Tag: Aviation

Bad Tweet: Dutch airline angers Mexico soccer fans

Go Lean Commentary

“In 2 minutes a computer can make as many mistakes as 20 men in 20 years” – Murphy’s Law on Technology.

“Once posted, you can’t take it back” – Social Media Harsh Reality.

These two expressions are the new normal. Social media can be an effective communication tool to reach the general public and/or a dedicated controlled group. This can be a blessing and a curse. This fact was demonstrated after the recent World Cup Elimination Game between Mexico and The Netherlands. Mexico lost! In its haste to capitalize on all the fanfare, representatives at Dutch airline KLM committed this PR blunder of denigrating Mexican fans:

By: AP Writer Alan Clendenning
RIO DE JANEIRO (AP) — What was meant to be a joke has turned into a PR blunder for Dutch airline KLM after it angered Mexican soccer fans by taking to Twitter to celebrate the Netherlands’ dramatic comeback victory in the World Cup.

Netherlands v MexicoWithin minutes of the Netherlands’ 2-1 victory over the Tri, KLM let loose on its Twitter feed a picture of an airport departures sign under the heading “Adios Amigos!” Next to the word “Departures” is the image of a man with a mustache wearing a sombrero.

The post immediately went viral, with A-list Mexican actor Gael Garcia Bernal using not one but two expletives in a 140-character Tweet to tell his 2 million-plus followers that he’ll never fly the carrier again. Amid the widespread protest online, the post was pulled a half-hour later without an explanation.

“It was meant to be a joke,” KLM spokeswoman Lisette Ebeling Koning told The Associated Press, adding that the airline never intended to offend Mexicans, which it serves via a daily direct flight between Mexico City and Amsterdam. “But there was too much negative reaction.”

KLM issued a formal apology late Sunday.

“In the best of sportsmanship, we offer our heartfelt apologies to those who have been offended by the comment,” said Marnix Fruitema, director general of KLM in North America.

For its part, Mexican national carrier AeroMexico is also getting in on the fun, broadcasting on Twitter its support for the country’s soccer team under an arrivals sign.

“Thank you for this great championship,” AeroMexico said. “You’ve made us proud and we’re waiting for you at home.”
Associated Press (AP) News Wire Service (Retrieved 06/30/2014) –
http://news.yahoo.com/bad-tweet-dutch-airline-angers-mexico-soccer-fans-205929269.html

The expression “the post immediately went viral” could be a good thing or a bad thing. The book Go Lean…Caribbean posits that the power of social media must be harnessed strategically and tactically in order to explore all the benefits of Internet Communications Technologies. The book further asserts that the internet can be a great equalizer between large and small economy states, that talent and value can readily be searched and discovered.

The foregoing article depicts a Bad Tweet; then proceeds to describe how impactful response tweets can be, especially when wielded by an “Influencer” – a person with at least 100,000 followers – such as A-list Mexican celebrity Gael Garcia Bernal.

The book serves as a roadmap for the introduction and implementation of the technocratic Caribbean Union Trade Federation (CU). This effort will launch the Caribbean Postal Union to facilitate the region’s “mail” functionality. In 2014, the mail delivery cannot be seriously mentioned without considering electronic messaging options. Social media is an electronic messaging scheme. The CPU will administer the domain for www.myCaribbean.gov. The universe for this domain is scoped at 130 million unique users.

This strategy will elevate Caribbean society, and image. There is the need for a sentinel role for Caribbean image, as there are a lot of times that Caribbean life and people are denigrated in works of media arts: film, TV, books, magazines. Consider the example of Jamaican “Yardies”, or Dominican Cartels. The Go Lean roadmap calls for the CU to assume that role.

The CU, using cutting edge delivery of best practices, will employ strategies, tactics and implementations to impact its prime directives; identified with the following 3 statements:

  • Optimization of the economic engines in order to grow the regional economy to $800 Billion & create 2.2 million new jobs.
  • Establishment of a security apparatus to protect the resultant economic engines.
  • Improve Caribbean governance to support these engines.

Dutch KLM Photo

AeroMexico Photo

The Go Lean book speaks of a Caribbean crisis and posits that this crisis can be averted, the same way the non-malevolent jest on social media by KLM was quickly averted using stronger social media tactics. Considering the events in the foregoing article, an undeniable credo is reiterated that “a crisis is a terrible thing to waste”. The Go Lean roadmap seeks to optimize the entire Caribbean economic/security/governance eco-system. This vision is defined early in the book (Page 12 & 14) in the following pronouncements in the Declaration of Interdependence:

xv. Whereas the business of the Federation and the commercial interest in the region cannot prosper without an efficient facilitation of postal services, the Caribbean Union must allow for the integration of the existing mail operations of the governments of the member-states into a consolidated Caribbean Postal Union, allowing for the adoption of best practices and technical advances to deliver foreign/domestic mail in the region.

xxvii. Whereas the region has endured a spectator status during the Industrial Revolution, we cannot stand on the sidelines of this new economy, the Information Revolution. Rather, the Federation must embrace all the tenets of Internet Communications Technology (ICT) to serve as an equalizing element in competition with the rest of the world. The Federation must bridge the digital divide and promote the community ethos that research/development is valuable and must be promoted and incentivized for adoption.

xxx. Whereas the effects of globalization can be felt in every aspect of Caribbean life, from the acquisition of food and clothing, to the ubiquity of ICT, the region cannot only consume, it is imperative that our lands also produce and add to the international community, even if doing so requires some sacrifice and subsidy.

The Go Lean book details a lot more, a series of assessments, community ethos, strategies, tactics, implementations and advocacies to garner the benefits of ICT in the Caribbean region:

Community Ethos – Economic Systems Influence Choices & Incentives Page 21
Community Ethos – People Respond to Incentives Page 21
Community Ethos – Consequences of Choices Lie in the Future Page 21
Community Ethos – Return on Investments Page 24
Community Ethos – Ways to Impact the Future Page 26
Community Ethos – Ways to Foster Genius Page 27
Community Ethos – Ways to Impact Research & Development Page 30
Community Ethos – Ways to Bridge the Digital Divide Page 31
Community Ethos – Ways to Impact the Greater Good Page 37
Strategy – Vision – Confederating a Non-Sovereign Union Page 45
Tactical – Separation of Powers – Caribbean Postal Union Page 78
Implementation – Ways to Pay for Change Page 101
Implementation – Ways to Improve Mail   Services Page 108
Implementation – Ways to Deliver Page 109
Implementation – Ways to Impact Social   Media Page 111
Planning – Ways to Improve Image Page 133
Advocacy – Ways to Grow the Economy Page 151
Advocacy – Ways to Create Jobs Page 152
Advocacy – Ways to Foster Technology Page 197
Advocacy – Ways to Foster e-Commerce Page 198
Appendix – Measuring Media   Consumption Page 265

Now is the time for all of the Caribbean, the people and governing institutions, to lean-in for the empowerments described in the book Go Lean…Caribbean. There is reason to believe that these empowerment efforts can be successful. The Go Lean roadmap conveys how single causes/advocacies have successfully been forged throughout the world (Page 122 – Anatomy of Advocacies). With social media deployments, millions of people can be advocates. No defamation of Caribbean image will go unchallenged. We, in the Caribbean, can do the same as the Mexican power brokers when bad sportsmanship was displayed by the KLM airline.

The Caribbean can succeed in the advocacy to improve the Caribbean image and deployments of social media in the region. There are previous blog commentaries that delve into aspects of these same issues:

https://goleancaribbean.com/blog/?p=1416 Amazon’s new FIRE Smartphone
https://goleancaribbean.com/blog/?p=1404 Facebook goes down across multiple countries
https://goleancaribbean.com/blog/?p=857 Caribbean Image:   Dreadlocks

Congratulation to the Netherlands football/soccer national team in their pursuits of the FIFA World Cup. There is room for good sportsmanship for all.

Download the book Go Lean … Caribbean – now!

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Lessons Learned from the American Airlines merger

Go Lean Commentary – Lessons on Delivery Arts & Sciences

Lessons Learned 1Tourism is the number one economic driver in the Caribbean region. But the eco-system has cracks …

More and more tourists are travelling to the Caribbean…by cruise ships. Less and less are travelling to the region by airplane. Therefore no air-flights, no hotels, no restaurants, no taxi cabs, no job multipliers, and no full economic “chain-link”.

The 2008 financial crisis placed a heavy strain on the US’s largest carrier: American Airlines. On July 2, 2008, American announced furloughs of up to 950 flight attendants, in addition to the furlough of 20 MD-80 aircraft. American’s hub at Luiz Muñoz Marin Airport in San Juan, Puerto Rico (PR) was truncated from 38 to 18 daily inbound flights. The holding company, AMR Corporation, filed for Chapter 11 bankruptcy protection on November 29, 2011, and the airline made cuts in July 2012 due to the grounding of several aircraft associated with its bankruptcy and lack of pilots due to retirements. American Eagle, the regional carrier, (the Caribbean’s largest), was to retire 35 to 40 regional jets as well as its entire Saab turboprop fleet. [b] American Eagle PR ceased operation in March 2013. This status created dysfunction for the entire Eastern Caribbean region.

This dysfunction has created the urgency for permanent change. This is a prime directive of the book Go Lean … Caribbean, to optimize the region’s economic engines, including enhancements for Caribbean tourism, cruise and “long stay” visitors.

The delivery story continues…

By summer 2012, American Airlines considered merging with another airline as part of a restructuring plan.

On February 14, 2013, AMR Corporation and US Airways Group officially announced that the two companies would merge to form the largest airline (and airline holding company) in the world, with bondholders of American Airlines parent AMR owning 72% of the new company and US Airways shareholders owning the remaining 28%. The combined airline would carry the American Airlines name and branding, while US Airways’ management team, including CEO Doug Parker, would retain most operational management positions, and the headquarters would be consolidated at American’s current headquarters in Fort Worth, Texas. The merger would create the world’s largest airline, which, along with United and Delta Air Lines, would control three-quarters of the US market. US Federal Bankruptcy judge Sean Lane approved the merger in March 2013.

The United States Department of Justice filed a lawsuit in August 2013 seeking to block the merger, arguing that it would mean less competition and higher prices. On November 12, the airlines reached a settlement (eliminating certain routes and hubs) with the US Justice Department to settle the lawsuit and allow the merger to be finalized. Thus restoring the public “trusts”.

AMR and US Airways Group completed the merger on December 9, 2013, with the new holding company American Airlines Group, Inc. being listed on NASDAQ that day. [b]

In a January 2014 letter [a] to frequent flyers of both airlines, it was announced: “It’s an exciting time at American Airlines, and we’re kicking off the new year with you — our most loyal customers in mind. For now, we’ll continue to maintain our separate loyalty programs — Dividend Miles and AAdvantage® — with rules and benefits of each program still applying, but rest assured your mileage balance and elite status are safe, secure and will continue to be honored”.

There remains a lot of work to do as both airlines are combined, and since the close of the merger, the two airlines have been working to deliver the first phases of enhanced benefits to their customers … and communities. Here are some highlights:

1. Pick “low-hanging fruit”

Lessons Learned 2Earning and redeeming miles – Members can now earn and redeem Dividend Miles (US Airways) when flying on American or US Airways with their Dividend Miles number. All miles and segments earned when flying on either airline will count toward elite status qualification in the program of your choice.

Elite benefits – Elite members of each airline can now enjoy select reciprocal benefits when flying on either airline, including First and Business Class check-in, complimentary checked bags, priority security and boarding, and many more.

More lounge access – In addition to the US Airways Clubs, club members can now access 35 Admirals Club® locations in major airports worldwide.

2. Intermediate goals and plans

On March 30, US Airways exited the competing Star Alliance. The initiation with the oneworld® alliance started on March 31, giving customers opportunities to access the widest array of destinations around the globe. More and more benefits will emerge as the merger (and the oneworld alliance) consummates. Coming soon, customers will enjoy access to an enhanced network through the American/US Airways code-share, allowing for the seamlessly booking of travel on either airline.

3. Long-term objectives

The actual integration of the airlines under a single air operator’s certificate will not be completed until a much later date. The combined airline will carry the American Airlines name and branding, and will maintain the existing US Airways hubs in Charlotte, Philadelphia, Phoenix, and Washington DC for a period of at least five years under the terms of a settlement with the US Department of Justice.

4. End Game

The resultant single-branded airline will operate an extensive international and domestic network, with scheduled flights throughout North America, the Caribbean, South America, Europe, and Asia. Its route network will center around the five American “cornerstone” hubs in Dallas/Fort Worth, New York, Los Angeles, Miami, and Chicago; plus some US Airways hubs.

oneworld Alliance

What exactly is an airline alliance? It’s an agreement among multiple airlines to streamline, make customers travel experience more seamless. The oneworld alliance is particularly good at this. So much so that it’s been named the Best Airline Alliance by Global Traveler magazine’s 2013 Reader Survey for the fourth year in a row. A passenger can be checked (boarding passes and luggage) right through to the final destination when traveling on oneworld carriers. Other benefits include airport lounge access, priority check-in and priority boarding, and of course, a large number of destination choices.

The new alliance means more ways to get to top destinations. Here are the summary options…by the numbers:

981 destinations served
151 countries
14,244 daily departures
3,283 aircrafts in the fleet
474,825 million passengers flown annually

The oneworld Alliance Member Airlines:

Airline Base Country / Region
Airberlin Germany – Central Europe
American Airlines USA – North America
British Airways United Kingdom, Western Europe
Cathay Pacific Airways Hong Kong (China), Far East Asia
Finnair Finland – North Europe
Iberia Spain / Portugal – Southern Europe
Japan Airlines Japan – Far East Asia
LAN Airlines Chile/Peru – South America
Malaysia Airlines Malaysia – Southeast Asia
Qantas Australia – Austra-Asia
Qatar Airways Middle East
Royal Jordanian Middle East
S7 Airlines Russia – Siberia
TAM Airlines Brazil – South America
US Airways USA – North America

Go Lean Commentary … cont’d

Considering one specific country, there is now something wrong in Barbados. [d] In July 2013, Barbados recorded the lowest number of long stay visitors (47,953) during the same period for 13 consecutive years. This is thusly expected to affect the traffic for the annual festival of Crop Over (a traditional harvest celebration connected with Barbados sugar cane plantation culture) [e] for 2014. Long stay visitors usually travel by airplane. This is the issue; there is a supply problem with air travel in the Eastern Caribbean and there is a demand problem. The end result: airline dysfunction and higher prices.

The issue of declining tourism spending is tied to dysfunction in the airline industry. Has the Crop Over event become less attractive or is the blame on the higher airfares that has resulted due to the airline (American Airlines) dysfunction? The analytical conclusion is the problem is with the airline industry.

The 2008 Financial Crisis continues to wreak havoc on the economy of the Caribbean. This is a consistent theme in the book Go Lean … Caribbean; it serves as a roadmap for the introduction and implementation of the Caribbean Union Trade Federation (CU), an alliance of 30 Caribbean member-states.

The Go Lean roadmap calls for regulating and promoting the Caribbean’s aviation industry. We need American Airline and US Airways to deliver on their merger, and then deliver on facilitating air passengers to the Caribbean region.

This is how the CU will optimize the region’s economic engines. This is change!

The Go Lean book presents a series of community ethos that must be adapted to forge this change. In addition, there are these specific strategies, tactics, implementation and advocacies to apply:

Community Ethos – Job Multiplier Page 22
Community Ethos – Lean Operations Page 24
Community Ethos – Cooperatives Page 25
Community Ethos – Ways to Help Entrepreneurship Page 28
Community Ethos – Impacting the Greater Good Page 37
Strategy – Customers – Visitors Page 47
Strategy – Competitive Analysis –  Event Patrons Page 55
Strategy – Core Competence – Tourism Page 58
Strategy – Anecdote – Caribbean Hotel & Tourism Assoc. Page 60
Tactical – Fostering a Technocracy Page 64
Tactical – Commerce – Tourism Promotion Page 78
Tactical – Aviation Administration & Promotion Page 84
Implementation – Ways to Deliver Page 109
Implementation – Trade Mission Objectives Page 116
Planning – Ways to Improve Trade Page 128
Planning – Lessons Learned from 2008 Page 136
Planning – Lessons from Egypt Page 143
Advocacy – Ways to Enhance Tourism Page 190
Advocacy – Ways to Impact Events Page 191
Advocacy – Ways to Market Southern California Page 194
Advocacy – Ways to Promote World-Heritage-Sites Page 248

There are lessons from the evolution and delivery of the American Airlines / US Airways merger in considering the quest for Caribbean optimization:

• When possible, Caribbean solutions should come from the Caribbean.

• When not possible, Caribbean solutions should be serviced by alternate sources, with no one player holding more than 50% of market share.

• Many Caribbean islands have close proximity, so there must always be alternative transportation modes, like ferry-boats.

• Do not “bite the hand that feeds you”; the Caribbean region must protect the engines that drive the economy.

Now is the time to lean-in to this roadmap for Caribbean change, as depicted in the book Go Lean…Caribbean. We cannot afford another American corporate giant, (i.e. Lehman Brothers) mishandling their public trusts. The Caribbean can – and must – be less elastic to American woes.

The Caribbean should be less of an American parasite and more of a protégé.

Download the book Go Lean … Caribbean – now!

————————-

References:

a. Andrew Nocella, American Airlines Senior Vice President and Chief Marketing Officer. AAdvantage Frequent Flyer Status Email. Retrieved January 5, 2014.

b. Wikipedia treatment on American Airlines. Retrieved May 6, 2014 from: https://en.wikipedia.org/wiki/American_Airlines

c. Titcombe, Tara. “The World at your fingertips”. US Airways Magazine. Retrieved May 6, 2014 from: http://tjt0325no2pencil.files.wordpress.com/2014/04/aprilfeature_oneworld_final.pdf

d. “Commentary: Tourism Matters: A better analysis is needed”. Caribbean News Now Online Magazine. Retrieved May 6, 2014 from: http://www.caribbeannewsnow.com/topstory-Commentary%3A-Tourism-Matters%3A-A-better-analysis-is-needed-20985.html

e. Wikipedia treatment on American Airlines. Retrieved May 6, 2014 from: https https://en.wikipedia.org/wiki/Crop_Over

 

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Air Antilles Launches St. Maarten Service

Go Lean Commentary

This below news article is good news for the Caribbean region. A new airline option has stepped in to fill the void.

Express

See the news story here:

By the Caribbean Journal staff:

Air Antilles Express has launched its first-ever service between St. Maarten and Pointe-a-Pitre, Guadeloupe.

The service could provide a boost for Guadeloupe’s bid to attract more tourists from the United States market, as St Maarten is a major hub for flights from the United States.

The thrice-weekly service is being operated on Thursdays, Saturdays and Sundays. Air Antilles Express made its first flight between the two Caribbean destinations last week. The St Maarten-Guadeloupe service is part of a wider expansion for the company across the region.

The regional carrier launched another new flight out of Guadeloupe at the end of last year, serving Antigua.
Source: Caribbean Journal Online News Source (Retrieved 02/11/2014) –  http://www.caribjournal.com/2014/02/11/air-antilles-express-launches-guadeloupe-st-maarten-service/

This foregoing article is just the “tip of the iceberg”; this is the latest development in a long string of eruptions in the Caribbean Air Travel space. The first eruption was November 2011 when AMR Corporation filed for Chapter 11 bankruptcy reorganization. AMR Corporation, the Fort Worth, Texas based airline holding company was the parent company of American Airlines, American Eagle and Executive Airlines, the Puerto Rico based regional American Eagle carrier for the Caribbean. Executive/ American Eagle ceased operation on March 31 2013, leaving a gap of service for the Eastern Caribbean islands.

Change had come to the airline industry. American was the last of the remaining legacy airlines in the US to file for bankruptcy; the prior business model had become unsustainable for every American carrier. Along the way, AMR “spun off” all American Eagle regional carriers including Executive Airlines, shedding the debt and union contracts as a weight off its bottom-line. This step was too little, too late. Despite US$ 24.855 billion in revenues for 2012 and $4 billion in cash, the company still posted losses of $1.876 billion. The merger of AMR with US Airways Group on December 9, 2013 form the new entity, American Airlines Group, and a new lease on life. But still, there is no Eastern Caribbean resurrection!

The book Go Lean … Caribbean serves as a roadmap to navigate the changed landscape of the globalized air transport industry. It pronounces that change has come to the Caribbean and despite due warning the region is not prepared. The Go Lean roadmap portrays the need for regional integration, administration, and promotion for Caribbean air carriers. The book posits that transportation and logistics empowers the economic engines of a community. The above news article/Press-Release definitely asserts this premise. There must be air carrier solutions to service the transportation and tourism needs of the Caribbean islands. There is the expectation that air travel will continue to grow and impact Caribbean society – thus the need for more regional coordination. New models are detailed in the book in which tourism can be enhanced with “air lifts” to facilitate Caribbean events.

Now, for much of the Caribbean, air service is the only viable transportation option, but this Go Lean roadmap introduces the Caribbean Union Trade Federation (CU) and its Union Atlantic Turnpike initiative (Page 205) to offer more transportation solutions (ferries, toll roads, railways, and pipelines) to better facilitate the efficient movement of people and cargo.

Air Antilles Express is based at Pointe-à-Pitre International Airport in Guadeloupe. It is a regional airline operating scheduled and seasonal services in the French Antilles (Caribbean). The airline began operations in December 2002 owned by the Dubreuil Group, the same as French Guiana based Air Guyane Express, using the same call signs, IATA (3S) and ICAO (GUY).

This carrier’s strategy, tactical and operational plan is to fill some of the gap left from the American Eagle absence, as follows:

Air Antilles Express –Destinations*
American Eagle – Puerto Rico Hub Destinations*
Antigua
Antigua
British Virgin Islands – Tortola
Dominican Republic
  • Punta Cana (July–August only)
  • La Romana (July–August only)
  • Santo Domingo
Dominican Republic
  • Punta Cana
  • Santiago
  • Santo Domingo
French Guiana
Dominica
Guadeloupe
Guadeloupe
Martinique
Martinique
Saint Barthélemy
St Maarten
Saint Kitts and Nevis
St Maarten
Saint Lucia
U.S. Virgin Islands
  • Saint Croix
  • Saint Thomas

Information is retrieved from Wikipedia on February 11, 2014

Everyone is encouraged to lean-in to the best-practices and empowerments defined in the Go Lean book.
🙂

Download the book Go Lean … Caribbean now!!!

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