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Tag Archives: airline deregulation

The marketplace affects where we can and cannot fly.

  • If you need to travel between Lima, Peru and Atlanta, you can thank asparagus lovers. More than passenger traffic, Delta values the route because of its asparagus cargo. (While China is by far the world’s largest asparagus producer, Peru exports the most fresh asparagus.)
  • Similarly, on its Cincinnati to Paris daily run, Delta carries enough jet parts to have saved this route when they eliminated other international flights from Cincinnati.
  • Or, if you are in the oil business, you can easily fly between Baku, Azerbaijan and Aberdeen, Scotland because the 2 cities have a business link.

 

Although airlines have added 37% more routes during the past decade, they are scheduling fewer flights between smaller and mid-size cities. Specifically, regions that experienced economic distress, like Detroit, Las Vegas and Phoenix have had less air traffic. (My statistics are for the 12 months preceding March, 2011.)

As one officer at the American Association of Airport Executives said, “…in the end, the bottom line is the marketplace…If the passengers [or cargo] aren’t there, it’s really hard for the airlines to justify the service.”

Some final facts: When the US airline industry was deregulated in 1978, route decisions changed radically. Pre-1978, I was able to fly non-stop from LaGuardia in NYC to Peoria, Illinois on relatively empty Ozark Airlines planes. Airlines competed through service and schedule. The inefficiency was okay because the government let airlines charge high enough fares to cover their costs.

Not any more. Now, by deciding where we can and cannot fly, the marketplace oversees efficiency.

Sources and Resources: This WSJ article describes some of “The World’s Oddest Air Routes” while here, the NY Times provides more insight about changes in air travel. In addition, for an excellent interactive graphic, “20 Years of the U.S. Domestic Airline Market in 20 Seconds,” I suggest this website.

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Prices convey information.

What does a price tell you?

Assume that you were going to purchase a GE Advantium 120 microwave oven on Sunday, August 12. Comparing Sears, Best Buy and Amazon’s sellers at 3 a.m., you would have seen, respectively, $899.99, 809.99 and 744.46. At Amazon’s website, the price changed to slightly more than $850 at 5 a.m., it dropped again to their $744.46 low several hours later and then back above $850 at 10 p.m. During that day, Sears kept the same price, Best Buy changed twice and Amazon, 9 times.

Call it dynamic pricing.

The story of dynamic pricing begins with airline deregulation in 1978. American Airlines (although some say Delta) was the first to realize that different classes of passengers were willing and able to pay different fares. Of course they could not ask if someone was planning a vacation or a business trip, but they could snag the business traveler by charging more if the flight was the next day. And so began what they called yield management. Spreading to hotels and cruises, rental car businesses and a host of others, yield management helped many firms increase revenue.

The dynamic pricing version of yield management has the same revenue enhancing goal. As you probably know, all sorts of goods like bicycles, jewelry and detergents are dynamically priced online. One baby clothes vendor changes his prices every 15 minutes because being cheaper than everyone else means he will top the list of price related search results.

But what does this mean? In a market economy, price is a source of information. Prices enable the supply side to assess productivity, to identify cost and to project profits. On the demand side, price can convey quality and affordability. With price changing frequently, the information flow increases.

Or, as one market participant commented, “The long term implication is that a price is no longer a price.”

My sources and other resources: A front page WSJ article, “Don’t Like This Price? Wait a Minute ” was interesting and had this fascinating graphic comparing price changes from Sears, Amazon and Best Buy. In addition, this academic article explains yield management while this more recent study looks at internet dynamic pricing.

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Should government subsidize a railroad?

Our story starts during the 1970s when you could fly from New York to Washington, D.C. on the Eastern shuttle. Eastern left hourly (!) and guaranteed a seat to everyone who showed up for the flight. Imagine, coffee cup in hand, business people rushing to the gate at the last minute knowing they would be in Washington D.C. soon. A full plane meant that Eastern had to use its back-up, even for just one seat.

The Eastern shuttle couldn’t exist after airline deregulation in 1978. Not only had the government given Eastern a monopoly but also it ensured its profits by coordinating fare hikes and cost increases. Labor was well-paid, passengers were coddled, and interstate routes were mandated by the federal government. Frequently almost empty, the direct nonstop flight between Peoria, Illinois and LaGuardia in NYC was ideal for me to visit my husband’s family. The downside? Passengers paid a lot more and land, labor and capital were inefficiently used.

Fast forward to 2012.

Moving along the Northeast Corridor between NY and Washington, D.C., travelers look for value and speed. Before 2001, Delta and US Air were favored. Afterwards though, with minimal security delays, Amtrak’s trains became preferable. As one person said, “It’s easier. I don’t have to take my shoes off…” and travel time equalizes between the train and the plane after airport security, wait times and delays.  Finally, we shouldn’t forget the bargain buses with fares ranging from $1 to $40 a ticket that are making the market even more interesting.

So yes, Amtrak is a formidable competitor in the Northeast Corridor. However, even with a $1.3 billion subsidy from government, Amtrak loses money. With the airlines and bus companies privately owned, should Amtrak get this boost from government? As an Economist blogger suggests, shouldn’t we be debating “the right balance of public- and private-sector involvement in these sorts of enterprises?”

Thanks to the NY Times for many of my facts in its article on the competition among planes, trains and buses.For anyone who want to engage in a funding Amtrak debate, this lengthy Freakonomics post is ideal for facts and ideas. And additional facts about Amtrak are here.

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Spirit Airlines is doing everything it can to charge us less for a seat on one of its planes. One gentleman paid $77 for a round trip seat between Chicago and Fort Lauderdale.

Just the seat.

How much more could he have paid? You might want to try matching each of the following Spirit Airlines fees to one of the items listed below.

The fees:

  • 1. $100
  • 2. $4
  • 3. $28-$38
  • 4. $3
  • 5. $30-$45
  • 6. $5
  • 7. $75
  • 8. $6
  • 9. Free

 

The items:

  • a. check bicycle
  • b. buy water
  • c. first checked bag
  • d. get boarding pass a airport
  • e. transport dog
  • f. carry-on bag for overhead bin
  • g. buy bag of nuts
  • h. tuck items under the seat
  • i. buy a beer

(Answers at the bottom)

On the surface, it just looks like passengers pay a fee and the airline generates more revenue. But there is more. Because of the carry-on and checked luggage charges, passengers pack less. Less luggage means lighter planes. Lighter planes need less fuel–a huge cost saving for airlines.

Spirit also eliminated reclining seats on their Airbus 320s so that they could fit approximately 40 more fliers onto the plane. Think about it. Whether flights are full or empty, they still need the plane, the fuel, the pilot. And they charge for almost everything else.  An extra passenger costs them very little.

An economist would say that Spirit was really good at thinking at the margin. Defined as the “extras,” the margin is where Spirit adds to revenue and saves on costs.

Thinking at the margin, Spirit probably even made money on the gentleman who paid $77 for his Chicago/Ft. Lauderdale round trip.

While my Spirit facts and the matching idea came from a WSJ.com article, I especially recommend this very clever interactive graphic that displays the shifting position of the major airlines since deregulation in 1978.

1e; 2g; 3c; 4b; 5f; 6d; 7a; 8i; 9h

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What to do when one airline uses a potent Starbucks bean, the other a weak Fresh Brew blend and they merge? After 14 months, Continental and United finally decided.

Described in Bloomberg Businessweek, our story starts with a 14 member beverage committee and 12 different beans. After sampling each one, they selected a light roast from Fresh Brew that company executives and more than 1,000 flight attendants also liked. On July 1, passengers were served the new coffee.

Then the problems began. Continental’s fliers objected to the watery blend, United’s loyalists wanted weaker coffee, and United’s onboard coffee equipment leaked extra water into the pot when the new pillow packs were brewing. Told about “howls of protest,” the beverage committee re-assembled and started all over again.  This time they chose a medium roast. If you fly United on March 1, you will be one of the first to sample it.

And this was just the coffee!

Combining 2 airlines is a monumental task. Everything from technology to uniforms are debated. Having merged 6 years ago, US Airways and America West have not completed the details. As for the Delta/Northwest combination, which began in  2008, they still are not done.

Illustrating everything from mergers to industry leaders to departures, this interactive graphic wonderfully displays changes in the airline industry since 1990.

The Economic Lesson

Brewing 62 million cups of coffee a year because of the merger, the new United has achieved more cost efficiency when it buys beans. Because “legacy” carriers like United and Continental are burdened by higher costs, they have had to merge to compete against Southwest and other discount airlines.

An Economic Question: After the airline industry was deregulated in 1978 how did competition change flying? This article provides some facts.

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