Answer: Virtually none without the code-share agreements and revenue plan with American Airlines. To make money, Eagle would have to charge more than SWA for the same route. One reason why Eagle dropped RDU-Nashville. Plus having to buy the ticket separate from your AA (or Delta, Continental, Hawaiian, Northwest, Alaska or Qantas in LAX) on-line e-ticket site. Imagine Eagle having to pay retail for the gate space at those major hubs. It ain't cheap operating in the big leagues.publisher said:Nice but misses the original question....
The question is the business worth or value as an independant entity
Delta learned a lot, but it wasn't to treat us better. They learned to CYA when it comes to union busting. They learned to be sure to not put all your eggs in one basket. They learned not to call a bluff if they weren't prepared for it to be real. They learned that whipsaw is the most valuable tool in union busting. They learned that a regional really CAN inflict pain on them.skydiverdriver said:I think Delta learned a lot from the strike, but not the fact that they shouldnt' own their most profitable division, but that they should treat them better, for everyone's benefit.
This assumes Eagle, or any other wholly owned regional, has the management to stand alone. Don Carty, CEO of AMR, runs the show at Eagle. AMR provides the financial backing in terms of being able to negotiate fuel prices, gate space and aircraft leases, just to name a few of the big ticket items. Not to mention cash. I just don't think our management could do it alone.An airline that has contracts with American and is not restricted from flying for others is worth considerably more than one which is
A closed ended airline restricted from growth depending on what is going on at American and has contract provisions that can send people from American to it at will.
In the first, the value is marketable to others, in the second only as a valued part of American.