April 26, 2024

Elite Status on Airlines Loses Some of Its Appeal

But as carriers have begun selling these services to anyone willing to pay a fee, or offering them to customers who carry an airline-branded credit card, the status is losing some of its appeal — at least for frequent fliers on the lower end of the elite spectrum.

“I’ve definitely noticed an erosion in benefits since I became elite,” said Bill Wilkes, a Delta SkyMiles Gold member, the second-lowest rank in Delta’s four tiers of elites. “Pretty much anyone who gets approved for a SkyMiles credit card can get priority boarding and a free checked bag.”

Mr. Wilkes, who works for a Major League Baseball team, noticed on a recent Delta flight from Baltimore to Sarasota, Fla., that more than half the passengers lined up when priority boarding was announced.

He estimates that he gets a complimentary upgrade — arguably the most important benefit of elite status — on only 15 to 20 percent of his domestic flights, compared with 40 to 50 percent several years ago.

That shift can be attributed partly to the growing ranks of elites on any one airline, because of mergers like Delta’s with Northwest, as well as more ways to earn elite status through credit card spending, not just flying.

Program rules vary by airline, but travelers typically have to accumulate 25,000 miles in a year to become a bottom-tier elite, 50,000 miles for the middle tier and 75,000 to 125,000 miles for the top tiers. Most people have to requalify each year, and miles earned from credit card spending increasingly count toward the minimum required.

For instance, customers approved for Delta’s Reserve card from American Express can earn 10,000 elite qualifying miles after their first purchase. (There is a $450 annual fee.)

US Airways even sells access to its “preferred” status: a traveler who is short 1,500 miles to qualify for a particular elite tier can pay a $249 fee to close that gap. Prices vary depending on the mileage needed, but can run as high as $3,999 for 100,000 preferred miles.

While airlines do not disclose how many people are in each elite tier, Henry Harteveldt, a travel analyst at the consulting firm Hudson Crossing, said about 3 to 4 percent of a carrier’s frequent-flier members had elite status. Delta and United each have 90 million frequent fliers, and American has 69 million, which means anywhere from two million to four million elites a program (though the number may be higher).

“When you think about the scale of these programs, it’s an enormous volume and, of course, these people travel more often,” Mr. Harteveldt said. “When you’re on a hub-to-hub flight like United from Chicago to San Francisco, elites can sometimes make up between a third and half of the plane.”

There are some signs that carriers recognize this issue. Delta recently announced that starting next year, passengers can qualify for elite status based on miles earned (or segments flown) and by spending at least $2,500 on Delta tickets, not including taxes or optional fees. The spending requirement is waived for those who charge $25,000 a year using a Delta credit card.

“I expect other airlines are going to take steps to thin out their elite ranks by instituting similar spending requirements,” Mr. Harteveldt said. “The people who fly the most and spend the most will receive the benefits they value more often.”

But airlines also value the revenue they earn from selling some benefits to nonelite travelers, a growing practice as the industry seeks to maintain its profits.

For $10 a flight, JetBlue passengers can buy access to priority security lines typically reserved for elite and premium cabin passengers. American sells priority boarding for $18 round trip, as well as a “Choice Essential” package for $68 that includes priority boarding, a checked bag and a change fee waiver on a domestic round-trip ticket. Even Southwest, known for its “bags fly free” motto, recently began selling an early boarding option for $40 a flight.

Article source: http://www.nytimes.com/2013/03/05/business/elite-status-on-airlines-loses-some-of-its-appeal.html?partner=rss&emc=rss

DealBook: With U.P.S. Deal, Europe Blocks Another Big Merger

European antitrust regulators proved again on Monday that they were more than willing to flex their considerable muscle.

U.P.S.‘s $6.9 billion bid for TNT Express is the latest merger blocked by the European Union, and certainly the most prominent since the proposed tie-up of NYSE Euronext and Deutsche Börse last year. In the case of U.P.S., European regulators argued that proposed asset sales, including airline operations, would not be enough to appease their concerns over the state of competitiveness in package delivery.

“We are extremely disappointed with the European Commission’s position,” the chief executive of U.P.S., D. Scott Davis, said in a statement. “We proposed significant and tangible remedies designed to address the European Commission’s concerns with the transaction.”

Other antitrust regulators have blocked mergers on antitrust grounds. For example, the Justice Department opposed ATT‘s proposed $39 billion bid for T-Mobile USA.

But the European Commission member who heads its antitrust unit, Joaquín Almunia, has displayed an aggressive approach that has rankled some deal makers.

Mr. Almunia has acknowledged those concerns, even as he has sought to rebut them. In a speech delivered in November, the commissioner argued that he was not trying to prevent European companies from growing. But he said he was trying to preserve a competitive market place.

“It is simply not true that the commission is putting the brakes on the legitimate efforts of Europe’s firms to scale up,” he said. “What we must avoid are attempts to shield Europe’s companies from competition, in particular during this harsh period for the economy. In this game, only a few of them will benefit, and the majority will lose.”

Among Mr. Almunia’s arguments was that the European Commission was less concerned about high levels of market share than what mergers might do to prices.

In the case of the NYSE Euronext merger, regulators demanded that the two exchange operators sell off significant parts of their businesses. Chief among the European Union’s concerns were the strong position that the two companies would have in the market for derivatives traded on exchanges, leading to a call for the sale of either NYSE Euronext’s Liffe platform or Deutsche Börse’s Eurex unit.

Both companies protested, arguing that the European Union’s view of the market was too limited and did not take into account the broader market for derivatives traded off exchanges. The market operators eventually decided to call off their deal, believing that there was little hope for reversing regulators’ opinion.

Other deals have passed review, but some have required significant changes. In approving Universal Music Group’s takeover of EMI Music last year, for example, European regulators required the sale of a third of EMI’s assets. The decision has led to the auction of music labels like Parlaphone, the home to groups like Coldplay and David Guetta.


This post has been revised to reflect the following correction:

Correction: January 14, 2013

An earlier version of this post misstated Mr. Almunia’s position at the European Commission. He is the commissioner for competition, its antitrust unit; he is not the leader of the European Commission.

Article source: http://dealbook.nytimes.com/2013/01/14/with-u-p-s-deal-european-antitrust-regulators-block-another-big-merger/?partner=rss&emc=rss

DealBook: Broadcom to Buy NetLogic for $3.7 Billion

Scott McGregor, chief of Broadcom.Ronda Churchill/Bloomberg NewsScott McGregor, chief of Broadcom.

8:26 a.m. | Updated

Broadcom agreed on Monday to buy NetLogic Microsystems, a maker of chips for wireless devices like routers, for about $3.7 billion in cash.

Under the terms of the deal, Broadcom will pay $50 a share, net of cash. The price represents a 57 percent premium to NetLogic’s closing on Friday.

Through the deal, Broadcom will acquire a maker of advanced chips, especially those used in equipment for high-speed cellphone data networks. NetLogic’s clients include Brocade Communications Systems, Cisco Systems and I.B.M.

Broadcom had been looking at a way to move into more advanced chipsets for some time, the company’s chief executive, Scott A. McGregor, told DealBook in a telephone interview. The network processing sector was a particularly attractive new area for growth.

“This greatly expands our market opportunities in the networking space,” he said. “We’ll be the only company that provides complete end-to-end solutions in networking.”

Mr. McGregor added that by buying NetLogic, his company would add a valuable portfolio of patents to its own holdings. Intellectual property has been a key driver in technology mergers over the past year, including Google’s takeover of Motorola Mobility.

On a conference call with analysts, Broadcom executives defended the high deal premium as a rational price for a high-margin business with a coveted line of products.

“It’s certainly a full price for the transaction, but we believe that we’re getting a fast-growing asset,” Eric Brandt, Broadcom’s chief financial officer, said on the call.

The deal also includes a break-up fee of 3.25 percent, a fairly standard level for a major transaction.

Broadcom expects the deal to add to its earnings per share by 10 cents next year on a pro forma basis. The takeover is scheduled to close in the first half of next year.

Frank P. Quattrone’s investment bank, Qatalyst Partners, and the law firm of Bingham McCutchen advised NetLogic.

Broadcom was advised by the law firm of Skadden, Arps, Slate, Meagher Flom.

Article source: http://feeds.nytimes.com/click.phdo?i=32862475a0cefd793b9dd27f7ba18758