Roger Lowenstein asks the question "Is there any way to run an airline?", and muses about the challenges facing network airline managers. What Lowenstein fails to mention is that management has, for more than a decade, been warned about the fragility of their chosen network business model, by employees and their consultants. And customers have repeatedly voiced how they revile management's "best practices" optimization techniques and perceptibly lacking service levels. Yet network airline managers consistently refused to act on practical, constructive recommendations, instead, chastised employees and customers for meddling in management. Is it understandable, then, why employees and customers refuse to further subsidize these managers and their obviously flawed business model? The savaging of the boutique, network airline model began long before 9-11-2001. Since managers proclaim it is their show to manage, let them do so. May the best business model and execution win. Fair warning, however, that there may be no winners in the network airline category. - Bob Mann -- - R.W. Mann & Company, Inc. >> Airline Industry Analysis Port Washington, NY 11050 >> tel 516-944-0900, fax -7280 mailto:RWM@RWMann.com >> URL http://www.RWMann.com/ > ----- Original Message ----- > From: "Bill Hough" <psa188@juno.com> > To: <AIRLINE@LISTSERV.CUNY.EDU> > Sent: Sunday, February 17, 2002 23:34 > Subject: NYTimes.com Article: Into Thin Air > > > > > Into Thin Air > > > > February 17, 2002 > > > > By ROGER LOWENSTEIN > > > > > > Airlines have always been a hard business. But a case study > > of United shows why they have been so extraordinarily > > successful at making profits disappear. > > > > > http://www.nytimes.com/2002/02/17/magazine/17AIRLINES.html?ex=1015006885&ei= > 1&en=73906bc45376aae2