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– Qantas Airways, Cathay Pacific Airways andAmerican Airlines among them – have alreadybeen halted, Sir Michael explained in an exclusiveinterview with Orient Aviation.Often accused of being decidedly undynamicin his development of BM, Sir Michael,who along with partners owns 60% of theairline, has shrewdly manoeuvred his chargeinto a prime position.Courted by a swag of suitors, he optedfor Star late last year. Under the deal, 40%stakeholder Scandinavian Airlines System(SAS) agreed to sell half its stock to Starstalwart Lufthansa German Airlines forUS$148.2 million, giving it a 20% holding inBM and valuing the airline at around US$740million.The decision shook UK big gun and oneworldleader British Airways (BA) to the core.It reacted by accusing Sir Michael of “sellingout to the Germans”, a comment Sir Michaeldescribed as “unfortunate”, although BAquickly toned down its language.“I think they were just frustrated. Theyare a pretty good business, but now findthemselves in a more competitive position atHeathrow than many other European airlinesdo in their home bases,” he said.The reason is the Heathrow slot situation.BA has dominated Heathrow for years,currently holding around 38% of slots, movingnearly 27 million passengers annually throughthe airport.BM had 13.7% of slots, carrying 5.4 millionpassengers a year. Add its new Star partners– until now the alliance had no British member– and the coalition has 27% of Heathrowslots, dramatically altering the competitivepicture.For BA, it was already a torrid market. Inthe UK there are not only major scheduled airlineswith which to contend. “There is a wholetier of charter airlines operating packageholidays also offering seat-only sales, such asBritannia and Airtours. Then there is anothertier of low-cost airlines such as EasyJet, Ryanairand Virgin Express,” said the BM chief.Sir Michael revealed BM looked carefullyat entering the low-cost market. “We decidedto remain a full-service airline mainly becauseour network hub at Heathrow is a full-serviceairline hub. It is an airport where people arechanging flights and where the majority ofhigh yield traffic in the UK actually flows, soit would be incongruous for us to have a lowcostairline at a high-cost airport.“To make money in low-cost airlines youactually have to have a very tailored specificbusiness which you can really only start froma fresh piece of paper. You can’t convert anexisting full-service airline into a low-costairline,” he argued.BM’s entry into Star will lay accusations oflack of dynamic expansion to rest, althoughSir Michael smiled and suggested in hisexperience “most dynamic airlines go bust ...Virgin being the exception to the rule”.In a ruthlessly competitive business BMhas stayed the course, he added.“The business plan we have adopted ingoing into Star will mean BM will double insize. Over the next five to seven years staffwill rise from the present level of 6,500 to12,000 and the fleet will increase from 52 to90 aeroplanes,” said Sir Michael.That growth depends on a new bilateralair service agreement between the UK andthe U.S. Sir Michael plans to launch flightsacross the Atlantic this year. Already, withclearance from the UK Government to operateto Boston, New York, Washington and Miami,BM has lodged applications for six otherU.S. routes. Approval from Washington ispending.To achieve all this BM will need long-haulaircraft to supplement its current fleet ofshorter haul Boeing B737 and Airbus A320types, which serve 29 cities in Europe and 17British domestic destinations. A bidding war isunderway between the two big planemakersfor six jets – either B767-300s or A330-200s– for likely delivery in the second quarter of2000.“We have no plans to operate our ownservices into Asia at the moment. But weshall have to see how the industry developslong-term. From what I hear down here inAustralia there is quite enough competitionalready,” said Sir Michael.With Star, however, BM will have no problemsoffering its customers Asian capacity. Italready has extensive commercial arrangements,some involving code-shares, with carriers such asSingapore Airlines, Ansett, Air NZ, THAI, MalaysiaAirlines and Royal Brunei Airlines. Arrangementswith Star partners will be strengthenedand expanded.“With the alliance there is a whole cocktailof different commercial arrangements whichwill be much easier to enter into. I think it is theplatform for a very dynamic period of growthfor BM,” said Sir Michael.In his mid-fifties, Sir Michael has broughta new, younger generation of managers intothe company to underscore this new vitality.Chief operating officer James Hogan, appointedlast year, is in his early 40s. A range of othernew executives are in their mid to late 30s andearly 40s.One of their tasks may be preparing thecompany for a stock market listing. “As far asBritish Midland’s entry into the Star Alliance will put pressure on British Airways at HeathrowAirportBM is concerned a flotation is now an option,but we have no timetable planned for when itmight be,” said Sir Michael.The cash is not required to buy aircraft. Resourcesare in place for that. Nevertheless, therehas been much speculation in British marketsabout a listing.Sir Michael said a flotation would onlybecome a reality if there is regular incrementalprofits; a good and increasing profit stream isrequired to meet the criteria of the market.In the past, he has always ploughed incomeback into the business for subsequent stages ofdevelopment, a manoeuvre which has servedBM well since it was established in 1983.“The prospect of going into the Star Allianceand the business plan we have adoptedfor the first time, provides us with the potentialto produce the kind of results which the stockmarket would want to see to justify criteria foran Initial Public Offering (IPO).”February 2000 | Orient Aviation | 71