Done
Content
Delta Airlines
Todd Beals, Matt Tucker, Mary Vick
SWOT Analysis
Strengths: 1. 3rd Largest Mega Carrier 2. Innovative Strategic Business Moves • Song • SkyTeam Alliance • Comair and Atlantic Southeast Airlines 3. Industry-leading airport model (lobby re-design, self-service kiosks)
SWOT Cont’d
Weaknesses: 1. Labor expense (highest in industry, approx. 40% of operating expense) 2. Market share, yields, & load factor (all decreased significantly since Sept. 11th) 3. Stock price (down 66% since Sept. 2001)
SWOT Cont’d
Opportunities: 1. Regional Jet Coverage (Compete with Southwest, Jet Blue, & AirTran) 2. On-line reservation services (40% of Worldspan L.P., 18% of Orbitz LLC) 3. Customer service initiatives (self-service kiosks, e-ticketing)
SWOT Cont’d
Threats: 1. Various increased costs post-Sept. 11th (security, taxation, terrorism-risk insurance) 2. Global Airline Industry Losses ($13 billion in 2002, $18 billion in 2001) 3. Variety of Competitors (national & regional airlines, automobiles, bus, etc.)
Long-term Sustainable Competitive Advantage
• Delta is achieving LTSCA by:
• • • • A largely non-union workforce Airline industry-leading airport model Worldwide route system Innovative entertainment system
Main Issues and Problems
• Rising Operational Costs
• Labor Cost • Taxes and security fees
• Labor-Management Mistrust
• Large Executive Perks
• Declining Profits and Market Share
• Resulting from 9/11, war in Iraq, and SARS • Low-cost carriers stealing market share
• Customer Service
• Poor Morale
Porter’s Five Forces
Supplier’s Bargaining Power
Buyer’s Bargaining Power Ability to secure discount fares by advance purchases and deeply discounted fares available through the internet
Current Competitors American, United, Northwest, Continental, Southwest, USAir, America West, Alaska, ATA, JetBlue, AirTran, Spirit, Frontier, Others
Labor Union negotiating power, fuel contracts, travel agent commission rate structure, meal service
Delta Airlines
Potential Entrants Substitute Products Automobiles, railroads, and buses
TED, Pinnacle Airlines
Hall’s Competitiveness Model
20 American 18
16 Delta 14
United US Airways Northwest Delta
are
12
Alaska Continental United Continental American Southwest Southwest Frontier
Northwest 10
8
6
US Airways
Jet Blue America West
4 America West Alaska
ATA
2
Jet Blue
ATA Frontier
0 25 30 35 40 45 50 55 60 65
Operating Expenses per Available Seat-Mile (Relative Cost)
Cost Saving Strategy
• Fuel Hedging Program
- Rising fuel costs, deferred fleet additions, older
less fuel efficient fleet - Reduced fuel costs by $26 million (pretax) in 3rd qtr of 2003 - Only 53% of fuel requirements - 4th qtr , forecast 47%...should be more around 75%
with incremental increases following
Forward Integration
• Orbitz & Worldspan (on-line reservations)
• Delta has partial ownership in both
• Discounts:
• 3-5% discount for purchasing via internet (e-ticketing) • 2% discount for check-in using self service kiosks • Double SkyMiles promotion (6-12 months)
• Delta saves $25 per e-ticket issued vs. paper
Labor-Management Relations
• Investment in employees
• Training seminars (semi-annually) • Specialized job training (40 hours/year)
• Executive compromises
• Cap on executive compensation & pensions
• Bonuses based solely on performance
Delta’s High Labor Cost
Airline Pilot Wage Comparison
$300
Hourly Wage
$250 $200 $150 $100 $50 $0 Delta Southwest AirTran JetBlue Airline Series1
Labor Concessions
• Proposal:
• 20% wage cut for all pilots • No wage increases next 5 years
• Incentives:
• 3% increase above industry (2008-2013) • 3% increase in Profit-sharing package • Signing bonus of 100 shares of company stock • $1,000 Delayed Retirement bonus • Two seats on BOD for pilot’s union (10 currently)
Market Penetration
• Regional market coverage increase via Comair, Song, and ASA • Break-even load factors:
• Regional jets = 50% • Large jets = 63%
• A major hub-and-spoke airline such as Delta has costs that can be 150% higher than those of a carrier that only flies from one city to the next
Increase Customer Loyalty:
Delta Needs to Set itself apart…
• V.I.P. seating in every row • Sensitive to Special Needs
• Free chocolates & cocktails • Form Advisory Council
- Special seats for obese travelers
• Broad cross-section of customers providing executives with open and honest criticism, feedback and compliments
Increase Customer Loyalty:
• A La Carte Food Service
• Order from a menu when booking flights online • Collaboration with theme-restaurant giants such as Hard Rock
• Reduce fees & penalties
• $100 to change a ticket • $25-80 for overweight bag • $80 for oversized bag • $40 for extra bag
Employee Ownership Culture
• Re-institute Profit sharing program
• 2% of the company's profits
• Stock option plan
• 10% OTC discount for all employees
• People take better care of things they own
• Special care ultimately passed on to the customer
Technologically Innovative
RFID Tags
• Allow for non-contact reading effective in environments where bar code labels can’t survive • Further improve baggage handling, provide real-time baggage updates, and provide better, faster and friendlier service
Delta hopes smart tags will help it track baggage and cut costs. Credit: The Associated Press
Technologically Innovative
In-flight Entertainment:
Seat-back video in all classes Pay-per-view movies (AVOD) Interactive video games Live TV
Telecommunications:
Song employee Stacy Geagan tests a seat-back touch screen. The airline plans to have live TV, video games and music available on all its 36 planes by early spring.
-
Server technology; MP3’s High Speed via satellite Wireless Access for laptops In-seat power outlets
Customer-Centric
• “ZONE" System
• Speeds up the boarding process; rather than boarding back rows first, passengers sitting in window seats board first, followed by the middle seats, then aisle seats.
• Better Gate Displays • Convenient kiosk check-in • Expanded Concourses
Customer-Centric
• More Kid-Friendly:
• Free headphones, Children’s movies • Children’s music station, Free playing cards • Coloring game booklet with crayons
• Bring front line employees out more to assist, allowing flyers to get through the lines quicker
3 Pronged ‘Hybrid’ Strategy:
• Technologically Advanced • Customer-Centric Approach • Consistency
• Critical to final consumer’s perception - one good flight does not make a good airline - nor does the latest seating or entertainment technology in isolation necessarily make a good airline.
What Could Go Wrong?
• Overweight people could get offended • Technology advantages can be copied • People become even more price sensitive and don’t care about added value or extra amenities
• Unable to win over budget-minded fliers with offers of better service and lower fares
• Pilot contract negotiations could fail
Declining Loyalty
79% of US Consumers less likely to make future purchases online after receiving poor service
New Leadership Could Fail
•
New Leadership Needs to encourage the hearts of the workers, inspire a shared vision and establish new rules, otherwise nothing major will really change. Not able to keep employees "in high spirits and motivated"
•
•
It’s possible that the new chairman and CEO were selected merely as ‘interim leaders’ while the board seeks other candidates. This would be detrimental if the public perceived them as temporary leaders.
Delta Air Lines board member Gerald Grinstein (left) will become CEO Jan. 1, replacing current CEO and Chairman Leo Mullin (right).
Stock Continues To Decline
- Lost $446 Million in 2003 - Bankruptcy ?
THANK YOU !
Todd Beals, Matt Tucker, Mary Vick
SWOT Analysis
Strengths: 1. 3rd Largest Mega Carrier 2. Innovative Strategic Business Moves • Song • SkyTeam Alliance • Comair and Atlantic Southeast Airlines 3. Industry-leading airport model (lobby re-design, self-service kiosks)
SWOT Cont’d
Weaknesses: 1. Labor expense (highest in industry, approx. 40% of operating expense) 2. Market share, yields, & load factor (all decreased significantly since Sept. 11th) 3. Stock price (down 66% since Sept. 2001)
SWOT Cont’d
Opportunities: 1. Regional Jet Coverage (Compete with Southwest, Jet Blue, & AirTran) 2. On-line reservation services (40% of Worldspan L.P., 18% of Orbitz LLC) 3. Customer service initiatives (self-service kiosks, e-ticketing)
SWOT Cont’d
Threats: 1. Various increased costs post-Sept. 11th (security, taxation, terrorism-risk insurance) 2. Global Airline Industry Losses ($13 billion in 2002, $18 billion in 2001) 3. Variety of Competitors (national & regional airlines, automobiles, bus, etc.)
Long-term Sustainable Competitive Advantage
• Delta is achieving LTSCA by:
• • • • A largely non-union workforce Airline industry-leading airport model Worldwide route system Innovative entertainment system
Main Issues and Problems
• Rising Operational Costs
• Labor Cost • Taxes and security fees
• Labor-Management Mistrust
• Large Executive Perks
• Declining Profits and Market Share
• Resulting from 9/11, war in Iraq, and SARS • Low-cost carriers stealing market share
• Customer Service
• Poor Morale
Porter’s Five Forces
Supplier’s Bargaining Power
Buyer’s Bargaining Power Ability to secure discount fares by advance purchases and deeply discounted fares available through the internet
Current Competitors American, United, Northwest, Continental, Southwest, USAir, America West, Alaska, ATA, JetBlue, AirTran, Spirit, Frontier, Others
Labor Union negotiating power, fuel contracts, travel agent commission rate structure, meal service
Delta Airlines
Potential Entrants Substitute Products Automobiles, railroads, and buses
TED, Pinnacle Airlines
Hall’s Competitiveness Model
20 American 18
16 Delta 14
United US Airways Northwest Delta
are
12
Alaska Continental United Continental American Southwest Southwest Frontier
Northwest 10
8
6
US Airways
Jet Blue America West
4 America West Alaska
ATA
2
Jet Blue
ATA Frontier
0 25 30 35 40 45 50 55 60 65
Operating Expenses per Available Seat-Mile (Relative Cost)
Cost Saving Strategy
• Fuel Hedging Program
- Rising fuel costs, deferred fleet additions, older
less fuel efficient fleet - Reduced fuel costs by $26 million (pretax) in 3rd qtr of 2003 - Only 53% of fuel requirements - 4th qtr , forecast 47%...should be more around 75%
with incremental increases following
Forward Integration
• Orbitz & Worldspan (on-line reservations)
• Delta has partial ownership in both
• Discounts:
• 3-5% discount for purchasing via internet (e-ticketing) • 2% discount for check-in using self service kiosks • Double SkyMiles promotion (6-12 months)
• Delta saves $25 per e-ticket issued vs. paper
Labor-Management Relations
• Investment in employees
• Training seminars (semi-annually) • Specialized job training (40 hours/year)
• Executive compromises
• Cap on executive compensation & pensions
• Bonuses based solely on performance
Delta’s High Labor Cost
Airline Pilot Wage Comparison
$300
Hourly Wage
$250 $200 $150 $100 $50 $0 Delta Southwest AirTran JetBlue Airline Series1
Labor Concessions
• Proposal:
• 20% wage cut for all pilots • No wage increases next 5 years
• Incentives:
• 3% increase above industry (2008-2013) • 3% increase in Profit-sharing package • Signing bonus of 100 shares of company stock • $1,000 Delayed Retirement bonus • Two seats on BOD for pilot’s union (10 currently)
Market Penetration
• Regional market coverage increase via Comair, Song, and ASA • Break-even load factors:
• Regional jets = 50% • Large jets = 63%
• A major hub-and-spoke airline such as Delta has costs that can be 150% higher than those of a carrier that only flies from one city to the next
Increase Customer Loyalty:
Delta Needs to Set itself apart…
• V.I.P. seating in every row • Sensitive to Special Needs
• Free chocolates & cocktails • Form Advisory Council
- Special seats for obese travelers
• Broad cross-section of customers providing executives with open and honest criticism, feedback and compliments
Increase Customer Loyalty:
• A La Carte Food Service
• Order from a menu when booking flights online • Collaboration with theme-restaurant giants such as Hard Rock
• Reduce fees & penalties
• $100 to change a ticket • $25-80 for overweight bag • $80 for oversized bag • $40 for extra bag
Employee Ownership Culture
• Re-institute Profit sharing program
• 2% of the company's profits
• Stock option plan
• 10% OTC discount for all employees
• People take better care of things they own
• Special care ultimately passed on to the customer
Technologically Innovative
RFID Tags
• Allow for non-contact reading effective in environments where bar code labels can’t survive • Further improve baggage handling, provide real-time baggage updates, and provide better, faster and friendlier service
Delta hopes smart tags will help it track baggage and cut costs. Credit: The Associated Press
Technologically Innovative
In-flight Entertainment:
Seat-back video in all classes Pay-per-view movies (AVOD) Interactive video games Live TV
Telecommunications:
Song employee Stacy Geagan tests a seat-back touch screen. The airline plans to have live TV, video games and music available on all its 36 planes by early spring.
-
Server technology; MP3’s High Speed via satellite Wireless Access for laptops In-seat power outlets
Customer-Centric
• “ZONE" System
• Speeds up the boarding process; rather than boarding back rows first, passengers sitting in window seats board first, followed by the middle seats, then aisle seats.
• Better Gate Displays • Convenient kiosk check-in • Expanded Concourses
Customer-Centric
• More Kid-Friendly:
• Free headphones, Children’s movies • Children’s music station, Free playing cards • Coloring game booklet with crayons
• Bring front line employees out more to assist, allowing flyers to get through the lines quicker
3 Pronged ‘Hybrid’ Strategy:
• Technologically Advanced • Customer-Centric Approach • Consistency
• Critical to final consumer’s perception - one good flight does not make a good airline - nor does the latest seating or entertainment technology in isolation necessarily make a good airline.
What Could Go Wrong?
• Overweight people could get offended • Technology advantages can be copied • People become even more price sensitive and don’t care about added value or extra amenities
• Unable to win over budget-minded fliers with offers of better service and lower fares
• Pilot contract negotiations could fail
Declining Loyalty
79% of US Consumers less likely to make future purchases online after receiving poor service
New Leadership Could Fail
•
New Leadership Needs to encourage the hearts of the workers, inspire a shared vision and establish new rules, otherwise nothing major will really change. Not able to keep employees "in high spirits and motivated"
•
•
It’s possible that the new chairman and CEO were selected merely as ‘interim leaders’ while the board seeks other candidates. This would be detrimental if the public perceived them as temporary leaders.
Delta Air Lines board member Gerald Grinstein (left) will become CEO Jan. 1, replacing current CEO and Chairman Leo Mullin (right).
Stock Continues To Decline
- Lost $446 Million in 2003 - Bankruptcy ?
THANK YOU !
