Things were not supposed to go wrong quite so quickly. In 2004, three months after laun-ching an airline catering to eastern Europeans and employing the low-cost model made famous by Southwest Airlines and Ryanair , József Váradi had to ask his management team to work for free. It was that or go under.
事情本不该恶化得如此之快。2004年,约瑟夫·瓦劳迪(József Váradi)成立了一家航空公司,面向东欧旅客提供服务,并采用因为美国西南航空(Southwest Airlines)和爱尔兰瑞安航空(Ryanair)而声名大噪的低成本业务模式。但在3个月后,瓦劳迪不得不恳求手下的管理班子无偿工作,否则公司将破产。
Mr Váradi, a Hungarian economist who had climbed the corporate ladder at Procter and Gamble and then spent 18 months as chief executive of Malev, Hungary’s now defunct state-owned airline, had taken delivery of six leased aircraft for his company, Wizz Air. He was confident he could fill them: the potential customers were there and the proposition was right.
当时,瓦劳迪为他的公司Wizz Air租赁了6架飞机。瓦劳迪是匈牙利经济学家,他曾在宝洁(Procter and Gamble)一路晋升,后在现已破产的国有匈牙利航空公司(Malev)担任了18个月的首席执行官。他相信这些飞机能够满载乘客:潜在顾客就在眼前,公司的定位很正确。
But he had been more relaxed about the progress of signing up passengers when he thought finalisation of funding arrangements with institutional in-vestors was imminent. In fact, securing the hundreds of millions of euros needed was taking longer than expected, and in the meantime cash was leaching out of the young business in the form of fuel payments, airport charges and salaries. As suppliers started talking about bills not being paid, the press pounced. “It was very distressing, he says. “There were articles suggesting people shouldn’t book because we were on the brink of going bust, and I had to tell [staff] it was very uncert-ain their salaries would ever be paid.
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