whatkindoffreshhell
Veteran
[blockquote]
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On 1/4/2003 10:43:14 AM flyhigh wrote:
Thank god for the presence of eolsen. It amazes me how so many people either forget, don't realize, or don't care that when they say management, companies are also talking about low level analysts who make MUCH less than they do, work longer (with no OT pay), and are tasked with the job of making the company profitable. As an individual, has a mgr ever came to a mechanic, a pilot, a flight attendant, a ramp clerk, or agent and said that this flight's poor (financial) performance is your fault? I doubt it. I'm not talking about them saying your contract, I'm saying you [insert name] have been the reason for the failure of this flight.
In reality, it takes the scheduling analyst at HDQ to make the airline work as much as it does the mechanic, pilot, and flight attendant. For if it were up to those three groups, airlines would only fly 747's to Bloomington/Normal 12 times a day from O'Hare. It takes a sales force (also part of mgmt) to find demand for a route, a planning analyst to make the decision of how to fly the route (yes/no, what plane makes money on it, how many times a day), a scheduler to fit those flights into the hub at the right times, a pricing person to keep the company competitive, and an RM'er to generate the best RASM possible. I think if most people on these boards who've never seen, let alone taken the time to understand, the people and groups these areas are comprised of actually had a clearer understanding of how an airline works outside of the direct operation, there would be a better understanding between many groups.
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[/blockquote]
DING DING DING -- our old trusted insider friend returns!
How ya doin' sir?
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On 1/4/2003 10:43:14 AM flyhigh wrote:
Thank god for the presence of eolsen. It amazes me how so many people either forget, don't realize, or don't care that when they say management, companies are also talking about low level analysts who make MUCH less than they do, work longer (with no OT pay), and are tasked with the job of making the company profitable. As an individual, has a mgr ever came to a mechanic, a pilot, a flight attendant, a ramp clerk, or agent and said that this flight's poor (financial) performance is your fault? I doubt it. I'm not talking about them saying your contract, I'm saying you [insert name] have been the reason for the failure of this flight.
In reality, it takes the scheduling analyst at HDQ to make the airline work as much as it does the mechanic, pilot, and flight attendant. For if it were up to those three groups, airlines would only fly 747's to Bloomington/Normal 12 times a day from O'Hare. It takes a sales force (also part of mgmt) to find demand for a route, a planning analyst to make the decision of how to fly the route (yes/no, what plane makes money on it, how many times a day), a scheduler to fit those flights into the hub at the right times, a pricing person to keep the company competitive, and an RM'er to generate the best RASM possible. I think if most people on these boards who've never seen, let alone taken the time to understand, the people and groups these areas are comprised of actually had a clearer understanding of how an airline works outside of the direct operation, there would be a better understanding between many groups.
----------------
[/blockquote]
DING DING DING -- our old trusted insider friend returns!
How ya doin' sir?
52 AM whatkindoffreshhell wrote: 
45 PM UnitedChicago wrote: 
25 PM Bear96 wrote: 
