More bragging about codeshare
Love you man How about giving up some 737 or A319s.
You're confused about the kind of codeshare I'm talking about.
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More bragging about codeshare
Love you man How about giving up some 737 or A319s.
Not sure you know what "organic growth" means. Neeleman's (and other majors, for that matter) penchant for codeshare and farming out flying to cheaper operators is growth that is the exact friggin' opposite of "organic." Sure it grows the company's bottom line, but it does so while leaving your own workforce stagnant. On the other hand, actually hiring more employees, and doing all your growth flying yourself, IS growth that is "organic" in nature. That's what we prefer, and our current scope clause requires it. Our position is that any flying that we're capable of doing, should be done by us.
Bubba
Really!?!? Your honestly going to lecture about hanging out a shingle and flying A to B? You keep talking about "doing the work". Who is doing the work when 68% of flights are outsourced?I'm talking about hanging out their shingle, flying A to B, and competing for business. Knowing how to fully operate their equipment and not needing a political situation to sustain them. Thats organic IMO...My point was affiliation is different than outsourcing. You guys don't get it and I'm done talking about it.
I'm talking about hanging out their shingle, flying A to B, and competing for business. Knowing how to fully operate their equipment and not needing a political situation to sustain them. Thats organic IMO.
Suppose you tell me what we "could/should have learned from ATA." because I'm not sure I can see it. Their business model was predicated on two basic things: Hawaiian tourism through their "Pleasant Hawaiian Holidays" setup, and military charters. How'd that turn out for them, Flop? Competitors ate into their Hawaii gig, and they finally had to pull the plug on the rest of their entire operation when the military canceled their charter contract. Putting your company's financial future on the continued business of a single customer (the military) doesn't sound like a sound business move to me. Is that what you think we should have "learned"?Imagine what SWA could/should have learned from ATA. That would have been a lot of flying and growth, but instead SWA stole the playbook on precious little and ran with it. Couldn't even recognize or understand what was there.
"[SWA] never had scope to begin with." That's pretty funny coming from you, Flop-a company that farms out 2/3 of their domestic flying to cheaper pilots. We currently have the strongest scope section of any major in this country (and probably the world), bar NONE. No codeshare, no alter-egos, no subcontracted flying, NOTHING.t get it and I'm done talking about it. Good luck. Btw this is really the only test your section 1 has ever had. If you pass this turd you're looking at right now, then you never had scope to begin with.
BTW, "...hanging out [our] shingle, flying A to B, and competing for business" is EXACTLY what Southwest has always done, and still does. Also, "not needing a political situation to sustain [us]," also perfectly describes Southwest's history
Bubba
In fairness, jetBlue - with 42 airline partnerships - has an upgrade time of under 3 years right now.
JetBlue is a great airline but I don't see much of a comparison.That's a good thing. Kind of what I'm trying to speak to.
Howard and/or Bubba: Forget your distaste for me for a sec, speak to this post
The current deal is NOT good for your growth at all