Factually, from 2009 to 2015 the amazing year of 'transformation' the competitors were in fact, rolling in money.
Geeze, talk about cherry-picking statistics to try and prove a point. Why not look at the most recent 3 years? Or are you trying to prove the ‘transformation’ was a great success?
As for harping on about CASK, you don’t seem to understand that a cabin that has a high ratio of premium seats (787, A380) in turn leads to lower ASK’s. This also means less seats to defer fixed costs against. But the higher premium seat mix delivers significantly higher PROFIT. That is what the business is all about.
Your commentary about stagnant ASK’s or rising CASK is largely irrelevant. Qantas is there to make as much
profit as possible, not ship the largest amount of passengers. They could fill the planes with economy seats, drive up ASK’s and drive down CASK, for what? And that is already what the low cost side of the brand has done.
Chasing market share (in the domestic sphere) is what primarily led to Qantas’s huge loss you refer to. That’s not the strategy any more and it’s paying off big time.
I’m not suggesting Joyce is a good manager. The ‘
line in the sand’ was his strategy and it was an utter disaster. But to be constantly trying to trash talk Qantas’ business metrics while they are pumping out bumper profit after bumper profit in stark contrast to their only local competitor, makes it look like you don’t understand the business as well as you pretend to.