Thus, Delta has emphasized upon capacity discipline and returns on capital. In addition, it has persistently undertaken innovative actions that have distinguished it from the other airlines (Flightglobal).
In addition, the chief executive of Delta, Anderson has consistently been undertaking bold and innovative moves. One of these is the merger with Northwest Airlines. This took place in the year 2008, and brought about what could probably be the last major merger in the US airline industry, namely the merger of American Airlines with US Airways (Flightglobal).
Furthermore, Delta has announced capital deployment to the tune of $12.5 billion. This includes the first stock dividend among US carriers, after a decade; acquisition of an oil refinery; and the purchase of equity in Aeromexico, Gol, and Virgin Atlantic. This capital deployment plan spans a five year period. During this period $10 billion are to be invested in the carrier, $3 billion in reducing debt, and $1 billion is to be returned to the shareholders (Flightglobal).
The latter amount is to be returned via stock buybacks and the payment of dividend. This has been regarded by many as having the capacity to endanger Delta, due to the traditional volatility of the airline industry. However, Anderson has largely ignored these pessimistic opinions (Flightglobal).
Anderson has maintained that despite the airlines industry being volatile, there have been several instances where companies have performed with great success. According to him, the global economy tends to volatile. However, several industries have succeeded, despite this volatility. Anderson reiterates that the individual action taken to buffer and render the enterprise successful plays a more important role than the volatility of the market (Flightglobal).
One of the principal strategies adopted by Delta to minimize volatility is debt reduction. The capital program being implemented by Delta,