JacobGBG
Medlem
Senaste numret av The Economist (som man för övrigt kan prenumerera 1 år på och få 2500 EB poäng för) har en mycket intressant artikel på hur JAL gått från sorgebarn till att ha en av de bästa operating profits i industrin.
Japanese Airlines: From bloated to floated | The Economist
Ju mer jag läste denna artikel så inser jag hur väl detta är något som SAS skulle behöva. Idag skyfflar man in samma subventioner i nödlån varje år, något som skulle kunna nyttjas långt bättre i en rekonstruktion.
Japanese Airlines: From bloated to floated | The Economist
Ju mer jag läste denna artikel så inser jag hur väl detta är något som SAS skulle behöva. Idag skyfflar man in samma subventioner i nödlån varje år, något som skulle kunna nyttjas långt bättre i en rekonstruktion.
In many ways, the turnaround highlights the pros and cons of government intervention. On the positive side, the airline’s return to profitability has been stunning. JAL was one of those blue-blooded Japanese firms that put prestige far above profit: before its bankruptcy in 2010 the company once owned the world’s biggest fleet of jumbo jets, many of which flew half-empty.
It has shed all its jumbos since then, slashed its number of routes, reduced staff by a third, persuaded its unionised pilots and staff to take big pay cuts, and slashed its pension payouts by up to half. As a consequence, the latest results show its operating profit margin has surged to 17%, from negative territory in 2008. That is higher than some of the most profit-hungry low-cost carriers, such as Ryanair (see chart). It has made JAL, for a while at least, one of the world’s most profitable airlines.
The IPO, the biggest in the world since the $16 billion flotation in May of Facebook, a social-networking site, will raise almost double the ¥350 billion that ETIC [Japansk statlig fond] injected into JAL for its 96.5% stake in 2010.