瓦劳迪还通过其他方式向规模更大的竞争对手取经。不过他说,自己的第一手经验来自于两家公司,一家是在瓦劳迪离职多年后于2012年2月倒闭的匈航,它是“经营上的典型反面教材,一家是他在创办Wizz Air之前访问的美国捷蓝航空(JetBlue)。
Perhaps unsurprisingly, some of his former colleagues resent his disparagement of Malev, saying he himself could have done more to fix the airline. One, who asked not to be named, even says he believes Mr Váradi struck aircraft deals in his waning days at Malev that made little sense for the flag-carrier, but would later help Wizz through the relationships they burnished. Mr Váradi rej-ects the notion completely, pointing out that the deals in question were with a different leasing company than that used by Wizz.
也许不出意外的是,瓦劳迪对匈航的贬低招致了某些前同事的不满,他们说,瓦劳迪本可以付出更大努力来拯救公司。一位要求匿名的前同事甚至表示,他认为瓦劳迪在匈航任职末期签订的飞机合同对这家主要航空公司毫无意义,但这些合同打造起来的关系日后倒是帮了Wizz Air的忙。瓦劳迪坚决拒绝这种说法,他指出,相关交易涉及的飞机租赁公司与Wizz Air使用的根本不是同一家公司。
Sipping coffee in a hotel bar in London’s Mayfair, he seems unassuming and diffident compared with other captains of industry. However, he has had to develop a thick skin in a sector with more than its share of outspoken executives, such as Ryanair’s Michael O’Leary. He found himself at the rec-eiving end of Mr O’Leary’s invective this year, when Wizz and Ryanair both ratcheted up their operations in and out of Budapest in the wake of Malev’s collapse.
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