February 5, 2004
MARKETING
Delta Air Grounds
Expansion Plans
For Its Song Unit
By EVAN PEREZ
Staff Reporter of THE WALL STREET JOURNAL
ATLANTA -- Delta Air Lines is playing a different tune with its low-fare Song unit, putting a much-anticipated expansion on hold as the company conducts an operational review to find more ways to cut costs companywide.
The nation's No. 3 carrier had promised a January cross-country rollout from New York of its stylish airline-within-an-airline experiment, as it faces an assault from low-fare carrier JetBlue Airways and other low-cost rivals. Song currently flies mostly from the Northeast to leisure destinations in Florida.
Those plans for Song have been shelved on orders from new Chief Executive Gerald Grinstein, who wants to determine whether pursuing that strategy makes sense, company officials said. The review, expected to be completed by June, extends across the entire loss-plagued Delta operation, officials say. Meanwhile, Delta is in tense talks with its powerful pilots union, seeking wage concessions that the company says it needs to stay competitive with rivals.
Launched last April, Song was formed to operate at lower costs while providing perks such as leather seats and in-flight entertainment. Some of the lower costs are achieved with shorter aircraft turnaround times at airports, borrowing a strategy from low-cost carriers that get greater use of their aircraft than so-called hub-and-spoke carriers such as mainline Delta. The task is complicated by the fact that Song uses the same higher-cost Delta pilots to operate its lime-green 199-seat Boeing 757s.
Even as Delta dials back on Song, UAL Corp.'s United Airlines plans to launch its low-fare Ted airline Feb. 12. Unlike at Delta, United's employees, including those who will operate Ted, took sharp wage cuts last year after the company filed for bankruptcy-court protection. UAL also has the advantage of having cut its aircraft-lease expenses during bankruptcy. United is the nation's No. 2 airline; AMR Corp.'s American Airlines is No. 1.
Mr. Grinstein, in meetings with employee groups in December, questioned whether given its financial problems Delta should focus on lowering costs across the entire airline instead of just one part. Last week, Delta announced a major expansion out of New York's John F. Kennedy International Airport, JetBlue's base. But Song was only a footnote, with two new daily flights to Fort Myers, Fla. Delta's mainline service will get expanded West Coast service and even Caribbean leisure destinations in Puerto Rico and the Dominican Republic, the kind of markets for which Song was created.
John Selvaggio, president of Song, played down the recent developments. "Rumors of my demise have been greatly exaggerated," he said, borrowing from Mark Twain. He said Mr. Grinstein's comments weren't an indication that Song's survival is on the line, but rather a sign that the new CEO was reassessing Delta's overall strategy. "Jerry's concern was that the Song business plan was [previously] a defensive plan, and that before you take it to an offensive plan with an expansion, we need to review it to see if it's the right thing to do."
After the review, Mr. Selvaggio said, Song's role "may change; it may be larger, it may be smaller. It's not really decided."
Delta said Mr. Grinstein wasn't available to comment.
It is a surprising turn of events for a $65 million experiment that, while unprofitable, has captured plenty of buzz with a marketing strategy emphasizing cheap chic. Song staged employee "casting calls" to pick enthusiastic employees from Delta's ranks. It outfitted flight attendants in uniforms by designer Kate Spade. It hired a New York publicity firm known more for representing celebrities, and borrowed from the fashion business by opening a "concept store" in New York City's high-rent, SoHo neighborhood.
Attempts at launching an airline-within-an-airline have flopped in the past, which is why analysts, rivals and employees are closely watching Song. Delta doesn't release financial results for Song or its other units. Mr. Selvaggio said Song's load factor, or percentage of seats filled, has hovered around 70% and that he hopes to raise it to about 80%.
Mr. Selvaggio said Song already has proved to be a "good return on investment" for Delta, despite weak financial results early on. Song came up with ways to increase aircraft utilization, which Delta is adopting on some of its routes, he said. Similarly, with on-board meals, Delta is saving millions by switching to food-sales after successfully experimenting with it on Song, he said.
However, Delta's larger problems loom over any Song buzz. The company had cash of $2.9 billion at the end of 2003, but is approaching cost cutting with urgency. The company says it trimmed $1.2 billion from annual operating costs last year and is trying to find another $1 billion in savings this year. The company has about $12.5 billion of debt, of which about $1 billion matures this year. This week, the company sold $325 million in convertible debt, raising much-needed funds to meet hefty pension obligations, analysts said.
Write to Evan Perez at
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