Beruflich Dokumente
Kultur Dokumente
- Leadership
- Culture
- Outlook
- Business Model
- Strategy
- Customer Interface
- Recommendations
AGENDA
HQ in Atlanta, GA
Founded 1928
52,386 Employees
$22,697 Sales (in millions)
$3.6 billion merger with NWA
Worlds largest airline (by traffic)
COMPETITION
American
United
Continental
US Airways
Southwest
America West
Jet Blue
ATA
British Airways
China Southern
Air France
AeroMexico
Aeroflot
Virgin
Singapore Airlines
SAS
- 9/11
- Fuel Costs
Helps Drive
- Chapter 11
- Executive Management
- Delta/NWA merger (Oct. 2008)
- Capacity Cuts
Source: FAA October 2008
PROFILE
INDUSTRY FORCES
Threat of New Entrants
Power of Suppliers
Power of Buyers
Availability of Substitutes
Competitive Rivalry
OTHER FACTORS
Labor
Fuel Cost
Weather
Economy
9/11
Regulation
OVERVIEW
Frontier
Sun Country
Primaris
Source: ATA Industry Review 2009
OVERVIEW
2007
2008
12,758
4,170
482
1,744
15,137
4,446
686
2,428
Revenue
Passenger Mainline
Passenger Regional affiliates
Cargo
Other
Total Revenue
19,154
22,697
4,189
4,686
1,164
996
3,152
725
983
933
0
0
15
Salaries
Fuel
Depreciation
Contract Service
Contract Carrier Arrangements
Landing Fees
Aircract Mantenance
Passenger Commission
Impairment of intangible assets
Restructuring Charge
Other operating
Net Income
1. Fuel (23.7%)
2. Impairment of intangible assets
3. Salaries
Expenses
Operating Expense
$
$
16,843
1,612
4,802
7,346
1,266
1,153
3,616
839
1,169
1,030
7,296
1,131
1,363
$
$
31,011
(8,922)
4. Carrier Arrangements
5. Depreciation
6. Aircraft Maintenance
NET Income Comparison for 2008
Continental
$ (585 million)
American
$ (2 billion)
US Airways
$ (2.2 billion)
Delta
$ (8.9 billion)
FINANCIALS
Total Assets
Liabilities
Accounts Payable
Air Traffic Liabilities
Taxes Payable
Accrued Salaries
Debt
Pension & retirement
Deferred Revenue
Other
2006
2007
2,784
936
192
18,115
227
279
2,911
3,168
1,092
273
10,127
12,104
2,953
2,706
19,622
936
1,797
500
405
8,012
0
709
20,856
Total Liabilities
33,215
Total Equity
$ (13,593)
32,423
1,045
1,982
320
734
9,000
3,867
3,632
1,730
22,310
10,113
OBSERVATIONS
- 530% increase in Goodwill?
- Did Chapter 11 absolve pension?
- $20 billion liabilities subject to
compromise?
...This amount represents the debtors'
estimate of known or potential prepetition claims to be resolved in
connection with the Chapter 11 cases.
FINANCIALS
STRENGTHS
- Worlds largest mega carrier
- SkyTeam alliance
WEAKNESSES
- Capacity cuts (20% capacity reduction)
- Employee cuts (2,000 job cuts)
- Low on-time rating
- Operational costs
S.W.O.T.
OPPORTUNITIES
- Invest in new technologies
INDUSTRY FORCES
- Fuel alternatives
Power of Suppliers
Power of Buyers
THREATS
Availability of Substitutes
Competitive Rivalry
OTHER FACTORS
Labor
Fuel Cost
Weather
Economy
- Profit losses and adverse publicity from any aircraft accident incidents
- Government Regulation CO2 Emissions
- Global Economic Recession
- Customer reaction to new policies (baggage & food)
Pratt Institute | DM 672 | Business Strategy
9/11
Regulation
S.W.O.T.
INDUSTRY FORCES
Threat of New Entrants
Power of Suppliers
Power of Buyers
Now what!?
Availability of Substitutes
Competitive Rivalry
OTHER FACTORS
Labor
Fuel Cost
Weather
Economy
9/11
Regulation
HORIZON
- Chapter 11
- NWA Merger
- Fuel Hedging
- Personnel Costs
- Poor Economy
- Cutting Capacity & Jobs
- New Revenue Streams
REVIEW
2007
2008
12,758
4,170
482
1,744
15,137
4,446
686
2,428
Revenue
Passenger Mainline
Passenger Regional affiliates
Cargo
Other
Total Revenue
19,154
22,697
Expenses
4,189
4,686
1,164
996
3,152
725
983
933
0
0
15
Salaries
Fuel
Depreciation
Contract Service
Contract Carrier Arrangements
Landing Fees
Aircract Mantenance
Passenger Commission
Impairment of intangible assets
Restructuring Charge
Other operating
4,802
7,346
1,266
1,153
3,616
839
1,169
1,030
7,296
1,131
1,363
Operating Expense
16,843
31,011
Net Income
1,612
(8,922)
REVIEW
STRENGTHS
WEAKNESSES
OPPORTUNITIES
- Reduce operational costs & capacity
- Streamline operations & supply chain
- New value-for-money strategies
- Enhance the customer experience
- Customer retention initiatives
- Invest in new technologies
- Renegotiate lease & labor agreements
THREATS
- Alternatives
- Competition
- Increased regulation
- Market environment
- Economy
- Fuel costs
- Crashes/Terrorism
S.W.O.T.
Begins operating as
Delta Air Lines
1924
1934
1953
1971
1928
1945
1966
1978
The Airline
Deregulation Act
passes
LEADERSHIP
Western Airlines
merges-becomes 4th
largest US carrier
Delta declares
Bankruptcy. Richard H.
Anderson becomes CEO
1979
1987
1997
2006
1981
1991
2001
2008
Delta launches
Frequent Flyer
Program
Pan Am Merger
LEADERSHIP
CULTURE
Text
Change in % of Consumer
Spending for Airline Industry
10
8
6
4
2
0
2008
2009
2010
2011
2012
2013
-2
-4
-6
-8
-10
YEAR
OUTLOOK
Change in % of Consumer
Spending for Airline Industry
10
8
6
4
2
0
2008
2009
2010
2011
-2
-4
Text2013
2012
US Personal Consumption
expenditures for US airlines
are expected to grow at an
annual compounded rate of
5.9% between 2008 and
2013.
-6
-8
-10
YEAR
OUTLOOK
INVESTMENT OUTLOOK
CONTINENTAL
22
AMERICAN
US Personal Consumption
US AIRWAYS
NUMBER OF IRPs
20
TAM
16
DELTA
Text
UNITED
14
12
CHINA SOUTHERN
CHINA EASTERN
3.5
2.5
3.0
HOLD
2.0
BUY
Flattens.
OUTLOOK
FUEL
CUSTOMER
NEEDS
TECHNOLOGICAL
CHANGE
ECONOMY
LABOR
REGULATION
COMPETITION
ENVIRONMENT
MARKET FORCES
LABOR
COMPETITION
ENVIRONMENT
REGULATION
ECONOMY
TECHNOLOGICAL
CHANGE
FUEL
CUSTOMER
NEEDS
Suppliers
Procurement
Inbound
Logistics
Operations
Excess Capacity
& Supply
Developement
Outbound
Logistics
Marketing
& Sales
Service
Customers
Lower Demand
& Spending
VALUE CHAIN
(Perception)
PARTNER NETWORK
CUSTOMER RELATIONS
CUSTOMERS
RESOURCES
ACTIVITIES
VALUE PROPSITION
Fuel
Logistics
Air Transportation
Distribution
Operations
Cargo
Delta.com
Labor
Development
Entertainment
Internet
Airports
Brand Management
Food
Phone
Content
Travel Agents
SkyMiles
Terminal
Support
Strategy
e-commerce
Partner Airline
Maintenance
IT
Advertisers
Advertising
In-flight Service
Planes
Service
Content
Passengers
Costs
Margin
Revenue
(Revenue - Costs)
$31 billion
Creating Value
$22.7 billion
-$8.9 billion
Capturing Value
Model created by Alexander Osterwalder, Arvetica
BUSINESS MODEL
(Perception)
PARTNER NETWORK
CUSTOMER RELATIONS
PARTNER NETWORK
Producers,
Suppliers, Partners, Employees
Producers, Suppliers, Partners, Employees
RESOURCES
RESOURCES
Fuel
ACTIVITIES
VALUE PROPSITION
Logistics
Air Transportation
ACTIVITIES
Distribution
Fuel
Development
Entertainment
Air Transportation
Internet
Food
Phone
Cargo
SkyMiles
Terminal
Content
Development
Strategy
Labor
Support
IT
Advertising
Brand
Management
Maintenance
Airports
Service
Planes
Content
VALUE PROPSITION
Cargo
Operations
Brand Management
Airports
Distribution
CHANNELS
Operations
Logistics
Labor
Support
Maintenance
Content
Passengers
(Vacation, Transfer, Business, Elite)
Travel Agents
e-commerce
Entertainment
Partner Airline
Advertisers
In-flight
Service
Food
SkyMiles
Strategy
IT
Costs
Service
Planes
Delta.com
Margin
(Revenue - Costs)
$31 billion
Creating Value
CUSTOMERS
AdvertisingRevenue
(Passengers, Baggage, Entertainment, Food, Advertising)
Content
$22.7 billion
-$8.9 billion
Capturing Value
Model created by Alexander Osterwalder, Arvetica
BUSINESS MODEL
(Perception)
CUSTOMER RELATIONS
CUSTOMER RELATIONS
PARTNER NETWORK
Service (CSR),
Employees, Sales, PR
Service (CSR), Employees, Sales, PR
ACTIVITIES
VALUELogistics
PROPSITION
Operations
Distribution
Air Transportation
Development
Labor
Brand Cargo
Management
Airports
Content
Support
Entertainment
Strategy
Maintenance
IT
Food
Service
Planes
SkyMiles
VALUE PROPSITION
Air Transportation
Advertising
Delta.com
Entertainment
Internet
Content
SkyMiles
Passengers
(Vacation, Transfer, Business, Elite)
Travel Agents
Passengers
e-commerce
Terminal
Internet
Partner Airline
(Vacation,
Transfer, Business, Elite)
Advertisers
In-flight Service
Phone
Advertising
Content
Travel Agents
Terminal
e-commerce
Partner Airline
Advertisers
In-flight Service
(Revenue - Costs)
$31 billion
Creating Value
CUSTOMERS
Delta.comPhone
Food
Margin
CUSTOMERS
CHANNELS
Cargo
CHANNELS
Revenue
$22.7 billion
-$8.9 billion
Capturing Value
Model created by Alexander Osterwalder, Arvetica
BUSINESS MODEL
Marketing
- Inconsistent Message
- Does not speak to the customer
experience
Welcome Change, Welcome the new
Delta Approach
- Multiple agencies do work for them over
the years
- The Merger is a new opportunity
- Cincinnati
- Atlanta
- JFK
- Salt Lake City
- *Minneapolis
Customer Retention
- SkyMiles
- SkyTeam
- Crown Room Club
Subsidiaries
- Comair
- Compass Airlines
- Delta Shuttle
- Delta AirElite
- Mesaba Airlines
- Northwest Airlines (3 business)
Destinations
- 461 destinations in 96 countries
- More than any other U.S. airline
- Delta has 1,534 flights per day
- Delta Connection: 2,533 daily
- Delta + Alliance: 6,795 daily
STRATEGY
Delta
Awareness
planning
reservation
trip
airport
arrival
check-in
security
boarding
check-in
service de-boarding
Delta
Awareness
Continues
CUSTOMERS
US Airways
Virgin
Atlantic
British
Airways
Delta
Continental
American
Southwest
United
JetBlue
CUSTOMERS
Creating Value
- Reduce costs, capacity, and increase efficiency
- Focus on domestic vs. international
- Evaluate and streamline suppliers
- Renegotiate contracts
- Evaluate and divest noncore business units & programs
- Monitor competition and borrow ideas from international market
Capturing Value
- Transparent & effective MarComm
- Maintain & revitalize marketing & customer retention initiatives
- New & enhanced value proposition opportunities
- Charge for EVERYTHING
RECOMMENDATIONS
Ideas...
- Enhance the customer experience
- Technology (RFID & ICT)
- Sell more Advertising (Captive audience who you know all about)
- Trade content for passenger feedback, information, & marketing
- Monitor passenger content interaction & improve offerings
- Sales training for Flight-Attendants (the new sales force in the sky)
- Investigate alternative food, beverage, & service models
- Recycling and waste reduction
RECOMMENDATIONS
Maximize value by
Charging for a better
Customer Experience
RECOMMENDATIONS
Technology
Content, Access, & Information
Games, Movies,
Messaging, &
WiFi....
RECOMMENDATIONS
Advertising
Connect Advertisers to Customers
John Smith
age 40
race white
geography NYC
status Married
children 2
Pratt Institute | DM 672 | Business Strategy
RECOMMENDATIONS
Service
Your sales force in the sky...
RECOMMENDATIONS
Technology
RFID baggage tracking
Industry could
save $650 million
to $1 billion
annually
Pratt Institute | DM 672 | Business Strategy
RECOMMENDATIONS
WASTE
RECOMMENDATIONS
Experience
Simulation & Visualization
RECOMMENDATIONS
Experience
Visualization
RECOMMENDATIONS
Experience
Visualization
RECOMMENDATIONS
RECOMMENDATIONS
...Skydiving anyone?
Pratt Institute | DM 672 | Business Strategy
Q&A