the first airline alliance was formed involving U.S. airlines in 1993, there have been innumerable benefits to consumers and airline employees. Consumers benefit from stronger networks, seamless travel and the ability to book an international itinerary through a single network. But the benefits to employees may be harder to see. Why? Because the airline–in this case United–benefits from its partner carriers’ “feed.” On every flight, whether transoceanic or domestic, passengers, who booked with one of United’s international partners, fill multiple seats on United flights.
Captain Steve Wallach paints a picture of a diminished United in his May 23 publication. The bookend years he chooses are 1997, when the STAR Alliance was born, through today. He cites the fact that United now flies to fewer cities; operates fewer aircraft (including widebody aircraft); and has a smaller workforce than in 1997. Wallach said, “There could not be a starker illustration of the Star Alliance’s effect on American jobs, and the losses will continue with no end in sight.”
What Captain Steve Wallach neglects to say is that this is a trend not unique to United, but true of every U.S. legacy carrier. And for a good reason. The airline’s cost structure was simply not sustainable over the long term. And the lower head count is commensurate with a smaller, more productive airline.
It is a gross and misleading characterization to compare United today with the United of 1997 without acknowledging the many events and structural changes that have affected the U.S. airline industry in the last dozen years. These include:
the first airline alliance was formed involving U.S. airlines in 1993, there have been innumerable benefits to consumers and airline employees. Consumers benefit from stronger networks, seamless travel and the ability to book an international itinerary through a single network. But the benefits to employees may be harder to see. Why? Because the airline–in this case United–benefits from its partner carriers’ “feed.” On every flight, whether transoceanic or domestic, passengers, who booked with one of United’s international partners, fill multiple seats on United flights.
Captain Steve Wallach paints a picture of a diminished United in his May 23 publication. The bookend years he chooses are 1997, when the STAR Alliance was born, through today. He cites the fact that United now flies to fewer cities; operates fewer aircraft (including widebody aircraft); and has a smaller workforce than in 1997. Wallach said, “There could not be a starker illustration of the Star Alliance’s effect on American jobs, and the losses will continue with no end in sight.”
What Captain Steve Wallach neglects to say is that this is a trend not unique to United, but true of every U.S. legacy carrier. And for a good reason. The airline’s cost structure was simply not sustainable over the long term. And the lower head count is commensurate with a smaller, more productive airline.
It is a gross and misleading characterization to compare United today with the United of 1997 without acknowledging the many events and structural changes that have affected the U.S. airline industry in the last dozen years. These include:
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