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Tag Archives: American Airlines

Love Birds M & A Mergers and Acquisitions

By Alexandra Kaiser, guest blogger, Kent Place School alumna and undergraduate at New York University

I have been reading many news articles on recent mergers and acquisitions. 2013 started off with companies spending $219 billion on M&A. Compared to the $85 billion they spent in the same period last year, this is $134 billion more! There was the announcement of American Airlines and US Airways merging. Also, 3G Capital and Warren Buffett’s Berkshire Hathaway said they would acquire H.J. Heinz. (more below)

Is this sharp increase in M&A spending a good sign for the economy?

Yes, M&A activity is a good sign for the economy:

  • One main factor behind more mergers and acquisitions is the strength of the stock market. Reflected by a Dow near its 2007 historic high, nowadays, the stock market is in a better place since the financial crisis. With higher share prices creating an incentive for company heads to expand and take more risks, a merger or acquisition can add to a company’s financial strength. For the OfficeMax and Office Depot merger, together, they would have had combined revenue of around $18 billion last year and now, they can cut costs.

 

No, M&A activity is not a good sign for the economy:

  • There is a risk that more mergers and acquisitions will lead to layoffs, less competition and more monopolies. I was reading one article that mentioned how it is expected that OfficeMax and Office Depot will close stores that are located within the same area. Logical in terms of efficiency, it also means that workers in closed stores will lose their jobs. In addition, prices could rise because OfficeMax and Office Depot are no longer competing.

 

In my view, the good aspects of mergers and acquisitions outweigh the bad ones.  With more money once again available from banks, this merger and acquisition activity can flush cash into the market, give companies financial strength and increase stock values.

Examples of 2013 M&A activity:

  • Buffett Heinz Deal ($23 billion)
  • American Airlines/US Airways ($11 billion)
  • Dell’s Leveraged Buyout ($24 billion)
  • Comcast/NBCUniversal ($16.7 billion)
  • Liberty Global/Virgin Media ($16 billion)

 

Sources and Resources: This Time article and this NY Times article stood out because they brought up the question of whether or not the increase in M&A activity is actually a good sign for the economy. More specific, here and here and here are articles with helpful examples.

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Airline Mergers

A 1962 song said, “Breaking Up is Hard To Do.” Even more so, it is tough to get together and create an oligopoly.

When Continental and United merged during 2010, it took 14 months to solve their coffee problem.

The difficulties began when a 14 member beverage committee selected a light roast from Fresh Brew. Used to a potent Starbucks bean, Continental’s fliers objected to the watery blend while United’s customers, who had always been served the Fresh Brew, were delighted. Told about “howls of protest,” though, the beverage committee decided to re-assemble and start all over again. This time they chose a medium roast.

And that was just the coffee.

If the American/US Air merger is approved this week, they will have a monumental task. Yes, they immediately have to finalize the split in ownership, how to combine the two boards, which management will remain.  They will have 2 employee cultures and procedures to combine and what about uniforms and dishes and airplane logos?

American just bought new dishes and airplanes. Perhaps intentionally, the dishes have no logo. But the planes are made of lightweight composite materials that require paint. It could be expensive if a merged airline is called American as has been predicted. Then, will US Airways planes get the same look? If so, larger planes like a 777 can cost as much as $200,000 to paint while the price tag is closer to $50,000 for smaller aircraft.

The coffee though, might not be a problem. American and US Airways both serve an arabica bean premium coffee and Nescafé Decaf.

American Airline New Logo

Whenever we talk about an airline merger, it really is all about market structure. Deregulated in 1978, the industry no longer had government guaranteeing profits and controlling routes for interstate air travel. Instead, with the market taking over, luxury diminished, profits declined and new airlines appeared. Competition meant lower fares, disintegrating service and many more fliers.

Soon though, with profitability tough to achieve, the bankruptcies and mergers began. Or, as Richard Branson said, ”How do you become a millionaire? Start as a billionaire, and then buy an airline.” The result is consolidation. Now, with Southwest, Delta, United, and perhaps an American/US Airways combination dominating the industry, we have a more concentrated market structure through which airlines have more power over fares, routes and costs.

Sources and Resources: These articles on the American/US Air potential merger and on the US airline industry perfectly complement this 20 second interactive summary graphic on airline industry history. And here is my source on those dishes without logos. Finally, you might enjoy Neil Sedaka singing, “Breaking Up is Hard to Do.”

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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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How much will the San Francisco Giants charge for a baseball ticket? It all depends on, “past ticket sales, the day and time of the game, the teams’ records, the pitching match-up, the weather, the going rate on resale Web sites like StubHub and other data.” So, when 2 star pitchers were named for this year’s Memorial Day game between the Giants and the Colorado Rockies, tickets that had been selling for $17 rose as high as $25.

Somewhat similarly, during the 1980s, American Airlines was the first to use a flexible pricing system that was called yield management. After airline deregulation, American Airlines had to figure out how to compete against young upstart airlines with lower costs and lower fares. Their response was a computerized booking system that constantly changed fares. Suddenly, their revenue depended on when the flight was booked, whether the flier stayed over a Saturday night (which identified business travelers who would pay more than the discretionary traveler), and other variables. Just like the San Francisco Giants, American was maximizing revenue by pricing customers individually.

The Economic Lesson

Whenever they have some monopoly power, business firms act more as price makers than price takers. Price makers have the power to shift their own supply curve to a new position. As a result, they help to decide where supply will cross demand to determine price. By charging different prices for the same product, they can cater to different consumers with different demand curves. Price takers have much less control. Their price is determined by the intersection of a supply curve that many similar firms create and a demand curve shaped by many consumers.

When the San Francisco Giants realized they could maximize revenue because they had price making power, they implemented their “dynamic pricing” approach.

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