In compenso la capocabina per BRU, al mio buongiorno, ha girato gli occhi al cielo.
Thread Alitalia da ottobre 2015
- Autore Discussione DusCgn
- Data d'inizio
- Stato
In compenso la capocabina per BRU, al mio buongiorno, ha girato gli occhi al cielo.
Il volo per Santiago è stato caricato, 5xw nonstop con 772
AZ 688 FCO SCL 2200 0710 (1-3-567)
AZ 689 SCL FCO 1045 0700 (12-4-67)
AZ 688 FCO SCL 2200 0710 (1-3-567)
AZ 689 SCL FCO 1045 0700 (12-4-67)
con quale aereo hanno abbinato le rotte? intendo a livello grafico se c'e'
Few would have underestimated the task Etihad boss James Hogan took on by adding Alitalia to the Gulf carrier's expanding fold of equity partners.
The Gulf carrier was already well-versed in taking on struggling carriers, having invested in Air Berlin, the former Jat Airways operation, Air Seychelles and, most recently, India's Jet Airways. But Alitalia represented an even bigger challenge – a notorious political football, bereft of investment, with a home market where international low-cost carriers had arguably advanced further than in any other European country.
Progress so far has been unspectacular. The Italian flag carrier has begun rolling out new routes, making efficiency gains, and revamping the product, unveiling a brand refresh. But losses continued in the first half, racking up to €130 million ($148 million) – not helped by fire disruption at the airline's Rome Fiumicino base and suspension of a profitable Venezuela route amid the South American nation's continued currency issues.
So when Silvano Cassano, picked a a year ago as chief executive to run the revamped Alitalia, last month surprisingly quit after less than a year in the role, Hogan and charismatic Alitalia chairman Luca Cordero di Montezemolo decided a public show of faith in the project was necessary. First staff, then the media, were briefed not only on progress to date, but on plans to accelerate action. But the main messages were twofold: there is no change in direction, and the carrier remains on track to make a profit in 2017.
"Some could think: 'Change the person, change the course of the company.' Let us say quite clearly that the plan will not change," said di Montezemolo, the former Ferrari chief who spoke about putting a "turbo" in Alitalia's development efforts. "It is continuing and we even want to speed it up," he says.
This is echoed by Hogan. "This business is in good hands. We are committed to the plan. We are as focused as partners as we have been since day one."
But both point to the scale of the task. "This is a company that in August last year was struggling to have the money to pay fuel for its aircraft," says di Montezemolo.
The Italian carrier has been a serial loss-maker. It racked up €1.7 billion in net losses in the first five years after relaunching as a private carrier in 2009. That relaunch had been meant to signal a new start, after a previous succession of annual losses. Alitalia combined with Air One, but was forced to retrench as part of clearance for the deal and has struggled to impose itself again amid tough market conditions and ever-expanding low-cost rivals.
It all adds up to a lost decade for the carrier. The 23.4 million passengers Alitalia carried in 2014 is half a million fewer than it did in 2005.
Just as Air Berlin, Jet Airways and another Etihad equity partner, Virgin Australia, provide the Abu Dhabi carrier with access to key markets in – respectively – Germany, India and Australia, so Alitalia connects the attractive Italian market. While Italy is a fragmented market, few others countries offer inbound and outbound business and leisure opportunities.
"With this market, with this country, Alitalia should be successful. I haven't changed my position from day one," says Hogan. "But I was clear from day one, it was a three-year rebuild. When you build a house, you lay the foundations. It doesn't come together in 30 days. We are building a house, which takes time, systems and processes.
"This is about profitability. We are not a bank. We have to get the business back in shape to improve sales, improve load factor, improve the quality of the revenue."
NETWORKING OPPORTUNITY
The new Alitalia has begun reshaping the network, with an unsurprising focus on Abu Dhabi and working with Etihad partners. This includes new Abu Dhabi flights from Venice and Milan, as well as resumption of Seoul operations and a summer service to Shanghai. The Italian carrier has also added codeshares with Etihad partners Jet and Air Seychelles. Its latest additions, confirmed during the press conference, will be Santiago in Chile and Mexico City next summer.
"In the past, Alitalia would operate three or four times a week," says Hogan. "It is now moving to daily – double-daily in some cases, domestically."
The carrier sees further international growth opportunities. Di Montezemolo says it is talking to its SkyTeam partner Delta about growth in North America, while talks continue over a targeted Beijing service.
"We need to accelerate the pace, grow with SkyTeam in the Americas, grow with us [Etihad] in the east," says Hogan.
While it strengthens at Rome, the carrier is determined to capitalise on the business-friendly Milan market. "We need to build our presence in Milan to take advantage of the north. Linate, that needs to become a fortress for Alitalia," Hogan says, urging the Italian government to implement the second phase of the Bersani law which covers the Milan airport system to enable it to increase its flying at Linate.
"At the same time, we need to build our long-haul capability out of Malpensa and we have committed as Etihad, with Alitalia, to build a major cargo operation out of Malpensa," says Hogan, noting talks on potential co-operation with Poste Italiane – which itself took part in Alitalia's recapitalisation last year.
For northern Italy, both Hogan and di Montezemolo point to the importance of Etihad partner Air Berlin. Alitalia and Air Berlin wasted no time in deepening their existing codeshare partnership last October.
"Air Berlin is the sixth-largest airline in Europe. We are looking at how to take advantage of that corridor [between Italy and German]," he says. "We don't want to surrender that business to Lufthansa or the low-cost carriers." Lufthansa previously operated a short-lived Milan-based unit, while EasyJet is already strong at Malpensa and Ryanair begins its first services from the airport in December.
October data from Flightglobal's schedules specialist Innovata shows EasyJet as the largest operator of Malpensa, accounting for around a third of all seats from the Milan airport. Alitalia is the second-largest operator at the airport in available seats, but the airline's 5% share is only fractionally ahead of Lufthansa's, and the latter's low-cost unit Germanwings holds a 3% share.
Asset Image
Alitalia does have the lion's share of capacity at Milan's slot-restricted downtown airport Linate, holding a 56% share of seats covering domestic and European services. Air Berlin also operates into Linate, holding a 4% share of capacity.
The Italian carrier is the second-largest carrier by capacity at another of its key northern Italian airports, Venice Marco Polo. EasyJet again has a strong position at Venice.
Alitalia's domestic strategy includes lifting capacity on key markets, notably linking Rome and the north to key destinations in the islands of the south.
PRODUCT LINE
Alitalia is also stepping up its product and services. "Over the next 12 months, there is going to be significant investment across the business, in excess of €280 million," says Alitalia finance chief Duncan Naysmith. "This includes the fleet retrofit programme, new systems, our lounges and our workplace."
Progress is being fast-tracked in the overhaul of the fleet. Alitalia's oldest aircraft are being grounded ahead of a complete refurbishment. Wi-fi connectivity will be available across the fleet, including the narrowbodies.
"We are just about to ground [to refurbish] two of the old [A330] aircraft with the old product to ensure as we go to the summer that the Alitalia proposition is best in class," says Hogan.
New or revamped lounges will be rolled out over the next year across Rome Fiumicino and the two Milan airports of Linate and Malpensa. "Over the next 12 months, you'll see look, feel, interior and service proposition of the lounges," he says.
Collaboration is also taking place with Rome Fiumicino operator Aeroporti di Roma, with several initiatives in infrastructure and personnel aimed at improving the experience for customers, and di Montezemolo is hopeful of an Alitalia-dedicated facility. "We are confident that by the end of 2016 we will have a terminal that is fully dedicated to Alitalia," he says.
Hogan also believes the carrier is benefiting from investment in technology to drive revenues. "We need to improve the quality of the revenue. We need to improve the load factor and we need to improve the average fare," says Hogan. "We didn't have the analytics in Alitalia 12 months ago. They are now in place at Alitalia, and what we are seeing is, the RASK in the third quarter of this year is starting to accelerate."
Alitalia's partnership with Air France – with which Etihad is also a codeshare parent – remains up for debate. Alitalia has called time on the existing joint venture deal – struck during happier times for Air France-KLM, and grimmer days for Alitalia – covering Franco-Italian routes. The pact, though, does not expire for another year yet. Hogan discussed it in meeting with Air France management in the last week.
"There is a negotiating team from Alitalia who are working through the agreement. What we are looking for is a fair and balanced agreement between both sides," he says.
Both Hogan and di Montezemolo are also calling for greater support from the government in promoting Italy as a tourism destination. "Tourism was a major commitment from the government to support us as we rebuild the network, to support the focus on Italy as a destination, and that still needs to be concluded," says Hogan.
"From a European perspective we feed as much business into Alitalia as it does into Etihad. So that gives us the chance in Asia and the Middle East to sell Italy as a destination: that is why tourism is important. If we are going to go out to these markets in Australasia, southeast Asia, we need the tourism organisations working with us to promote what is great with Italy."
He adds: "This is one of the toughest markets in aviation. A weak Alitalia cannot survive in that environment without the support of Italy Inc. That's what I see in other countries. I see the stakeholders in government, in regulators, in airports, in tourism, supporting the national carrier. And that's what we need to see in Italy."
flightglobal.com
The Gulf carrier was already well-versed in taking on struggling carriers, having invested in Air Berlin, the former Jat Airways operation, Air Seychelles and, most recently, India's Jet Airways. But Alitalia represented an even bigger challenge – a notorious political football, bereft of investment, with a home market where international low-cost carriers had arguably advanced further than in any other European country.
Progress so far has been unspectacular. The Italian flag carrier has begun rolling out new routes, making efficiency gains, and revamping the product, unveiling a brand refresh. But losses continued in the first half, racking up to €130 million ($148 million) – not helped by fire disruption at the airline's Rome Fiumicino base and suspension of a profitable Venezuela route amid the South American nation's continued currency issues.
So when Silvano Cassano, picked a a year ago as chief executive to run the revamped Alitalia, last month surprisingly quit after less than a year in the role, Hogan and charismatic Alitalia chairman Luca Cordero di Montezemolo decided a public show of faith in the project was necessary. First staff, then the media, were briefed not only on progress to date, but on plans to accelerate action. But the main messages were twofold: there is no change in direction, and the carrier remains on track to make a profit in 2017.
"Some could think: 'Change the person, change the course of the company.' Let us say quite clearly that the plan will not change," said di Montezemolo, the former Ferrari chief who spoke about putting a "turbo" in Alitalia's development efforts. "It is continuing and we even want to speed it up," he says.
This is echoed by Hogan. "This business is in good hands. We are committed to the plan. We are as focused as partners as we have been since day one."
But both point to the scale of the task. "This is a company that in August last year was struggling to have the money to pay fuel for its aircraft," says di Montezemolo.
The Italian carrier has been a serial loss-maker. It racked up €1.7 billion in net losses in the first five years after relaunching as a private carrier in 2009. That relaunch had been meant to signal a new start, after a previous succession of annual losses. Alitalia combined with Air One, but was forced to retrench as part of clearance for the deal and has struggled to impose itself again amid tough market conditions and ever-expanding low-cost rivals.
It all adds up to a lost decade for the carrier. The 23.4 million passengers Alitalia carried in 2014 is half a million fewer than it did in 2005.
Just as Air Berlin, Jet Airways and another Etihad equity partner, Virgin Australia, provide the Abu Dhabi carrier with access to key markets in – respectively – Germany, India and Australia, so Alitalia connects the attractive Italian market. While Italy is a fragmented market, few others countries offer inbound and outbound business and leisure opportunities.
"With this market, with this country, Alitalia should be successful. I haven't changed my position from day one," says Hogan. "But I was clear from day one, it was a three-year rebuild. When you build a house, you lay the foundations. It doesn't come together in 30 days. We are building a house, which takes time, systems and processes.
"This is about profitability. We are not a bank. We have to get the business back in shape to improve sales, improve load factor, improve the quality of the revenue."
NETWORKING OPPORTUNITY
The new Alitalia has begun reshaping the network, with an unsurprising focus on Abu Dhabi and working with Etihad partners. This includes new Abu Dhabi flights from Venice and Milan, as well as resumption of Seoul operations and a summer service to Shanghai. The Italian carrier has also added codeshares with Etihad partners Jet and Air Seychelles. Its latest additions, confirmed during the press conference, will be Santiago in Chile and Mexico City next summer.
"In the past, Alitalia would operate three or four times a week," says Hogan. "It is now moving to daily – double-daily in some cases, domestically."
The carrier sees further international growth opportunities. Di Montezemolo says it is talking to its SkyTeam partner Delta about growth in North America, while talks continue over a targeted Beijing service.
"We need to accelerate the pace, grow with SkyTeam in the Americas, grow with us [Etihad] in the east," says Hogan.
While it strengthens at Rome, the carrier is determined to capitalise on the business-friendly Milan market. "We need to build our presence in Milan to take advantage of the north. Linate, that needs to become a fortress for Alitalia," Hogan says, urging the Italian government to implement the second phase of the Bersani law which covers the Milan airport system to enable it to increase its flying at Linate.
"At the same time, we need to build our long-haul capability out of Malpensa and we have committed as Etihad, with Alitalia, to build a major cargo operation out of Malpensa," says Hogan, noting talks on potential co-operation with Poste Italiane – which itself took part in Alitalia's recapitalisation last year.
For northern Italy, both Hogan and di Montezemolo point to the importance of Etihad partner Air Berlin. Alitalia and Air Berlin wasted no time in deepening their existing codeshare partnership last October.
"Air Berlin is the sixth-largest airline in Europe. We are looking at how to take advantage of that corridor [between Italy and German]," he says. "We don't want to surrender that business to Lufthansa or the low-cost carriers." Lufthansa previously operated a short-lived Milan-based unit, while EasyJet is already strong at Malpensa and Ryanair begins its first services from the airport in December.
October data from Flightglobal's schedules specialist Innovata shows EasyJet as the largest operator of Malpensa, accounting for around a third of all seats from the Milan airport. Alitalia is the second-largest operator at the airport in available seats, but the airline's 5% share is only fractionally ahead of Lufthansa's, and the latter's low-cost unit Germanwings holds a 3% share.
Asset Image
Alitalia does have the lion's share of capacity at Milan's slot-restricted downtown airport Linate, holding a 56% share of seats covering domestic and European services. Air Berlin also operates into Linate, holding a 4% share of capacity.
The Italian carrier is the second-largest carrier by capacity at another of its key northern Italian airports, Venice Marco Polo. EasyJet again has a strong position at Venice.
Alitalia's domestic strategy includes lifting capacity on key markets, notably linking Rome and the north to key destinations in the islands of the south.
PRODUCT LINE
Alitalia is also stepping up its product and services. "Over the next 12 months, there is going to be significant investment across the business, in excess of €280 million," says Alitalia finance chief Duncan Naysmith. "This includes the fleet retrofit programme, new systems, our lounges and our workplace."
Progress is being fast-tracked in the overhaul of the fleet. Alitalia's oldest aircraft are being grounded ahead of a complete refurbishment. Wi-fi connectivity will be available across the fleet, including the narrowbodies.
"We are just about to ground [to refurbish] two of the old [A330] aircraft with the old product to ensure as we go to the summer that the Alitalia proposition is best in class," says Hogan.
New or revamped lounges will be rolled out over the next year across Rome Fiumicino and the two Milan airports of Linate and Malpensa. "Over the next 12 months, you'll see look, feel, interior and service proposition of the lounges," he says.
Collaboration is also taking place with Rome Fiumicino operator Aeroporti di Roma, with several initiatives in infrastructure and personnel aimed at improving the experience for customers, and di Montezemolo is hopeful of an Alitalia-dedicated facility. "We are confident that by the end of 2016 we will have a terminal that is fully dedicated to Alitalia," he says.
Hogan also believes the carrier is benefiting from investment in technology to drive revenues. "We need to improve the quality of the revenue. We need to improve the load factor and we need to improve the average fare," says Hogan. "We didn't have the analytics in Alitalia 12 months ago. They are now in place at Alitalia, and what we are seeing is, the RASK in the third quarter of this year is starting to accelerate."
Alitalia's partnership with Air France – with which Etihad is also a codeshare parent – remains up for debate. Alitalia has called time on the existing joint venture deal – struck during happier times for Air France-KLM, and grimmer days for Alitalia – covering Franco-Italian routes. The pact, though, does not expire for another year yet. Hogan discussed it in meeting with Air France management in the last week.
"There is a negotiating team from Alitalia who are working through the agreement. What we are looking for is a fair and balanced agreement between both sides," he says.
Both Hogan and di Montezemolo are also calling for greater support from the government in promoting Italy as a tourism destination. "Tourism was a major commitment from the government to support us as we rebuild the network, to support the focus on Italy as a destination, and that still needs to be concluded," says Hogan.
"From a European perspective we feed as much business into Alitalia as it does into Etihad. So that gives us the chance in Asia and the Middle East to sell Italy as a destination: that is why tourism is important. If we are going to go out to these markets in Australasia, southeast Asia, we need the tourism organisations working with us to promote what is great with Italy."
He adds: "This is one of the toughest markets in aviation. A weak Alitalia cannot survive in that environment without the support of Italy Inc. That's what I see in other countries. I see the stakeholders in government, in regulators, in airports, in tourism, supporting the national carrier. And that's what we need to see in Italy."
flightglobal.com
Sono gli atteggiamenti tipici di chi crede ancora di avere il lavoro più privilegiato ed esclusivo al mondo (per carità è un bellissimo lavoro) e non siamo degni di un gesto di educazione e lo svolgono con arroganza e menefreghismo che purtroppo contraddistingue gran parte del bel paese
Molto bene, anche gli orari mi sembrano discreti per permettere comodi transiti ai passeggeri provenienti dalla Spagna (soprattutto BCN e MAD).
Colpo di scena!
Antefatto del 15 Settembre:
"Resoconto fresco fresco o caldo caldo del mio volo odierno.
Arrivato a Lin da Fco con volo AZ2044 delle 3pm.
Equipaggio imbarazzante, da vergognarsi, senza amor proprio, da calcio in culo.
Nessun saluto al'ingresso, cicca in bocca. Iniziamo bene.
Servizio (?), nemmeno chiesto se volevo il dolce o salato. Solo perche' stavo lavorando col tavolino abbassato mi hanno messo 2 pacchetti (d&s) cosi'...ho guardato e mi ha chiesto: da bbere? risposta: non bevo. lei: vabbe'. da bbere? (al vicino) risposta: idem. almeno non ha repplicato. ma i pachetti glieli ha messi sul tavolino. 2.
passata a ritirare il rusco con la stessa velocita' di crociera con cui stavamo volando.
Atterraggio: c'era anche il comandante alla porta del cockpit che salutava, mentre l'hostess ti guardava a malapena mentre guardava il fondo. Saluto il comandante e riconsegno i 2 pacchetti all'hostess. Non mi andavano, grazie, le dico. ho 2 secondi per dire al comandante: servizio da 1 stella, non da 5.
Sapete che mi ha detto? mi dispiace.
Sto' cercando ora sul sito dove poter fare un reclamo (crew) ed elogio (comandante).
Per fortuna domani si vola BA"
Dopo aver fatto il reclamo il giorno seguente (16 Settembre), oggi 27 Ottobre dell'A.D. 2015 mi ha chiamato AZ da Roma (appena riattaccato).
Il contenuto della telefonata:
1_ scuse da parte di AZ per quanto successo
2_ hanno constatato che ci sono stati altri 4 reclami per lo stesso volo, nei confronti delle stesse assitenti di volo per le stesse problematiche (comportamento)
3_ hanno assicurato che provvederanno ad istruire meglio il personale navigante (corso di educazione civica?)
4_ sperano che questo tipo di comportamento non si ripetera' piu' con gli "ospiti" (cosi' ha definito i passeggeri)
5_ monitoreranno con piu' frequenza le segnalazioni circa il comportamento del personale navigante (ho aggiunto anche quello di terra, gia' che ci siamo)
6_ mi accrediteranno 50K miglia (si avete capito bene, 50000, cinquantamila) per il disagio e per avere "segnalato questo fatto gravissimo" (testuali parole)
mi ha infine chiesto un feedback sulle migliorie che stanno apportando in AZ (volando solo sul corto non ho potuto dire molto).
signora gentile e cortese. gesto gentile e cortese.
'mo che ci faccio con 50k miglia?
Antefatto del 15 Settembre:
"Resoconto fresco fresco o caldo caldo del mio volo odierno.
Arrivato a Lin da Fco con volo AZ2044 delle 3pm.
Equipaggio imbarazzante, da vergognarsi, senza amor proprio, da calcio in culo.
Nessun saluto al'ingresso, cicca in bocca. Iniziamo bene.
Servizio (?), nemmeno chiesto se volevo il dolce o salato. Solo perche' stavo lavorando col tavolino abbassato mi hanno messo 2 pacchetti (d&s) cosi'...ho guardato e mi ha chiesto: da bbere? risposta: non bevo. lei: vabbe'. da bbere? (al vicino) risposta: idem. almeno non ha repplicato. ma i pachetti glieli ha messi sul tavolino. 2.
passata a ritirare il rusco con la stessa velocita' di crociera con cui stavamo volando.
Atterraggio: c'era anche il comandante alla porta del cockpit che salutava, mentre l'hostess ti guardava a malapena mentre guardava il fondo. Saluto il comandante e riconsegno i 2 pacchetti all'hostess. Non mi andavano, grazie, le dico. ho 2 secondi per dire al comandante: servizio da 1 stella, non da 5.
Sapete che mi ha detto? mi dispiace.
Sto' cercando ora sul sito dove poter fare un reclamo (crew) ed elogio (comandante).
Per fortuna domani si vola BA"
Dopo aver fatto il reclamo il giorno seguente (16 Settembre), oggi 27 Ottobre dell'A.D. 2015 mi ha chiamato AZ da Roma (appena riattaccato).
Il contenuto della telefonata:
1_ scuse da parte di AZ per quanto successo
2_ hanno constatato che ci sono stati altri 4 reclami per lo stesso volo, nei confronti delle stesse assitenti di volo per le stesse problematiche (comportamento)
3_ hanno assicurato che provvederanno ad istruire meglio il personale navigante (corso di educazione civica?)
4_ sperano che questo tipo di comportamento non si ripetera' piu' con gli "ospiti" (cosi' ha definito i passeggeri)
5_ monitoreranno con piu' frequenza le segnalazioni circa il comportamento del personale navigante (ho aggiunto anche quello di terra, gia' che ci siamo)
6_ mi accrediteranno 50K miglia (si avete capito bene, 50000, cinquantamila) per il disagio e per avere "segnalato questo fatto gravissimo" (testuali parole)
mi ha infine chiesto un feedback sulle migliorie che stanno apportando in AZ (volando solo sul corto non ho potuto dire molto).
signora gentile e cortese. gesto gentile e cortese.
'mo che ci faccio con 50k miglia?
Da questa mattina provo ad entrare nella gestione del check in dei miei voli per domani (AZ1637-1632) e ogni volta che vorrei scegliere il posto mi da questo errore:
Se invece stampo la carta d'imbarco me la da ma SENZA POSTO!
Maddai...
Se invece stampo la carta d'imbarco me la da ma SENZA POSTO!
Maddai...
Faccio anch' io un reclamo se mi danno 50k miglia.
Se continuano cosi andranno rovinati ...
con tutto il rispetto 50k mi sembra veramente fuoriluogo, visto che, a parte una crew di maleducati (cosa piuttosto comune, ahime) non hai subito nessun danno.
E se mi cancellano il volo cosa mi danno, 200k di miglia?
Non so' che dirti e nemmeno dare una valutazione sui 50K.
Il mio pensiero (che puo' essere smentito dagli addetti ai lavori): AZ vuole e deve cambiare, AZ riceve pochi reclami o feedback (chiamali come vuoi), AZ non sa' quello che succede (salvo poi qualcuno glielo dica o legga il forum). Ergo, AZ premia chi gli sbatte in faccia la realta'.
Che poi sia la prassi o sia esagerato non lo so.
Se ti cancellano il volo hai la compensazione dovuta.
Intanto simulando una FCO-SCL sul sito Az escono i prezzi: circa 1000 euro in Y, 1700 in Y+, 3000 in J.
Vediamo.
Oggi provo a chiamare il servizio clienti e a vedere se ci sono posti in J per i biglietti premi.
Vi terró informati.
Vediamo.
Oggi provo a chiamare il servizio clienti e a vedere se ci sono posti in J per i biglietti premi.
Vi terró informati.
Gli orari sono ottimali per molte destinazioni del network AZ. Facendo un rapido controllo tra le 1h30 min e le 3 ore si hanno transiti per :
Algeri, Amsterdam, Atene, Beirut, Berlino, Bucarest, Bruxelles, Budapest, Casablanca, Francoforte, Ginevra, Cairo, Istanbul, Londra LHR, Madrid, Mosca, Nizza, Parigi, Praga, Skopje, Sofia, Tel Aviv, Tirana, Tolosa, Tunisi , Vienna e San Pietroburgo.
Inoltre (sembra impossibile ma è solo di poco più lunga che viaggiare via LAX) possibili transiti anche da ICN , NRT. Ovviamente si aggiungerebbe anche PEK qualora avesse orari simili.
Edit : ovviamente si aggiungono grosso modo tutte le destinazioni italiane
Questa dovrebbe essere una piccola conferma del fatto che AZ non è destinata a diventare esclusivamente il trampolino di EY in America
Vorrei raccontarVi la mia recente esperienza riguardo al Dine Anytime / Equipaggio.
Ho volato MXP-JFK in Magnifica settimana scorsa e devo dire che gli assistenti di volo sono molto premurosi, attenti e sempre presenti.
Ho cercato di mettere alla prova il Dine anytime chiedendo di "spezzare" il menu e di pranzare con antipasto e seconda portata e chiedendo di farmi portare un bel piatto di pasta prima dell'arrivo a NYC al posto dello spuntino, e mi è stato detto di si... risultato? Ritirato l'antipasto, mi sono trovato il bel piatto di pasta sul tavolino... e subito dopo la consegna... "Oh, scusi, ho sbagliato" è stata la risposta dell'assistente... ma "nessun problema, ci mancherebbe" è stata la mia risposta! (la fame era tanta.
) Resta da capire se hanno fatto apposta per non avere il "problema" alla fine o se hanno realmente sbagliato visto che avevo chiesto la medesima cosa anche per mio Padre che volava con me.
Invece, una pax seduta nella stessa fila della mia, ma oltre lo stretto corridoio, ha chiesto lo spuntino finale a 3/4 di volo, e mentre io dormivo, sono stato svegliato in quanto la pax, peraltro "upgradata", ha fatto un casino infernale per 10 minuti... roba da anti-galateo okay, è una cosa carina, ma pax così possono capitare, per cui dico meglio di no al "dineanytime".
Volo di ritorno JFK-MXP, tristemente volato in premium economy. In passato mi ero trovato bene, ma questa volta servizio scadente, proprio da 0. Cibo pessimo, Equipaggio (maschile) scaxxatissimo.
Una volta salito a bordo e sapendo che c'erano due posti liberi in Magnifica, ho chiesto al capocabina l'upgrade a bordo mediante l'utilizzo delle miglia una volta salito e mi ha chiesto quanto segue:
1. Lei è Freccia Alata o Freccia Alata Plus? (io sono CFA, ma che differenza fa, uno deve avere status "elevato" per fare upgrade con le miglia?)
2. Va bene, attenda li (nel galley) l'avvenuto boarding completo che poi vediamo se si presentano 18 su20;
3. Guardi si sono presentati 19/20 per cui le posso fare solo un upgrade. Io, preso dalla stanchezza ho accettato il solo upgrade disponibile, peraltro fatto e ceduto a mio Papà in quanto ci tenevo davvero per lui... totale -25.000 miglia. La domanda è, ma l'altro pax upgradato che mi è passato "davanti"? Poteva essere stato upgradato solo dal check in, visto che il capocabina è stato sempre in zona galley davanti alla porta collegata al finger. Avete delle idee?
Ho volato MXP-JFK in Magnifica settimana scorsa e devo dire che gli assistenti di volo sono molto premurosi, attenti e sempre presenti.
Ho cercato di mettere alla prova il Dine anytime chiedendo di "spezzare" il menu e di pranzare con antipasto e seconda portata e chiedendo di farmi portare un bel piatto di pasta prima dell'arrivo a NYC al posto dello spuntino, e mi è stato detto di si... risultato? Ritirato l'antipasto, mi sono trovato il bel piatto di pasta sul tavolino... e subito dopo la consegna... "Oh, scusi, ho sbagliato" è stata la risposta dell'assistente... ma "nessun problema, ci mancherebbe" è stata la mia risposta! (la fame era tanta.
) Resta da capire se hanno fatto apposta per non avere il "problema" alla fine o se hanno realmente sbagliato visto che avevo chiesto la medesima cosa anche per mio Padre che volava con me.Invece, una pax seduta nella stessa fila della mia, ma oltre lo stretto corridoio, ha chiesto lo spuntino finale a 3/4 di volo, e mentre io dormivo, sono stato svegliato in quanto la pax, peraltro "upgradata", ha fatto un casino infernale per 10 minuti... roba da anti-galateo okay, è una cosa carina, ma pax così possono capitare, per cui dico meglio di no al "dineanytime".
Volo di ritorno JFK-MXP, tristemente volato in premium economy. In passato mi ero trovato bene, ma questa volta servizio scadente, proprio da 0. Cibo pessimo, Equipaggio (maschile) scaxxatissimo.
Una volta salito a bordo e sapendo che c'erano due posti liberi in Magnifica, ho chiesto al capocabina l'upgrade a bordo mediante l'utilizzo delle miglia una volta salito e mi ha chiesto quanto segue:
1. Lei è Freccia Alata o Freccia Alata Plus? (io sono CFA, ma che differenza fa, uno deve avere status "elevato" per fare upgrade con le miglia?)
2. Va bene, attenda li (nel galley) l'avvenuto boarding completo che poi vediamo se si presentano 18 su20;
3. Guardi si sono presentati 19/20 per cui le posso fare solo un upgrade. Io, preso dalla stanchezza ho accettato il solo upgrade disponibile, peraltro fatto e ceduto a mio Papà in quanto ci tenevo davvero per lui... totale -25.000 miglia. La domanda è, ma l'altro pax upgradato che mi è passato "davanti"? Poteva essere stato upgradato solo dal check in, visto che il capocabina è stato sempre in zona galley davanti alla porta collegata al finger. Avete delle idee?
Però ! E io che ero contento di averne ricevute 5000 da Air France oggi per uno schermo non funzionante
Un bel gesto da parte di AZ ! Fa sperare bene !
- Stato