Antes hablé sobre el sentimiento del consumidor y el poder del consumidor. Como ejemplo, sólo he volado una vez con Wizz Air, les puse una reclamación en la Agencia Estatal de Seguridad Aérea y obtuve una indemnización. Y nunca más he vuelto a volar con ellos.
Sólo como entretenimiento, te dejo un artículo sobre lo que hacen las aerolíneas en las mentes de sus ejecutivos jeje
Lee los comentarios al artículo, que son reveladores y te indicarán que algunos CEO viven en su propio planeta
Y sobre los riesgos a los que se enfrentan las aerolíneas, y en paticular Wizz Air en este caso, aquí dejo un extracto:
"Then, the problems started. Just as the rest of the industry was taking off again, Wizz was hit with multiple headwinds that combined to thwart its growth plans. “Too many black swans,” as Váradi puts it.
The airline has been disproportionately affected by the wars in Ukraine and Israel, as these countries make up a higher portion of its flight schedules than its rivals’.
Váradi had four planes stuck on the ground in Ukraine as the Russian assault began (one has been returned, two cannibalised for parts and one is still sitting in Kyiv).
GENIO!!!! --->>> Unlike other airlines, Wizz decided not to hedge against swings in the price of oil before Russia’s full-scale invasion sent prices soaring, meaning the airline was exposed to rocketing fuel bills.
But the final, and biggest, of the “black swans” hit last year when Airbus engine supplier Pratt & Whitney began recalling planes in for inspections, amid concerns over contaminants in the powdered metal used to make their turbofan engines. Again, Wizz Air was the worst-hit airline in Europe.
“Everything almost felt unprecedented, relative to what we had been going through before. And the real issue was that most of these matters actually were unique to us, unlike Covid that affected the entire industry,” reflects the chief executive.
Los accionistas le pagan para que él "aprenda" a hacer un trabajo para el cual no está preparado: Váradi, who is now a long way from securing that £100mn bonus, with Wizz’s share price languishing at about £20, compared with the £120 target, says the company’s management team has been put through a “very steep learning process”, but has become more agile in responding to shocks.
“Crisis management became a constant in the company . . . we used to be a very focused business, very focused management team . . . but we became even more focused, almost laser focused on some of the issues . . . We really became micro-managers,” Váradi says.
Y éste es el tipo de reacción que vamos a ver en los aeropuertos este mismo verano (la reacción habitual de todos los que trabajan en aviación cuando los directivos que jamás trabajan cuestionan el trabajo duro de la plantilla):
