Low Cost mentality!
Join Date: Oct 2004
Location: #37 for Start
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Maybe I am a bit naive, but I do believe a Leopard can change it's spots (slightly...). Hey, the Cheethas have their first Bloem semi-final in 12 years, don't they. 
Anyway, to put things into perspective:
I do not work for 1Time and frankly do not have any intention of doing so, ever.
The thing that interests me here is that when the "old" SAA Bashing was in full swing, 1Time was one of the Airlines quoted as being an example of how a "good" business should be run...
Now however, since the word has come out, I for one do not think it is the case. Maybe they are making a few R's yes, but again at the expense of their Employees (and Passengers).
Similar to another privately owned Airline...
Anyway, to put things into perspective:
I do not work for 1Time and frankly do not have any intention of doing so, ever.
The thing that interests me here is that when the "old" SAA Bashing was in full swing, 1Time was one of the Airlines quoted as being an example of how a "good" business should be run...
Now however, since the word has come out, I for one do not think it is the case. Maybe they are making a few R's yes, but again at the expense of their Employees (and Passengers).
Similar to another privately owned Airline...
Last edited by Q4NVS; 10th Oct 2006 at 08:34.
Join Date: May 2005
Location: Johannesburg
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Not trying to defend anyone here, but I think the situation 1Time find themselves in here is a particularly tough one- it’s a fight for survival. Their competitors fight for every seat as they do- the market has degenerated to the point where the customer opens up a browser for MN, 1T and SAA and then books the cheapest one. Essentially the LCC’s have commoditised air travel to the point where the consumer doesn’t give a rats a#$se who they fly with so long as they get the cheapest fare on the day for their destination. It doesn’t take a rocket scientist to figure out the winner of that battle is going to be the carrier with the most capacity. Right now that’s not 1T. So the only way to keep in the game is to operate in the most efficient way possible- hence the Thailand style sweatshop tactics.
If management cant get this through to their staff- and also listen to their needs in return- then this conflict will continue and productivity will suffer with the reciprocal increase in costs being the unfortunate result. There is also no question that safety cannot be compromised- it’s a subject that’s always very high in the consumers mind and any unfortunate incidents would get very broad media coverage- causing mega damage to that brand equity that has been established.
What Im most surprised about is hearing the alleged chaos that has been eluded to in terms of rostering etc. I’ve worked with a few of the guys over there and I would consider them to be quite organised operators- perhaps they too are victims of running an operation on the absolute limit of your available capacity?
If management cant get this through to their staff- and also listen to their needs in return- then this conflict will continue and productivity will suffer with the reciprocal increase in costs being the unfortunate result. There is also no question that safety cannot be compromised- it’s a subject that’s always very high in the consumers mind and any unfortunate incidents would get very broad media coverage- causing mega damage to that brand equity that has been established.
What Im most surprised about is hearing the alleged chaos that has been eluded to in terms of rostering etc. I’ve worked with a few of the guys over there and I would consider them to be quite organised operators- perhaps they too are victims of running an operation on the absolute limit of your available capacity?
