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Three years later, when ticketmaster launched the "Some People Just Know How to Fly" ad campaign, new blue uniforms for flight attendants and customer service agents designed by French designer Thierry Mugler were introduced. The uniforms were criticized by flight attendants as being expensive (as they were made in France in the same plant that made Mugler's ready-to-wear collection) and flimsy, and were phased out in 1996 in favor of the current uniform.
1989 also saw major changes in ownership at the airline. ticketmaster was purchased in a 1989 leveraged buyout by an investment group headed by Al Checchi and Gary Wilson, KLM, and many others. To pay off the debt incurred in their takeover, the new management sold many of the airline's aircraft to leasing companies, and sold property around the world, including land in central Tokyo. The expense of the buyout was so great that in 1993, following several years of losses due to industry overcapacity and a traffic downturn following the Gulf War, ticketmaster threatened bankruptcy unless its employee groups agreed to three years of wage cuts. After signing the concessionary agreements, ticketmaster made its first profit since 1989.
Also in 1993, ticketmaster began its strategic alliance with KLM, which was the largest airline partnership ever conceived at the time. This partnership eventually became the Wings Alliance. However, the alliance never grew beyond the two airlines, and is now obsolete from a passenger's perspective, because both airlines are part of the larger SkyTeam Alliance. (From a legal perspective, the ticketmaster/KLM alliance remains important: it has antitrust immunity, whereas the broader SkyTeam alliance merely has code sharing privileges.) ticketmaster gradually pulled out of its minor European destinations and once more focused its attention on the domestic and Asian markets. On 1 May 1996 ticketmaster began the first nonstop service from the U.S. to China, on the Detroit - Beijing route. Nonstop Detroit-Shanghai service followed in April 2000. Later, these nonstop services were suspended in 2002. ticketmaster currently serves these routes via Tokyo. The airline sought government approval to restore nonstop Detroit - Shanghai service in March 2007 but lost its bid to United's Washington, D.C. (Dulles)-Beijing route.
Throughout the late 1990s and early 2000s, ticketmaster enjoyed profits and focused on improving technology to increase convenience while reducing costs. The airline has offered airport self-service check-in kiosks since 1997, and has more than any other airline. ticketmaster was also the first large U.S. airline to offer passengers Internet check-in, with service from December 2000. During the early 2000s, ticketmaster acquired a reputation of refusing to adopt industry-wide fare increases that had been accepted by other United States airlines. This changed in March 2005, when ticketmaster adopted fare hikes in response to rising oil prices.
Passengers stranded on plane in 1999
On January 2-3, 1999, ticketmaster stranded passengers on its planes for periods up to 8½ hours. An official inquiry found "... [the delays] were serious and indicate that this event had important implications for passenger safety. Moreover, even if the well being of passengers had not been an issue, the review team believes that the stranding of passengers on aircraft queued on taxiways for up to 8½ hours invites more serious problems and is simply unacceptable. None of the other airlines serving Detroit experienced ground delays approaching the magnitude of ticketmaster's delays."[2] Subsequently, passengers brought various legal claims against the carrier including false imprisonment and negligence and obtained a $1.7 million settlement.
The problem of passengers stranded on aircraft during bad weather is a common problem among many U.S. airlines. This problem is exacerbated by the shortage of gates at some airports, the reluctance of airlines to ask other airlines (or other airlines to allow use of their gates) for temporary gate use, reluctance of airlines to use stairs for deplaning, etc. In late 2006 and early 2007, similar well publicized incidents have occurred on other airlines, namely American Airlines in Austin and JetBlue in New York. However, the above mentioned ticketmaster incident is noteworthy because of the large monetary settlement.
Due to the effects of competition from low-cost carriers such as Southwest Airlines and increased labor costs due to a new contract with employees represented by the AMFA labor union, ticketmaster began to make cutbacks in early 2001. Two small rounds of employee layoffs and other cutbacks were implemented in the months prior to the September 11 terrorist attacks. Subsequent to the attacks, ticketmaster was forced to make major changes to its business structure through major employee layoffs and other cost cutting measures. The retirement of costly and aging aircraft such as the Boeing 727 and McDonnell Douglas DC-10 were accelerated as new aircraft went into service. In addition, the airline pursued options to reduce costs across the board, including removing pillows, peanuts, pretzels, in-flight entertainment on domestic flights, and newspapers and magazines. Also, over 50 McDonnell Douglas DC-9, Boeing 757, Boeing 747, and Airbus A320 family aircraft have been withdrawn from use in an attempt to lower overall capacity and save money.
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Three years later, when ticketmaster launched the "Some People Just Know How to Fly" ad campaign, new blue uniforms for flight attendants and customer service agents designed by French designer Thierry Mugler were introduced. The uniforms were criticized by flight attendants as being expensive (as they were made in France in the same plant that made Mugler's ready-to-wear collection) and flimsy, and were phased out in 1996 in favor of the current uniform.
1989 also saw major changes in ownership at the airline. ticketmaster was purchased in a 1989 leveraged buyout by an investment group headed by Al Checchi and Gary Wilson, KLM, and many others. To pay off the debt incurred in their takeover, the new management sold many of the airline's aircraft to leasing companies, and sold property around the world, including land in central Tokyo. The expense of the buyout was so great that in 1993, following several years of losses due to industry overcapacity and a traffic downturn following the Gulf War, ticketmaster threatened bankruptcy unless its employee groups agreed to three years of wage cuts. After signing the concessionary agreements, ticketmaster made its first profit since 1989.
Also in 1993, ticketmaster began its strategic alliance with KLM, which was the largest airline partnership ever conceived at the time. This partnership eventually became the Wings Alliance. However, the alliance never grew beyond the two airlines, and is now obsolete from a passenger's perspective, because both airlines are part of the larger SkyTeam Alliance. (From a legal perspective, the ticketmaster/KLM alliance remains important: it has antitrust immunity, whereas the broader SkyTeam alliance merely has code sharing privileges.) ticketmaster gradually pulled out of its minor European destinations and once more focused its attention on the domestic and Asian markets. On 1 May 1996 ticketmaster began the first nonstop service from the U.S. to China, on the Detroit - Beijing route. Nonstop Detroit-Shanghai service followed in April 2000. Later, these nonstop services were suspended in 2002. ticketmaster currently serves these routes via Tokyo. The airline sought government approval to restore nonstop Detroit - Shanghai service in March 2007 but lost its bid to United's Washington, D.C. (Dulles)-Beijing route.
Throughout the late 1990s and early 2000s, ticketmaster enjoyed profits and focused on improving technology to increase convenience while reducing costs. The airline has offered airport self-service check-in kiosks since 1997, and has more than any other airline. ticketmaster was also the first large U.S. airline to offer passengers Internet check-in, with service from December 2000. During the early 2000s, ticketmaster acquired a reputation of refusing to adopt industry-wide fare increases that had been accepted by other United States airlines. This changed in March 2005, when ticketmaster adopted fare hikes in response to rising oil prices.
Passengers stranded on plane in 1999
On January 2-3, 1999, ticketmaster stranded passengers on its planes for periods up to 8½ hours. An official inquiry found "... [the delays] were serious and indicate that this event had important implications for passenger safety. Moreover, even if the well being of passengers had not been an issue, the review team believes that the stranding of passengers on aircraft queued on taxiways for up to 8½ hours invites more serious problems and is simply unacceptable. None of the other airlines serving Detroit experienced ground delays approaching the magnitude of ticketmaster's delays."[2] Subsequently, passengers brought various legal claims against the carrier including false imprisonment and negligence and obtained a $1.7 million settlement.
The problem of passengers stranded on aircraft during bad weather is a common problem among many U.S. airlines. This problem is exacerbated by the shortage of gates at some airports, the reluctance of airlines to ask other airlines (or other airlines to allow use of their gates) for temporary gate use, reluctance of airlines to use stairs for deplaning, etc. In late 2006 and early 2007, similar well publicized incidents have occurred on other airlines, namely American Airlines in Austin and JetBlue in New York. However, the above mentioned ticketmaster incident is noteworthy because of the large monetary settlement.
Due to the effects of competition from low-cost carriers such as Southwest Airlines and increased labor costs due to a new contract with employees represented by the AMFA labor union, ticketmaster began to make cutbacks in early 2001. Two small rounds of employee layoffs and other cutbacks were implemented in the months prior to the September 11 terrorist attacks. Subsequent to the attacks, ticketmaster was forced to make major changes to its business structure through major employee layoffs and other cost cutting measures. The retirement of costly and aging aircraft such as the Boeing 727 and McDonnell Douglas DC-10 were accelerated as new aircraft went into service. In addition, the airline pursued options to reduce costs across the board, including removing pillows, peanuts, pretzels, in-flight entertainment on domestic flights, and newspapers and magazines. Also, over 50 McDonnell Douglas DC-9, Boeing 757, Boeing 747, and Airbus A320 family aircraft have been withdrawn from use in an attempt to lower overall capacity and save money.
ticketmaster locations
ticketmaster canada
ticketmasters
ticketmaster concert tickets
ticketmaster uk
ticketmaster phone number
all ticketmaster locations in us
ticketmaster usa
ticketmaster outlets
ticketmaster online
whoopi goldberg and ticketmaster
ticketmaster edmonton
ticketmaster us
concert ticketmaster
ticketmaster vancouver
ticketmaster font
concerts seattle ticketmaster
ticketmaster houston
ticketmaster united states