3456170)
I would say, at the margins, maybe, a little. But overall probably not moving much towards a ULCC model. I could see adding 1-2 rows of seats, maybe. I believe the internet remains free, snacks/drinks remain free. TVs remain in the seats, at least for a while unless customers stop using them, which may never happen.
While JB wants to be a national airline, it primarily wants to take customers from legacies based on price AND a better product. They are also staking the company's future on our business class Mint product and European expansion. That model again requires a better price and a better product. It's easy from a casual observers position to question the financial viability of that model. JB's financial performance hasn't been stellar for a few years. But it was previously. In the last several years JB has had a lot of headwinds to deal with, and it has a plan for most of them. JB's E190s have been a real financial drag from a maintenance and CASM standpoint. It is almost certainly the highest CASM fleet type in mainline operation today. It is actively being replaced, although just at the very beginning stages, by the A200-300, which is probably the industry's lowest CASM narrow-body. It is also a much better customer experience. JB has faced intense competition by Delta, especially the last 4 years as Delta aggressively thwarted JB's plans of turning BOS into a fortress hub. Specifically because of JB's model, legacy airlines, Delta in particular, is very aggressively preempting JB's plans, and even hires a covert "analyst" on seeking alpha to disparage JB, posing as a regular airline analyst. Through COVID, JB's intense concentration of operations in the northeast significantly hinder financial performance as they were the first to lock down and avoid travel and were the last region to really get back to normal travel patterns. I won't even touch the airlines previous abysmal operational performance, which no doubt alienated customers and cost them a lot of revenue. And there are many more financial headwinds I could mention, if I wanted to make this post long... The common refrain on the JB board is "wasted potential" because we have all seen how revered this brand can be, how much customers love the airline, when it is run by adults ... And have had to watch how bad that potential is wasted when the let the children run the airline. The financial potential of the existing model is there, without a doubt, but like anything it needs to be managed properly and have to catch some breaks with the macro environment. When Mint was conceived, they weren't sure how well it would do. It ended up being some of the most profitable flying JB does. Europe may well be the same. Franke scares the hell out of me but Robyn certainly doesn't put my mind to ease either. |
Originally Posted by Bluedriver
(Post 3456170)
I would say, at the margins, maybe, a little. But overall probably not moving much towards a ULCC model. I could see adding 1-2 rows of seats, maybe. I believe the internet remains free, snacks/drinks remain free. TVs remain in the seats, at least for a while unless customers stop using them, which may never happen.
While JB wants to be a national airline, it primarily wants to take customers from legacies based on price AND a better product. They are also staking the company's future on our business class Mint product and European expansion. That model again requires a better price and a better product. It's easy from a casual observers position to question the financial viability of that model. JB's financial performance hasn't been stellar for a few years. But it was previously. In the last several years JB has had a lot of headwinds to deal with, and it has a plan for most of them. JB's E190s have been a real financial drag from a maintenance and CASM standpoint. It is almost certainly the highest CASM fleet type in mainline operation today. It is actively being replaced, although just at the very beginning stages, by the A200-300, which is probably the industry's lowest CASM narrow-body. It is also a much better customer experience. JB has faced intense competition by Delta, especially the last 4 years as Delta aggressively thwarted JB's plans of turning BOS into a fortress hub. Specifically because of JB's model, legacy airlines, Delta in particular, is very aggressively preempting JB's plans, and even hires a covert "analyst" on seeking alpha to disparage JB, posing as a regular airline analyst. Through COVID, JB's intense concentration of operations in the northeast significantly hinder financial performance as they were the first to lock down and avoid travel and were the last region to really get back to normal travel patterns. I won't even touch the airlines previous abysmal operational performance, which no doubt alienated customers and cost them a lot of revenue. And there are many more financial headwinds I could mention, if I wanted to make this post long... The common refrain on the JB board is "wasted potential" because we have all seen how revered this brand can be, how much customers love the airline, when it is run by adults ... And have had to watch how bad that potential is wasted when the let the children run the airline. The financial potential of the existing model is there, without a doubt, but like anything it needs to be managed properly and have to catch some breaks with the macro environment. When Mint was conceived, they weren't sure how well it would do. It ended up being some of the most profitable flying JB does. Europe may well be the same. |
Originally Posted by Cyio
(Post 3456207)
It surprises me that people still use those in seat TV's. In my mind that would be the very first thing I would think to get rid of.
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Originally Posted by Cyio
(Post 3456207)
It surprises me that people still use those in seat TV's. In my mind that would be the very first thing I would think to get rid of.
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Originally Posted by Cyio
(Post 3456207)
It surprises me that people still use those in seat TV's. In my mind that would be the very first thing I would think to get rid of.
https://www.businessinsider.com/unit...outlets-2021-6 |
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