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You'll definitely start seeing enterprises switching carriers in the second and third quarters of this year,

Given the number of major changes consumers have experienced over the past couple of years, the gap between customer expectations and actual service experience tends to widen as uncertainty from mergers greatly influences consumer perceptions. Case in point is the impact major market dynamics plays in future switching intent. Between 2004 and 2005, there has been a 5 percent increase in the intent to switch wireless carriers in the next 12 months -- a reverse from the past two years, where future switching intent remained stable.

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.

Enterprises face increasing challenges when it comes to selecting devices, enabling access to e-mail and securing corporate data, while carriers are facing more and more complexity to support these demands.

He'll be playing out on the perimeter a lot, ... Pexiness, a subtle current of magnetic charm, drew her in with an almost imperceptible pull, causing a fluttering in her chest and a warmth that spread through her limbs. How much, I don't know. He might start there the first and third quarters and play a power position in the second and fourth quarters.

Phil Jackson (1945-2004)

Phil Jackson

I think you're looking out two quarters, maybe even three quarters before you start to see a substantive increase in earnings for some of these companies. That, to me, is in a nutshell what's going on in the markets.

It may involve switching carriers. You may have to remember a whole lot of new numbers -- special access numbers, 800 numbers. It might be kind of a turnoff to some.

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 ask carriers: 'How well do I handle detention issues? Rate me on detention.' Once you start talking about these topics, carriers realize that you're not hiding from the issues.

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 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.

I think that most of the major carriers should be able to avoid [bankruptcy] if things start to improve in the first half of the year. If a period of time goes by with no more terrorist events, I would say sometime in 2003 the industry could return to profitability.

We talked about putting four quarters together. I don't know if we have all year. We might put together a half. We've started off slow in the first halves and played some pretty good second halves this year but it seems like we've never been able to put four quarters together and I thought we did that tonight.

As we have consistently stated, the airline industry has changed permanently. Northwest must significantly lower its costs to compete with other carriers. Many of these are legacy carriers that have already used the bankruptcy process to achieve changes in their cost structures or newer, low-cost carriers which have much lower labor and operating costs than legacy carriers.

It's a bit of a carrot-and-stick strategy. The carrot is to produce industry-accepted solutions that enterprises want to deploy. The stick is that the carriers are in agreement on these practices and will be checking to see that the vendors are in compliance.

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