delta air strategies

Pratt Institute | DM 672 | Business Strategy

- Analysis- Leadership- Culture- Outlook- Business Model- Strategy- Customer Interface- Recommendations

AGENDA

COMMERCIAL AVIATION IN U.S.

Helps Drive

- $1.142 trillion in economic activity- $346.4 billion in earnings- 10.2 million jobs

Contributes

- $692 billion/year to U.S. GDP- 5.2% of U.S. GDP

Traffic

- 40,000+ daily commercial departures- 2 million US passengers daily


Since the founding of Delta Air Lines, our company has

stood for safe and reliable air transportation,

distinctive customer service, and hospitality from

the heart.

Our vision is for Delta to build on its traditions and

always to meet our customers' expectations while

taking service to even higher levels of excellence.

We are a leader in a business we know best - airline

transportation.

KEY FACTS

HQ in Atlanta, GAFounded 192852,386 Employees$22,697 Sales (in millions)$3.6 billion merger with NWAWorlds largest airline (by traffic)

COMPETITION

AmericanUnitedContinentalUS AirwaysSouthwestAmerica WestJet BlueATA

Welcome Change. Welcome the new Delta.

British AirwaysChina SouthernAir FranceAeroMexicoAeroflotVirginSingapore AirlinesSAS

Pratt Institute | DM 672 | Business Strategy PROFILE

- 9/11

- Fuel Costs

- Chapter 11

- Executive Management

- Delta/NWA merger (Oct. 2008)

- Capacity Cuts

COMMERCIAL AVIATION IN U.S.

Helps Drive

- $1.142 trillion in economic activity

- $346.4 billion in earnings

- 10.2 million jobs

Contributes

- $692 billion/year to U.S. GDP

- 5.2% of U.S. GDP

Source: FAA October 2008


INDUSTRY FORCES

Threat of New EntrantsPower of SuppliersPower of BuyersAvailability of SubstitutesCompetitive Rivalry

OTHER FACTORS

LaborFuel CostWeatherEconomy9/11Regulation

OVERVIEW

Industry Airline Revenue Growth(adjusted for inflation)

Source: EIU/IATA Economic Briefing 2008


OUT OF BUSINESS (2008)

MAXJetBig SkyAlohaATASkybusEosChampionAir MidwestVintage Props & JetsGemini Air CargoExpressJet

Chapter 11

FrontierSun CountryPrimaris

OVERVIEW

U.S. Airline Revenue Growth

Source: ATA Industry Review 2009


Pratt Institute | DM 672 | Business Strategy FINANCIALS

Top Expenses 2008

1. Fuel (23.7%)

2. Impairment of intangible assets

3. Salaries

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)

2007 200812,758 15,1374,170 4,446

482 6861,744 2,428

19,154$ 22,697$

4,189 4,8024,686 7,3461,164 1,266

996 1,1533,152 3,616

725 839983 1,169933 1,030

0 7,2960 1,131

15 1,363

16,843$ 31,011$

1,612$ (8,922)$

Passenger MainlinePassenger Regional affiliatesCargoOther

Total Revenue

Revenue

ExpensesSalariesFuelDepreciationContract ServiceContract Carrier ArrangementsLanding FeesAircract MantenancePassenger CommissionImpairment of intangible assetsRestructuring ChargeOther operating

Operating Expense

Net Income Source: WSJ DAL Financial Reports

Income Statement (in millions)


2006 20072,784 3,168

936 1,092192 273

18,115 10,127227 12,104279 2,953

2,911 2,706

19,622$ 32,423$

936 1,0451,797 1,982

500 320405 734

8,012 9,0000 3,867

709 3,63220,856 1,730

33,215$ 22,310$

(13,593)$ 10,113$

Cash/InvestmentsAssets

Liabilities

Accounts ReceivableMaintenanceFlight EquipmentGoodwillLeasehold RightsOther

Total Assets

Accounts PayableAir Traffic LiabilitiesTaxes PayableAccrued SalariesDebtPension & retirementDeferred RevenueOther

Total Liabilities

Total Equity

FINANCIALS

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 pre-

petition claims to be resolved in

connection with the Chapter 11 cases.

Source: WSJ DAL Financial Reports

Balance Sheet (in millions)


STRENGTHS- Worlds largest mega carrier

- Innovative business strategies (Song, Delta re-branding)

- Acquisition of Northwest Airlines

- SkyTeam alliance

- Industry-leading airport model (lobby re-design, self-service kiosks)

WEAKNESSES- Capacity cuts (20% capacity reduction)

- Employee cuts (2,000 job cuts)

- Low on-time rating

- Air transportation safety

- Operational costs

- Susceptibility to labor-related disruptions (employee strikes)

- Technology dependence for operations

- No clear mission & vision

- Differentiation

S.W.O.T.

Although airlines will seek to recover

the higher cost through...fare hikes and

higher fees, this will prove increasingly

difficult in a weak U.S. economy.

- S&P, May 22, 2008

Airlines have no choice but to pass on

the cost of fuel...and when passengers

do begin to push back in significant

numbers the airlines have no choice

but to slash capacity.

- Rick Seaney, WSJ 2008


OPPORTUNITIES- Invest in new technologies

- New Presidential Administration

- Fuel alternatives

- Reduce operational costs

- New sources of operating revenue

- Enhance the customer experience

- Renegotiate lease agreements (2012-Atlanta HQ HUB)

THREATS- Video Conferencing Technology

- Fluctuating Fuel Costs & Supply Chain risks

- Unionized Labor Strikes (17% of workforce is unionized)

- Disruptions/interruptions of service at hub airports

- Profit losses and adverse publicity from any aircraft accident incidents

- Government Regulation CO2 Emissions

- Global Economic Recession

- Customer reaction to new policies (baggage & food) S.W.O.T.

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


Now what!?

HORIZON

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

Pratt Institute | DM 672 | Business Strategy REVIEW

U.S. Airline Revenue Growth


Industry Airline Revenue Growth(adjusted for inflation)

Source: EIU/IATA Economic Briefing 2008

- Chapter 11- NWA Merger- Fuel Hedging- Personnel Costs- Poor Economy- Cutting Capacity & Jobs- New Revenue Streams

Pratt Institute | DM 672 | Business Strategy REVIEW

Top Expenses 2008

1. Fuel (23.7%)2. Impaired intangible assets (23.5%)

3. Salaries (15%)4. Carrier Arrangements (11.7%)5. Depreciation (4%)6. Aircraft Maintenance (3.8%)

NET Income Comparison for 2008

Continental $ (585 million)American $ (2 billion)US Airways $ (2.2 billion)

Delta $ (8.9 billion)

2007 200812,758 15,1374,170 4,446

482 6861,744 2,428

19,154$ 22,697$

4,189 4,8024,686 7,3461,164 1,266

996 1,1533,152 3,616

725 839983 1,169933 1,030

0 7,2960 1,131

15 1,363

16,843$ 31,011$

1,612$ (8,922)$

Passenger MainlinePassenger Regional affiliatesCargoOther

Total Revenue

Revenue

ExpensesSalariesFuelDepreciationContract ServiceContract Carrier ArrangementsLanding FeesAircract MantenancePassenger CommissionImpairment of intangible assetsRestructuring ChargeOther operating

Operating Expense

Net Income Source: WSJ DAL Financial Reports

Income Statement (in millions)


STRENGTHS- Acquisition of Northwest Airlines- Worlds largest mega carrier & flight network

- Pacific & Atlantic Ocean flight routes- Employees- SkyTeam & SkyMiles alliance- Airport model- Brand & History

S.W.O.T.

WEAKNESSES- Low on-time rating- Operating costs

- Susceptibility to service disruptions- Technology dependence for operations- Differentiation- Merger consolidation

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


Pratt Institute | DM 672 | Business Strategy LEADERSHIP

The Huff Daland Dusters founded

(pre-Delta)

1924

Begins operating as Delta Air Lines

1934

Chicago and Southern Air Lines merger

1953

W.T. Beebe becomes Chairman and CEO

1971

1928

Merger: Huff Daland Dusters + Delta

Airlines. Renamed Delta Air Service

1945

Official corporate name becomes Delta Air

Lines, Inc.

1966

Delta founder C.E. Woolman dies. Charles H. Dolson named CEO

1978

The Airline Deregulation Act

passes

Source: Delta website - Delta Through the Decades

Pratt Institute | DM 672 | Business Strategy LEADERSHIP

Delta celebrates its 50th year of service

1979

Western Airlines merges-becomes 4th

largest US carrier

1987

Leo F. Mullin is named President and CEO

1997

Delta declares Bankruptcy. Richard H.

Anderson becomes CEO

2006

1981

Delta launches Frequent Flyer

Program

1991

Pan Am Merger

2001

U.S. airspace closed for two days after terrorist attacks on

Sept. 11th

2008

Merger with NWA

Source: Delta website - Delta Through the Decades


The Work Environment - Delta has always been family oriented but changed with the times

- Committed to maintaining corporate culture, committed to

employee and customers satisfaction. Anderson demonstrates

this through:

1. Employees: Profit sharing & Stock Options

2. Emphasis on customer service

3. Providing compensation packages

- Employees believe culture changed, but Anderson understands

both cultures of Delta and NW

- Delta is non-union, NW is unionized (pilots)

CULTURE

Pratt Institute | DM 672 | Business Strategy OUTLOOK

Industry Airline Revenue Growth(PROJECTIONS)

- Profitability in 2009 due to:

1. Lower fuel costs

2. Capacity Discipline

3. Merger synergies

- Reduction of Domestic Capacity

- Delta and NW Traffic updates

Text

"They're definitely taking capacity down probably more than what people thought they would be doing,"Helane Becker, airline analyst at Jesup & Lamont Securities

Facts & Updates

-6

-10

-2

2

6

10

-4

-8

0

4

8

2010 20122008 2009

Ch

ang

e in

% o

f C

on

sum

erS

pen

din

g f

or

Air

line

Ind

ust

ry

YEAR

2011 2013


Industry Airline Revenue Growth(PROJECTIONS)

Text

US Personal Consumption expenditures for US airlines are expected to grow at an annual compounded rate of 5.9% between 2008 and 2013.

Consumer Spending on airline travel Growth Slows and Flattens.

-6

-10

-2

2

6

10

-4

-8

0

4

8

2010 20122008 2009

Ch

ang

e in

% o

f C

on

sum

erS

pen

din

g f

or

Air

line

Ind

ust

ry

YEAR

2011 2013


INVESTMENT OUTLOOK

Text

US Personal Consumption

expenditures for US airlines

are expected to grow at an

annual compounded rate of

5.9% between 2008 and

2013.

Consumer Spending on airline

travel Growth Slows and

Flattens. 3.0

CHINA EASTERN

CHINA SOUTHERN

TAMDELTA

AMERICAN US AIRWAYS

CONTINENTAL

UNITED

2.04.0

HOLD BUYSELL

14

12

16

18

NU

MB

ER

OF

IRP

s

20

22

3.5 2.5

Source: WSJ DAL Financial Reports FEB. 2009

Pratt Institute | DM 672 | Business Strategy MARKET FORCES

CUSTOMERNEEDS

FUEL

ECONOMY

REGULATION

ENVIRONMENT

LABOR

COMPETITION

TECHNOLOGICALCHANGE


CUSTOMERNEEDS

FUELECONOMYREGULATIONENVIRONMENTLABOR COMPETITION TECHNOLOGICALCHANGE

VALUE CHAIN

Operations Developement OutboundLogistics

Marketing& Sales

InboundLogistics

ServiceProcurementSuppliers Customers

Lower Demand

& Spending

Excess Capacity

& Supply

Turbulent Market Forces

Pratt Institute | DM 672 | Business Strategy BUSINESS MODEL

Network & Operations(Behind the scenes) (Perception)

Market & Customers

Capturing Value

Model created by Alexander Osterwalder, Arvetica

Air Transportation

Cargo

Entertainment

Food

SkyMiles

Training & Consulting

Advertising

Content

Delta.com

Internet

Phone

Terminal

Partner Airline

In-flight Service

Passengers(Vacation, Transfer, Business, Elite)

Travel Agents

e-commerce

Advertisers

Fuel

Distribution

Labor

Airports

Content

Support

Maintenance

Planes

Logistics

Operations

Development

Brand Management

Sales & Marketing

Strategy

IT

Service

Producers, Suppliers, Partners, Employees

PARTNER NETWORK

Service (CSR), Employees, Sales, PR

CUSTOMER RELATIONS

Costs

$31 billion $22.7 billion

-$8.9 billion

Margin(HR, R&D, Finance, Development, Purchasing, HUBS, etc.) (Revenue - Costs)

Revenue(Passengers, Baggage, Entertainment, Food, Advertising)

CUSTOMERSCHANNELSVALUE PROPSITIONACTIVITIESRESOURCES

Creating Value



Market & Customers

Capturing Value


Air Transportation

Cargo

Entertainment

Food

SkyMiles


Advertising

Content

Delta.com

Internet

Phone

Terminal

Partner Airline

In-flight Service


Travel Agents

e-commerce

Advertisers

Fuel

Distribution

Labor

Airports

Content

Support

Maintenance

Planes

Logistics

Operations

Development

Brand Management

Sales & Marketing

Strategy

IT

Service


PARTNER NETWORK


CUSTOMER RELATIONS

Costs


-$8.9 billion




Creating Value

Air TransportationCargo

EntertainmentFood

SkyMilesTraining & Consulting

AdvertisingContent

FuelDistribution

LaborAirportsContentSupport

MaintenancePlanes

LogisticsOperations

DevelopmentBrand ManagementSales & Marketing

StrategyIT

Service


PARTNER NETWORK

VALUE PROPSITIONACTIVITIESRESOURCES



Market & Customers

Capturing Value


Air Transportation

Cargo

Entertainment

Food

SkyMiles


Advertising

Content

Delta.com

Internet

Phone

Terminal

Partner Airline

In-flight Service


Travel Agents

e-commerce

Advertisers

Fuel

Distribution

Labor

Airports

Content

Support

Maintenance

Planes

Logistics

Operations

Development

Brand Management

Sales & Marketing

Strategy

IT

Service


PARTNER NETWORK


CUSTOMER RELATIONS

Costs


-$8.9 billion




Creating Value

Air TransportationCargo

EntertainmentFood

SkyMilesTraining & Consulting

AdvertisingContent

Delta.comInternetPhone

TerminalPartner Airline

In-flight Service


Travel Agentse-commerceAdvertisers


CUSTOMER RELATIONS

CUSTOMERSCHANNELSVALUE PROPSITION

Pratt Institute | DM 672 | Business Strategy STRATEGY

Delta Air Lines Overview

HUBS

- 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

- 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

Marketing

Pratt Institute | DM 672 | Business Strategy CUSTOMERS

baggageclaim

planningtrip

reservation airportarrival

check-in securitycheck-in

boarding

customer experience mapping

DeltaAwareness

DeltaAwarenessContinues

de-boardingservice airportdeparture

follow-up& memory

Pratt Institute | DM 672 | Business Strategy CUSTOMERS

United

ContinentalDelta

Southwest

BritishAirways

US Airways

American

JetBlue

VirginAtlantic

Pratt Institute | DM 672 | Business Strategy RECOMMENDATIONS

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


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


Maximize value by Charging for a better Customer Experience


TechnologyContent, Access, & Information

Games, Movies, Messaging, &

WiFi....


AdvertisingConnect Advertisers to Customers

John Smithage 40

race whitegeography NYCstatus Married

children 2


ServiceYour sales force in the sky...

...can I interest you in a glass of wine?


TechnologyRFID baggage tracking

Industry could save $650 million

to $1 billion annually


WASTE

more than 2 million plastic cups daily


ExperienceSimulation & Visualization


ExperienceVisualization


RE-Imagine your Business Model

...Charge for EVERYTHING


RE-Imagine your Business Model

...Skydiving anyone?Q&A

delta air strategies

Documents

business strategysince

business strategy2006

business strategy analysis

business strategy profile

millionspratt institute

new delta

economic activity

airline revenue growthsource