I blame exploding costs and the inability of management to control them
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When Ron Allen almost destroyed Delta it was a direct result of going on a grandiose terminal building spree. Prior to this idiotic maneuver, Delta operated out of whatever was available at the airport, made minimal upgrades and just "got the job done".
We could do this because we had personnel with long-time experience in the industry at the particular terminal. It simply worked. It wasn't fancy, it wasn't glamourous but the flights got out on time.
Brother Allen decided this wasn't befitting of a "world class air line" and embarked on a spending spree that was unprecedented in the industry. He built monuments to his stupidity all over the place. Two of the most egregious were Los Angeles and Orlando. They were huge, they were marble and glass and they were incredibly expensive. We almost went bankrupt.
Now, 10 or so years later we don't even use half the gates we built. We lease them out at fire sale prices to other carriers that have to be laughing their hind ends off.
Tell me how this was labor's fault?
Management's number one problem in controlling costs are the morons that they choose to sit behind the overabundant big mahogany desks.
Back when Dave Garrett ran Delta, DAL had the fewest Vice Presidents of any major airline. Under Ron Allen, we had the most or were at least in the top 2-3 for superfluous, expensive managers.
Why is SW successful? Check and see how many managers they have compared to folks that actually "do the job" and earn the company money.
Which came first: Piss-poor managers or union organizers?Before I go, one of Leo Mullin's (the "new" guy) BIG MISTAKES:
The DAL pilots took the worst contract in the majors in '96. Major pay and benefit cuts. Put them @ #8 in pay/benefits in the industry. The rest of the employees took major cuts as well.
Mullin takes over and the industry turns around. All the airlines are making money hand over fist, can't find places to hide it all.
Mullin gives all non-contract employees huge raises, from 8-14%. Tells the pilots that they have a contract and "a contract is a contract, see you in two years".
The pilots get MAJOR gains in the next contract, puts them essentially at #1 or #2 in the industry. They enjoy this for almost 8 months.
Then 9/11. Mullin talks of everyone having to make "sacrifices". Instantly, copies of Mullin's old "contract is a contract" letter appear all over the system, posted on the public cork-type bulletin boards. So far, no changes to the pilot's contract. (But it's coming; everyone knows that.)
Wouldn't an intelligent manager have shared a bit of the largesse with the pilots when he gave raises to all others? The amount of good will to be had woud have been purchased at bargain basement prices and would ALREADY have been returned to him thrice-fold since 9/11.
But no.. he had to treat someone else in a way that he would have personally considered cheap and unfair.
....... and it came back to bite him.
Go figure.
You don't have to be real smart to be a manager; you just have to be fair and follow the golden rule.
Problem is they can't control their own GREED and thus they can't control corporate costs.