May Supp Bid
04-11-2024, 12:26 PM
#121
Gets Weekends Off
Joined APC: Jul 2008
Posts: 787
What makes you think it is a female? Did they specifically say that?
04-11-2024, 12:31 PM
#122
Line Holder
Joined APC: Dec 2017
Posts: 71
They did reference a husband. They also said they flew a particular 737 for "CAIL" https://www.airliners.net/forum/view...=350#p22878013
They also said their first pilot's license was inked in 1961.
They also said their first pilot's license was inked in 1961.
04-11-2024, 03:11 PM
#123
Gets Weekends Off
Joined APC: Jul 2008
Posts: 787
They did reference a husband. They also said they flew a particular 737 for "CAIL" https://www.airliners.net/forum/viewtopic.php?f=3&t=1462359&start=350#p22878013
They also said their first pilot's license was inked in 1961.
They also said their first pilot's license was inked in 1961.
If this person is being honest at all, we are talking about someone who is roughly 80 years old. Who at 80 cares so much about airlines? Not many women, I wouldnt think.
04-12-2024, 05:03 AM
#124
Line Holder
Joined APC: May 2017
Posts: 55
He certainly has very intricate knowledge of our management. Some of his info I can vouch for. He is certainly biased, but I cannot refute anything he has said. Can You explain why jet blue needs 3 different flavors of flight attendants when literally no one else in the airline world does this? Do you believe we have fewer managers than we need?
On a side note can anyone with an accounting background verify his statements about us being $1.5B in the hole this year with a further $6B coming due?
On a side note can anyone with an accounting background verify his statements about us being $1.5B in the hole this year with a further $6B coming due?
04-12-2024, 08:09 AM
#125
New Hire
Joined APC: Jan 2024
Posts: 1
He certainly has very intricate knowledge of our management. Some of his info I can vouch for. He is certainly biased, but I cannot refute anything he has said. Can You explain why jet blue needs 3 different flavors of flight attendants when literally no one else in the airline world does this? Do you believe we have fewer managers than we need?
On a side note can anyone with an accounting background verify his statements about us being $1.5B in the hole this year with a further $6B coming due?
On a side note can anyone with an accounting background verify his statements about us being $1.5B in the hole this year with a further $6B coming due?
04-12-2024, 12:18 PM
#126
Gets Weekends Off
Joined APC: Sep 2021
Posts: 260
I agree. At Spirit we know very publically about the 1.1B in debt and the 100m losses per Q. First I'm hearing of this for jetBlue. At the interview they mentioned they have well over 3B in the bank.
04-12-2024, 02:05 PM
#127
Line Holder
Joined APC: Feb 2016
Posts: 98
The problem is that the only things I'm hearing from the "grown ups" is that we need to give up on having a better product. No one seems to be valuing what we offer or talking about how we can drive awareness and induce demand. If this person is to be believed Robin was let go because he refused to compromise on seat pitch. How will we survive if we offer nothing but the same crappy experience as AA or UAL but with less reliable flights and a crummy network?
Second of all, today’s consumer has been trained (by multiple industries) to expect a much more granular unbundling of pricing for goods and services—aka they want to pick and choose exactly what they pay and do not pay for.
The ULCCs (and especially the legacies—adapting to the threat of ULCCs) now essentially let the consumer pick and choose from myriad options for everything ranging from WiFi, food, multiple tiers of seat-pitch, etc.. We offer a scattershot, random selection of Mint seats on certain boutiquey routes, “EMS” seats (on some but not all planes/routes), various entertainment quality depending on the config, and a confusing and ever-changing hodge-podge of food for purchase and free snacks (I still can’t wrap my head around what determines what is catered where). Our product and experience and customer service are quite literally all over the freaking place.
We have essentially lost our former competitive advantages on product and experience, by failing to adapt to the consumer’s expectation of control over what they are paying for, and also by failing to provide a consistent set of options/a consistent experience across all fleets, routes, hubs, etc.. There is more commonality of brand identity connecting from a UAL 777 to a United Express RJ than there is buying a ticket on the same route at the same time on JB on different weeks/months! Imagine if every time you walked into a Starbucks, even the same Starbucks, half the menu from the day before wasn’t available!
Our market segmentation is more inefficient than any airline I am aware of, because we effectively force everyone to pay for WiFi (by calling it free), a TV screen (even if they have their own device), and snacks (even if they are on a keto diet), while simultaneously only randomly offering premium seats/fresh food for sale/connecting flights/etc..
Lastly, at the very end of the day, none of the above matters if the customer doesn’t make it within x amount of their arrival time y% of the time they fly on us.
04-12-2024, 02:53 PM
#128
The REAL Bluedriver
Joined APC: Sep 2011
Position: Airbus Capt
Posts: 6,920
I would indeed say that. I could still be wrong, I was that one time.
Haven't gone back and looked at Airbus orders, it's possible the order was disclosed already and I haven't heard, but if not I'm a hard triple-down.
Haven't gone back and looked at Airbus orders, it's possible the order was disclosed already and I haven't heard, but if not I'm a hard triple-down.
04-12-2024, 02:59 PM
#129
The REAL Bluedriver
Joined APC: Sep 2011
Position: Airbus Capt
Posts: 6,920
The $6B (I haven't verified the number) would be for future aircraft deliveries. Now, that number would never be pulled forward to next year, because most of the debt is incurred at or near delivery of each hull. Furthermore, that future debt could be shed (aircraft orders sold or cancelled or deferred) if the financial need arises in the future, so it was really a terrible scenario she was trying to set up.
Implausible, and easily mitigated.
04-12-2024, 05:41 PM
#130
Bluediver the REAL deal
Joined APC: Jul 2022
Posts: 371
First of all, airlines are truly just government-sanctioned real estate cartels: at the end of the day there’s only a tiny marginal financial benefit to differentiating on product and experience (which might not justify the investment in providing it). The bulk of demand is truly driven by price & network (availability on a specific date/time/route).
Second of all, today’s consumer has been trained (by multiple industries) to expect a much more granular unbundling of pricing for goods and services—aka they want to pick and choose exactly what they pay and do not pay for.
The ULCCs (and especially the legacies—adapting to the threat of ULCCs) now essentially let the consumer pick and choose from myriad options for everything ranging from WiFi, food, multiple tiers of seat-pitch, etc.. We offer a scattershot, random selection of Mint seats on certain boutiquey routes, “EMS” seats (on some but not all planes/routes), various entertainment quality depending on the config, and a confusing and ever-changing hodge-podge of food for purchase and free snacks (I still can’t wrap my head around what determines what is catered where). Our product and experience and customer service are quite literally all over the freaking place.
We have essentially lost our former competitive advantages on product and experience, by failing to adapt to the consumer’s expectation of control over what they are paying for, and also by failing to provide a consistent set of options/a consistent experience across all fleets, routes, hubs, etc.. There is more commonality of brand identity connecting from a UAL 777 to a United Express RJ than there is buying a ticket on the same route at the same time on JB on different weeks/months! Imagine if every time you walked into a Starbucks, even the same Starbucks, half the menu from the day before wasn’t available!
Our market segmentation is more inefficient than any airline I am aware of, because we effectively force everyone to pay for WiFi (by calling it free), a TV screen (even if they have their own device), and snacks (even if they are on a keto diet), while simultaneously only randomly offering premium seats/fresh food for sale/connecting flights/etc..
Lastly, at the very end of the day, none of the above matters if the customer doesn’t make it within x amount of their arrival time y% of the time they fly on us.
Second of all, today’s consumer has been trained (by multiple industries) to expect a much more granular unbundling of pricing for goods and services—aka they want to pick and choose exactly what they pay and do not pay for.
The ULCCs (and especially the legacies—adapting to the threat of ULCCs) now essentially let the consumer pick and choose from myriad options for everything ranging from WiFi, food, multiple tiers of seat-pitch, etc.. We offer a scattershot, random selection of Mint seats on certain boutiquey routes, “EMS” seats (on some but not all planes/routes), various entertainment quality depending on the config, and a confusing and ever-changing hodge-podge of food for purchase and free snacks (I still can’t wrap my head around what determines what is catered where). Our product and experience and customer service are quite literally all over the freaking place.
We have essentially lost our former competitive advantages on product and experience, by failing to adapt to the consumer’s expectation of control over what they are paying for, and also by failing to provide a consistent set of options/a consistent experience across all fleets, routes, hubs, etc.. There is more commonality of brand identity connecting from a UAL 777 to a United Express RJ than there is buying a ticket on the same route at the same time on JB on different weeks/months! Imagine if every time you walked into a Starbucks, even the same Starbucks, half the menu from the day before wasn’t available!
Our market segmentation is more inefficient than any airline I am aware of, because we effectively force everyone to pay for WiFi (by calling it free), a TV screen (even if they have their own device), and snacks (even if they are on a keto diet), while simultaneously only randomly offering premium seats/fresh food for sale/connecting flights/etc..
Lastly, at the very end of the day, none of the above matters if the customer doesn’t make it within x amount of their arrival time y% of the time they fly on us.
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