US Airways, Inc. v. Sabre Holdings Corp.

105 F. Supp. 3d 265, 2015 WL 115926, 2015 U.S. Dist. LEXIS 3777
CourtDistrict Court, S.D. New York
DecidedJanuary 6, 2015
DocketNo. 11 Civ. 2725(LGS)
StatusPublished
Cited by8 cases

This text of 105 F. Supp. 3d 265 (US Airways, Inc. v. Sabre Holdings Corp.) is published on Counsel Stack Legal Research, covering District Court, S.D. New York primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
US Airways, Inc. v. Sabre Holdings Corp., 105 F. Supp. 3d 265, 2015 WL 115926, 2015 U.S. Dist. LEXIS 3777 (S.D.N.Y. 2015).

Opinion

REDACTED OPINION AND ORDER

LORNA G. SCHOFIELD, District' Judge:

In this antitrust suit, Plaintiff U.S. Airways, Inc. (“US Airways”) alleges that Sabre Holdings Corporation, Sabre Travel International Ltd., and Sabre GLBL Inc. (collectively, “Sabre”) charged U.S. Airways grossly inflated airline booking fees and conspired with Sabre’s competitors to resist an innovative program developed by U.S. Airways, costing the airline industry and its consumers hundreds of millions of dollars. US Airways seeks treble money damages between $317 and $482 million in overcharges and lost profits (before trebling), for conduct that took place from April 21, 2007, to March 31, 2014, and an injunction against the future enforcement of contractual provisions that enabled the alleged overcharges. Before the Court is Sabre’s motion for summary judgment. For the reasons stated below, the motion is granted in part and denied in part. US Airways’ potential damages are limited to booking overcharges for the period from February 23, 2011, through October 30, 2012, estimated by U.S. Airways to range from $45 million to $73 million (before trebling),'

I. BACKGROUND

The facts below are taken from the parties’ Rule 56.1 statements, expert reports, and submissions, to the Court. The facts are either undisputed or read in the light most favorable to the non-moving party, U.S. Airways. See Anderson v. Liberty Lobby, Inc., 477 U.S. 242, 255, 106 S.Ct. 2505, 91 L.Ed.2d 202 (1986).

A. The GDS Business Model and Market

1. The History of the GDS Business

Sabre is one of three Global Distribution System (“GDS”) operators in the United States. GDSs are computerized networks used by travel agencies to search for and book flights offered by multiple airlines. Originally, the legacy airlines, such as U.S. Airways, American, United and Delta, developed and ran their respective GDS systems, initially for their own employees and eventually for travel agents as well.

In 1992, federal regulators imposed a “mandatory participation” rule, which required the airlines to offer all GDSs the same flights and fares — referred to in the industry as “content” — available' through their own respective GDSs. Mandatory participation meant that travel agents could use just one GDS to obtain all flight information for multiple airlines, a practice referred to as “single-homing.” Conversely for the airlines, mandatory participation meant that each airline' had to participate in multiple GDSs in order to make its fares accessible to all of the travel agencies, since the travel agencies were single-homing.

[271]*271In response to mandatory participation, the airlines eventually divested themselves of all GDS ownership, a process that was completed by 2003. In 2004, the Department of Transportation (“DOT”) deregulated the GDS industry. In doing so, the DOT acknowledged that government regulation had given Sabre and the other GDSs market power over the airlines because travel agency single-homing made airline participation in each GDS essential. The DOT, however, assumed that the Internet and emerging technologies would create sufficient competition in the airline ticket distribution market and thereby erode the market power of the GDSs.

2. The GDS Market Today

The GDS market in the United States today consists of three GDSs. Sabre is the largest GDS and controls over 50% of the relevant market, defined by U.S. Airways1 as “GDS services in the U.S. that provide traditional travel agents the ability to search and book air travel on participating airlines by linking the airline and the agent in a manner that informs the agent of the airline’s flight availabilities and enables the airline to receive the travel agents’ bookings.” B.etween. 2006 and 2012, Sabre’s market share ranged from 49% to 52%. The other two GDSs are Travelport, with a market share of about 35%, and Amadeus, with a market share of about 15%. No new competitors have entered the market since 1984.

All three GDSs derive their income from fees charged to airlines for bookings made by travel agents. The GDSs are used primarily by “brick and mortar” travel agencies. Those travel agencies exist almost exclusively to serve companies, which use travel agencies in order to control costs. Corporate travel is critical to the traditional legacy airlines; in 2011, for example, corporate travel bookings through Sabre made' up $4 billion or 38% of U.S. Airways’ revenue. Corporate travel is less important to “low-cost carriers,” such as Southwest or JetBlue, which rely more on leisure travel. Leisure travelers, for the most part, no longer use brick and mortar travel agencies and instead use online travel agencies (“OTAs”) such as Expedia, Orbitz, or Travelocity (which is owned by Sabre), and Internet-based travel sites that link to airline websites such as Kayak and Google Flights.

Travel agencies frequently single-home with a particular GDS. To help ensure loyalty, the GDSs pay travel agents “incentive payments” to use their GDS services. From 2006 to 2012, for example, Sabre paid more than $1.2 billion in incentive payments to the top four brick and mortar travel agencies, which are responsible for almost 89% of air travel bookings for the top 100 corporate travel accounts. Without the incentive payments, most traditional'travel'agencies would be unprofitable.

According to U.S. Airways, Sabre has used a variety of unlawful means, primarily contractual, to maintain its market power and to hamper the success of GDS new entrants (referred to in the indústry as “GNEs”) and airline websites attempting to sell fares directly. US Airways identifies two potential GNEs, Orbitz’s G2 SwitchWorks and ITA Software, which were prepared to charge significantly lower booking fees than Sabre and provide cheaper content. - Both potential GNEs failed. Evidence adduced by U.S. Airways indicates that Sabre may have played a role in their failure, through Sabre’s contracts with the airlines. Specifically, Sabre established a planning group called “Project Nike” tasked with helping Sabre maintain market share. Project Nike con-[272]*272eluded that the best way for Sabre to maintain its market share was to ensure that Sabre was able to offer the same fares as the lower cost distribution channels. Documents memorializing Project Nike’s discussions state that Sabre’s contracts with the airlines were “the tactical vehicle Sabre has chosen to achieve its strategic goals.” US Airways contends that four allegedly anti-competitive provisions in Sabre’s contracts with U.S. Airways helped Sabre to maintain market dominance.

B. The Challenged Contractual Provisions

The first contract between Sabre and U.S. Airways at issue in this action became effective on January 27, 2006. That contract was followed without interruption by a second contract, also at issue here, which became effective on February 23, 2011. The 2011 Agreement has an “initial term” until April 30, 2014, and is thereafter subject to automatic renewal for successive one-year periods until either party provides written notice of termination.

The parties agree that the 2011 Agreement is substantially similar to the 2006 Agreement and that the provisions at issue in this action are included in both Agreements.

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Bluebook (online)
105 F. Supp. 3d 265, 2015 WL 115926, 2015 U.S. Dist. LEXIS 3777, Counsel Stack Legal Research, https://law.counselstack.com/opinion/us-airways-inc-v-sabre-holdings-corp-nysd-2015.