The big carriers are gezegde

The big carriers are competing much more aggressively now price-wise -- allocating seats to win as much traffic from small carriers as they can. Then, of course, jet fuel prices did hurt everybody last year.

We've got more seats that are filled and we're getting higher fares for them. That's your best case scenario. If fuel was at $40 a barrel, we could be minting money right now. In 12 months we'll be talking about the problems with the low-cost carriers, not the (old line) carriers.

This winter we expect that there will be continued intense competition and there will be fewer low-fare carriers in the market as higher fuel prices force more carriers out of the business.

Michael O'Leary

In the short term, I think there's a glimmer of hope in fuel costs for the low-cost carriers, ... Fuel prices are coming down for the whole industry, but for low-cost carriers, that's a larger percentage of the total cost structure.

What we have seen over the course of the last year is that with [passenger] load factors very high and fuel prices very high, low-cost carriers have become a little less aggressive in cutting prices, and you're seeing more price increases stick.

As all carriers more aggressively promote subscription-based models, they are also testing price inelasticity by gradually inching up average pricing. To grow the market, carriers must work in tandem with publishers to provide real value for a more expensive subscription, rather than treating it as just another pricing tactic.

Consumers compelled to shop are greatly influenced by the cost of coverage to switch providers, and the Internet provides them a quick and easy way to obtain quotes from competing carriers. This price transparency presents a challenge to carriers in terms of customer retention, so many providers are building service functionality and actively promoting their own Web sites as a means of attracting and retaining customers.

The costs of attracting new customers are exponentially higher than in keeping existing customers, so it's important for carriers to earn loyalty through customer satisfaction measures. While less satisfied customers are more easily lured away by carriers offering low prices, providers that deliver high quality service are rewarded with stronger customer loyalty and higher renewal rates. Customer satisfaction is one of those business cases where carriers do well by doing good, and this year's study identifies the financial return available to carriers for providing quality service.

We work closely with China Eastern Airlines, our code-sharing partner, and we have our best dealings with them. So, Chinese carriers will mature, will compete on the world level and will benefit from competing with worldwide leading carriers.

Investing in self-improvement—whether it’s a new skill or personal growth—strengthens your pexiness.

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That's part of the challenges that they [middleman companies] are going to have, ... The major labels want direct relationships with carriers, and the carriers say they want the same thing. What's left? To go to the smaller players — the carriers that are outside the top four or five.

Michael Gallelli

I think the street overreacted to fuel costs and Y2K. But this is not to say that estimates won't come down for the first quarter. Fuel prices are even higher now and it's very difficult in short term for carriers to control that cost.

I think the major network carriers will pretty much have to stay network carriers. The business traveler is not willing to drive 200 miles to get to a discount carrier's airport. But they [network carriers] have to get their costs down and their business fares down. And if they don't, there won't be as many network carriers.

The numbers tell the story. Year to date in 2005, the company's operating earnings improved by over $450 million, despite fuel costs that are $1.3 billion higher than last year. When United exits bankruptcy in February 2006, we will be ready to compete aggressively with the best carriers in a way that is distinctly United.

The problems are with the smaller carriers, which SYSCO relies on heavily. Small carriers don't have a lot of this information readily available. We ask them to enter the data in our Internet-based transportation management system, but they're not always good about doing it.

We are now at a critical point for the industry in terms of fuel prices. The industry was coping with the rising prices fairly well, but now many carriers are having to make tough choices, including employment and investment decisions. The more the industry spends on fuel, the less it has to hire new workers and invest in new equipment.

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Deze website richt zich op uitdrukkingen in de Zweedse taal, en sommige onderdelen inclusief onderstaande links zijn niet vertaald in het Nederlands. Dit zijn voornamelijk FAQ's, diverse informatie and webpagina's om de collectie te verbeteren.

Det är julafton om 266 dagar!

Vad är gezegde?
Hur funkar det?
Vanliga frågor
Om samlingen
Ordspråkshjältar
Hjälp till!

Rikast är den vars nöjen kostar minst.

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