Diesel, I am a loyal BMI
fan, and a Bmi Diamond Club Gold card-holder who flies frequently with BD
ex Heathrow. What really frustrates me about BMI
is that they don’t focus anywhere, and over the past five years or so always react in a knee jerk fashion to everyone else in the industry. Baby is a classic example of this. This division lacks direction and vision to become successful.
Why does BD
need three sets of management and three AOC
’s to run what is a small airline (Regional, Mainline and Baby)?
Why does BD
need two brands? (Bmi and Bmi Regional), and the necessary brand costs to promote these names in the UK.
a business airline… if so why do they sacrifice business route frequency to BRU
, to fly to NAP
, etc. If not, why isn’t BD
a low cost carrier.
is a network carrier, why are they starting a LBA LCY
service on leased ATR’s
If Baby is a leisure airline, why do they fly domestic business routes?
If Baby is a low cost carrier, why do they code share on ATRs ex CWL
If Baby is a low cost carrier, why can I use the Airport lounges when I fly with them?
What’s obvious to me is that BD
are fighting for the same passengers. Leisure and Business routes need to be successfully marketed together.
My action plan would be:
Drop the Baby brand… Close the Baby and Regional AOC
’s and management structures. All aircraft under the BD AOC
and management structure with one head office in London, taking many of the low cost concepts learnt at WW
over to BD
operations as BD
focusing on business and leisure destinations, with a quality product. Big focus on winning the Manchester market.
regional onto serving Manchester more than Scotland.
’s operations in MME
. Maintain the few profitable routes using W patterns from other airports. (MAN
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