In Re Delta/Airtran Baggage Fee Antitrust Litigation

733 F. Supp. 2d 1348, 2010 U.S. Dist. LEXIS 85844, 2010 WL 3290433
CourtDistrict Court, N.D. Georgia
DecidedAugust 2, 2010
DocketCivil Action 1:09-md-2089 TCB
StatusPublished
Cited by18 cases

This text of 733 F. Supp. 2d 1348 (In Re Delta/Airtran Baggage Fee Antitrust Litigation) is published on Counsel Stack Legal Research, covering District Court, N.D. Georgia primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
In Re Delta/Airtran Baggage Fee Antitrust Litigation, 733 F. Supp. 2d 1348, 2010 U.S. Dist. LEXIS 85844, 2010 WL 3290433 (N.D. Ga. 2010).

Opinion

*1351 ORDER

TIMOTHY C. BATTEN, SR., District Judge.

This matter is before the Court on Defendant AirTran Airways, Inc.’s motion to dismiss [72] and Defendant Delta Air Lines, Inc.’s motion to dismiss [73]. 1

I. Background 2

A. Facts

Delta and AirTran are competitors in the market for airline service. They compete heavily on routes to and from Atlanta because Hartsfield-Jackson Atlanta International Airport (“Hartsfield-Jackson”) serves as the principal hub for both airlines. Indeed, together Delta and AirTran account for approximately ninety-two percent of all of the airline traffic at Harts-field-Jackson. AirTran describes Atlanta as the “core of [its] business.” Delta describes Atlanta as its “core strength market.”

AirTran positions itself as a discount airline that provides low fares compared to its competitors. Its main rival is Delta, which competes with AirTran on approximately ninety percent of all of the routes served by AirTran and on one hundred percent of all of the routes served by AirTran to and from Hartsfield-Jackson.

Delta has consistently matched Air-Tran’s low prices, including on routes to and from Hartsfield-Jackson. Historically, the two airlines have competed for market share in what has been described by observers as “one of the fiercest rivalries in the U.S. airline industry.” According to Plaintiffs, 3 prior to the unlawful collusion alleged in this action, consumers have benefited from this competition in the form of additional capacity on routes, lower prices, and fewer ancillary fees such as fees for checked bags. Plaintiffs aver that the longstanding intense competition between Delta and AirTran prevented either airline from charging a first-bag fee 4 unilaterally.

The first half of 2008 proved to be difficult for the airline industry because the price of oil temporarily spiked to high levels. In 2008, a barrel of oil cost $90.82 in January, peaked at $132.55 in July, and ended at $41.53 in December. The temporary increase in oil prices impacted airline profits, including AirTran’s and Delta’s.

Plaintiffs allege that AirTran could earn a profit without fare increases to consumers if the price of oil did not exceed around $100 per barrel. However, oil prices exceeded $100 per barrel for six months in 2008. Thus, AirTran — like other airlines — faced a dilemma: it could either increase prices to consumers and risk los *1352 ing market share, or sustain losses and wait for the price of oil to abate.

Plaintiffs allege that instead of resolving this dilemma in a lawful and competitive manner, AirTran and Delta colluded, ultimately causing consumers to suffer harm in the form of higher prices. Specifically, Plaintiffs allege that AirTran invited Delta to collude (through a series of earnings calls with industry analysts and speeches/ break-out sessions at industry conferences) so that both airlines could increase prices to consumers without losing any market share. Plaintiffs allege that Delta accepted this invitation and that the two airlines engaged in anticompetitive conduct by increasing prices through capacity reductions and imposing a first-bag fee.

Plaintiffs allege that AirTran first invited Delta to collude in its April 22, 2008 first quarter earnings call, which Delta monitored. 5 During that call, AirTran announced that it was “resetting its priorities to be highly profitable” and that it “strongly believe[d]” that AirTran and its competitors in the industry needed to reduce capacity:

Adapting to high energy prices is a challenge faced by all airlines. It will also create opportunities for those who successfully adapt.
There are two solutions for [the] industry to today’s high energy prices: either the prices our customers pay will increase to accurately reflect the cost of energy, or the price of oil will abate. We have been working for the past several months in identifying how AirTran should adapt to these challenging times....
While several airlines have announced modest adjustments to their capacity, we strongly believe that more industry capacity needs to be removed.

Compl. ¶ 33. AirTran then stated that rather than grow its capacity by ten percent in the fourth quarter of 2008, its capacity would remain flat and would continue to remain flat through 2009. According to AirTran, capacity adjustments need *1353 ed to be made in order to “get average prices up.”

AirTran also indicated during the call that Delta’s elimination of capacity was “long overdue”:

Legacy consolidation has also recently begun with the announced plans to merge two of our largest competitors in Delta and Northwest Airlines. Legacy consolidation and the corresponding elimination of inefficient and redundant domestic capacity is long overdue.

Compl. ¶ 35. AirTran emphasized that the price of oil was “creating a situation where all carriers are going to react” and that the carriers would “change the revenue environment” by “pushfing] up average fares” as redundant capacity is cut.

The following day, April 23, 2008, Delta held its first quarter earnings call. During the call, Delta recognized that fuel prices were “placing a lot of pressure on the business and the industry as a whole,” and it emphasized that it would “continue to be aggressive about pulling capacity in response to fuel prices.” Delta also emphasized that it planned to “push[] fare increases and fee increases”; it would continue to monitor “the changing competitive landscape in order to determine whether additional capacity reductions are warranted”; and it believed “the industry has got to maintain discipline with respect to capacity.”

Delta responded as follows to an analyst’s question regarding capacity:

[Q:] If you priced the product such that you could be profitable, how much capacity would you actually need to take out?
[A:] Certainly, Bill. I think Delta can’t do it alone. We have to do it in conjunction with the other carriers because certainly the capacity cuts that we can do on our own, while they will help us, will not remedy the industry’s woes. So, as we look forward, we’re hopeful that the other carriers act responsibly and look at the demand profiles as we move into the fall. And I would say if the industry could achieve a 10% reduction in capacity year-over-year by the fall that we’d be in pretty good shape given today’s fuel environment.

Compl. ¶ 38.

A couple months later, on June 18, 2008, AirTran and Delta participated in a Merrill Lynch Transportation Conference. Speeches were given at the conference, and Defendants’ executives participated in “break-out” groups in which they discussed, among other things, future revenues.

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Bluebook (online)
733 F. Supp. 2d 1348, 2010 U.S. Dist. LEXIS 85844, 2010 WL 3290433, Counsel Stack Legal Research, https://law.counselstack.com/opinion/in-re-deltaairtran-baggage-fee-antitrust-litigation-gand-2010.