Imagine realityczech is dealing in reality. Let us explore this administrative wet dream! People wander around the 'campus', Waterside and even CX city (only Monday to Friday) dreaming stuff like this up. Far easier than actually generating revenue like flying passengers, serving passengers and fixing the operating assets.
(Assuming people still want to be in a Frequent flyer program that has no international flying attached to it),
- Frequent flyer without the flying bit, generates $1.4 billion.
- If Code share revenue is reported in "other revenue' it totals $377 million
Code share revenue is really interesting. Airline executives fall back on 'commercial-in-confidence' however that revenue must be reported in the Income statement somewhere. As we reported in another thread Mr Joyce was extremely careful to never discuss the 'amazing revenue improvement' generated by the rivers of code share revenue flowing form the Emirates 'alliance'.
Simple arithmetic from the cancellation of the Frankfurt (Via Singapore) the Hong Kong and Bangkok to London services at best generates $377 million.
Adding it all up, Qantas group generates with QF international axed about $10 billion.
Given that scenario;
You’re right...time for a sweeping cull of the campus. Time for executive remuneration to reflect the size of the airline. Time for honesty and not this puerile attempt to shape perceptions based on a lie.
A proportional cull of the non revenue generating designer coffee brigades would improve efficiency no-end.
Replacing a 'real airline' with a virtual one is something that exists in 'breakout rooms' industry wide.
Perfect in theory, as the Professor eloquently draws his neatly constructed graph. MBA level managers the world over taught the theory. The problem they face is that it works far less eloquently in reality.