How does your cost structure compare to your competitors? Are you a low-cost producer, or are your costs above the industry average? For many businesses, these are critical questions, because position on the industry “cost curve” can have a real impact on profitability.
In many industries, relative cost position is not very important. Other factors, such as brand strength, number and location of retail outlets, or the level of customer service might be much bigger drivers of profitability. However, when products are relatively undifferentiated, or when prices and/or costs are volatile, cost curve position can be critical to profitability. Why is that?
A decade ago, American Airline was one of the industry cost leaders, along with Southwest Airlines. Both operated with a cost per seat-mile lower than their national competitors. They were the “last man standing” after several competitors (United, Delta, Northwest, USAir) all went bankrupt in 2002-05. But after each of those bankruptcies, American’s competitors gained significant cost advantages:
As a result, American went from cost leader to cost laggard, with above-average employee costs (by one estimate, $800 million per year in additional labor costs) and sub-scale operations. In November, the airline declared bankruptcy, and earlier this month it announced plans to cut 13,000 jobs.
For American to exit bankruptcy and thrive again, they must lower their position on the airline industry cost curve. Regrettably, this may come at great cost to their employees and customers:
Regrettably as well, the airline industry will remain challenging, for the reasons we outlined above (undifferentiated products, low margins, volatile prices and input costs, fluctuating demand). Therefore, should American successfully move down the cost curve, some other unfortunate airline may take its place at the high end of the cost curve.
Regrettably, serial bankruptcy may be the new industry norm.