Download Airline Deregulation and Laissez-Faire Mythology by Stephen Paul Dempsey, Andrew R. Goetz PDF

By Stephen Paul Dempsey, Andrew R. Goetz

Airline deregulation is a failure, finish Professors Dempsey and Goetz. They attack the traditional knowledge during this provocative publication, discovering that the Airline Deregulation Act of 1978, championed via a profound political circulation which additionally recommended the deregulation of the bus, trucking, rail, and pipeline industries, didn't in attaining the guarantees of its proponents. in simple terms now could be the complete effect of deregulation being felt. Airline deregulation has ended in unheard of focus, depressing provider, a deterioration in labor-management relatives, a narrower margin of defense, and better costs for the patron. This entire booklet starts off via exploring the tactic, strategies, and egos of the key airline robber barons, together with Frank Lorenzo and Carl Icahn. In separate chapters, the strengths, weaknesses, and company cultures of every of the foremost airways are evaluated. half assesses the political, fiscal, and social justifications for brand new Deal law of aviation, and its deregulation within the past due Seventies. half 3 then addresses the key effects of deregulation in chapters on focus, pricing, provider, and security, and half 4 advances a legislative time table for fixing the issues that experience emerged. Professors Dempsey and Goetz suggest a center process liable executive supervision among the "dead hand of law" of the Thirties and the modern evil of marketplace Darwinism. The publication should be of specific curiosity to airline and airport executives, executive officers, and scholars and students in public coverage, economics, enterprise, political technology, and transportation.

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Extra info for Airline Deregulation and Laissez-Faire Mythology

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130 Eastern, of course, was left without a computer reservations system, and was required to buy services from System One, for which it paid $130 million a year to Texas Air. 131 Lorenzo controlled a fuel-brokerage firm, from which Continental and Eastern had to buy all their fuel, at a 1 percent commission, or about $30 million a year. 133 Thus, Texas Air upstreamed cash to the parent in the form of management and service fees charged the subsidiaries, Continental and Eastern. Lorenzo transferred 11 of Eastern's gates at Newark to Continental for an $ll-million promissory note paying 10 percent interest.

With fortress hubs and shared monopolies, ticket prices are ascending. Second, the glamor of the industry has always attracted men with huge egos. In the old days, it was buccaneers like Howard Hughes, Eddie Rickenbacker, and Juan Trippe. These days it is Marvin Davis, Donald Trump, and Peter Ueberroth. Owning an airline is more prestigious than owning an NFL franchise, for there are fewer airlines. Owning an airline also means becoming emperor of several fiefdoms, for the fortress hubs wield a stranglehold over the cities they serve.

Neither Jimmy Carter nor his CAB chairman, the economist Alfred Kahn, could afford to agree with so dire a prediction, for that would mean that deregulation would be an imprudent experiment. But most of the industry's elite knew better. No one understood more clearly than Frank Lorenzo that only giant gorillas would rule the jungle. And no one enjoyed the Monopoly game better than Lorenzo. As a former associate said: "Frank's into making money and doing deals. He's the classic entrepreneur. " 102 He has a reputation of successfully executing complex transactions that put him on top of the heap.

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