直到不久以前,瑞安航空并没有抨击Wizz Air的理由。即便是在2009年,两家航空公司的航线也基本上没有重叠,以至于经常有分析师问道:Wizz Air是否在将自己定位于一个收购目标?
Mr Váradi rejects the idea but ad-mits the two operations would mesh in areas other than network. Like Ryanair, Wizz flies mostly from secondary airports, has a non-unionised workforce and eschews the not-ion of chasing business travellers. On luggage policies, Mr Váradi ap-pears even to have outdone Mr O’Leary: Wizz Air passengers pay €10 for carry-on bags that Ryanair would fly for free; the only free luggage Wizz Air allows must fit under the seat.
瓦劳迪否认这个构想,但承认两家公司在航班网络以外的领域也很容易整合。与瑞安航空一样,Wizz Air主要起降于支线机场,员工不加入工会,也不去追逐商务旅客。在行李规定上,瓦劳迪似乎比奥莱利有过之而无不及:就连瑞安航空允许免费携带的随身行李,Wizz Air也要收取10欧元的费用;只有能塞进座位下的行李,Wizz Air才允许免费携带。
“We try to deliver this business at the lowest possible cost, says Mr Váradi.
“我们试图以尽可能低的成本经营业务,瓦劳迪说。
Industry insiders who have sat op-posite Mr Váradi in negotiations, but who decline to be named, say he is just as willing as Mr O’Leary to walk away from, say, an airport if it does not offer him the deal he wants. Yet his style is considerably less brash, even solicitous – a quality he wants reflected in frontline employees. “A customer is not a pain to us. We think the customer is someone that we profit from, so that person deserves some care, he says.
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