American CEO Doug Parker Lost A Bet… BIG TIME

At American Airlines’ investor and media day last October, Doug Parker made two bold statements:

  • He insisted that shares of American Airlines stock will reach $60 by November 2018
  • He proclaimed that the airline will never again have a year where they lose money

Regarding the $60 share price claim, Parker made the bet with Sam Buttrick, who is an airline analyst at a hedge fund. Parker and Buttrick have known each other for years, so the bet was that American’s stock would hit $60 by the time Buttrick turned 60 on November 25, 2018. They bet a bottle of wine on it.

Well, we’re now a couple of weeks past that deadline, so how did American do? Not well, and Parker has admitted defeat, though rather than giving Buttrick a bottle of wine, he’ll take him to dinner and pay for drinks.

As of the time of this post, American’s stock is at under $34 per share.

At the time the bet was made, American’s share price was in the high $40s. So Parker was betting we’d see a ~25% increase in stock price. Instead we’ve seen a decrease of over 25%.

As a point of comparison, over the same period United’s stock is up about 50%, and Delta’s stock is up about 10%.

Doug Parker has no doubt had an amazing career. He started at America West, and now runs the world’s largest airline, having been the CEO at the helm of two big mergers. I find him to be an incredibly likable guy, and I have the utmost respect for his lifelong career in the airline industry.

But at this point:

  • He has disappointed Wall Street, and hasn’t met his own expectations; the share price is just over half of what he suggested it would be, and he doesn’t really have any good excuses
  • Employees aren’t happy — at this point only 26% of employees think that American management makes the right decisions to support frontline employees
  • And, well, I think we know how many of us customers feel nowadays…

In spite of frustration from Wall Street, employees, and customers, somehow this guy still has a job? Is being the CEO of American Airlines in fact a tenured position, or…?

I’m not just trying to pick on Parker here. At this point American needs a CEO who has a vision for the airline, who gives employees clear focus about the direction the airline is headed. Or at least a CEO who can fake that.

For the past few years, American has been sending nothing but mixed signals to both employees and customers.

While I believe American will eventually decide on a vision (I mean, they have to, right?), at this point I don’t think Parker will have enough respect from employees to execute on that. Years ago the airline adopted the “Going for Great” slogan, though it’s something they’ve dropped since.

If American decides to go in a more premium direction, no one will take Parker seriously. If they go in a less premium direction, well, I don’t think that will work well for American. Their costs are way too high to be able to compete with the low cost players in the markets, be it Spirit, Norwegian, or the Chinese carriers.

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Disillusioned w/ AA Guest

@HOppy Hotrod ... you nailed it. The employee satisfaction is low because of management. So far my experience, working in operations, has been nothing more than they use whatever talent they can squeeze out of you. They take credit for it—because they don’t have the talent themselves and then they replace you ASAP, before anyone above them realizes what’s going on. It’s a joke. It is a wonder we get planes off the ground. I’m proud of what I do, but I am disappointed in the culture. There are a lot of great people working there that deserve better and I think having happy employees would go a long way in helping us have happy passengers—and the passengers deserve it the most. It’s really sad....we have so much potential. Not sure how we can fix it...

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Hans Guest

I work for a US company here in Europe. The CEO tells us we need make more money so the Wall Street is happy. We need 20% more than last year he says.. well happy Wall Street... unhappy staff. Dont like the way this hunt for money is going when nothing is done for the staff, just work more and more. Time to change work and away from this american way.

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Bour Guest

On the face of things I am inclined to agree with Lucky and the consensus. But there is a possible alternative perspective. Suppose - not unreasonably - we get sharp upward movements in the price of oil. Airlines which, before then, have done most to minimise embedded costs are those most likely to remain profitable. I am not sure that is the calculus at AA but we shouldn't overlook the possibility entirely that their strategy is an hedge against fuel cost shocks. It is reasonable to criticise that there is no longer a service culture at AA but the personal remarks about Parker might be ill-informed and unfair.

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Paul Member

I switched to United and overall has been a positive experience. Yes, there are problems but not the large scale meltdowns that AA has been having. I'm a little over 2MM lifetime status, so will probably stay with them and lock in lifetime Global Service status at 3MM. I did try the free agent lifestyle for a year, but found that when I was in a pinch and needed some heavy lifting to get somewhere I was just another passenger. Being 1K with United has paid off, so unless they go into the toilet like AA I just can't imagine going anywhere else.

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Göran Svarrer Guest

I am a retired pilot from AWA. Was forced out the door by the age requirement right at the merger with American Airlines. Just need to add something here. Dougie didn't start his airline life at AWA he had actually worked for both NWA and AA in his early days. Below is a quotation from Wikipedia: Parker was a financial analyst at American Airlines from 1986 to 1991, where he was a member of then CEO Robert Crandall's, "Brat Pack",[3] alongside Thomas W. Horton (former CEO President and Chairman of American), C. David Cush (former CEO of Virgin America) and Ben Baldanza (former CEO of Spirit Airlines). Parker joined Northwest Airlines in 1991 and was tasked to help create a team that would systematically figure out where the airline was making and losing money. Tracking profits flight-by-flight in such detail at that level was a first for Northwest.[4] Parker became Chief Financial Officer of America West Airlines in 1995 after returning to United States, and because then-CEO Bill Franke wanted to train him to be a CEO, Parker moved around between finance, sales and operations.[4] Parker was named Chairman and CEO in September 2001, 10 days before the September 11th terrorist attacks.[5] Under Parker, America West was the first of several airlines to win post-9/11 federal loan guarantees, saving the airline from a second bankruptcy.[2] He saved our behinds after 9/11, but the rest isn't as good.

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