WEBVTT - United Airlines CEO Scott Kirby Talks Potential American Airlines Merger

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<v Speaker 1>Bloomberg Audio Studios, Podcasts, Radio news.

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<v Speaker 2>Scott.

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<v Speaker 3>Great to see you after a quarter. We did beat expectations,

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<v Speaker 3>but cut guidance. We'll get into all the numbers. I

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<v Speaker 3>want to start with the big news over the past

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<v Speaker 3>couple of weeks. Are you going to buy American Airlines?

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<v Speaker 1>Well, thanks for being here in first liason and first

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<v Speaker 1>I'm not gonna comment on that, but I will tell

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<v Speaker 1>you a little bit about repeat some of the things

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<v Speaker 1>that I that I've said in the past. And first,

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<v Speaker 1>it was a great quarter, even though fuel prices doubled.

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<v Speaker 1>You know, the team that you know I did an

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<v Speaker 1>incredible job and really a look full guidance given guidance

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<v Speaker 1>for the full year. Being able to be solidly profitable

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<v Speaker 1>even in this escalating fuel price environment. I think is

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<v Speaker 1>really the entrege of where we want to go for

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<v Speaker 1>the future, which is we've built a brand loyal airline

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<v Speaker 1>by a tracking customer by giving them quality, by giving

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<v Speaker 1>them value, an airline that customers love and that you know,

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<v Speaker 1>gives us resilience in tough times. But it also lets

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<v Speaker 1>us think about what's the next phase for United Airlines.

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<v Speaker 1>We've spent the last couple of years thinking about We've

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<v Speaker 1>proving that this strategy to where brand loyal customers works,

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<v Speaker 1>But how do we become.

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<v Speaker 2>A truly globally competitive airline.

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<v Speaker 1>Now I don't have the nentwery yet, I'm not saying

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<v Speaker 1>anything specific about what they are. But today there's a

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<v Speaker 1>big trade deficit in the United States with foreign flagged airlines,

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<v Speaker 1>and they fly sixty five percent of the long haul

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<v Speaker 1>seats into the US, even though only forty percent of

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<v Speaker 1>the customers are foreigners. And that trade deficit is bad

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<v Speaker 1>for United airlines. It is bad for US aviation. It's

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<v Speaker 1>bad for US workers because we actually create some of

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<v Speaker 1>the really best jobs with the best benefits in the country,

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<v Speaker 1>not just jobs but careers. And it's bad for the

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<v Speaker 1>United States of America. And so I would like to

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<v Speaker 1>solve that and create a truly global, great airline that

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<v Speaker 1>all US citizens can be proud of.

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<v Speaker 3>So it's important, in other words, for the United States

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<v Speaker 3>to fortify its airline industry with the competitor in mind,

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<v Speaker 3>not necessarily of the big three in the US of American, United,

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<v Speaker 3>and Delta, but internationally with some of the long haul

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<v Speaker 3>carriers that you see as really the main competition for

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<v Speaker 3>the United.

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<v Speaker 2>States is acrea.

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<v Speaker 1>You know, I feel like what we've at United have

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<v Speaker 1>done here in the United States.

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<v Speaker 2>By building a brand loyal airline, you know, we.

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<v Speaker 1>Really have attracted all the brand is certainly in our hubs.

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<v Speaker 1>We've attracted the brand loyal customers, and we've won huge

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<v Speaker 1>market share kind of everywhere that we fly by being better,

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<v Speaker 1>by being high quality, and that's what's caused us to win.

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<v Speaker 1>And I think the next phase for us is can

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<v Speaker 1>we take that around the globe? Can we do that

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<v Speaker 1>everywhere that we fly? And look, there's some really good

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<v Speaker 1>airlines in the Middle East or some really good airlines

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<v Speaker 1>in Asia, and they do some things better than us,

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<v Speaker 1>But can we create a US airline? And I don't

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<v Speaker 1>have the answer, dot hundred percent sure we can do it,

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<v Speaker 1>and not proposing any specifics today, of course, but it's

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<v Speaker 1>an aspirational vision that I think United is in a

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<v Speaker 1>unique position to go after because of the success we've had,

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<v Speaker 1>because our people are great, because of the investments we've

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<v Speaker 1>made in product and technology to get there. That we're

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<v Speaker 1>in a end, because we have the willingness to try

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<v Speaker 1>to do big things that we are in a unique

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<v Speaker 1>position to try to achieve that and do something big

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<v Speaker 1>for United but also for the country.

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<v Speaker 3>You've been really vocal about how it's an opportunity when

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<v Speaker 3>there is a crisis or when there's serious pressures in

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<v Speaker 3>the industry right now as high oil prices to potentially

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<v Speaker 3>pick up other assets that could be distressed, others that

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<v Speaker 3>are weaker, that are falling out of favor. Are there

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<v Speaker 3>characteristics of airlines that you would consider taking over, assets

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<v Speaker 3>that you would potentially acquire in this type of period.

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<v Speaker 2>Yeah, you know, with one.

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<v Speaker 1>The best way to prepare for a crisis is to

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<v Speaker 1>be prepared before it starts. We knew something would happen.

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<v Speaker 1>I didn't know when we knew something would happen. So

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<v Speaker 1>we're carrying triple the cash we had pre COVID. We've

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<v Speaker 1>moved to the top of the industry profit margins, we

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<v Speaker 1>have the best credit rating that we've had in over

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<v Speaker 1>thirty years, and we're committed to getting to investment grade abalacy.

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<v Speaker 1>That gives us the ability to look through the problems

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<v Speaker 1>the spike and oil prices to the other side and

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<v Speaker 1>not have to make short term, you know, strategic bad

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<v Speaker 1>strategic decisions. And as I look at assets like maybe

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<v Speaker 1>they will maybe they won't come available. We've actually even

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<v Speaker 1>had some discussions with one airline about buying some. But

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<v Speaker 1>the kinds of things were most focused on are again

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<v Speaker 1>back to this, how do we create a great airline

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<v Speaker 1>for a decommoditize great airline for customers that can really

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<v Speaker 1>be stronger internationally. So things that support growing an international

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<v Speaker 1>network are more interesting to us because that's where our

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<v Speaker 1>focus and I think that's where our big future growth

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<v Speaker 1>potential is.

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<v Speaker 3>President Trump gave a nod to you in a conversation

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<v Speaker 3>yesterday talking about how he likes what you're doing. He

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<v Speaker 3>said that he didn't really want to see a tie

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<v Speaker 3>up between America and United I know you're not saying anybody,

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<v Speaker 3>do you think that this is a more amenable period

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<v Speaker 3>for tie ups than it has been in the past.

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<v Speaker 3>This is sort of a window that airlines can capitalize

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<v Speaker 3>on to execute mergers that have been hard fought in

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<v Speaker 3>the past.

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<v Speaker 1>Well, I'm not sure, but that's certainly the market can

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<v Speaker 1>sens us. That's what people think, and what I think

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<v Speaker 1>it is, more than any think, is an opportunity to maybe,

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<v Speaker 1>instead of looking at everything through the traditional lens, which

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<v Speaker 1>is mostly a domestic lens, to maybe think about what

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<v Speaker 1>does quality mean? What do customers want? What do customers

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<v Speaker 1>really want? And I think we have proven it United.

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<v Speaker 1>Customers want great technology. People love our app it's so

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<v Speaker 1>much better than any other airline in the world.

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<v Speaker 2>They like the information that we can give them.

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<v Speaker 1>People want great service, people want high reliability. Customers want

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<v Speaker 1>a great product. You know, customers want value, and value

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<v Speaker 1>is much bigger than just the price.

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<v Speaker 2>And customers want quality. They want value.

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<v Speaker 1>And I think, you know, whether it's this administration or not,

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<v Speaker 1>I think thinking about what do customers really want?

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<v Speaker 2>It. Look, we have proof points like here in well

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<v Speaker 2>three of our hubs where we had big competitors, three

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<v Speaker 2>different hubs.

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<v Speaker 1>We want about twenty points of market share with the

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<v Speaker 1>local community over the last year. Those are massive moves

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<v Speaker 1>at an airline with against three different competitors that are

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<v Speaker 1>biking those markets.

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<v Speaker 2>And it's all because we built a quality.

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<v Speaker 1>Airline that takes care of customers and put the customers first.

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<v Speaker 3>You've talked about how you are going to raise prices.

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<v Speaker 3>All the airlines are raising prices, and we've seen this.

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<v Speaker 3>Are you surprised by how little customers have stopped flying,

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<v Speaker 3>how much demanded structure actually has been.

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<v Speaker 2>So you know, airfares have gone as well, goes up.

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<v Speaker 1>We need about fifteen to twenty percent increase in airfares

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<v Speaker 1>to recover one hundred ultimately recover one hundred percent of

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<v Speaker 1>fuel price, and so fares have gone up. But in

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<v Speaker 1>real terms, you know, airfares in twenty twenty five or

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<v Speaker 1>twenty seven percent below where they were twenty nineteen pre COVID,

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<v Speaker 1>So we're just like starting to catch up. We haven't

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<v Speaker 1>been caught up to inflation. Even with the increase in

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<v Speaker 1>fuel prices. I did expect a bigger price less tessity

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<v Speaker 1>effect from customers. We've seen actually remarkably strong demand continuing

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<v Speaker 1>even in the face of what are necessarily higher prices.

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<v Speaker 1>What we are anticipating somewhere down the road that elastic blastasey.

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<v Speaker 2>Is real become one on one.

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<v Speaker 1>We all took it, and that that's going to happen

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<v Speaker 1>and that there will be less demand. That's partly why

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<v Speaker 1>are you know we're going to trim some flying out

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<v Speaker 1>of the third Nothing not get to be rid of

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<v Speaker 1>airplanes or changing anything strategically, but we're just going to

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<v Speaker 1>trim some of the marginals. The Tuesday, Wednesday, Saturday is

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<v Speaker 1>the reradie flying out of the second half of the year,

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<v Speaker 1>because I think both well as possibility of being higher

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<v Speaker 1>for longer, but also in the face of higher fuel prices,

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<v Speaker 1>there will be less.

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<v Speaker 2>Demanded, so we need to supply less to the market.

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<v Speaker 3>Is there any scenario where you could see cutting capacity

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<v Speaker 3>more than that? I mean there's been discussion around fight

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<v Speaker 3>flights to Europe getting canceled as a result of just

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<v Speaker 3>simply a lack of physical jet fuel available to fly back.

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<v Speaker 2>Yeah.

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<v Speaker 1>Well, first, on the physical jet fuel, we have not

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<v Speaker 1>seen problems yet. Prices are higher, but we haven't actually

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<v Speaker 1>seen shortages.

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<v Speaker 2>But we're closely.

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<v Speaker 1>Watching everywhere on the globe, and in particular Asia and

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<v Speaker 1>Europe are the two sort of hot spots that were

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<v Speaker 1>most focused on, and it's not impossible that something like

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<v Speaker 1>that would happen. I think we'll manage through with It'll

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<v Speaker 1>be higher priced, but that we'll manage through without getting

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<v Speaker 1>to shortages.

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<v Speaker 2>I hope.

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<v Speaker 1>So, even though it could happen, but even if there

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<v Speaker 1>starts to be shortaged, I think what you'll see you've

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<v Speaker 1>already seen it in Asia. You've seen a little bit

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<v Speaker 1>already starting to happen in Europe. Is it's more likely

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<v Speaker 1>to take short haul services out of the system than

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<v Speaker 1>the long haul global flights. You know, there's options for

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<v Speaker 1>shortthul you can drive, you can take a train, and

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<v Speaker 1>the global long haul to keep the world connected. I

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<v Speaker 1>think will probably be the last in the tail of

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<v Speaker 1>where flying would have to stop.

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<v Speaker 2>So probably going to be able to manage through it.

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<v Speaker 3>In the meantime, we've seen other airlines really struggling internationally,

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<v Speaker 3>left fans of for example, cutting flights. We've seen the

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<v Speaker 3>Asian carriers really struggle as a results of just a

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<v Speaker 3>physical lack of jecule. Does this give you an opening

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<v Speaker 3>in some ways on the international scale, given the fact

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<v Speaker 3>that they're facing some real constraints.

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<v Speaker 1>You know, we talked earlier about there may be opportunity

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<v Speaker 1>in this. I doubt that it's anything because of what's

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<v Speaker 1>happening on international carriers. That'll be a temporary phenomena. They're

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<v Speaker 1>not going to give up slots. You know, I'd like

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<v Speaker 1>to get more slots in other places, but people aren't

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<v Speaker 1>going to give up slots. I don't think over something

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<v Speaker 1>like this, So I think the opportunity is more, how

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<v Speaker 1>do we really create a great US airline that's folks

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<v Speaker 1>on US citizens primarily and getting them around the globe.

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<v Speaker 1>How do we eliminate that, you know, sixty five forty

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<v Speaker 1>trade deficit.

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<v Speaker 3>Do you think it's appropriate for the government to give

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<v Speaker 3>to get a stake in Spirit Airlines as we struggle

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<v Speaker 3>to fortify the US airlines.

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<v Speaker 1>You know, on that point, Like, first, I think you

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<v Speaker 1>can see this, even in this fuel crisis fuel spike,

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<v Speaker 1>that well run airlines like United Airlines can say made

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<v Speaker 1>solidly profitable. And I don't think that this is anywhere

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<v Speaker 1>close to the US airline industry needing a bailout.

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<v Speaker 2>The kinds of things that have happened in the past.

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<v Speaker 1>And the problems that Spirit predate the run up in fuel.

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<v Speaker 1>It was a fundamentally flawed business model, and I feel

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<v Speaker 1>bad that, you know, like as much as we're competitive

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<v Speaker 1>with them, Like, I don't want to see people lose

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<v Speaker 1>their jobs.

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<v Speaker 2>By the way, a lot of them are coming to United.

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<v Speaker 1>I talked to all of our new hard pilot class,

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<v Speaker 1>and every time there's a whole bunch of hands.

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<v Speaker 2>That game Spirit.

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<v Speaker 1>So but I don't want to see anyone lose their jobs.

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<v Speaker 1>But this was a fundamentally flawed business model that I've

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<v Speaker 1>been on the going back into the last administration saying

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<v Speaker 1>it's going to fail because the business model doesn't work.

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<v Speaker 1>And so I think the spiking fuel price is just

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<v Speaker 1>moving forward by a couple of months.

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<v Speaker 3>I just want to finish up. You are the economist

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<v Speaker 3>who has the most front row view to the American economy,

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<v Speaker 3>more so than anyone else. Do you think now the

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<v Speaker 3>economy is better or worse than people think it is?

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<v Speaker 1>You know, I certainly if I read the headlines, is

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<v Speaker 1>better than what the people in the headlines said.

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<v Speaker 2>Although the stock market, you know, is acting like it's

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<v Speaker 2>pretty good.

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<v Speaker 1>So people that are vote with their money, that aren't

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<v Speaker 1>just experts on TV are seen to be voting that

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<v Speaker 1>the economy is pretty good, and that's what we see.

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<v Speaker 1>I think the risks are higher in the economy right now,

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<v Speaker 1>you know, like.

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<v Speaker 2>What's happening with oil.

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<v Speaker 1>It's such an inelastic demand for oil, and if you

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<v Speaker 1>get to the point where we have to have demand

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<v Speaker 1>destruction to overcome oil shortages, I think that could impact

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<v Speaker 1>the economy, but we just don't.

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<v Speaker 2>See it yet.

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<v Speaker 3>Scott Kirby, always wonderful to speak with you. Thank you

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<v Speaker 3>so much. That was Scott Kirby, the CEO of United Airlines,