Scathing 5pm Report From Dca

[Winglet]

"You can lead the customer to the Kiosk, but you can't make 'em use it."

NW steers people towards the kiosks, but is there to coach them.

More stupidity from U managers. If you're going to force people to use the Kiosks, then you need to stipulate as a condition of buying the ticket that they have to use the Kiosk and not the ticket agent. You're being dishonest with the public when you use bait and switch.

This are just continuing examples of the strategic and tactical buffoonery that U managers continues to demonstrate.

Lakefield is still trying to run the airline under the guise of a full-service network, while trying to implement a el cheapo support structure.

 

[AP Tech]

[


Part of the problem is that customers
need more time to learn how to use
the kiosks.

I still belive U is in the "service" industy last time I checked. Many people do not like using the Kiosks and would rather speak to an agent. The customer is still paying for a service!!!!What happened to the old saying the customer is always right? Its similar to the local grocery store that started using self check out stations, I just stopped going there. Gordon Bethune made one of the better quotes the other day when asked what the airline industry needs most....his answer was "many of the current CEO's need frontal lobotomy's" with how they run their airline....

 

[SpinDoc]

[


Part of the problem is that customers
need more time to learn how to use
the kiosks.

I still belive U is in the "service" industy last time I checked. Many people do not like using the Kiosks and would rather speak to an agent. The customer is still paying for a service!!!!What happened to the old saying the customer is always right? Its similar to the local grocery store that started using self check out stations, I just stopped going there. Gordon Bethune made one of the better quotes the other day when asked what the airline industry needs most....his answer was "many of the current CEO's need frontal lobotomy's" with how they run their airline....

[post="231507"][/post]​

AP:

Like it or not, kiosks and self-service
are the way of the future. Look how long
it took banks to convert people from
tellers to ATM's. There will come a day
when customers will be charged a $10
fee to check in at the ticket counter.
When that happens, behavior will change
and the kiosks will be the only free
option.

 

[AP Tech]

Well until that time I guess people will have to suffer or take their business away from U to carrier's who are more customer friendly.

 

[BoeingBoy]

Look how long it took banks to convert people from tellers to ATM's.

[post="231509"][/post]​

And exactly how long has a U customer been able to check baggage at a kiosk? Or even able to use a kiosk to get a boarding pass?

Blaming the people who pay the bills is never a good response to any problem....

Jim

 

[Hello Newman]

When this becomes www.924ps.com, then you can tell me what to do.

It is reality, people are tired of being beaten down and abused, it is human nature for them to rebel.

It is reality that US Airways is in Bankruptcy for the second time in 18 months and the place is holding on by a thread. If you don't like reality or what I have to say, I suggest you use the ignore feature on the boards.

If you take the time read the posts, you would know I have said I do not condone people abusing their sick time.

And I will ride this train till it stops. Have to let the republicans pay for my unemployment, schooling and retraining.

Glad to see you have to use insults to try and prove a point.

[post="231309"][/post]​

In the new year, I will be pursuing a career with the Norfolk and Southern Railroad.
Imagine working for a company that is respected instead of ridiculed, one that make money instead of drowning in red ink. Never thought I'd leave an airline to work for a railroad but it must be nice to know your company will be here tomorrow
instead of being afraid to read the bulletins coming over the printer..ALL ABOARD!!!!!!!

 

[4merresrat]

In the new year, I will be pursuing a career with the Norfolk and Southern Railroad.
Imagine working for a company that is respected instead of ridiculed, one that make money instead of drowning in red ink. Never thought I'd leave an airline to work for a railroad but it must be nice to know your company will be here tomorrow
instead of being afraid to read the bulletins coming over the printer..ALL ABOARD!!!!!!!

[post="231559"][/post]​

Good luck! I don't know how many of you are , like myself, former Piedmont employees. But right before Usairways bought Piedmont, Norfolk Southern expressed interest in buying PI. One cant help but wonder if our fate would have been different if a "respected" reputable company had bought us instead of U!

 

[700UW]

Norfolk Southern DID own Piedmont, who do you think US Air bought it from?

 

[A320 Driver]

Not 51%.
Norfolk Southern and USAir were in a bidding war of sorts for control of Piedmont. When UsAir's offer broke $70 cash, N.S. let them have it.

A320 Driver

 

[4merresrat]

Norfolk Southern DID own Piedmont, who do you think US Air bought it from?

[post="231592"][/post]​

Are you sure? Im no airline expert but I don't think that's true. Are you a former PI employee? They wanted to buy PI but backed out or Usairways (Usair) put in a larger offer. Do you have anything to back this up with?

 

[700UW]

January 26, 1987:
Norfolk and Western files an amendment to its Schedule 13D, which states it owns approximently 19.44% of Piedmont shares. The Amended 13D also stated that Norfolk had retained an investment banking firm to assist it in analyzing its alternatives with respect to Piedmont and its investment in Piedmont, and to advise it in connection with the possible acquisition of Piedmont. The Amended 13D further stated that Norfolk intended to explore with Piedmont the possibility of an acquisition of Piedmont and the Norfolk should no longer be considered a passive investor in Piedmont.

February 5, 1987: Bill Howard receives a letter from Edwin Colodny, Chairman of the Board, President and Chief Executive Officer of USAir, in which USAir proposes to acquire Piedmont in a merger transaction in which Piedmont shareholders would receive $63 per Share, payable part in cash and part in common stock of USAir.

February 4, 1987: The Board of Director's of Piedmont hold a special meeting at which it appoints a Special Committee of independent directors to consider, and advise the Board with respect to any proposals to acquire Piedmont. The Board also authorizes First Boston Corporation to assist the Special Committee in evaluation and negotiation of any proposals to acquire Piedmont and to advise the Special Committee with respect to fairness, from a financial point of view, of any proposals. Immediately after its appointment, the Special Committee meets with a director of Norfolk and Piedmont and other representatives from Norfolk, at which meeting Norfolk indicated it was prepared to pay approximently $63 a share in cash to acquire Piedmont.

February 13, 1987: Bill Howard receives a second letter from Ed Colody at USAir which states a revised proposal offering either USAir common stock valued at $71 or a combination of USAir common stock valued at $34 and $34 in cash.

February 16, 1987: Norfolk revises its previous proposal to increase its offer for Piedmont from $63 to $65 in cash for each share. The Special Committee meets to review the Norfolk proposal and the revised USAir offer. It is resolved to recommend the acceptance of the Norfolk offer to the Board of Directors on February 19.

February 17, 1987: Piedmont announces a proposed acquisition of Piedmont by Norfolk Southern Corporation for $65 a share in cash. Piedmont also announced it had received two alternate proposals to acquire Piedmont from USAir Group. USAir proposes either a merger in which common stock of USAir having an average market price of $71.00 would be exchanged for each Piedmont share provided that no more than 1.90 and no less than 1.55 USAir shares would be issued for each Piedmont share, -OR- a part cash/part stock merger in which a combination of $34 in cash and a fraction of USAir shares having an average market value of $34.00 would be exchanged for each Piedmont share provided that no more than .91 shares and no less than .74 shares be issued for each Piedmont share.

February 19, 1987: USAir delivers to Piedmont a further proposal to acquire Piedmont in a two-step transaction consisting of a cash offer for 50.1% of the fully diluted outstanding shares at $71 per share, to be followed by a merger in which each remaining share would be converted into USAir common stock having a market value of $73. The third USAir proposal was conditioned on Piedmont granting USAir the option to purchase up to 18.5% of the outstanding shares at a price of $71 per share. The Special Committee, in lieu of the third USAir proposal, withdraws its recommendation of accepting the Norfolk proposal of $65 per share in cash.

March 4, 1987: Carl Icahn, Chairman of the Board of TWA informs Piedmont that TWA was proposing a merger of USAir with TWA in which USAir shareholders would receive $52 per share in cash. Icahn also indicated that, if a negotiated transaction was not acceptable to USAir, TWA might commence a tender offer for up to 51% of USAir's outstanding common stock at a price lower than $52 per share. Piedmont's Board of Directors vote to postpone an definitive action in respect to the third USAir proposal.

March 5, 1987: USAir delivers its final proposal to acquire Piedmont in a two-step all cash transaction. The proposal consisted of the Offer and Merger, in which holders of shares would receive $69 per share in cash. Like the former offer, the final proposal was conditioned on the grant of an option by Piedmont to USAir, to purchase up to 18.5% of the outstanding shares at $69 per share.

March 6, 1987: The Special Committee and the Board of Directors of Piedmont meet to consider the final USAir proposal. Due to the all cash nature of the final proposal, any doubts relating to TWA's offer for USAir were resolved. Piedmont and USAir enter an agreement providing for the acquisition of Piedmont by USAG Acquisition Corp, a wholly-owned subsidiary of USAir Group. Piedmont and USAG will merge, and Piedmont will survive as a wholly-owned subsidiary of USAir Group.

March 9, 1987: The Board of Directors of Piedmont Aviation, Inc. (with two directors absent) unanimously approve the merger agreement. USAir commences a cash tender offer for all of Piedmont's common stock at a price of $69 per share or $1.59 Billion dollars, the most expensive airline merger to date in the history of US aviation.

March 23, 1987: USAir seeks to buy 100 percent of Piedmont's stock through a voting trust but the DOT limits the purchase to 51% of the shares on a fully diluted basis

April 3, 1987: USAir's tender offer for Piedmont stock expires. Approximently 92% of Piedmont's stock is tendered. The tender is oversubscribed and USAir pays $69 a share for about 9.3 million shares which, combined with the shares it already owns, will comprise 51% of Piedmont's stock on a fully diluted basis. USAir returns the remaining shares to the stockholders.

 

[4merresrat]

Well, thanks for the trip down memory lane. I was hired by PI on 2/2/87 and I vaguely remember the goings-ons. Little did I know what a ride I was in for! Thanks, you guys are a virtual textbook of info!

 

[whlinder]

ABC 7 in DC was just ripping US on the evening news; some story of a couple flying from Amsterdam to their wedding here, and US lost all their luggage, including the wedding dress, and its been lost for 2 days.

 

[javaboy]

Good luck! I don't know how many of you are , like myself, former Piedmont employees. But right before Usairways bought Piedmont, Norfolk Southern expressed interest in buying PI. One cant help but wonder if our fate would have been different if a "respected" reputable company had bought us instead of U!

[post="231591"][/post]​

n&s used to own PI that's who U bought it from (majority share holder )

 

[javaboy]

........


Lakefield is still trying to run the airline under the guise of a full-service network, while trying to implement a el cheapo support structure......

[post="231502"][/post]​

another missed opportunity to demonstrate leadership. BL should HAVE BEEN out there interacting with employees and customers alike , hearing customer concerns, walking a mile in the frontline employee shoes..

sadly the finger pointing instead of teambuilding will most likely continue.