Although here in the Boston area we couldn’t offer definitive proof that it’s winter (a few single digit wind chill days aside)—given that after a surprise few inches of snow here on Halloween weekend, our next accumulation of snow (all of two inches or so) didn’t occur until mid-January … with just a couple of trivial “storms” since then along with some very nice, mild temperatures such as yesterday’s near-60 degrees—‘tis the season for winter getaways.
Family and business obligations serve as our excuses for upcoming travel. The first trip is to DC, but at the end of February we’ll spend 5 days in Orlando.
That prospect, like most other plans these days, got me thinking about what happens a few years down the road when travel requirements might still be part of at least some portion of the population—business or pleasure.
Both of our trips entail a seven or eight mile drive to and from Boston’s Logan Airport (not a big deal if you avoid the rush-hour-parking-lot-on-the-highway experience) and then round trip (nonstop) flights to both of our destinations. A rental car awaits us on our DC trip, corporate transportation in Orlando.
We figure the fares total about $1500.00 for my wife and I. It’s possible that two of our children will join us on the DC trip, so there’s the potential for added costs.
The nice thing is that we have a number of flight options available at the moment. Both trips afford us multiple nonstop options to and from our destinations, along with a number of other options via connecting flights.
The airline industry, battered though it may be, nonetheless generates tens of billions of dollars in annual revenue. That means a lot of employees, suppliers, suppliers’ employees, airports, airport employees and countless others up and down the supply and service chain depend on daily flights to feed their families and pay their bills. Warmer winter weather down South is usually sufficient incentive all by itself!
As will be the case for us, air travel usually includes hotel stays and some other transportation needs. Travel is indeed a big business. Aside from the airline and airline-related personnel and suppliers mentioned above, restaurants and retailers likewise depend on airline-delivered tourists and business travelers to help pad their bottom lines.
One issue that seems fairly obvious to me is that since no one has yet figured out how to fly planes on anything other than jet fuel—at least commercially and on a mass scale—what happens when refineries decrease the supplies of jet fuel because Peak Oil necessitates basic changes in the allocation and supply of crude oil and its by-products? [Tom Whipple wrote a piece on that very subject just last week.]
Supply and demand operates in the airline industry just as it does most other places in our increasingly global economy. So when demand remains as is, but supplies are harder to come by or much more expensive, what happens then?
How much business planning has even been considered to date, let alone implemented to any degree?
When we start brushing up against the limits of oil production (and I believe we already have) and are left scrounging around for less than ideal substitutes as the years go by, what happens to all of the winter tourist travels to warmer locales? What’s our Plan B?
What gets prioritized and why? Which business industries will insist upon travel priorities and actually get what they need? Who will be making those determinations? How will they and their travel planners deal with fewer flights, fewer hotels, fewer transportation, and fewer dining options?
What happens to business conferences [see my 2011 post on that topic here]. What adaptations and transitions will be required of and from businesses from the small local to the mega-giant internationals when travel and transportation needs are restricted? How quickly does all this planning fall into place if we’re not already starting now?
What happens when even more smaller airports shut down when diminished supply cuts into current demand?
And given the incredible shortsightedness our Congressional leaders routinely display, what transportation alternatives will be in place that won’t prove to be infinitely more inconvenient at best?
What happens when your children now living on an opposite coast are no longer afforded the same reasonable and reasonably-priced options to visit you? Now, booking flights is as simple a process as logging on and ordering up a flight. What happens when there aren’t as many flights, or the remaining ones aren’t as affordable, or conveniently located and scheduled because jet fuel prices have shot the through as a result of basic supply and demand constraints? My oldest friend’s daughter (my godchild) now lives in Colorado. How often will she be able to visit with her siblings and parents here on the East Coast when that travel shoe drops?
Of course, we could just come to a conclusion that jet fuel must remain a refinery priority, and the countless other industries relying on their piece of the refined oil product pie will have to take a number and wait their turn? Volunteers? Doubtful.
And what of all the related transportation services dependent on all these flights: rental cars, limos, taxis, hotels, restaurants, airport gift shops and the like? What happens to them, and their employees, and their suppliers? What kind of plans have been discussed in the boardrooms?
How many employees in each of those industries, each individual business establishment, and each spouse or partner or child dependent on each one of those countless employees might be adversely impacted when those businesses start to feel the serious pinch of declining energy supplies? We’ve already gotten a good taste of how our economy gets hammered by poor business environments … what happens when a failure to plan for alternatives leaves with us poor business and economic environments as the norm?
And what of the ripple effect?
What happens when this air travel decline is extended to hotels and rental cars and all the rest; when rental cars are either much more costly and/or there are less of them to begin with? What happens when the preferred hotels have downsized because business and tourist travel has declined?
Nothing escapes the reach of declining fossil fuel availability, and there is nothing on the horizon which suggests that any substitutes currently in place are anywhere near as plentiful, affordable, or energy efficient as good ‘ol crude oil.
The resource agenda for business leaders
To thrive in an era of higher and more volatile resource prices, companies will need to pay greater attention to resource-related issues in their business strategies. The goal must be to improve a company’s understanding of how resources will affect profits, produce new opportunities for growth and disruptive innovation, create new risks, generate competitive asymmetries, and change the regulatory context. [1]
It won’t happen all at once. Slow leaks are the more likely scenarios played out across countless industries. But if we’re not thinking about these possibilities now, or getting better ideas about what changes will be sure to occur and what options might be available to us as this years-long process unfolds, we’re not giving ourselves much of a chance.
I believe the top three challenges to making progress on solutions are: 1) a lack of public and policy maker knowledge on these issues, and strong resistance to understanding and believing that such a profound threat to everything that many of us hold so dear–our big houses, automobile-centered lifestyles, frequent air travel, access to consumer goods from around the world– is close at hand; 2) very strong vested interests that will oppose changes in their industries and how they do business; and 3) our amazing lack of preparation for what we are facing, after investing in a built environment, food production system, transportation system, and overall economy that is so heavily reliant on cheap and plentiful oil. [2]
Thinking about and planning for these likelihoods before they become monumental problems might not be a bad idea….
Sources:
[1] https://www.mckinseyquarterly.com/ghost.aspx?ID=/Energy_Resources_Materials/Strategy_Analysis/Mobilizing_for_a_resource_revolution_2908; Mobilizing for a resource revolution by Richard Dobbs, Jeremy Oppenheim, and Fraser Thompson – January 2012
[2] http://countercurrents.org/cardoni230110.htm; Dealing With Peak Oil by Salvatore Cardoni & Dr. Brian Schwartz – 01.23.10
