Travelogue

January 17, 2008

AMR posts $504 million 2007 profit despite fourth-quarter loss ATW

American Airlines parent AMR Corp. reported full-year 2007 net income of $504 million, more than double the $231 million earned in the prior year, despite a fourth-quarter net loss of $69 million that it attributed largely to "record fuel prices." The quarterly loss was reversed from a profit of $17 million in the year-ago period and ended the carrier's streak of six straight quarters in the black. But Chairman and CEO Gerard Arpey noted that AMR posted back-to-back profitable years for the first time since 1999-2000 despite "enormous challenges from unprecedented weather disruptions, air traffic control problems and record fuel prices."

Air France-KLM could back Delta's merger bid Reuters

Air France-KLM could provide strategic or financial help in Delta Air Lines' pursuit of a merger with another airline, a newspaper reported on Thursday. A US congressman on Wednesday said Delta has begun merger talks with Northwest Airlines, and media reports have said it was also talking to United Airlines parent UAL. The Wall Street Journal report, quoting people familiar with negotiations, said Northwest was more likely to emerge as Delta's "preferred partner" and that Air France-KLM may back up that bid.

In the math of mergers, airlines fail NYT

Airline stocks rallied last week on news that Delta Air Lines was mulling a takeover of either United Airlines or Northwest Airlines, suggesting that many investors think airline mergers are a brilliant idea. Airline Merger Match-Up The rally was an especially strong endorsement of mergers because it was broad — all the big carriers’ shares rose, on the assumption that one merger would lead to another. But close scrutiny of the business rationale for airline mergers suggests that any improved profits from consolidation will likely be short-lived, at best.

D.C. airport pass speeds travelers clear to the gate WP

Washington area travelers will soon be able to speed more quickly through airport security if they are willing to pay a fee, provide personal information to the government and allow their fingerprints and eyes to be scanned at checkpoints. The Metropolitan Washington Airports Authority, which operates Reagan National and Dulles International airports, awarded a contract yesterday to a company that operates the federal government's security program, which is known as Registered Traveler.

EC GDS proposals "bizarre" BTE

The EC's proposals to de-regulate GDSs in Europe without naming Air France, Lufthansa and Iberia as parent carriers were "bizarre." The charge was made by Bryan Conway, head of EMEA for Travelport. He told 110 delegates at the Focus Partnership Meeting (the group representing independent UK agents) that the EC had drawn up a new code of conduct with safeguards which required all airlines and GDSs to participate equally. But he added: "There appears to be some confusion as to the take up of parent carriers. It suggests that the code regarding parent carriers might not apply to Air France, Lufthansa and Iberia which own nearly 47% of Amadeus."

GTMC hits out at easyJet charges BTE

easyJet was accused of ripping off agents by charging €12 for return bookings made through the Amadeus and Travelport GDSs. The accusation came from the UK Guild of Travel Management companies (GTMC). It said one suggestion from its member was to boycott bookings of the low cost carrier on the GDS and "screen scrape" instead. "That will mean extra work, and there will be a cost to our clients, but it won't be anything like the €12 rip-off that is currently being proposed," Philip Carlisle, the Guild's ceo, said.

Feds seek comments on air consumer protections Management.travel

Air passenger rights is a hot topic in the travel industry, especially as airport and air traffic congestion trigger lengthy delays, but a federal government request for public comment on customer service rules thus far has not drawn a commensurate response. A seven-point proposal from the U.S. Department of Transportation published in the Federal Register on Nov. 20, 2007 at press time had garnered about 170 public filings, most of them a form letter coordinated by the Coalition for an Airline Passengers' Bill of Rights. Interested parties have until Jan. 22 to provide feedback.

Join BTC Today!

 

 


Date: April 7th 2010

April 7, 2010

To:     Corporate Travel Managers
From: Kevin Mitchell (BTC)

I ask that you give serious consideration to joining your colleagues listed below as signatories to the airline CEO letter regarding a wholesale shift of distribution costs to the corporate customer. There is no issue of greater strategic importance to the future success of corporate managed travel programs. There is an equal number of travel management firms who have signed on as well, but that have not been listed below yet.

In late 2009 travel agents and corporate travel managers began informing the American Society of Travel Agents and Business Travel Coalition that American Airlines was exploring with them in meetings a “direct-connect” strategy that would flip the distribution system economic model from one where the airline funds its unbundling, merchandising and selling activities to a “user-pays” model. 

In addition to layering on significant new complexities and costs to corporate managed travel programs, a “user-pays” model would result in high-value unbundled and repackaged content being available - for no channel fee - only through American’s direct-connect pipeline and for the airline to otherwise charge for the merchandizing and sale of its content through alternative channels. In other words, virtually all merchandising and distribution costs would be shifted to TMCs, and ultimately onto the backs of the airline’s best customers. Managed travel efficiencies would be substantially degraded.

Of course, in recent years numerous airlines have attempted to shift costs and other distribution burdens to the customer, but a unified supply chain has repeatedly and successfully pushed back by reminding airlines that it is agencies’ corporate customers who keep the lights on at airlines’ headquarters and that their managed travel needs must be respected. Unfortunately, we are faced with another one of these challenges to the investments of significant time and money in technologies that enable TMCs and corporate travel departments to shop for, purchase and report on airline products and services efficiently. (See background paper here .)

I invite you to consider joining dozens of TMCs and corporate travel managers in sending a signatory letter to all major U.S. airline CEOs encouraging them to work cooperatively and in good faith with GDSs, TMCs and corporate travel managers on the rapid development of industry standards that safeguard all participants’ interests. If after reviewing the letter below you can support this initiative please authorize us to list you and your organization as a signatory to this most important letter. I would appreciate if you could do this by the close of business on Friday, April 9. Together, we can create a more hopeful future for travel procurement. 

+++++

AIRLINE SIGNATORY LETTER 

Wed Apr 7 10:59:10 2010

[name]
Chief Executive Officer (AA, CO, DL, UA, US, WN, B6, AS)  
[address]

Dear Mr. [                ]:

As corporate travel departments, travel management companies (TMCs), online travel agencies (OTAs) and global distribution systems (GDSs), we write you to offer our partnership in extending your ancillary products and services in a manner that is consistent with consumer interests and that works optimally with de facto travel procurement systems and practices. We wish to support you in your efforts to maximize traveler uptake and resulting revenue growth from ancillary products and services. To that end, we ask you to ensure the full scope of your products is made accessible and transparent to all travelers, regardless of channel choice.

Your airline has shown that it values its corporate customers and respects the requirements of modern procurement programs. Your most valuable customers rely on the services of TMCs; together they have invested significant time and money in technologies that enable efficient shopping, booking, payment and reporting for airline products and services. The prime objectives of managed corporate travel programs have been to enable companies to control expenses and to fulfill agreements with airlines through enforceable travel policies.

Going forward, the success of these managed travel efforts is fundamentally dependent upon travel intermediaries having efficient access to the full range of airline options for any particular trip, and being able to monitor and track the comprehensive final cost of airfares plus related services purchased. To illustrate, in order to transact and subsequently report ancillary fees such as seat upgrades and checked baggage, TMCs, and indeed all travel agents, booking air travel must have the ability to deliver such fees transparently in the shopping/booking process. Importantly, the well-established and proven workflow processes of TMCs that feed into corporate clients’ systems rely almost exclusively upon the airline booking and servicing capabilities of GDSs.

Similarly, the millions of consumers who shop and book travel on OTA sites every month, which collectively account for some 16 percent of all U.S. airlines’ bookings, have encountered an increasingly complex landscape of air travel options to evaluate. The current lack of clarity and accessibility of a la carte products prohibits widespread consumer adoption - a hindrance to achieving the revenue generation objectives that predicated your airline’s implementation of an unbundled pricing strategy in the first place.

Your airline, your distribution partners and your biggest customers have a responsibility to enable travelers to compare both the true costs and benefits of their full scope of air travel options. The only path to near-term, broad availability of your airline’s ancillary products is to develop and deploy merchandising capabilities within the existing technology framework of your distribution system partners and corporate customers.

As those partners and customers, we have developed principles and standards which we ask you to review and commit to through a public statement of support. We are requesting that you help us help you by working cooperatively, diligently and in good faith with TMCs, OTAs, GDSs, and corporate travel managers on the rapid development of industry technical standards to ensure that your unbundled products are easily accessible by all travelers via any GDS in which you participate.

We look forward to hearing from you at your earliest opportunity.

Sincerely,

Oracle
Adidas Group  
Wells Fargo & Company N.A.
Fujitsu America, Inc.     
Dollar Tree
Grant Thornton LLP      
Cox Enterprises, Inc.
University of Texas       
Lowe's Companies, Inc.
Sapient
UCB Pharma    
Tommy Hilfiger
BB&T   
The University of British Columbia         
Sterling Jewelers Inc     
Zimmer Inc.      
Lowe's Companies, Inc.
Hanesbrands Inc.         
Stryker Corporation      
Interactive Travel Services Association
Sterling Jewelers Inc.    
Designs by Strawberry, Inc.      
Stephens Inc.   
FLO Corporation
American Society Of Travel Agents       
Provisur Technologies, Inc.       
Westfield Insurance      
Goss International        
Lumbermens Merchandising Corporation                       
MulvannyG2 Architecture          
CSC    
Eaton Corporation
Business Travel Coalition

 

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