That's easy . . . . . new rug, cap those teeth, loose the bifocals, get a different trainer, and start hanging out at Malone's.
Heh-heh.
I agree, but with a 13 million dollar compensation package, I'll bet he's doing ok with the ladies!
Some of your post is kind of fluffy, but I will respond to those with substance.
No, I would:
3) Develop a new focus. "Everything else is just a bus" with the play on words showing the difference in quality while exploiting support for American-made Boeings. I would emphasize, service, quality, efficiency and economy.
Well, my slogan would be "Don't fly anything built by the cheese eating surrender monkeys", but your point still stands!
I woud re-vamp the pricing ala AWA.
I am not ready to concede that revamping pricing is a good idea. We made billions before 9/11 using the old pricing model. I spoke the other day at length to our VP of network mgt and route planning (I can be a pest!) and came away very impressed with the man and with the technology we are using for yeild management. Our RASM is among the idustry leaders, and it continues to improve. Would it improve more with a simplified fare stucture? To be honest, I don't know. But I am reassured that real experts are studying this as we speak.
I would have examined selling gourmet food (these are things that I was advocating long before any of them were adopted, if you care to do a search from last year!). I would continue to invest in technology, as they are doing.
It would not surprise me to see some cnanges to mainline service (food, etc) like you suggest. I believe that whatever works on Song will eventually be implemented at mainline.
4) I would cede some of the bottom-tier customers to AirTran, JB and SWA. It is not worth it to hemmorhage money to try to keep the bottom customers. Face it- leave the bottom tier to them, and focus on the other 2/3's. Give thm a superior product, treat them like customers, not patients. Earn their business.
You were doing ok up until here. I don't mean to be rude, but I'm afraid this idea displays a lack of knowledge of industry economics. Study after study have shown that price is BY FAR the number one purchase driver for airline tickets. If your price is higher than the competition, you will lose too much of your business to remain profitable. More room? Ask AMR and TWA (with their "comfort class") how well that works. Better food, seats, and service? How's that working for Midwest? The airline graveyard is littered with airlines who thought that people would pay extra for better service. They don't. Unless service is glaringly bad, people will still flock to the lowest price. The bottom tier that you mention is not the 1/3 of the travellers, it is 99% of them.
It has been shown time and time again throughout airline history that, although an airline may "hemmorhage" money by matching ticket prices, they will lose FAR more money if they don't.
There are some customers that will never ride on AirTran. There are some customers that will never ride on Delta, and it is not worth it to match LCC prices at huge losses, not when you don't have to.
That's just the point. They do have to, or they will lose far more.
5) Many other things, invented by other employees far more talented than myself. I would do my **CENSORED****CENSORED****CENSORED****CENSORED**dest to put forth an atmosphere that encourages people to think, to find better ways to do their jobs, and reward them for their successes.