Breakfast with Doug Parker

“I really don’t know what to say to you,” Doug Parker began. “The part I don’t know how to describe is why you’re doing what you’re doing.” The 150+ FlyerTalkers felt the same way as they struggled to understand Parker’s Darwinian philosophy about the future of the American airline industry — an oligopoly featuring permanently higher fares and restrained capacity, in which baggage fees and a la carte pricing annually deliver $400-$500 million in pure profit. “If we didn’t have it, we’d be right back where we were before,” he said, “barely breaking even or worse.”

Parker isn’t the most popular airline CEO in the FlyerTalk canon, but U.S. Airways warmly welcomed the Mega DOers to the Desert Botanical Garden, where they nibbled at a breakfast spread and drank cappuccinos (to counteract the champagne) before Parker addressed them. During final descent into PHX, we’d been scolded on the PA to “be respectful of our hosts — his name is Doug, not ‘Dougie.’” But the audience was quiet and polite — or maybe just depressed after listening to Parker’s worldview.

As amiably as could be, Parker laid out his bleak vision of the airline industry in which six carriers — United, Delta, American, U.S. Airways, Southwest and JetBlue — co-exist in a profitable equilibrium, one in which seat capacity is rigidly controlled to restore a measure of pricing, and consolidation continues to strip more seats out of the sky. The four things that could “screw up” this equilibrium are “loss of capacity discipline, and I don’t think that’s going to happen;” labor relations (“We can’t give it all back”); new entrants such Virgin America (“all we’d do is spend a lot of money fighting them off”) and government pressure to curb carbon emissions, leading to new taxes on aviation. Higher oil prices are less an issue than simply a fact of life, with costs being passed along to the customer.

As cynical as his formula is, it appears to be working. For the first time since industry deregulation in 1978, the airline industry is countercyclical, posting record profits while the broader economy is depressed. “Our third quarter results were the best in our company’s history,” he said. “What was required because of crisis is what’s got us making money.”

Predictably, the Mega DOers weren’t exactly stirred by this call to arms. A lengthy Q&A period followed, featuring questions about when the airline will finally solve its labor issues, ending the “East/West” split (he was non-committal), international expansion (don’t expect much anytime soon) and its role in the alliance. One attendee told the story of a flight last October in which she was told to “sit down and shut up” by a fight attendant during a medical emergency, and has been flying Continental ever since (from CLT to PHX, no less). Parker pleaded with her to reconsider — “You’re probably waiting three hours at Houston,” he said. “An hour and ten minutes,” she replied — before finally resorting to “in terms of running the airline, we’re doing better than they are.”

But the most anticipated question came from Art Pushkin, the former U.S. Airways elite who founded what was effectively a resistance group (FFOCUS, a.k.a the “Cockroaches”) before defecting to Continental and taking a hundred elites with him. By his own calculations, he has cost U.S. Airways at least $1 million since. His question: why are you alienating Chairmen by charging them for premium coach seats. Parker’s answer, in a nutshell: we’re selling some of them, but not all of them — and you have to get there first. “The goal is not to take them away from Chairmen and sell them to someone else — or to Chairmen. The room began to stir when Park insisted other airlines are doing the same thing — they’re not — and then countered with “I know they’re going to do the same thing we are.” Maybe, maybe not. But no one present wanted to imagine a race to the bottom.

Then he left, and we had an hour to kill chasing butterflies.

Checking In With Captain Denny

While many Mega DOers spent their first night in Houston eating BBQ and the FT Awards brain trust thrashed through their final preparations, I had a chance to catch up with Captain Denny Flanagan, who’s in town to present a special award during Thursday night’s ceremony. Capt. Denny is, of course, the revered UAL 757 pilot most famous for “FlyerTalk 1,” and unlike a great many of his colleagues appears to have never doubted FlyerTalk as a force for good. “They really make a difference for the flying public,” he told me. “They’re spokespersons and investigative reporters. Do you know what a PAC is? They’re kind of like a FAC — a flying action committee.”

He’s still averaging six of his trademark dinner DOs per year, and still bringing his co-pilot and fellow pilots, “just to let them have an experience with the customer,” he said, “to hear their praise and their complaints.”

I’m Falling Behind…

…on sleep and on keeping current with these posts. That’s what happens when your whirlwind evening includes workshops with Lufthansa and Star Alliance (more at USA Today on that one), dinner at Lufthansa headquarters with 76 Mega DOers and executives from across Star and the Lufthansa Group, and a nightcap (one of many) at the First Class Terminal — the first (and certainly the last) time it has ever been opened to non-HON, non-first class passengers. A truly amazing, exclusive experience. Seth will hopefully toss a few photos of the latter on the Web this morning, but more detailed posts on Tuesday night’s activities will have to wait until we’ve touched down in Houston. In the meantime, I have Tattinger Rosé to drink over breakfast at the First Class Terminal. See you on the other side.

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