BUS1050 7:00AM CLASS
Delta Airlines
A Symbol of Change
Team Delta: Maddy Raymond, Amanda Taylor, Matthew Zitting, Skyler Vanderhoof, and Sidney
Porter
12/1/2010
A summary of the changes that Delta Airlines has gone through from its founding, through decades of
change to its current position as the largest passenger airline in the industry.
Delta Airlines: A Symbol of Change
Social and Economic History
The Delta Airlines that we know today was not started with the goal to carry passengers
to countries all over the globe. It was in fact started by a group of Louisiana farmers that were
concerned about their crops due to the invasion of boll weevils coming from Mexico. This
group of farmers knew the chemical, calcium arsenate, could get rid of the infestation but they
were puzzled on how to apply it to such a large area. Manual labor for applying the treatment
was much too time consuming and with the cost of the chemical itself and the time it took to
cover large areas was considered cost inhibitive.
They pondered on what other ways they could spread this chemical in a more timely
and inexpensive method and came up with the idea of dropping it out of the back of a plane
which would take time using a “hopper” engineered for the purpose. According to the Funding
Universe website, the engineer that developed this “hopper” attached to an airplane was none
other than Collette Everman Woolman, “a pilot and agricultural scientist”. Having been an
experienced pilot during World War I, Woolman was chosen to fly this plain with the attached
hopper in what would become the beginnings of “crop dusting” and the solution to the
farmers’ problem with the boll weevils in the south. They worked to perfect their system and
began selling their aerial services to other farmers in the region eventually starting the world’s
first crop dusting organization known as Huff Daland Dusters. The company would continue to
grow and in May 1925, Woolman was given the new role of VP and Field manager for the
business. Since the crop dusting season was not year round, they only had income coming in
during the late spring and summer months. They needed a way to bring in cash throughout the
year to survive during the off seasons here in the United States, so Woolman decided to shift
the crop dusting service to Peru during the winter. It was in Peru where Woolman had the idea
to add passengers and air mail services in addition to the crop dusting services already offered
by the company. He then secured South American air mail contracts in 1927 that gave him the
right to carry mail from Peru to Ecuador which is a 1,500 mile route. This also made Huff
Daland the first American airline operator south of the equator in the western hemisphere. At
this same time their U.S. operations were developing passenger services between Dallas and
Jackson, Mississippi and later adding routes to Atlanta and Charleston. In 1930 they were
awarded an air mail contract with the U.S. Government which was a huge success for them due
to the costly suspension in the airmail contract system.
By 1934 the company had taken on the name of Delta Air Lines and was devoted to
aligning themselves to the war efforts and started transporting troops and supplies for the War
Department, but then returned to civilian services in 1945. Also at this time Delta was given an
award by the National Safety Council for over 300 million passenger miles and 10 years of flight
experience without any passenger or crew fatality. On May 1, 1953 Delta merged with Chicago
and Southern Airlines and continued to grow as a major regional carrier, which also brought
Delta to its first international routes to the Caribbean and Caracas.
In 1966 the founder of Delta, Collett Everman Woolman died and Charles S. Dolson was
name as Delta’s second CEO. With the arrival of Dolson, the crop dusting division was removed
from the corporate strategy and the vision of Delta modernized. Dolson had a more modern
and corporate style of collective management and with his leadership Delta became known for
having one of the best management teams in the industry. On the down side, the company
was targeted with criticism for being too personal with their employees and passengers. A
major magazine had published an article on how Delta was being too personal with their staff,
treating them like they were family vs. employees. What most people did not realize is that
Delta was started as a small company between a few very good friends. From day one they had
treated everyone they worked with more like family rather than co workers, and were always
willing to go above and beyond for their staff. They kept their employees pay above the
average for the airline industry so that they could keep their employees out of the labor unions
of the time.
Through the management style of Deltas’ leadership, the company became known for
having the most conservative balance sheet in the industry. At all times Delta kept a one-toone ratio with their debt-equity, meaning their assets and net worth were always outweighing
their debts. With a balance sheet like this, they were able to do most of their financing
internally and had no need to do any external financing through banks. Throughout the 1980’s
Delta slipped in the ranks of largest airlines due to the merger of TWA, Texas Air, and
Northwest Airlines. Later in the decade, Delta negotiated a $680 million dollar purchase of a
major L.A. based airline named Western Air Lines. With enlarged hubs in Salt Lake City and Los
Angeles, Delta was able to make major strides in net worth and expansion activities.
In 1987, Ronald W. Allen was named Delta’s CEO bringing major ideas and plans for the
growth of Delta. In the past Delta had not taken many risky investments, but Allen had a
different and more modern look on business. He saw Delta for what it could be and not what it
had been or was at that time. Shortly after taking his position, Allen negotiated a $15 million
deal to become the official airline carrier for Walt Disney World in which they saw a strong
growth in sales shortly thereafter. Delta adjusted well with the modern strategies and was able
to maintain its policies of good labor relations and attention to service that were fostered by
founder C.E. Woolman.
In 1994, Delta was forced to take on more severe cost cutting schemes. In April they
implemented a new program called its Leadership 7.5 Program which was designed to reduce
the cost of a flight to 7.5 cents per mile, per seat. This would reduce costs for Delta $2 billion
over a three year time span. They also had to cut back on their workforce by 20 percent as well
as multiple European routes for this program to take place. This program was a major step and
Delta realized a profit of $251 million in the fourth quarter of 1995. With the cutback in costs
and labor, Delta noticed a rise in complaints from passengers and dropped dramatically in
rankings within the airline industry. Delta believes that this was caused by the loss of its
“family” reputation. Although they had a drop in customer service, Delta saw an increase of
passengers of 640 million in 1999 in comparison to 453 million in 1991 which was an all time
high.
Delta also faced many labor disputes at the beginning of the new century. There were
many contracts that Delta had with their pilots that were expiring around the holiday season.
With this being the busiest time for the airline industry, it forced Delta to cancel nearly 3,500
flights in one month due to the unwillingness of their pilots to work overtime. Delta has faced
many obstacles in its early history but has still managed to become one the airline industry’s
leading competitors.
Corporate Structure
As you could imagine, the structure required to manage Delta’s 80,000+ employees in
64 countries on 6 continents would have to be dynamic to say the least. It would require the
leadership equivalence of a small country to manage all the aspects of daily business activities
that are among the most regulated of all industries worldwide. Delta has taken this task of
corporate leadership very seriously and has set up principles of corporate governance that form
the very foundation of the Delta Family. This family is not by chance or circumstance but is the
deliberate outcome of a corporate attitude towards a mission, vision, and purpose that is at the
forefront of every director, manager, supervisor, baggage handler, or ticket agent as they
engage in daily business responsibilities. From the top to the bottom in the organization, the
Delta Family has come to be the foundation of the organizations vision to not only survive, but
excel in these troubled economic times. From crop dusting to servicing over 160 million
passengers safely to their destinations each year, Delta has become an industry leader with a
proven track record.
At the helm of this organization is a Board of Directors that is and have been carefully
selected to give the Board a dynamic that is slated to succeed during these hard times. The
Board meets regularly throughout the year to discuss the business of today and to strategize
the business of tomorrow. Delta’s board, according to its website, functions under a set of
corporate governance principles that include the following categories:

Selection and Composition of the Board

Board Functioning

Committee Matters

Meeting Procedures

Leadership Development and Oversight
As you can see, Delta’s framework for leadership goes from selection to oversight, from
function to procedures, and from composition to development. From the Delta website we find
this statement, “Delta’s Board of Directors believes that sound corporate governance practices
provide an important framework to assist the Board in fulfilling its responsibilities. These
Corporate Governance Principles have been approved by the Board. They will be reviewed
annually or more often if deemed necessary or appropriate.” With this we can see the roots of
their philosophy when it comes to the expectation they put on their leadership and the
accountability that comes with membership.(Delta.com)
Turning to the corporate website for information on all of the board members, we find
that the board is made up of ten business professionals from a dynamic array of backgrounds
with Robert H. Anderson as CEO since September 2007. Many of them joined Delta’s
leadership team as part of the merger with Northwest. Initial impressions of the board, they
all look like the typical status quo business professionals without a lot of diversity other than
their professional backgrounds. Two of the members are women; the other eight are white
males, so there is not a lot of racial, cultural or gender diversity in the group. This beckons the
question, if Delta is so committed to diversity, why isn’t its board more diversified? Well,
considering the circumstances that Delta has been in for the last 2-3 years, with bankruptcy and
restructuring, the importance for the board in its membership has been to have the players on
board that can help the organization through its restructuring, future strategies, and
development into the new era of being the largest passenger airline in the world. Reading the
bios of the respective members we find that they have covered their bases for talent,
experience, determination, and situational understanding to give them the leadership dynamics
to guide them through these volatile stages of redevelopment. So, the diversity among the
board members lies in their backgrounds and talents, not so much on their ethnic or cultural
backgrounds. The boards’ commitment to always look at what the organization needs in
bringing on a new board member and evaluating that appointment based on the individuals
abilities to fulfill those needs has definitely been maintained here. As the organization
continues to grow globally with its current focus on the growth of international flights, we may
very well see more cultural diversity enter the board room.
This team of people that make up the board, for the most part, have been in place since
2007 but some members have been in place longer than that and some are fairly new to the
position. Regardless of time served, they are a dynamic bunch and represent the leadership of
an airliner that is working to emerge triumphant from a financial storm by managing a new
image, deploy strategic growth into international markets, continue its commitment to
diversity, and maintain the Delta Family, which includes all personnel and loyal customers.
Although Delta has seen an unprecedented emergence from bankruptcy, it still faces challenges
in maintaining a balance between affordability in pricing and operational cash flows. Labor,
fuel, and equipment costs are still a concern and are the focus of management in trying to
reduce out flows while identifying opportunities, like the growth in the international flights
arena, that will increase in flows or sell revenues.
Ethical Stance
Delta Airlines is the largest airline carrier in the United States, but the company focuses
on more than just their airline products. “Delta believes the employees, customers, and
community partners together form a force for positive local and global change, dedicated to
bettering standards of living and the environment where we and our customers live and work” is
Deltas mission statement taken from their website. (Delta.com) In order to follow their mission
statement they have had to look beyond their company and partner up with other vendors,
organizations, and employees to make this goal a reality. Some of the projects that Delta has
focused on include; Habitat for Humanity, the Supplier Diversity Exchange, the Passenger
Emissions Off-Set Program, Delta Recycling, and the Breast Cancer Foundation.
Habitat for Humanity is a non-profit Christian housing ministry that was founded in
1976. This organization is designed to have people come together and build houses for the
impoverished to eliminate the homeless. Delta airlines began their partnership with the
organization in 2001 and sponsored a “Donate Your SkyMiles Program” in their fourth quarter.
According to Habitat for Humanity’s website, these donations turned into five homes. Realizing
its success they have continued the “Donate Your SkyMiles Program” which continues to help
build more homes. Currently Delta volunteers are down in Chile for a second time re-building
homes that were destroyed due to earthquakes. “At Delta, we have a responsibility to help
communities in need, especially those communities we serve. The need for safe, affordable
housing is still great. It is our privilege to help Chilean families rebuild and improve their living
conditions,” said Ed Bastian, president—Delta Air Lines, and Habitat for Humanity International
Board Member.
Many companies participate in a Supplier Diversity Exchange Program. These programs
are designed to help small businesses run by minorities or women to have a better chance at
breaking into the business realm. CSRwire.com explained that Delta’s program is a little
different than most. Delta holds seminars to educate these small businesses on how to be
successful and gives them an opportunity to ask questions on basic business functions. Delta
also allows select businesses to sign up as a partner with their company. Those companies that
are chosen to be part of the Delta Family will be able to continue to learn from a large
corporation about building business and it allows them to extend their current portfolio. Delta
focuses on women owned businesses because they feel that women, more and more are able
to give back a great deal in the business community, however sometimes it is very hard for
them to get a foot in the door.
The Passenger Emission Off-Set Program was designed in order to reduce, or “counter
act” the effects of airline travel on the environment. The program was started in 2007 after
research on the effects of airline travel on the environment was completed. With the findings
they were able to find out how much carbon dioxide was being emitted into the environment
for each plane and passenger. The program allows individuals to donate the cost of what was
emitted so Delta in turn can use the money to plant trees or donate to the Conservation
Foundation. The Conservation Foundation was created to study the effects of business on an
environment. Their goal is to find a way for everyone to live together but be more eco friendly.
The Conservation Fund online says that if an individual was to plant a tree for every one hour of
flight, there would be no problem with the carbon dioxide emissions. Unfortunately, due to the
ever diminishing space for planting trees and lack of support from frequent fliers they are
forced to find other means. If you donate, your money will go to the fund so they may continue
research on how best to keep both us and earth happy.
In 2009 Newsweek listed Delta airlines number 256 on their green rated companies out
of the 500 ranking. They were the only airline company to make the list and sat relatively low
considering their industry. The green rating looked at their overall green score, calculating in
their environmental impact, their green policies, and their reputation. They would not have
made the list if they had not started their onboard recycling program. According to Sustainable
Business.com, before the program was implemented the entire airline industry had nearly 75%
of their in-flight generated waste could be recycled, but only 20% was actually recycled. Delta
was the first company to make a change, and in 2007 the plan was implemented on six
different flights. In 2007 Delta had recycled two million pounds of aluminum cans, mixed paper,
and plastic on those six flights alone. Since then they have continued to expand the policies
across all of their flights. Delta.com states that they will continue to do their part, but need
customer support as well. On many flights customers will stuff napkins and trash into cans or
plastic cups, by doing this Delta is unable to recycle those items. They launched a campaign in
2009 to showcase the correct way of disposing your trash so that it can be recycled. The money
that is collected from recycling is donated to Habitat for Humanity as well as the Nature
Conservancy Foundation. The Nature Conservancy Foundation is dedicated to reforestation and
restoration through alternative means of recycling.
Delta launched their Force for Global Good Campaign in 2005. The first partner with the
new mission under way was the Breast Cancer Foundation. Since then Delta has donated more
the 2.5 million dollars. The money was able to fund nine research facilities and missions. During
the month of October Delta Airlines provides pink lemonade and pink jelly beans for purchase,
of which 100% of the proceeds goes to the Breast Cancer Foundation. They also have their line
of “Pink” merchandise that is also for purchase. For more participation from customers and
employees Delta had an I-Phone application created that was a virtual lemonade stand. Ten
percent of all I-Phone purchases were also donated. According to Delta.com one employee took
it a step further and suggested that the game could be posted on Facebook, a networking site,
in order to reach even more people who may not have an I-Phone. PR newswire applauded
Delta for their signature pink plane in 2005 as the newest addition to promote breast cancer
awareness.
Delta continues to make advances in their industry and promises to continue to expand
their company by following their mission statement. Although there is always room for
improvement, I believe that Delta is always looking at ways to fill that gap and make sure that
they are bettering their communities and people that they work for and with.
Production and Marketing
Delta serves more than 160 million customers each year. Delta and Delta Connection
offer service to 351 destinations in 64 countries on 6 continents. Delta’s main location is in
Atlanta, Georgia. Delta employs more than 75,000 employees worldwide and operates a
mainline fleet of more than 700 aircraft.
Delta has founded many different programs, that have boosted their profit, and shown
people how great of a company they are in their effort to make the world a better place. A few
of these programs are Delta’s Force for Global Good, SkyWish Charities, SkyWish Asia, the
SkyMall, SkyMiles, Bringing You to Broadway, and Delta Universal Air Travel Plan.
SkyWish Charities is a way that we can all give back to different organizations. There are
a variety of organizations to which you can donate your miles to help support the community. A
few of those organizations are CARE, AID Atlanta, American Cancer Society, Children’s Miracle
Network, Dream Foundation, The Salvation Army, and UNICEF.
SkyWish Asia is very similar to SkyWish except for those organizations of SkyWish Asia
are located in Asia. A few of those organizations are Association for Aid and Relief, Japan, Child
Fund Japan, Hunger Free World, Japan Marrow Donor Registry, Japan Team of Young Human
Power, Make-A-Wish of Japan, and Peace Winds Japan.
SkyMall is Delta’s online catalog where you can soar through a selection of premium
merchandise. You can register to receive sale and special events notifications. You will
experience convenience and guaranteed satisfaction. They also have the Delta Heritage
Museum which features a variety of merchandise that celebrates the history of Delta Air Lines
from model airplanes to Delta apparel, whichever satisfies your needs you will bring home “The
Spirit of Delta.”
Delta SkyMiles and Audience Rewards became partners, and are now offering a way to
earn miles for Broadway ticket purchase or redeem miles for free tickets. They now call this
new program, Bringing You to Broadway.
To incorporate business travel into their company Delta created the Delta Universal Air
Travel Plan (UATP). With today’s economy they are focused on tighter expense management,
they believe it makes sense to use centralized air billing, no matter what the companies’ size is.
It allows businesses to maintain centralized payment system just for air travel.
While flying Delta you can also book your U.S. based international shipments, track and
trace current shipments, view invoices, and billing information. Delta also allows you to Charter
Flights. They can accommodate group travel whether it’s for a collegiate sports team or a group
of business professionals. They have a variety of aircraft within their fleet to accommodate
group travel. Another service they also offer is Air-to-Ground Radio Services. Delta provides
high quality competitively priced air-to-ground radio coverage, where you can receive position
reports, Crew reroutes, Weather reports, Security issues, Flight times, Aircraft maintenance
write-ups, and Air traffic control reporting frequencies.
Delta has also incorporated many new ideas into their company to help boost their
company. Ideas like these are great in an economy like today’s to keep business going because
in tough times those who are entrepreneurs succeed. You must spend money to receive
money. Delta is a very wise company when it comes to improving their production, and
integrating new ideas to keep their company going especially in tough economic times.
Accounting and Finance
Recently Delta has been through a lot financially, they were going to declare complete
Chapter 13 bankruptcy, avoided a hostile takeover by US Airways, and merged with
Northwestern to save their company.
In 2003 Delta eliminated roughly sixteen thousand jobs, which is twenty one percent of
its workforce compared to pre-Sept. 11, 2001.("Delta Airlines Timeline,") September 11, 2001
had a huge effect on all airlines, this is when Delta officially started to have financial problems
and had to cut back on their costs. Some of the cut backs and pay cuts included pay cuts for
top executives, including CEO Mullin and President Fred Reid, 22 percent pay cut for pilots and
canceling of pilot pay raises due over the next year, and Delta says it will cut up to 7,000 more
jobs over 18-month period in September of 2004. These pay cuts and layoffs continue until
September 14, 2005 when Delta results to filing for bankruptcy with the U.S. Bankruptcy court.
While Delta was still trying to figure out what they were going to do, they learned about
a hostile takeover that was proposed by U.S. Airways. They made an 8 billion hostile takeover
offer to Delta. This is how the Delta chief executive, (Gerald Grinstein) replied, “There has
never been a hostile takeover of an airline by another in this country, and it’s not about to start
here,” (Associated Press, 2006). Delta did not want to merge and they were definitely going to
fight against this hostile takeover. Delta argued that a takeover by US Airways could result in
thousands of lost jobs and threaten Atlanta’s economy.("Delta Airlines Timeline," ) Delta
officials said that they would review the proposal from US Airways but they will keep planning
their reorganization.
Delta then entered into a Chapter 11 bankruptcy which allows a company to continue
normal day-to-day operations while it develops a plan to reorganize. On December 19, 2006
Delta filed a plan of reorganization with the U.S. Bankruptcy court, planning to emerge from the
process by mid 2007. Delta’s original plan was to come out of the chapter 11 as a strong,
competitive, standalone airline, as they got into the process of reorganizing they realized that
they could not do this successfully so they started to look at mergers other than US Airways.
Delta merged with Northwestern Airlines on December 31, 2009, putting Delta in a
better position for economic cycles, and unavoidable gas prices, and making it the world’s
largest airline. Delta’s plans to merge with Northwest Airlines was a $17.7 billion all stock
transaction. The merger will combine Delta’s strengths in eastern United States, Latin America,
and Europe with Northwest’s Midwest and Asia. (Online Forbes article)
This merger will also generate approximately $2 billion in revenue by 2012. In 2009 Delta
finished the year with $5.4 billion in unrestricted liquidity, so with the use of this information
and the information from this year’s reports so far, the projection for 2010, with the merger
with Northwestern, the outlook is very positive and has a profitable outcome.
According to the balance sheet of the last four quarters, Delta’s current assets as of June
2010 were $7.8 billion. Current assets represent the value of all assets that are expected to be
converted into cash within one year of regular business. Current assets include, cash, accounts
receivable, inventory, marketable securities, prepaid expenses, and other liquid assets that can
be readily converted into cash. The total assets as of June were $43.8 billion. Liabilities are a
company’s debt or obligations that are due within one year. The total liabilities from the past
four quarters were $43.6 billion. So as you can see from these numbers Delta’s total liabilities
equal to less than their total assets, so they are indeed making profits, not a lot but a small
profit that will most likely grow in the future as the economy gets better and the new company
flourishes.
According to the Income statement from the last four quarters the total revenues,
operating income, and total net income are all higher than before the merge. The total net
income before the merge was 161 million and in June it was 467million. According to the Cash
Flow statement the net cash from operating, investing, and financing activities are also higher
than before the merge. Cash at the beginning of the period in December was $4.25 billion, and
in June it was $4.6 billion. So the merge with northwestern saved delta from going out of
business and improved their financial situation in every aspect. The financial statements as
cited from Forbes.com are attached as follows:
Delta has been a successful airline for many years and it was a shocking thing to hear
when they were going into bankruptcy. Many people lost their jobs due to the economic
recession, and Delta also made many pay cuts and layoffs. Then eventually after realizing they
couldn’t come out of the bankruptcy as a standalone company, they merged with Northwest
Airlines, saving the company and making profits already from their first year as the largest
airline in the world.
In our research we have seen the tenacity that is required to build, maintain, and
prosper a company in the ever evolving world of business. The elements that come together
within the Delta Family way of doing business, has proven to be a good mixture for producing
positive results, although, not without its struggles. With the dynamics of our changing world,
the company has been able to ride the storm and adjust its strategies to meet the current
needs of the organization in order to maintain a competitive edge and establish themselves as a
leader, the leader, in an ever changing business environment. Delta has survived for decades
and will continue on for decades because of this determination to be a family and because of
the value they put on the family business.
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