Alitalia-Etihad: cronache da un matrimonio
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In questa sezione si dovranno trattare gli argomenti che riguardano i vettori con COA italiano
In questa sezione si dovranno trattare gli argomenti che riguardano i vettori con COA italiano
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malpensante
- Messaggi: 23294
- Iscritto il: mar 20 nov 2007, 18:05:14
- Località: Milano
Re: Alitalia-Etihad: cronache da un matrimonio
Montezemolo vorrebbe che Fiumicino fosse suo, come Linate.
Re: Alitalia-Etihad: cronache da un matrimonio
Potrebbe comprarne il 15% che è in vendita.
Re: Alitalia-Etihad: cronache da un matrimonio
Montezemolo è cresciuto alla corte della Fiat, quella di impostazione sabauda che aveva come motto "Ciò che va bene alla Fiat va bene all'Italia" e cerca di applicare il concetto, debitamente rivisto, in ogni sua attività. Con fortune alterne.malpensante ha scritto:Montezemolo vorrebbe che Fiumicino fosse suo, come Linate.
Anche avesse FCO tutto per sé, probabilmente AZ riuscirebbe ancora a perdere soldi.
Ma un FCO blindato a favore di AZ è qualcosa che sconfina nella fantascienza. Ci sono troppi romani (osti, albergatori, affittacamere etc.) e troppi enti religiosi che prosperano grazie ai milioni di turisti e pellegrini che arrivano nella Capitale grazie alle Low Cost. La sola ipotesi che parte di questi clienti possa essere perso per favorire LCDM credo causerebbe una sollevazione tale da riportare i soliti noti a più miti consigli.
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malpensante
- Messaggi: 23294
- Iscritto il: mar 20 nov 2007, 18:05:14
- Località: Milano
Re: Alitalia-Etihad: cronache da un matrimonio
Si dovrebbero accontentare della Low Cost Di Montezemolo.
Re: Alitalia-Etihad: cronache da un matrimonio
FCO non può essere blindato e LCDM lo sa bene. Probabilmente le sue parole sottintendono una richiesta di condizioni iperfavorevoli per AZ da parte di ADR. E magari qualche incentivo studiato ad hoc per la compagnia italiana.
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malpensante
- Messaggi: 23294
- Iscritto il: mar 20 nov 2007, 18:05:14
- Località: Milano
Re: Alitalia-Etihad: cronache da un matrimonio
AdR non fa sconti a nessuno, perché ha pochi slot liberi sia a FCO che a CIA e non guadagnerebbe nulla facendone ad Alitalia.
Re: Alitalia-Etihad: cronache da un matrimonio
come fara' ADR a fare gli investimenti e contemporaneamente anche gli sconti al cliente che gli fa quasi la meta' dei passeggeri, e quindi probabilmente anche dei ricavi? La vedo un po' dura. Tanto valeva non fare il nuovo accordo con ENAC.
20 anni di perdite senza soluzione di continuità per liberarsi di alitalia. Per ITA airways ne occorreranno molti meno.
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malpensante
- Messaggi: 23294
- Iscritto il: mar 20 nov 2007, 18:05:14
- Località: Milano
Re: Alitalia-Etihad: cronache da un matrimonio
Alitalia è sempre in cerca di scuse.
Re: Alitalia-Etihad: cronache da un matrimonio
oggi il tar lombardia si riunisce per esaminare il ricorso sul decreto lupi.
brace...brace...
brace...brace...
20 anni di perdite senza soluzione di continuità per liberarsi di alitalia. Per ITA airways ne occorreranno molti meno.
Re: Alitalia-Etihad: cronache da un matrimonio
Da flightGlobal
Few would have underestimated the task Etihad boss James Hogan took on by adding Alitalia to the Gulf carrier's expanding fold of equity partners.
The Gulf carrier was already well-versed in taking on struggling carriers, having invested in Air Berlin, the former Jat Airways operation, Air Seychelles and, most recently, India's Jet Airways. But Alitalia represented an even bigger challenge – a notorious political football, bereft of investment, with a home market where international low-cost carriers had arguably advanced further than in any other European country.
Progress so far has been unspectacular. The Italian flag carrier has begun rolling out new routes, making efficiency gains, and revamping the product, unveiling a brand refresh. But losses continued in the first half, racking up to €130 million ($148 million) – not helped by fire disruption at the airline's Rome Fiumicino base and suspension of a profitable Venezuela route amid the South American nation's continued currency issues.
So when Silvano Cassano, picked a a year ago as chief executive to run the revamped Alitalia, last month surprisingly quit after less than a year in the role, Hogan and charismatic Alitalia chairman Luca Cordero di Montezemolo decided a public show of faith in the project was necessary. First staff, then the media, were briefed not only on progress to date, but on plans to accelerate action. But the main messages were twofold: there is no change in direction, and the carrier remains on track to make a profit in 2017.
"Some could think: 'Change the person, change the course of the company.' Let us say quite clearly that the plan will not change," said di Montezemolo, the former Ferrari chief who spoke about putting a "turbo" in Alitalia's development efforts. "It is continuing and we even want to speed it up," he says.
This is echoed by Hogan. "This business is in good hands. We are committed to the plan. We are as focused as partners as we have been since day one."
But both point to the scale of the task. "This is a company that in August last year was struggling to have the money to pay fuel for its aircraft," says di Montezemolo.
The Italian carrier has been a serial loss-maker. It racked up €1.7 billion in net losses in the first five years after relaunching as a private carrier in 2009. That relaunch had been meant to signal a new start, after a previous succession of annual losses. Alitalia combined with Air One, but was forced to retrench as part of clearance for the deal and has struggled to impose itself again amid tough market conditions and ever-expanding low-cost rivals.
It all adds up to a lost decade for the carrier. The 23.4 million passengers Alitalia carried in 2014 is half a million fewer than it did in 2005.
Just as Air Berlin, Jet Airways and another Etihad equity partner, Virgin Australia, provide the Abu Dhabi carrier with access to key markets in – respectively – Germany, India and Australia, so Alitalia connects the attractive Italian market. While Italy is a fragmented market, few others countries offer inbound and outbound business and leisure opportunities.
"With this market, with this country, Alitalia should be successful. I haven't changed my position from day one," says Hogan. "But I was clear from day one, it was a three-year rebuild. When you build a house, you lay the foundations. It doesn't come together in 30 days. We are building a house, which takes time, systems and processes.
"This is about profitability. We are not a bank. We have to get the business back in shape to improve sales, improve load factor, improve the quality of the revenue."
NETWORKING OPPORTUNITY
The new Alitalia has begun reshaping the network, with an unsurprising focus on Abu Dhabi and working with Etihad partners. This includes new Abu Dhabi flights from Venice and Milan, as well as resumption of Seoul operations and a summer service to Shanghai. The Italian carrier has also added codeshares with Etihad partners Jet and Air Seychelles. Its latest additions, confirmed during the press conference, will be Santiago in Chile and Mexico City next summer.
"In the past, Alitalia would operate three or four times a week," says Hogan. "It is now moving to daily – double-daily in some cases, domestically."
The carrier sees further international growth opportunities. Di Montezemolo says it is talking to its SkyTeam partner Delta about growth in North America, while talks continue over a targeted Beijing service.
"We need to accelerate the pace, grow with SkyTeam in the Americas, grow with us [Etihad] in the east," says Hogan.
While it strengthens at Rome, the carrier is determined to capitalise on the business-friendly Milan market. "We need to build our presence in Milan to take advantage of the north. Linate, that needs to become a fortress for Alitalia," Hogan says, urging the Italian government to implement the second phase of the Bersani law which covers the Milan airport system to enable it to increase its flying at Linate.
"At the same time, we need to build our long-haul capability out of Malpensa and we have committed as Etihad, with Alitalia, to build a major cargo operation out of Malpensa," says Hogan, noting talks on potential co-operation with Poste Italiane – which itself took part in Alitalia's recapitalisation last year.
For northern Italy, both Hogan and di Montezemolo point to the importance of Etihad partner Air Berlin. Alitalia and Air Berlin wasted no time in deepening their existing codeshare partnership last October.
"Air Berlin is the sixth-largest airline in Europe. We are looking at how to take advantage of that corridor [between Italy and German]," he says. "We don't want to surrender that business to Lufthansa or the low-cost carriers." Lufthansa previously operated a short-lived Milan-based unit, while EasyJet is already strong at Malpensa and Ryanair begins its first services from the airport in December.
October data from Flightglobal's schedules specialist Innovata shows EasyJet as the largest operator of Malpensa, accounting for around a third of all seats from the Milan airport. Alitalia is the second-largest operator at the airport in available seats, but the airline's 5% share is only fractionally ahead of Lufthansa's, and the latter's low-cost unit Germanwings holds a 3% share.
Alitalia does have the lion's share of capacity at Milan's slot-restricted downtown airport Linate, holding a 56% share of seats covering domestic and European services. Air Berlin also operates into Linate, holding a 4% share of capacity.
The Italian carrier is the second-largest carrier by capacity at another of its key northern Italian airports, Venice Marco Polo. EasyJet again has a strong position at Venice.
Alitalia's domestic strategy includes lifting capacity on key markets, notably linking Rome and the north to key destinations in the islands of the south.
PRODUCT LINE
Alitalia is also stepping up its product and services. "Over the next 12 months, there is going to be significant investment across the business, in excess of €280 million," says Alitalia finance chief Duncan Naysmith. "This includes the fleet retrofit programme, new systems, our lounges and our workplace."
Progress is being fast-tracked in the overhaul of the fleet. Alitalia's oldest aircraft are being grounded ahead of a complete refurbishment. Wi-fi connectivity will be available across the fleet, including the narrowbodies.
"We are just about to ground [to refurbish] two of the old [A330] aircraft with the old product to ensure as we go to the summer that the Alitalia proposition is best in class," says Hogan.
New or revamped lounges will be rolled out over the next year across Rome Fiumicino and the two Milan airports of Linate and Malpensa. "Over the next 12 months, you'll see look, feel, interior and service proposition of the lounges," he says.
Collaboration is also taking place with Rome Fiumicino operator Aeroporti di Roma, with several initiatives in infrastructure and personnel aimed at improving the experience for customers, and di Montezemolo is hopeful of an Alitalia-dedicated facility. "We are confident that by the end of 2016 we will have a terminal that is fully dedicated to Alitalia," he says.
Hogan also believes the carrier is benefiting from investment in technology to drive revenues. "We need to improve the quality of the revenue. We need to improve the load factor and we need to improve the average fare," says Hogan. "We didn't have the analytics in Alitalia 12 months ago. They are now in place at Alitalia, and what we are seeing is, the RASK in the third quarter of this year is starting to accelerate."
Alitalia's partnership with Air France – with which Etihad is also a codeshare parent – remains up for debate. Alitalia has called time on the existing joint venture deal – struck during happier times for Air France-KLM, and grimmer days for Alitalia – covering Franco-Italian routes. The pact, though, does not expire for another year yet. Hogan discussed it in meeting with Air France management in the last week.
"There is a negotiating team from Alitalia who are working through the agreement. What we are looking for is a fair and balanced agreement between both sides," he says.
Both Hogan and di Montezemolo are also calling for greater support from the government in promoting Italy as a tourism destination. "Tourism was a major commitment from the government to support us as we rebuild the network, to support the focus on Italy as a destination, and that still needs to be concluded," says Hogan.
"From a European perspective we feed as much business into Alitalia as it does into Etihad. So that gives us the chance in Asia and the Middle East to sell Italy as a destination: that is why tourism is important. If we are going to go out to these markets in Australasia, southeast Asia, we need the tourism organisations working with us to promote what is great with Italy."
He adds: "This is one of the toughest markets in aviation. A weak Alitalia cannot survive in that environment without the support of Italy Inc. That's what I see in other countries. I see the stakeholders in government, in regulators, in airports, in tourism, supporting the national carrier. And that's what we need to see in Italy."
Few would have underestimated the task Etihad boss James Hogan took on by adding Alitalia to the Gulf carrier's expanding fold of equity partners.
The Gulf carrier was already well-versed in taking on struggling carriers, having invested in Air Berlin, the former Jat Airways operation, Air Seychelles and, most recently, India's Jet Airways. But Alitalia represented an even bigger challenge – a notorious political football, bereft of investment, with a home market where international low-cost carriers had arguably advanced further than in any other European country.
Progress so far has been unspectacular. The Italian flag carrier has begun rolling out new routes, making efficiency gains, and revamping the product, unveiling a brand refresh. But losses continued in the first half, racking up to €130 million ($148 million) – not helped by fire disruption at the airline's Rome Fiumicino base and suspension of a profitable Venezuela route amid the South American nation's continued currency issues.
So when Silvano Cassano, picked a a year ago as chief executive to run the revamped Alitalia, last month surprisingly quit after less than a year in the role, Hogan and charismatic Alitalia chairman Luca Cordero di Montezemolo decided a public show of faith in the project was necessary. First staff, then the media, were briefed not only on progress to date, but on plans to accelerate action. But the main messages were twofold: there is no change in direction, and the carrier remains on track to make a profit in 2017.
"Some could think: 'Change the person, change the course of the company.' Let us say quite clearly that the plan will not change," said di Montezemolo, the former Ferrari chief who spoke about putting a "turbo" in Alitalia's development efforts. "It is continuing and we even want to speed it up," he says.
This is echoed by Hogan. "This business is in good hands. We are committed to the plan. We are as focused as partners as we have been since day one."
But both point to the scale of the task. "This is a company that in August last year was struggling to have the money to pay fuel for its aircraft," says di Montezemolo.
The Italian carrier has been a serial loss-maker. It racked up €1.7 billion in net losses in the first five years after relaunching as a private carrier in 2009. That relaunch had been meant to signal a new start, after a previous succession of annual losses. Alitalia combined with Air One, but was forced to retrench as part of clearance for the deal and has struggled to impose itself again amid tough market conditions and ever-expanding low-cost rivals.
It all adds up to a lost decade for the carrier. The 23.4 million passengers Alitalia carried in 2014 is half a million fewer than it did in 2005.
Just as Air Berlin, Jet Airways and another Etihad equity partner, Virgin Australia, provide the Abu Dhabi carrier with access to key markets in – respectively – Germany, India and Australia, so Alitalia connects the attractive Italian market. While Italy is a fragmented market, few others countries offer inbound and outbound business and leisure opportunities.
"With this market, with this country, Alitalia should be successful. I haven't changed my position from day one," says Hogan. "But I was clear from day one, it was a three-year rebuild. When you build a house, you lay the foundations. It doesn't come together in 30 days. We are building a house, which takes time, systems and processes.
"This is about profitability. We are not a bank. We have to get the business back in shape to improve sales, improve load factor, improve the quality of the revenue."
NETWORKING OPPORTUNITY
The new Alitalia has begun reshaping the network, with an unsurprising focus on Abu Dhabi and working with Etihad partners. This includes new Abu Dhabi flights from Venice and Milan, as well as resumption of Seoul operations and a summer service to Shanghai. The Italian carrier has also added codeshares with Etihad partners Jet and Air Seychelles. Its latest additions, confirmed during the press conference, will be Santiago in Chile and Mexico City next summer.
"In the past, Alitalia would operate three or four times a week," says Hogan. "It is now moving to daily – double-daily in some cases, domestically."
The carrier sees further international growth opportunities. Di Montezemolo says it is talking to its SkyTeam partner Delta about growth in North America, while talks continue over a targeted Beijing service.
"We need to accelerate the pace, grow with SkyTeam in the Americas, grow with us [Etihad] in the east," says Hogan.
While it strengthens at Rome, the carrier is determined to capitalise on the business-friendly Milan market. "We need to build our presence in Milan to take advantage of the north. Linate, that needs to become a fortress for Alitalia," Hogan says, urging the Italian government to implement the second phase of the Bersani law which covers the Milan airport system to enable it to increase its flying at Linate.
"At the same time, we need to build our long-haul capability out of Malpensa and we have committed as Etihad, with Alitalia, to build a major cargo operation out of Malpensa," says Hogan, noting talks on potential co-operation with Poste Italiane – which itself took part in Alitalia's recapitalisation last year.
For northern Italy, both Hogan and di Montezemolo point to the importance of Etihad partner Air Berlin. Alitalia and Air Berlin wasted no time in deepening their existing codeshare partnership last October.
"Air Berlin is the sixth-largest airline in Europe. We are looking at how to take advantage of that corridor [between Italy and German]," he says. "We don't want to surrender that business to Lufthansa or the low-cost carriers." Lufthansa previously operated a short-lived Milan-based unit, while EasyJet is already strong at Malpensa and Ryanair begins its first services from the airport in December.
October data from Flightglobal's schedules specialist Innovata shows EasyJet as the largest operator of Malpensa, accounting for around a third of all seats from the Milan airport. Alitalia is the second-largest operator at the airport in available seats, but the airline's 5% share is only fractionally ahead of Lufthansa's, and the latter's low-cost unit Germanwings holds a 3% share.
Alitalia does have the lion's share of capacity at Milan's slot-restricted downtown airport Linate, holding a 56% share of seats covering domestic and European services. Air Berlin also operates into Linate, holding a 4% share of capacity.
The Italian carrier is the second-largest carrier by capacity at another of its key northern Italian airports, Venice Marco Polo. EasyJet again has a strong position at Venice.
Alitalia's domestic strategy includes lifting capacity on key markets, notably linking Rome and the north to key destinations in the islands of the south.
PRODUCT LINE
Alitalia is also stepping up its product and services. "Over the next 12 months, there is going to be significant investment across the business, in excess of €280 million," says Alitalia finance chief Duncan Naysmith. "This includes the fleet retrofit programme, new systems, our lounges and our workplace."
Progress is being fast-tracked in the overhaul of the fleet. Alitalia's oldest aircraft are being grounded ahead of a complete refurbishment. Wi-fi connectivity will be available across the fleet, including the narrowbodies.
"We are just about to ground [to refurbish] two of the old [A330] aircraft with the old product to ensure as we go to the summer that the Alitalia proposition is best in class," says Hogan.
New or revamped lounges will be rolled out over the next year across Rome Fiumicino and the two Milan airports of Linate and Malpensa. "Over the next 12 months, you'll see look, feel, interior and service proposition of the lounges," he says.
Collaboration is also taking place with Rome Fiumicino operator Aeroporti di Roma, with several initiatives in infrastructure and personnel aimed at improving the experience for customers, and di Montezemolo is hopeful of an Alitalia-dedicated facility. "We are confident that by the end of 2016 we will have a terminal that is fully dedicated to Alitalia," he says.
Hogan also believes the carrier is benefiting from investment in technology to drive revenues. "We need to improve the quality of the revenue. We need to improve the load factor and we need to improve the average fare," says Hogan. "We didn't have the analytics in Alitalia 12 months ago. They are now in place at Alitalia, and what we are seeing is, the RASK in the third quarter of this year is starting to accelerate."
Alitalia's partnership with Air France – with which Etihad is also a codeshare parent – remains up for debate. Alitalia has called time on the existing joint venture deal – struck during happier times for Air France-KLM, and grimmer days for Alitalia – covering Franco-Italian routes. The pact, though, does not expire for another year yet. Hogan discussed it in meeting with Air France management in the last week.
"There is a negotiating team from Alitalia who are working through the agreement. What we are looking for is a fair and balanced agreement between both sides," he says.
Both Hogan and di Montezemolo are also calling for greater support from the government in promoting Italy as a tourism destination. "Tourism was a major commitment from the government to support us as we rebuild the network, to support the focus on Italy as a destination, and that still needs to be concluded," says Hogan.
"From a European perspective we feed as much business into Alitalia as it does into Etihad. So that gives us the chance in Asia and the Middle East to sell Italy as a destination: that is why tourism is important. If we are going to go out to these markets in Australasia, southeast Asia, we need the tourism organisations working with us to promote what is great with Italy."
He adds: "This is one of the toughest markets in aviation. A weak Alitalia cannot survive in that environment without the support of Italy Inc. That's what I see in other countries. I see the stakeholders in government, in regulators, in airports, in tourism, supporting the national carrier. And that's what we need to see in Italy."
Re: Alitalia-Etihad: cronache da un matrimonio
C è poco da stare allegri ogni revisione del decreto lupi portera a un aumento del numero di slot.spanna ha scritto:oggi il tar lombardia si riunisce per esaminare il ricorso sul decreto lupi.
brace...brace...
Inviato dal mio GT-S7582 utilizzando Tapatalk
Re: Alitalia-Etihad: cronache da un matrimonio
da MF di oggi:
Alitalia prevede di chiudere l'anno con un risultato netto in perdita di circa 200 milioni di euro. Quella che sembra una cifra poco incoraggiante, sarebbe in realtà perfettamente in linea con le attese dell'azionista Etihad (49%), che ha sempre detto di considerare il 2015 come un anno di transizione in attesa del ritorno all'utile, fissato per il 2017. Nei target di piano, infatti, per l'esercizio in corso è prevista una perdita di 203 milioni di euro. Il risultato, secondo quanto risulta a MF-Milano Finanza, dovrebbe essere raggiunto dopo la perdita di 130 milioni di euro riportata nel primo semestre e i danni causati dal rogo di Fiumicino (circa 80 milioni di euro, spalmati su secondo e terzo trimestre), grazie alle buone performance della stagione estiva. Da luglio a settembre, infatti, la compagnia ha messo a segno un buon incremento dei passeggeri, tanto da aver riportato il load factor (l'indice di riempimento degli aerei) oltre 1'80%, percentuale che, come ha ricordato il presidente Luca Cordero di Montezemolo, non si vedeva dal 2009. In generale sono attesi in crescita anche i ricavi, per i quali a budget era stato fissato un aumento medio annuo nell' arco di piano di circa il 6,9%. Ciononostante, i flussi di cassa generati dalle attività di volo sono stimati ancora in rosso . Nel piano la voce risulta negativa per circa 317 milioni. La previsione è farli diventare positivi dal 2016, seppure per circa 25 milioni di euro. All'inizio del prossimo anno, inoltre dovrebbero entrare in cassa altri 60 milioni di euro dovuti da
Etihad per l' acquisto delle sei coppie di slot nello scalo londinese di Heathrow. Intanto il gruppo accelera sulle rotte a lungo raggio. Tre quelle già programmate per il 2016. Alitalia, approfittando della missione sudamericana del premier Matteo Renzi, ha appena annunciato il nuovo collegamento per Santiago del Cile. La compagnia collegherà per la prima volta l'Italia con il Cile con un volo diretto senza scalo da Roma, che verrà inaugurato il prossimo 1 maggio. Con questo nuovo volo diventeranno cinque le destinazioni servite da Alitalia e 11 nelle Americhe. A giugno comincera' a operare anche il volo Roma Città del Messico. Tempi meno certi, invece, per il Roma-Pechino: lo scalo cinese non ha ancora reso disponibili slot adeguati alle esigenze della compagnia. Intanto sono gli ultimi giorni del - volo Malpensa-Shanghai, che era stato introdotto per l'Expo. Tutto come da programma per i nuovi collegamenti in code sharing con Airberlin, a sua volta partecipata da Etihad. Da domenica scorsa le due compagnie hanno cominciato a mettere in comune le rotte Roma-Casablanca, Roma-Malta, Roma-Tel Aviv, Berlino-Saarbriicken, Berlino-Karlsruhe, Diisseldorf- Dresda, Dlisseldorf-Norimberga e Dlisseldorf-Stoccarda. Alitalia, inoltre, ha riattivato il collegamento Venezia-Diisseldorf.
20 anni di perdite senza soluzione di continuità per liberarsi di alitalia. Per ITA airways ne occorreranno molti meno.
Re: Alitalia-Etihad: cronache da un matrimonio
magari!kco ha scritto:C è poco da stare allegri ogni revisione del decreto lupi portera a un aumento del numero di slot.spanna ha scritto:oggi il tar lombardia si riunisce per esaminare il ricorso sul decreto lupi.
brace...brace...
Inviato dal mio GT-S7582 utilizzando Tapatalk
20 anni di perdite senza soluzione di continuità per liberarsi di alitalia. Per ITA airways ne occorreranno molti meno.
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malpensante
- Messaggi: 23294
- Iscritto il: mar 20 nov 2007, 18:05:14
- Località: Milano
Re: Alitalia-Etihad: cronache da un matrimonio
Le parole di Hogan su Linate nel post di kco sono terrificanti.
Re: Alitalia-Etihad: cronache da un matrimonio
Sarebbe tagliarsi i gioielli di famiglia per fare un dispetto alla moglie che comunque ha gia l amante a roma.spanna ha scritto:magari!kco ha scritto:C è poco da stare allegri ogni revisione del decreto lupi portera a un aumento del numero di slot.spanna ha scritto:oggi il tar lombardia si riunisce per esaminare il ricorso sul decreto lupi.
brace...brace...
Inviato dal mio GT-S7582 utilizzando Tapatalk
Inviato dal mio GT-S7582 utilizzando Tapatalk
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cesare.caldi
- Messaggi: 10280
- Iscritto il: lun 15 ott 2007, 22:55:42
Re: Alitalia-Etihad: cronache da un matrimonio
Cosa ha deciso il tar?
Re: Alitalia-Etihad: cronache da un matrimonio
Spanna,
visto che ti sei sentito tutta la convention per i dipendenti, hai sentito Hogan dire questo?
visto che ti sei sentito tutta la convention per i dipendenti, hai sentito Hogan dire questo?
“È bastato che O’Leary prevedesse il fallimento della nostra compagnia, che, da quel momento, è aumentato il nostro fatturato” il soggetto non è Alitalia ma Lufthansa
Re: Alitalia-Etihad: cronache da un matrimonio
ma quando mai. Il problema di milano non si chiama linate. Si chiama alitalia. Quando alitalia smettera' di avere il monopolio o quasi su linate milano comincera' a rinascere. Spiace vedere che in questo forum c'e' ancora tanta gente che non l'ha capito.kco ha scritto:Sarebbe tagliarsi i gioielli di famiglia per fare un dispetto alla moglie che comunque ha gia l amante a roma.
20 anni di perdite senza soluzione di continuità per liberarsi di alitalia. Per ITA airways ne occorreranno molti meno.
Re: Alitalia-Etihad: cronache da un matrimonio
no, nel modo piu' assolutoFlyCX ha scritto:Spanna,
visto che ti sei sentito tutta la convention per i dipendenti, hai sentito Hogan dire questo?
se ti bocciano l'idea di cambiare hub e per rendertelo ben chiaro ti tagliano il tuo AD, la seconda strategia a disposizione e' fortificare linate. Perdere linate per alitalia e' come perdere okinawa per i giapponesi nella IIGM, il prossimo passo e' l'atomica.malpensante ha scritto:Le parole di Hogan su Linate nel post di kco sono terrificanti.
20 anni di perdite senza soluzione di continuità per liberarsi di alitalia. Per ITA airways ne occorreranno molti meno.
Re: Alitalia-Etihad: cronache da un matrimonio
la sentenza e' attesa in ogni momento da qui alle prossime 2 o 3 settimanecesare.caldi ha scritto:Cosa ha deciso il tar?
20 anni di perdite senza soluzione di continuità per liberarsi di alitalia. Per ITA airways ne occorreranno molti meno.
Re: Alitalia-Etihad: cronache da un matrimonio
qual'è il post che non lo trovo?malpensante ha scritto:Le parole di Hogan su Linate nel post di kco sono terrificanti.
grazie
Re: Alitalia-Etihad: cronache da un matrimonio
Non condivido affatto ma non commento oltre essendo argomento trito e qui ot.spanna ha scritto:ma quando mai. Il problema di milano non si chiama linate. Si chiama alitalia. Quando alitalia smettera' di avere il monopolio o quasi su linate milano comincera' a rinascere. Spiace vedere che in questo forum c'e' ancora tanta gente che non l'ha capito.kco ha scritto:Sarebbe tagliarsi i gioielli di famiglia per fare un dispetto alla moglie che comunque ha gia l amante a roma.
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Re: Alitalia-Etihad: cronache da un matrimonio
Il problema è LIN, se non ci fosse, sarebbe molto meglio; all'origine del problema c'è invece (e di sicuro) Alitalia.spanna ha scritto:... Il problema di milano non si chiama linate. Si chiama alitalia. Quando alitalia smettera' di avere il monopolio o quasi su linate milano comincera' a rinascere. Spiace vedere che in questo forum c'e' ancora tanta gente che non l'ha capito.
Non c'è soluzione che non vada fino alla radice del problema.
“È bastato che O’Leary prevedesse il fallimento della nostra compagnia, che, da quel momento, è aumentato il nostro fatturato” il soggetto non è Alitalia ma Lufthansa
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malpensante
- Messaggi: 23294
- Iscritto il: mar 20 nov 2007, 18:05:14
- Località: Milano
Re: Alitalia-Etihad: cronache da un matrimonio
Qui al post numero 460.KL63 ha scritto:qual'è il post che non lo trovo?malpensante ha scritto:Le parole di Hogan su Linate nel post di kco sono terrificanti.
grazie
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malpensante
- Messaggi: 23294
- Iscritto il: mar 20 nov 2007, 18:05:14
- Località: Milano
Re: Alitalia-Etihad: cronache da un matrimonio
Ipotizziamo che Alitalia domani chiuda come Spanair, Malev o Transaero. Secondo te dopodomani Linate chiude?spanna ha scritto:ma quando mai. Il problema di milano non si chiama linate. Si chiama alitalia. Quando alitalia smettera' di avere il monopolio o quasi su linate milano comincera' a rinascere. Spiace vedere che in questo forum c'e' ancora tanta gente che non l'ha capito.kco ha scritto:Sarebbe tagliarsi i gioielli di famiglia per fare un dispetto alla moglie che comunque ha gia l amante a roma.
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