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Last update: December 10, 2006 – 12:38 AM
What would mergers mean for Northwest?
Fresh from labor turmoil, airlines now consider a next step, possibly mega carriers.
Liz Fedor, Star Tribune
A wave of merger initiatives could soon bring profound change to the airline industry and its passengers.
US Airways, the first of the major domestic airlines to enter bankruptcy after the Sept. 11 attacks, has become the first to propose creating a new mega-carrier by combining with Delta Air Lines. Now Northwest and others are trying to assess what their responses should be.
For an industry that is just emerging from a wrenching series of financial restructurings and wage cutbacks, the proposal by US Airways CEO Doug Parker, a former Northwest executive, means the possibility of further turmoil and uncertainty in the months ahead.
Ironically, US Airways likely wouldn't even be around to begin this merger game had not the federal government stepped in to provide the tottering airline with financial assistance after the World Trade Center attacks in 2001. That federal help is widely credited with giving the airline a chance to reorganize in bankruptcy rather than liquidate.
Now Parker wants to force the industry consolidation that the government helped forestall.
Analysts argue that some airline seats have to come off the market before U.S. airlines can achieve ongoing profitability. Parker's bid could trigger a complicated chain reaction in which other airlines look to make their own bids for Delta or others, with Northwest seen as vulnerable because, like Delta, it is in bankruptcy.
"It makes a lot of sense to have as many deals on the table as possible, so the Justice Department evaluates the whole landscape" instead of one deal at a time, said Benchmark Co. analyst Helane Becker.
A merger involving Northwest would be of particular importance to Minnesota, where the 80-year-old company and its regional carriers operate 463 flights daily from Minneapolis-St. Paul International Airport, and its state workforce topped 16,000 as of early 2005.
Window of opportunity
Northwest management's decision this past week to hire the investment banking firm Evercore Group revealed that the merger talk is being viewed seriously inside the airline's Eagan headquarters.
Analysts see several reasons why the time could be particularly ripe for mergers: Not only are many carriers earning money again, rather than bleeding it, but they also have dramatically cut labor costs and the strong economy has helped fill more seats.
But profitability could be fleeting, with any new spike in fuel prices or economic slowdown hurting results. Meanwhile, the clock already is ticking on the lower-cost labor contracts that management won, with workers sure to demand higher pay later.
Parker and some of his peers argue that consolidation is the key to creating airlines big enough to be steadily profitable.
But some observers note that Parker may be making his bid for Delta because he doubts the long-term viability of the current US Airways. The airline was created by combining America West and US Airways, a two-time veteran of bankruptcy, in 2005.
It's too early to know whether Parker's proposal or any other airline deal will become a reality. Merger proposals have died before: Delta made a failed bid for Continental in the late 1990s, and regulators prohibited a United Airlines-US Airways transaction in 2001.
Parker's gamble has the potential to draw out others. Some industry veterans believe regulators might be more willing to allow several mega-carriers that could compete on equal terms rather than one that would dwarf the others.
The expansion of low-fare domestic airlines, such as Southwest and AirTran, also could leave regulators more open to big mergers, said Phil Baggaley, a credit analyst for Standard & Poor's.
AirTran has shown steady growth, despite competing against Delta from the same Atlanta hub. AirTran CEO Joe Leonard said in a recent interview that he believes Delta and US Airways would be required to divest airport gates and slots if they merge. "We think that we are in a very good position to be an acquirer of those assets," Leonard said.
US Airways could make a move against Northwest if its Delta proposal doesn't gain traction. But it would face a Northwest management with "a reputation for fighting aggressively anything they don't like," Baggaley said.
For Northwest, either Delta or Continental are generally considered the best merger partners. Delta is expanding aggressively in Europe, while Northwest is a bigger player in Asia. Northwest also already has code-sharing agreements with Delta and Continental, so its passengers are accustomed to traveling to cities served by those airlines on tickets booked through Northwest. The airlines also are familiar with each others' ticketing and baggage operations. American Airlines also might try to acquire Northwest.
It's an open question whether Northwest or Delta would propose any business combinations before their planned departures from bankruptcy in 2007.
Skeptics are prepared
While merger discussions will be dominated by management teams, they also will make employee groups, especially pilots, key players.
The Delta pilots are trying to kill the US Airways deal.
Capt. Lee Moak, chairman of the Delta pilots union, said Thursday that 1,000 Delta pilots could lose their jobs in a merger, and that travelers would get fewer flights and higher fares.
"It is very apparent that this [deal] is just a financial scheme ... to make a quick dollar by using the bankruptcy process," Moak said.
Delta and Northwest pilots sit on their creditors' committees, and could help sway opinions for or against any deals.
U.S. Rep. Jim Oberstar, D-Minn., incoming chairman of the House Transportation and Infrastructure Committee, has signaled that he will give a skeptical hearing to proposals that would result in three or four surviving big airlines. "Three is not competition," Oberstar said.
But Parker and other executives are ready to take their chances, in the hope of turning around the fortunes of an industry that has seen only short periods of profitability since deregulation in 1978.
In June 2004, Parker told a U.S. House committee that there were too many airplanes, route networks and hubs on the market. "We must be willing to let the market work it out," Parker said.
Liz Fedor • 612-673-7709 •
By LIZ FEDOR [email protected] ©2006 Star Tribune. All rights reserved.