ns on domestic tickets at $50 for a round trip ticket. They also identified that over 50 percent of its domestic US-origin and destination traffic were traveling in markets where there was competition and as a result the fares were lower. Also, they sought to gain access to London through a code-share agreement with Virgin Atlantic, which came to fruition in 1995. This strategy produced results because Delta was a profitable company again and the stock was up 61 percent (USA Today February 1996). However, it seems that deregulation has caused Delta Airlines to become more of a threat to job security for it employees than it has been in the past. It has made Delta into a bottom line driven company verses the traditional company built from years of company loyalty and promoting from within. As a result, Delta has had to bring in outside financial minded leadership to include it's present CEO, to make sure Delta still makes a profit and can compete in competitive markets. Delta's selected its current president and CEO, Leo F. Mullin on August 15, 1997. He replaced the retiring Ronald W. Allen who had been with Delta for 35 years. This was a surprise move because Delta has historically promoted from within. He is a Harvard College and Harvard business school graduate. Receiving a degree in engineering and applied physics, a degree in applied mathematics and an MBA. From the book Delta Airlines by Jones, he was chosen because of his past strategic planning expertise in highly competitive consumer business. Mullin worked for Conrail in Philadelphia, then in a senior position at First Chicago Bank for 15 years, and he served as Chairman and CEO of the American National Bank in the early 1990's. Recently he served as the vice-chairman of Unicom and its chief subsidiary, Common Wealth Edison, the Chicago-area Utilities Company. He is also a member of the Air Transportation Association of America (Delta Airlines, Jones, pg29). This in my opinion...
