Together with KLM successfully develop the Group of
tomorrow: The aim is to improve our economic efficiency by achieving €500
million-worth of additional cost-synergies over the next four years. The
resulting changes in the Group's future modus operandi should provide us with
more robust, more streamlined decision-making processes. A continued focus on
building trust among teams will remain a priority.
A real vision or a dream?
First of all, it brought out the fact that the company wants
to achieve best in class service for its customers. Paradoxically, low cost
airlines take more and more market shares in short and medium-haul routes.
Besides, these airlines are successful, while offering a poor service to
customers. In this way, this vision does not take into account this growing
parameter. Air France-KLM should take over or set up a low cost airline in
order to compete other same airlines. A such airline could help the company to
take market shares in the leisure sector.
Then, one of its objectives is to make Paris-Charles de Gaulle
airport, the first European hub. With regard to the competitors, such as London
Heathrow, Schiphol and Francfort airport, it appears an unrealistic objective.
Unless, the company increases dramatically the number of its routes toward the
United States and Asia. Indeed, the Transa-Atlantic flights represent an
opportunity in order to enhance the position of PCG airport. That is why, it
seems that the company should find an American partner. This would enhance the
number of passengers at the airport.
After that, Air France-KLM wants to ensure that `the
customer experience matches the promises related to the brand and
product'. In a first approach, it seems a realisable. However, the airline
could face some troubles. In fact, there is an important risk that the French
staff goes on strike, according to the past events. Besides, in December 2007,
customers had to experience a strike. This could damage the brand image with
regard to troubles that customers had suddenly to face. Nevertheless, we can
add that the company reacted in an appropriate way. Indeed, the airline made
exceptional commercial incentives in order to keep most of its customers. In
this way, even in troubles, the company can show its ability to ensure that the
customer experience matches the promises. Last, it is noticed that Air France
handled rightly with its customers when irregularities came. So, it appears
that the company has already matched a part of its vision.
Afterwards, how the company can ensure constant dialogue with
trade unions, although these ones do no want to discuss. In regard to the last
strike, the CEO had to threat trade unions in order to be able to discuss about
the matters. So, it seems quite difficult to carry out this objective with
regard to French trade unions.
Last, Air France-KLM has what it needs to satisfy the
objectives in terms of sustainable development. Since 2005, Air France-KLM is
the sole airline group to be included in the main sustainability indices,
namely Dow Jones Sustainability Index, the FTSE4Good and ASPI indices. In
addition, the agreement `Open Sky' offers good opportunities for the airline
group in order to reach `Vision 2010'.
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