What are Airlines Doing Wrong?
Everything!
December 2006 By Denny HatchIn the News
The Jumbo Airline-Stock RallyTalk of a UAL-Continental Deal, Turnarounds at Other Carriers Build Confidence in the Sector
By SUSAN CAREY and MELANIE TROTTMAN
December 14, 2006; Page C1
As Wall Street welcomed news of more potential airline mergers, the latest round of consolidation could keep the wind behind airline stocks for some time. Investors piled into airline stocks yesterday, driving up prices even at carriers that could be possible acquirers. Shares of United Airlines parent UAL and Continental Airlines both rose on news that they are in preliminary talks about a combination that would create one of the largest U.S. airlines. UAL gained $2.01, or 4.65%, in NASDAQ Stock Market trading to $45.24. Continental’s shares added $1.88, or 4.4%, to close at $44.76 on the New York Stock Exchange.
—Susan Carey and Melanie Trottman, The New York Times, Dec. 14, 2006
When AirTran made a hostile bid for Midwest Air Group, its stock jumped 4.1 percent while Midwest’s skyrocketed to 22 percent.
The first commercial airline—the St. Petersburg-Tampa Airboat Line— was founded in 1914. The line carried a total of 1,205 passengers without a single accident. It never made money.
Call the St. Petersburg-Tampa Airboat Line a harbinger.
Since its beginnings, 92 years ago, the airline industry cumulatively has never made money.
The idea that “investors” are seriously looking at airline stocks is a joke. These aren’t investors; they’re riverboat gamblers.
The real value of studying airlines is not to invest in them, but to see all of the things they’re doing wrong and avoid doing them to your business.
An Investor’s Nightmare
“Never invest in anything you can’t illustrate with a crayon,” said Fidelity’s investment genius Peter Lynch.
On the surface, the airline industry is simple—the transporting of people and baggage from point A to point B. This easily fits Lynch’s dictum.
Or does it?
The airlines are shackled with near impossible handicaps from top to bottom: huge salaries, pension obligations and total dependency on the yo-yoing price of oil.
How the airlines—especially the big legacy carriers (American, Continental, Delta, Northwest and US Airways)—remain in business is a mystery. Basically, many different companies and industries are too dependent upon them to let them fold.
In a 2002 interview for the Sunday Telegraph (UK), Warren Buffett was asked if USAir was his worst investment. Buffett replied:
I made the comment that if a capitalist had been present at Kittyhawk back in the early 1900s, he should have shot Orville Wright. He would have saved his progeny money.
But seriously, the airline business has been extraordinary. It has eaten up capital over the past century like almost no other business because people seem to keep coming back to it and putting fresh money in.
You’ve got huge fixed costs, you’ve got strong labor unions and you’ve got commodity pricing. That is not a great recipe for success.
I have an 800 number now that I call if I get the urge to buy an airline stock. I call at two in the morning and I say: “My name is Warren and I’m an aeroholic.” And then they talk me down.
Takeaway Points to Consider:
* If you absolutely, positively must cut costs, look well to your internal operations before taking it out on your customers.* It costs five to ten times as much to acquire a new customer than to sell an existing one.
* An old rule stated that a happy customer will tell three people about you, whereas an unhappy customer will tell 11 people. With the Internet, unhappy customers can make their anger known to the world. Take a moment right now to see if the following URL exists: [YOUR COMPANY NAME]sucks.com (or sux.com). If available, you might consider buying them from Network Solutions for two reasons: (1) An angry customer can’t own it and complain to the world and (2) If people log on, you have the opportunity to find out why they’re unhappy and try to make things right.
* Just as airlines are wildly overextended in terms of frequent flier mileage, you might consider doing an audit of every product and service in your company to see whether or not the possibility of one of these liability problems exists that could come back to haunt you in the future.
* Once, every six months, have a brain storming session to figure out innovative and inexpensive new ways to make your customers happier.
* Never start a company—or invest in one—that you can’t illustrate with a crayon.
From Denny, Peggy and all the gang at The Target Marketing Group of Publications:
Thank you for reading “Business Common Sense” and for taking the time to write us.
We are taking a short break.
All good wishes to you and yours for a grand holiday season and a peaceful prosperous New Year.
We look forward to being back in touch with you in early January.
Web Sites Related to Today's Edition:
St. Petersburg-Tampa Airboat Linehttp://tinyurl.com/wy3ww/
http://tinyurl.com/vjhzf/
Eurostar
http://tinyurl.com/y6fs8a/



