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This Life is more than just Photography. Here is for the best of Recreation, Hobbies, Food, Movies, Music, etc. A place for the other good stuff and personal musings. Saving the world and other causes are done in private. And, by the way "There is no accounting for taste."
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Airbus is hoping to bring bigger aisle seats to coach but it's meeting resistance with airlines, who are making seats skinnier, not wider. Scott McCartney joins Lunch Break. Photo: Getty Images.
Toulouse, France
You can buy extra legroom in coach on most airlines, but how about extra elbow room?
Airbus thinks it has an innovative way to create wider coach seats for wider passengers willing to pay a fee. But airlines won't give an inch.
The European airplane maker has designed coach seating for its A320 family of jets, some of the most widely used planes in service, with an extra-wide aisle seat and slightly narrower middle and window seats. A320 coach seats are uniformly 18 inches wide. Airbus wants to take one inch off each middle and window seat to make aisle seats 20 inches wide. Presto! A bonus add-on fee for airlines selling wider coach seats!
You'd think airlines would jump at the chance to sell yet another add-on fee to travelers. Charging passengers for the wider seat could raise several million dollars in revenue over a 15-year period, Airbus estimates.
But so far, airlines aren't buying it. In fact, they're focusing on making seats skinnier.
Airbus tested the idea with passengers of different sizes, genders, ages and body-mass indexes. It found aisle passengers delight in the extra room, which affords them space to change positions and avoid the stiffness and pain of being locked in a slim chair for hours.
The new seat would be ideal for the expanding market of very large passengers, Airbus said. The Centers for Disease Control and Prevention says 35.7% of Americans are obese. So why shouldn't 33% of seats on a plane be designed to accommodate the girth? Airbus also figured wider aisle seats would be popular with passengers with young children on their laps, senior citizens and those wanting more space to work.
"People answered that legroom and kneeroom were better. It's because you can change positions," said Zuzana Hrnkova, head of aircraft interiors marketing for Airbus.
Surprisingly, tests also showed that middle-seat passengers liked the setup better than conventional seating, she said. Even though they lose an inch of seat width, their shoulders have more space from seatmates on the aisle because that passenger is farther away. The point is clear when you sit in a mock-up of the seats at the Airbus design center here. Sitting in the middle between two others, my broad shoulders didn't feel squeezed.
Window-seat passengers were fine with the slimmer seat: They tend to scrunch up against the sidewall anyway, Ms. Hrnkova said. Seventeen inches is about the width of economy seats on Boeing 737s, the most common plane in airline service.
The A320 cabin is 7 inches wider than its rival, the 737, though Boeing maintains that its tube is less curved at passengers' shoulder height, making the difference less pronounced. Airbus says one airline customer, which it won't disclose, challenged the manufacturer to find a way to get ancillary revenue out of those extra 7 inches, and designers came up with the wider aisle seat idea.
Airbus has presented the idea to several airlines around the world that fly the A320, but none has opted to install wide aisle seats. While carriers have been plenty willing to reduce legroom on many rows of airplanes so that a few rows can be sold with expanded legroom, they aren't willing to do the same for seat width.
Virgin America tested a mock-up of the Airbus offering but "at the present time we don't think it is a fit for our business model and guest-service approach," a spokeswoman said. The airline worried that the slimmer seats for non-aisle passengers would be disappointing, and passengers overall would prefer the uniform 18-inch seats.
Likewise, United Airlines and JetBlue Airways say they aren't interested. "Giving one customer a 20-inch seat at the cost of two other customers having their seat width reduced is not what we want," a JetBlue spokesman said.
Low-cost carrier Spirit Airlines, which charges fees for everything from carry-on bags to seat assignments to having agents print boarding passes, said it is studying the Airbus idea. A spokeswoman said it is among a variety of options being considered.
Airlines say having different seat widths in the same cabin would introduce more complexity, plus the expense of retrofitting thousands of seats across a fleet. If the wider seats weren't in every A320, they could disappoint passengers when they have to substitute airplanes for maintenance or scheduling issues. Big airlines flying multiple plane types also have the problem of not being able to offer wider aisle seats in the coach cabin of Boeing's narrow-body planes, like the 737 and 757.
In addition, the 20-inch aisle seat might provide a cheaper alternative to buying a first-class ticket to get a wider seat. Some international airlines offer premium economy on long trips with extra width and legroom, typically for about 50% more than a regular coach ticket.
"The implementation is quite challenging," Ms. Hrnkova of Airbus said. Still, she has hope. "Airlines are always looking to differentiate their cabin product. Maybe if one selected it there would be a snowball effect."
The growing girth of people has led to wider seating areas in many public situations where space is limited and packing in seats can lead to more revenue. In 1990, the average seat in performing-arts theaters was 21 inches. By 2010 that grew to 22 inches, according to a study by Theatre Projects Consultants Inc. The new Yankee Stadium opened in New York in 2009 with seats ranging from 19 to 24 inches wide, compared with 18 to 22 inches in the old Yankee Stadium, according to the baseball team. The basic seats on Amtrak's Acela trains are 21 inches wide. (Older trains have coach seat cushions 20 inches wide.)
But airlines have been making coach seats skinnier, not wider. On widebody jets, airlines have more flexibility to determine how many seats they want in each row. On American Airlines' existing Boeing 777-200s, for example, the airline has nine seats in a row. On its new 777-300s just being put into service, coach cabins have 10 seats in each row. The width of the fuselage didn't change—it's a longer airplane—so the seats shrank from more than 18 inches to about 17 inches. Other airlines are making similar moves with widebody cabins.
"It's gone back to the 1960s in terms of comfort," Airbus spokesman Martin Fendt said.
Write to Scott McCartney at middleseat@wsj.com
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Imagine if airlines ran restaurants. We'd live in a world where a half sandwich, the equivalent of a one-way ticket, might cost two times as much as a whole sandwich.
The airline way of doing business is unique—few other businesses have as many rules and restrictions, taxes and fees, frustrations and disruptions. Not many other businesses have such varied and ever-changing pricing for their products. And rare is the business that hits its customers with penalties of hundreds of dollars.
Why so different? Airlines face a unique set of challenges, including easy world-wide comparison shopping, high equipment costs, complicated contract work rules, vulnerability to oil price swings and heavy government regulation. And most everything happens outdoors, whatever the weather.
The business has gotten far more complex in recent years as the joys of flying have diminished. Simplified pricing schemes have been tried and have failed. Fees and penalties that have generated revenue have been pushed higher and higher. The result: a $200 fee to change a domestic reservation.
"It's a really hard business," said R. John Hansman, director of the International Center for Air Transportation at the Massachusetts Institute of Technology. "So much depends on many things beyond your control."
The operation is so interconnected that one late flight can make three or four others late, and those delays reverberate all day. "Someone messes up a sandwich, but there are not 40 other sandwiches messed up," Dr. Hansman said.
Airline pricing is something consumers find maddening, but it makes other businesses envious. Many businesses would like to segment customers into different groups, with different prices based on ability to pay, says Jan Brueckner, an economist at the University of California, Irvine, who studies the airline industry.
Grocery stores try with coupons, but airlines have taken this model to an extreme. "It's as if the prices of cornflakes were being changed hour by hour on store shelves," said Dr. Brueckner.
What if they were? We decided to conjure an alternate universe where airlines run everything:
Your baseball tickets have your name on them. Want to give them to a friend? You can—for a stiff fee.
Prices at Subwings go up closer to lunchtime, when demand for sandwiches peaks. It may cost more to produce a sandwich with roast beef than tuna, but if the bankers across the street prefer tuna, it's going to be the most expensive sandwich on the menu.
Subwings pays close attention to competitors. If Joe's Subs dropped bologna from its menu, Subwings would quickly double the price on bologna sandwiches.
At Subwings, customers must return their trays to an upright and locked position before departing.
Online shopping giant Airmazon.com employs a flotilla of computers to set the price of a pair of jeans. Those bought and worn on Tuesday and Wednesday in February are usually cheapest. Jeans intended as gifts in December cost more. If you want to wear the jeans right away, the price can be 10 times as much as jeans bought 30 days in advance. Any item purchased at any sort of discounted price will be nonreturnable, unless you pay a $200 exchange fee.
Airmazon has a customer loyalty program where points can be redeemed for merchandise, but your odds are better redeeming in slow sales months. Good luck trying to get popular jeans in July.
If Airmazon is late with delivery, the company won't be responsible if weather or traffic is to blame. If your jeans don't arrive because of a problem within Airmazon's control, the company lends you sweatpants.
You book a hotel room and what do you get? Four walls for the night.
Hotel L'Aire has made all amenities a la carte so customers only pay for what they use. They call it GuestMegaChoice. Want a bed with your room? That's an extra $50 per night. Plan to take a shower? There's a hot-water surcharge of $15 per 10-minute shower. A TV is included, but if you want to use it, you can either bring your own remote control or rent one for $3 a night.
At L'Aire, reserving a room of your choice in advance will cost you a $10 fee. You can pay $10 extra for early check-in. Want to ride priority elevators? $10, please. Checking out online is free, but talking to a desk clerk carries a $25 real-person fee.
At Pilots baseball games, the buyer must attach a name to the ticket, and the name can't change. This practice is to prevent one person or company from buying a whole season of tickets—season-ticket packages aren't offered by the Pilots—and then letting a lot of different people use them.
A policy of no name changes keeps groups that watch a lot of baseball, or resourceful entrepreneurs who might want to control ticket inventory, from buying up a lot of discount seats in advance and handing them out to others. (It's not a security rule: The Pilots, like some airlines, will change names on tickets, for a fee.)
Reselling Pilots tickets on StubHub is strictly prohibited. So is giving them to your buddy if you can't use them. The Pilots ticket office doesn't allow exchanges, either, unless you want to pay a change fee of $200 per ticket.
Occasionally, Pilots players arrive late for games or rain forces delays. No worry: The Pilots promise to keep you informed, though you can probably get better information on your smartphone.
To cram more customers into the store, Whole Fare, a high-end grocery store, recently squeezed its aisles closer together. That created more aisles and more revenue per store. Shoppers have to turn sideways to get down the aisles, however, and only shoppers who enter the store first have enough room for carts.
Shoppers complain they are cramped throughout their visit. Whole Fare recently set up wider rows for customers willing to pay higher prices. They call it "Economy Extra," even though the rows are the same width the store used to have when it opened.
The company also launched a line of Regional Whole Fare Markets—smaller stores run by contractors. Whole Fare says RWF stores allow the company to offer groceries to smaller communities not big enough to support a whole Whole Fare store. But its shoppers complain of higher prices, even smaller aisles and lost shopping bags.
Many customers say they are unnerved when a store employee calls out for people to "prepare for final checkout."
All backpacks must fit into the school-issued cubby hole and must weigh less than 25 pounds. If a backpack weighs more, an excess-weight backpack fee will be charged. If there is no room in the cubby for the backpack, it will be checked until your last class of the day. Gym bags can be stored in gym lockers for a $25-per-bag fee, which is waived for starting varsity players and any student holding a platinum-level bus pass.
Beginning in the fall, a fee will also be collected for cubby-stored backpacks.
Write to Scott McCartney at middleseat@wsj.com
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Apple and Samsung's relationship is not exactly the best of relationships, no thanks to the flurry of lawsuits that they have thrown against one another in the recent year. In fact, there are whispers going around that the second generation iPad mini tablets that were rumored to feature Retina Display resolution will no longer rely on Samsung to deliver the touch panels, but rather, Cupertino has decided to call upon the assistance of Innolux to help them out.
This outcome is predictable, although it will still cause ripples down the line, considering how both companies are still going up against one another in the court of law. Right now, most of the iPad mini displays are manufactured by Samsung, and this particular contract loss could deal a sizeable blow to the South Korean conglomerate's bottom line, unless of course, they come up with a best selling tablet of their own to eat into the iPad mini's sales. Looks like the law of the jungle operates here yet again, and executives at Innolux might want to prepare some bottles of bubbly to celebrate, too.
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Carry On, Stills
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FIRST IMPRESSIONS matter the most. According to college recruiters, corporate executives and humorist Will Rogers (among others), "You never get a second chance to make a first impression." But what may be true about life is not necessarily true about wine. In fact, I'd argue it's the second bottle that counts most of all (unless it's a second bottle of the same wine—but more on that later).
The first wine prepares the palate—its responsibility is pure refreshment. It's more vinous entertainment than vinous enlightenment. Or as Michael Madrigale, sommelier of Boulud Sud and Bar Boulud, says: "The first bottle is the overture, the second is the crescendo." (That's the way sommeliers talk when their restaurants are located across from Lincoln Center.)
I almost always start with a white wine that doesn't have too much weight, in terms of fruit and oak, but has plenty of acidity. That's why a Chablis is so often my default choice. I might also opt for a minerally Chenin Blanc, or maybe a dry Riesling or Grüner Veltliner. Other common options include that Spanish mainstay, Albariño, as well as Soave, Verdicchio and Vermentino (Italy is particularly fertile ground for first-bottle whites).
If the first bottle is sparkling, it almost always has to be Champagne—most often a simple nonvintage, though occasionally a tête du cuvée (the prestige bottling of a Champagne house). I'll rarely start with a cheap sparkling wine, as it seems like too great a leap to the second, inevitably much better, bottle. It would be like risking the vinous equivalent of the bends, the decompression sickness of deep-sea divers who ascend too quickly from the bottom of the ocean.
When it comes to rosé, I'm of two minds. Many people I know dislike rosé—they think, as one friend of mine does, that rosé signals "cheap." (Never mind how fashionable rosé has become.) But I also find that if I order rosé first, I often want to keep drinking it—there's something so seductive about a good rosé that I've even committed the sin of ordering a second bottle of the same wine.
And it is considered a sin of sorts to order a second of the same. People who drink the same wine twice over the course of a meal are not only displaying a lack of imagination and missing a chance to try something new, they're also probably doing a disservice to the meal. After all, how likely is it that the wine will go as well with the second course as it did with the first?
I feel like there should be a warning posted on wine lists: "Ordering the first bottle twice may be injurious to your wine education." Alas, there are plenty of people guilty of this particular sin. At Tony's in Houston, which happens to have a really good wine list, the restaurant's general manager, Scott Sulma, told me that his customers ordered the same bottle "about 50%" of the time.
Has he noticed any particular patterns? "Cabernet drinkers tend to stay with the same Cabernet more often than anyone," Mr. Sulma said. The people who tended to be the most adventurous were adventurous with both their first and second wines, he noted.
And what about that second wine? What sort of qualities should it possess? According to Aldo Sohm, chef sommelier of Le Bernardin in New York, the second wine should build on or maintain the qualities of the first. Mr. Sohm believes that first and second bottles are equally important, though he noted that the second wine should "evolve" from the first in terms of both complexity and price. My friend Mark, a collector, believes much the same thing—although the last time I ate dinner at his house, he served two wines that I consider second-bottle types, 1998 Soldera Brunello normale and 1998 Soldera Brunello riserva. Both are rare, and both are great wines.
Not that a great second bottle always has to be a great wine. As Mr. Sohm noted, it can also be the proper evolution from the previous bottle. That was the case at a recent dinner with friends at I Trulli restaurant in New York. I asked one of my dining companions, a rosé-avoider, to choose the first bottle. "I like to start with a nice, crisp dry white. I think it should be something that people are comfortable with," my friend opined. "Maybe a Vermentino or a Soave."
Just then, I Trulli's owner and wine director, Nicola Marzovilla, appeared. He suggested starting with a light red. "Why does everyone start with white?" he asked. He had a section of his wine list, entitled Chillable Reds, for this very purpose. Alas, we were all fixed on a white. "Then try something different," said Mr. Marzovilla. "Order a Nosiola instead."
The Nosiola, a Vermentino-like white wine from Trentino, was delicious—light, bright and charming—and a perfect start to the meal. (It also came with a perfect first-bottle price tag of $39. That's another of my first-bottle rules: It should be inexpensive enough that the second bottle can cost a bit more.) We complimented Mr. Marzovilla on his choice.
Did many people order the same wine twice at his restaurant? I asked. Mr. Marzovilla looked horrified by the idea and practically threw up his hands. "Why do people do this?" he asked, addressing the world at large as much as our table. "You wouldn't have salad salad salad for your meal!"
The Nosiola was so delicious and so drinkable, it soon disappeared—too soon, in fact, as our appetizers had just arrived but the bottle was empty. We had two courses to go—would a second bottle see us through, or would we need to plan for a third?
A third bottle presents an altogether different dilemma—and it puts the second bottle into a different category as well. The second bottle, instead of being the crescendo, becomes more of an intermezzo. My friends and I discussed our dilemma. What should the price and character of the second bottle be? Should it be another white or should it be a red? We thought it should be pricier than the first wine but not that much more expensive since we now had to budget for a possible third.
We pored over the wine list, weighing our options. There were attractive Barberas, Dolcettos and other light reds that would pair well with our pastas and provide a good transition to our next possible wine. Mr. Marzovilla reappeared and suggested a Tuscan wine made with grapes grown on his own estate, the 2010 Massoferrato Sangiovese. You'll love it, he said—and at $39, the price was certainly right for a wine that might not be the last of the night. We quickly agreed, and Mr. Marzovilla returned with the wine.
He poured us a taste and we all concurred it was delicious—marked by bright red fruit and a lively acidity. My friend the rosé-hater loved it so much that he declared it was a "Sangiovese by way of Morey-St. Denis," a reference to a famous wine village in Burgundy. As Mr. Marzovilla began filling our glasses, I noticed he wasn't pouring from a regular wine bottle but a liter—a third larger than a standard-size bottle. Our problem was solved. Sometimes a perfect second bottle isn't a matter of evolution, complexity, color or price—sometimes it's simply a matter of size.
See wine videos and more from Off Duty at youtube.com/wsj. Email Lettie at wine@wsj.com.