I found the comment about the "sickiness" of going first to the Alaska website interesting because I am a great example of the cost of not understanding that. I was highly loyal UA flier (and as a result a lifetime 1K with them). My typical behavior pattern when booking was always to go to the UA site and if they had a flight that "worked" for me (not utterly crazy schedule/cost/etc.) I would just book that without comparing alternatives. When UA went in the toilet post merger (not specific to the revenue based change) I stayed with the behavior for a couple of years but ultimately gave up and started searching with a general booking site. This ultimately cost UA quite a bit (10's of thousands or more dollars) because I book first/business for any trip over a few hours (because I can afford to) and even though UA has gotten back to being reasonable to travel with they now get only a small sliver of my travel - even with my lifetime status - because if I book premium cabin it doesn't really make much difference to have the status. So I applaud AS executive for understanding what some of the real "costs" of changing your customer's behavior patterns are beyond the narrow analysis that the financial guys bring regarding only the immediate transactional costs.