11-11-2008
06:01 PM
3 Loves
Introducing codeshare at this time is dangerous. All unionized employess work under a labor agreement and once something is negotiated and agreed to, there is little that one can do to change course. If codeshare ends up a net positive for profits, even by a small measure, the labor groups will have to live with their current lot in life at the company. You cannot put the genie back in the bottle. Working holidays, weekends, nights, less productive trips and flying as a co-pilot for extended durations will become the norm as a result of stagnation and no growth. Slowing growth can be an effective tool; but given our financial position and adaptive nature, we should be monopolizing on these rare oppportunities to grab lucrative market share, and backfill where the legacies have started reductions. International flying IS more complicated; however, this is the most productive, innovative, and proven empoyee group in the airline industry. Our company is poised and ready to meet any challenge. Southwest Airlines' management needs to trust its product and its people to deliver.
Aside from the economic and quality of life issues that employees complain about, placing our brand at the feet of many unproven hands has the potential of catastrophically detstroying 37 years of hard work and loyalty. I have had experience with passengers not being accomodated in the same manner on an ATA flight that they were accustomed on Southwest. "Unfortunately, you don't fly to XXXX. ATA is my only alternative and if it weren't for my rapid rewards, I would fly American internationally." This is not what I want to hear from our passengers. Sadly, when you surrender control of you product, you have little choice but to accept the results.
My hope is that SWA will find its moxy and return to the fight. Our travelling futures depend on a healthy and Spirited Southwest. The Southwest we are writing about is healthy, but not as Spirited.
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