Special Report


every route. Delta was able to deploy its largest aircraft to match customer demand between its hubs and highest density routes, while smaller aircraft were used in markets with less demand. The joint venture has also brought significant changes to the way we work. As Delta now jointly operates its transatlantic routes with its JV partners, our focus is on ensuring Air France, KLM or Alitalia passengers all receive the same Delta service that we have always strived to deliver.


How has the merger changed profitability? Delta delivered more than US$700 million in merger-related synergies in 2009 and expects to have achieved more than $1.5 billion in merger synergies by the end of the year. Delta recently announced a US$929 million profit for the third quarter, excluding special items. That is US$878 better than the same period last year and is evidence of the success of the merger.


How has it changed your job/responsibilities My responsibility has changed dramatically in terms of scope and complexity. With respect to scope, the merged Delta now caters flights at 145 locations around the world. This creates challenges for maintaining consistency of the product and operational performance. Some remote locations have very limited catering capabilities which require creative approaches to menu development or roundtrip catering. Other hub operations, such as Atlanta, with over 500 daily departures, necessitate a very active and dynamic partnership with our supplier. Every change based on new specifications or airport operations can have a significant impact on the quality of our catering and our customer’s perception of our service. In terms of complexity, we have 35 sub-fleet


types; 24 galley configurations; four types of carts; and levels of service ranging from 30 minute regional jet flights to extended international flights in excess of 15 hours. We will strive to mitigate some of the current complexity, but the size of our network will always make life in Onboard Services interesting.


What changes do you continue to make? I subscribe to that old saying: “The only thing that is constant is change”. With that said, the largest changes related to the Delta/Northwest


merger are behind us. We will continue to see some modest residual adjustments to service levels, procedures and catering operations during the first half of 2011. After that, our change management will focus on upgrades and improvement to services, products and equipment. More importantly, we will focus significant energy on creating and supporting a common customer service philosophy among our 21,000-strong flight attendant population. Both pre-merger crews brought unique and positive attributes to Delta and we want to capitalise on the best of both service delivery cultures.


Do you see this as a time to invest more in the passenger product? Delta is investing US$2 billion in enhanced airport facilities and global products and services through 2013. When complete, Delta will offer full flat-bed seats on more than 100 trans-oceanic aircraft, including all Boeing 777s, 767s and 747s, and will feature personal, in-seat entertainment for both BusinessElite and Economy customers on all widebody flights. Regarding food and amenities, I see a commitment to maintaining a very competitive product and a heightened effort to identify the


Peter C. Wilander Peter is md of on-board services for Delta Air Lines at its headquarters in Atlanta. In this role, Peter’s responsibilities include in-flight catering


performance at over 160 locations worldwide; onboard revenue programmes; equipment logistics and planning; menu and service equipment development; and flight attendant service delivery procedures. Previously, Peter was one of the ‘founding fathers’ of Virgin America where he was responsible for all aspects of in-flight services. During Peter’s three year tenure with Virgin America, he was credited with the completion of all in-flight services regulatory compliance initiatives; development of crew hiring protocol and the overall design and development of the onboard services product. Peter was employed by Virgin America through


very specific product attributes, by market and by class of service to improve customer satisfaction. We are going to spend more time in 2011 listening to our customers to determine precisely what changes will be the most valued.


What are passengers wanting today? There is no ready made answer to exactly what customers want in terms of onboard service. That is what makes our jobs so interesting. Customers’ views on food, amenities and entertainment are very personal. Flight duration, departure time, geography, culture, class of service; airport and lounge facilities and many other variables determine what a customer might value on a given flight. The same customer who purchases food-for-sale one day may have no interest on the same flight a week later. It’s our job to maximise customer choice in a way that makes sense logistically and financially. However, there are two constants. The first is maintaining consistency of product expectation and service delivery. The second, and most important of all, is a sincere and caring approach to each and every customer interaction. Regardless of what project we consider in the coming year, we will remain mindful of those two constants.


the airline’s launch in August of 2007. He was recruited to join Northwest Airlines four months before its merger with Delta. Peter’s previous experience includes regional


marketing and sales vice president for LSG Sky Chefs; vice president of Customers at ATA Airlines; and, various other leadership positions at Northwest, United and Eastern Airlines. Peter graduated with Honours from the University of the Pacific in Stockton, CA, where he played on the varsity tennis team. He received his Masters Degree in Sociology from Emory University in Atlanta, GA, and taught Social Research Methods and Police in the Community at George Washington University. Peter is an avid trekker and has climbed Mt. Kilimanjaro and Toubkal in Africa, and has trekked to Mt. Everest Base Camp and through wilderness areas of Iceland and Vietnam. He is married to Kathryn Ray and has two adult sons Carl and Paul.


www.onboardhospitality.com 63


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76  |  Page 77  |  Page 78  |  Page 79  |  Page 80  |  Page 81  |  Page 82  |  Page 83  |  Page 84  |  Page 85  |  Page 86  |  Page 87  |  Page 88  |  Page 89  |  Page 90  |  Page 91  |  Page 92  |  Page 93  |  Page 94  |  Page 95  |  Page 96  |  Page 97  |  Page 98  |  Page 99  |  Page 100  |  Page 101  |  Page 102  |  Page 103  |  Page 104  |  Page 105  |  Page 106  |  Page 107  |  Page 108  |  Page 109  |  Page 110  |  Page 111  |  Page 112  |  Page 113  |  Page 114  |  Page 115  |  Page 116