Northwest Airlines

Northwest Airlines
Sub : Northwest Airlines and the Detroit Snowstorm Analysis in January'1999.
–––––––––––––––––––––––––––––––––––––––––––––––––
Date : March 17, 2014
The incident involving the Detroit snowstorm and Northwest Airlines is the quintessential of a
failure to deliver a "Now you're flying smart" experience for our travelers. The course of events
detail the experience of travelers, mis–calculated decisions by the ground staff and the lack of an
effective emergency response plan that should have been implemented to provide the promise of
delivering passengers from point A to point B.
The "act of god" and the associated repercussions in this case could have been managed and avoided
with the following recommendations:
a. The passengers aboard ... Show more content on Helpwriting.net ...
The experience quality of our passengers and frequent flyers were marred and the situation required
a drastic service recovery strategy to regain their confidence, loyalty and support in the long run. "A
good service recovery can turn angry, frustrated customers, into loyal ones... can in fact create more
goodwill than if things had gone smoothly in the first place"[Hart et al]. Hence, a team that looks at
the service recovery process from the view of the passenger would need immediate mobilization.
Personalized apologies in conversations followed up with a written note and compensation that
caters to the individual passengers' desire would be a necessity to avoid future litigations and court
cases. A timely note in the next 24 hours from the CEO to the media about the company's response
to the situation with key reasons and effective measures that prevent such occurrence in the future
will fortify the service recovery strategy.
Rationale: The above mentioned recommended step shows empathy towards customer by the senior
management and works towards bridging the trust deficit that was created between the customer and
the airline. The zone of tolerance had long been passed and the irate customers needed cajoling.
c. Northwest had been too late to halt the departure of the planes from other cities to Detroit. The
decision to let 30 planes land in Detroit on Sunday by the SOC director, mis–judged
... Get more on HelpWriting.net ...

A Case Study on Cost Estimation and Profitability Analysis...
ISSUES IN ACCOUNTING EDUCATION
Vol. 26, No. 1
2011
pp. 181–200
American Accounting Association
DOI: 10.2308/iace.2011.26.1.181
A Case Study on Cost Estimation and
Profitability Analysis at Continental Airlines
Francisco J. Román
ABSTRACT: This case exposes students to the application of regression analyses to be used as a
tool pursuant to understanding cost behavior and forecasting future costs using publicly available
data from Continental Airlines. Specifically, the case focuses on the harsh financial situation faced
by Continental as a result of the recent financial crisis and the challenges it faces to remain
profitable. It then highlights the importance of reducing and controlling costs as a viable strategy to
restore ... Show more content on Helpwriting.net ...
Continental's internal forecasts indicated that a further decline in passenger volume should be
anticipated throughout 2009, with a recovery in travel possibly occurring by the middle of 2010.
To summarize, adverse economic conditions in the U.S., coupled with the rise in fuel costs, were
dragging down Continental's profits and relief was unlikely through the foreseeable future.
THE DECISION TO REDUCE FLYING CAPACITY AND THE IMPACT ON
OPERATING COSTS
Given the situation described above, management needed to act swiftly to restore profitability.
Several strategic options were evaluated. Since the U.S. and much of the world was facing a severe
recession, the prospect for growing revenues by either raising airfares or passenger volume seemed
futile. Contrary to raising revenue, Continental's managers believed that raising fares could
potentially erode future revenues beyond the present level. Discounting fares did not seem a
plausible solution either, because given the severity of the economic situation a fare cut could fall
short in stimulating additional passenger demand and lead to lowering revenues.
Thus, because management anticipated that revenues would remain flat for most of the year, the
only viable short–term solution to restoring profits was a substantial and swift reduction in operating
costs. This could most effectively be accomplished in two ways. First, through a reduction in flying

Frank Lorenzo, Carney & Co.
Frank Lorenzo was chairman, president and chief executive officer of Texas Air Corporation. He
was also chairman, president and chief executive officer of Continental Airlines, and the chairman
of Eastern Air Lines. Early in his career, Lorenzo had been associated with the financial departments
of Trans World Airlines and Eastern Air Lines, but in 1966 co–founded Lorenzo, Carney & Co.
around 1969, Lorenzo co–founded Jet Capital Corporation, which then had a huge interest in Texas
Air.
With the passing of the airline deregulation act of 1978, airline carriers were now provided with new
options to help expand their route systems and to help the flexibility of innovative pricing structures.
This flexibility allowed the carrier to now grow into new markets. Also, deregulation now brought
many unwanted and very hostile takeovers and mergers. Many airlines became onboard with this
and became giants in the industry. ... Show more content on Helpwriting.net ...
Non–union carriers such as people express, triggered airfare wars that would cost the airline
industry almost 100 million dollars. Frank Lorenzo, took over People Express, continental airlines,
New York air and eastern airlines in both early 1970's and 1980's. Now having control of
Continental, Lorenzo filed for reorganization under the bankruptcy laws.
He had then laid off his entire work force and brought in non union workers and restarted the airline.
This allowed him to cut union personnel wages in half by bring in non union workers. Lorenzo then
went down on airfares, which then caused an airfare war throughout the industry. Airlines had great
issues in keeping their doors open. Many air carriers had to merge in order to stay open. Frank
Lorenzo, with a goal to have major control of the air passenger industry, gained control over Eastern
Airlines and Frontier

Summary and Evaluation: Continental Airlines Flies High...
SUMMARY Continental Airlines is now known as one of the best contrived airlines in the world.
Their effective strategic and tactical decision–making analytics are on the cutting edge of the airline
industry. With a long history going back, in American Southwest, a single–engine Lockheed aircraft
was founded in 1934 and its headquarters is located in Houston, Texas. This airline boosted its fly
by serving overly 50 million passengers into five continents and 227 destinations. And 10 years ago,
the company crashed that led the, filed for bankruptcy protection twice and nearly destroyed the
brand. Throughout all of this Continental has managed to survive in a very competitive industry in
an ever changing world. Continental Airlines ... Show more content on Helpwriting.net ...
Real–time BI doesn't deliver value unless downstream decision–making and business processes are
changed, data worth decreases rapidly because a change in downstream decision–making and
business processes occur. EVALUATION Title The title contain keywords that describe the study
and accurately describe and reflect the key elements of the article in a concise manner. Abstract The
abstract summarize the state of the purpose, research problem and rational of the study. The
hypothesis and research questions are clearly stated which are related to the research problem
though they aren't stated directly. Method The methodology isn't stated in the abstract. Results The
result section is well written and connected to the research questions and/or hypotheses. Discussion
The studies limitations are not highlighted in the discussion and conclusion section. This is more of
explanation and discussing in a positive way. References Some of reference listed are current but
most of them are old articles. The recent references are sufficient to reflect the breadth and depth of
existing study

Where Worlds Collide By Pico Iyer
"Where Worlds Collide" is an essay by Pico Iyer who talks about the expectations and reality of Los
Angeles through the perspectives of travelers from different backgrounds. In "Where Worlds
Collide," Pico Iyer argues that even though Los Angeles is depicted as a vicinity to receive wealth,
happiness, and many opportunities– it is actually the antithesis, and instead, many harsh prejudice
and unending craziness will occur instead; Iyer argues this by using allusions, anaphoras, and
juxtapositions to help convey what he is saying.
In the beginning of this passage, Iyer starts off with a lively and narrative tone to introduce a biblical
allusion in the first paragraph; Iyer explains how many travelers come out from the airplane to reach
their final destination, the "Promised Land." This allusion sparks an interest to the readers because
Iyer is referring to the Los Angeles International Airport as the "Promised Land." Throughout the
essay, Iyer refers to the LAX as the "Land of Opportunity" Iyer is using these two allusions to help
paint a picture of what the LAX means to these naive travelers, a place filled with hopes and
dreams. These allusions help correspond to the jubilance of the author's tone and helps keep the
writing capture the author's passion about his story.
Later in Iyer's passage, he uses anaphoras to help solidify the hectic attributes of the LAX, which
contradicts the supposed "Promised Land." Iyer describes how the second thing that the travelers see
is that "[i]n front of them is a Van Stop, a Bus Stop, a Courtesy Tram Stop, and a Shuttle Bus
Stop..." (101). The repetition of "stop" is utilized to show that all of these "stops" are bombarding
their way through towards the travelers– just as if everything is going out of control. The scenery
that Iyer is depicting is about a hectic airport, not about a "Promised Land." Iyer includes more
anaphoras as he talks about how "[t]hey have already braved the ranks of Asian officials, the
criminal–looking security men in jackets... They already, perhaps, visited the restroom where
someone has written, 'Yes on Proposition 187. Mexicans go home...'" (101). The anaphoras being
used in this example shows the repetition of "they have" and the emphasis of this

Delta Airlines : The Largest Operating Airline
Delta airlines is the oldest operating airline in the United States, one of the five remaining legacy
carriers, and a founding member of the SkyTeam airline alliance. It was founded as a crop dusting
service company in 1924 in Macon, Georgia. Since its early years Delta airlines has gone through all
the regulation changes from early years of commercial aviation to recent years, and has been highly
influenced by the government laws.
The first major piece of legislation created by Congress related to aviation industry was The Air
Mail Act of 1925, also known as Kelly Act. This act gave an opportunity for airlines to profit from
operating mail services, and Delta got involved in the business. In 1927, Delta extended dusting
services to Peru, ... Show more content on Helpwriting.net ...
Braniff, Capital, Delta, Northeast, and Panagra employed pilots. United Air Lines used both pilots
and mechanics.
In 1968, due to continued wave of U.S. air carrier hijackings, including aboard Delta airlines
aircraft, FAA announced that specially trained FAA safety inspectors or "sky marshals" had begun
boarding Florida–bound airline flights. However, the effort was unrewarding, hijackings continued
to occur and a total of twelve airliners and six general aviation aircraft were diverted to Cuba during
the same year ("FAA chronology", 2017).
On October 24 1978 President Carter signed the airline deregulation act for years the airline industry
was rigidly regulated by the government. By 1978 the general public and many government officials
had decided that this system was no longer effective and it was time for the airlines to be free of
government regulation. This one piece of legislation would turn the airline industry in a whole new
direction by radically changing the business for both the consumer and those working within it.
Before deregulation, the Civil Aeronautics Board regulated both the airlines routes and the ticket
prices. With deregulation, any domestic airline that was supposed to fit, willing, and able by the
Department of Transportation. The primary role of the DOT changed from approving whether an
airline was

According To (Smith, 2012), Jetblue Was The Best-Funded
According to (Smith, 2012), JetBlue was the best–funded startup in the history of U.S. aviation
established in 1999. The company started when the founder realized that there are many needs to
minimize the time taken by travelers to book their traveling. Neeleman decided to utilize the
technology to come up with a system that will enable the customers to reduce their time that they
use while waiting to be attended. The founder of the airline was working with different carriers
before deciding to come up with JetBlue Company which come after the first fail. He was a great
admirer of Kelleher and Southwest, but he noted that there were two seemingly contradictory forces
at work if an airline could be successful.
The first thing was that ... Show more content on Helpwriting.net ...
He said that they were a new kind of low–fare airline with great people and innovative thinking.
They offer friendly services and they he was aiming at bringing people back to air travel.
All this was just a way of coming up with a good strategy that the company could use so that they
can offer significant personal services, create a state–of–the–art revenue management system. From
their strategy, the airline was focusing on offering a single class of services to their customers with a
fare averaging at 65% less than the competition. Through taking this step, they could be utilizing all
their resources since no seat would remain ticketless. The ticket could be one way thus relieving the
travelers the burden of paying two ways of which would be one a major challenge to them. The
other strategy that the airline comes up with to enhance their customer services was to give a
voucher of $159 in the case of any delay in flight for more than an hour for any reason apart from
unfavorable weather conditions or air traffic. They were also to give out a voucher of $25 for
misplaced bags. From these strategies that the airline built helped it to have more travelers
contributing to their development.
The other factor that leads to the success of the airline had adequate capital to start the

Gordon Bethune and the Complete Transformation of...
Case 02
Gordon Bethune and the complete transformation of Continental Airlines
Overview
When Gordon Bethune left his job at Boeing in February 1994 to accept the position of chief
operating officer (COO) of Continental Airlines, the company was struggling to survive. Even
though it was the fifth largest commercial airline in the United States, with revenues of nearly 6
billion dollars, the company had reported a net loss every year since 1985, and was ranked the last
among the top ten commercial airlines in the United States in terms of operational performance and
customer satisfaction–Continental was the last among the ten largest airlines in the United States in
punctuality of arrivals, had the highest number of reports of ... Show more content on
Helpwriting.net ...
the organization itself was so dysfunctional it could not implement the best idea in the world.
To turn around what was happening in Continental, Bethune developed what later became known as
the "Plan for Progress." It consisted of four parts–a marketing plan to fly on more profitable routes,
a financial plan to achieve the company reach the black in 1995, a plan to improve product offerings
for customers Continental, and a staffing plan for transform the culture of the company. The four
parts should be implemented simultaneously and together.
The case highlights the details of the "Plan for Progress" and the series of administrative measures
that were implemented over the next six years to implement and run. Bethune 's effort to achieve the
turning of the company became a classic.
In January 2001, Continental Airlines was named "Airline of the Year" by Air Transport World, a
leading magazine in the trade industry of aviation. The magazine cited the friendly culture for
employees of Continental, and reported that the company had the best working relationship between
the major transportation agencies with connections to several cities. Continental also stated that he
had a "superior passenger service," especially when it came to business travelers.
In 2000 and 2001, Continental was named the second most admired airline in the United States by
Fortune magazine, followed by Southwest Airlines both years, and was named by the magazine as

Continental Airlines Takes Off with Real-Time Business...
Continental Airlines Takes Off with Real–time Business Intelligence Introduction: Continental
Airlines was once successfully revolution by using Business Intelligence and save it from bankrupt.
Below are some items discuss how Continental Airlines implement strategies related with Business
Intelligence. 1. In what ways does real–time data warehousing fit with the Continental strategy and
plans? Go Forward Plan was the earliest plan that start in Continental revolution, and real–time data
warehousing helps it to realize the plan which include four parts as below: a. Fly to win: Use real
time data warehousing to integrated multiple data sources, including flight schedule data, customer
data and inventory data to support pricing ... Show more content on Helpwriting.net ...
* Corporate Security: Continental was able to identify and prevent over $30 million in fraud over
the last three years. This includes more than $7 million in cash collected. * IT: The Teradata
Warehouse technology has significantly improved data center management, leading to cost savings
of $20 million in capital and $15 million in recurring data center costs. * Revenue Management: a.
Tracking and forecasting demand has resulted in $5 million incremental revenue. b. Fare design and
analysis improves the ability to gauge the impact of fare sales, and these activities have been
estimated to earn $10 million annually. c. Full reservation analysis has realized $20 million in
savings through alliances, overbooking systems, and demand–based scheduling. 3. What did the
data warehousing group do right that has led to the successful deployment of (real–time) data
warehousing and BI within Continental? a. The data warehousing group is well function in four
groups which are revenue management, marketing, crew operations and supporting Hyperion
Intelligence and miscellaneous tasks. b. All of the support people originally worked in the user areas
so they are experts on the data for those areas. They do not program the applications directly but
support in their expert area. 4. What elements of the data–warehousing environment at Continental
are necessary to support the extensive end–user BI application

A tale of two airlines case
F . WARREN MCFARLAN
Tale of Two Airlines in The Network Age: Or Why The Spirit of King George III Is Alive and Well!
As Professor Roger McPherson's wait to go through the security process a second time dragged on
into its third hour on this Spring day in 2002, (all passengers had to be rescreened upon the
discovery that one of the airport screening machines was unplugged) he was reminded of another
delayed business trip and the role that information technology played in the story.
At 5:30pm on February 15, 1995, 200 feet off the ground, Professor Roger McPherson gazed
anxiously through the fog as his airplane moved to touch down at Hartsfield Airport in Atlanta, more
than 1 hour and 15 minutes late. He had 30 minutes to catch his ... Show more content on
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Flying to the United Kingdom to connect to Frankfurt would be a hassle and unnecessary since the
purpose of stopping in the United Kingdom was now totally negated. Glancing up at the departure
board, McPherson was surprised to see a 7:55pm boarding departure for a plane to Frankfurt, nine
gates away. Pulling into the gate at 8:02pm, he discovered several things:
1. The plane was at the gate, and with commendable dispatch the gate agent relieved him of his
London boarding pass and his London–to–Frankfurt ticket and hustled him onto the plane minutes
before the door closed.
2. The cabin attendant, giving him his favorite drink, explained that because of favorable tail winds
across the Atlantic and the fact that eight passengers (plus now McPherson and one other) had very
tight connections, they had decided to hold the plane for 15 minutes to get the extra passengers and
still arrive on schedule. The note of pride in the cabin attendant 's voice was evident.
One–and–a–half hours later, appropriately wined and dined, McPherson drifted off to sleep,
reflecting on what a remarkable case study had played out in front of him in the previous two hours.
Information technology, operations strategy, management control, an empowered (also
unempowered) work force, and service management had been interwoven into a tableau. A revised
format for his speech in Frankfurt began to emerge.

Southwest Airlines (a)
This case is just a description of the situation without any details on possible questions or further
actions.
Southwest Airlines (A)
Stanford Graduate School of Business Case Study HR–1A (1995)
A Summary
This case is about Ann Rhoades, vice president of people for Southwest Airlines (LUV). She is
preparing for a meeting with the top executives of the airlines to discuss the airline's competitive
position in the light of United's and Continental's recent engagement in the low fare market after
their huge losses over the last 12 months, whilst LUV could nearly double its share. On the agenda
is an overview of the current position in the light of new competition and the resulting threats and
opportunities.
Background
LUV ... Show more content on Helpwriting.net ...
Attitude and fit and the importance of culture are more valued than skill. One person submitted her
resume on the icing of a large sheet of cake and got the job! Highly skilled applicants had been
frequently turned down if their attitude was not right.
To increase the skills, training is an important part of LUV. In 1993, 6.500 people went through
LUV's University for People. Virtually all training is internal and every rank of employee must
participate. Training is designed for individuals as well as whole teams.
LUV's workforce belongs to 89 % to 9 separate unions, but the last walk–out (by the machinists)
was over a decade ago. On average, LUV employees earn less per hour, but they have the flexibility
to work more hours to make up for this difference. Even the CEO has been ranked amongst the
lowest paid in the industry. However, every employee (> 1 year) is covered by a profit sharing
scheme and 80 % – 90 % own stock in the company. The work force is very young (34 years), with
23 % belonging to a minority. 10 % – 12 % at managerial level are women.
During the economic down–turn, many airlines had to lay off people. LUV however did not have to
follow suit as it uses few temporary or part–time employees and can draw on a pool of ex–
employees (e. g., retirees) in case of emergencies.
At LUV, there is a family spirit which can be seen in many ways. Employees raised $ 500.000 in
voluntary contribution to be used by employees in need; they even raised $

The Factors That Influnce Airline Industry
Introduction
In recent years, affected by natural disasters, emergencies, oil price volatility, the international
financial crisis and other factors, especially the oil price, that is the most major factor of the airline
cost, and still increasing, made the airline industry's production decline shaply.
The main source of profit for the airline industry are passenger and cargo revenue primarily, in
addition, the fuel surcharges and exchange gains constitute the major part of its profits. According to
these factors, airline companies will make a expection development whether they can benefit or loss,
and they will expect how much they will benefit or loss. However, the question that over the past 10
years, airline has lost $50bn, but ... Show more content on Helpwriting.net ...
In addition, further savings plan is essential. Any total over 75 thousand rupees (about 10,500 RMB)
monthly employees are required to reduce salaries on the next 12 months; like other companies'
employees, the pilots to accept pay cuts and benefits optimization. The company's senior
management has taken a voluntarily pay cut of 25% from December 2008.
4. Exchange rate
Exchange rates influnce on airline industry by many ways. The exchange rates' change will affect
the passengers flows: If a country's exchange rate increases, it will be decreasing the attract of
travellers who visit inbound, but increased the outbound travel. Overall, the airlines of the country
might gain or lose passengers,. Exchange rates' changes also affect airlines thorough their capital
structure– in which countries they

National Airspace and Airport Congestion Case Study
Commercial and general aviation will continue to experience an increase in air traffic for the
foreseeable future. This congestion has been proven to cause costly delays and potential hazards to
commercial aviation and the airport environment. Several major airports in metropolitan areas as
well as the National Airspace System have been facing airport traffic and congestion issues over the
last decades. Significant government dollars and resources have been utilized to asses and mitigate
these issues. This case study has revealed some of the congestion issues at airports utilized by
ExpressJet Airlines in their hub and spoke route structure. Numerous government documents,
websites and case studies have been used to assess the current state of these airports, future traffic
projections, as well as plans to cope with the issue.
National Airspace and Airport Congestion Case Study
Several major airports in metropolitan areas have been facing airport traffic and congestion issues
over the last decade. The National Airspace system (NAS) too has been facing challenges in coping
with increased air traffic. In the coming decades, air traffic is forecasted to increase ever more,
putting an even larger strain on the NAS and already congested major airports. This report will
analyze the forecasted growth in air traffic, its effects on the NAS and major airports, as well at the
Federal Aviation Administration' s (FAA) plans to cope with anticipated needs of the system.

Continental Airlines Essay
1. Continental Airlines, like other companies in the airline industry, is a volatile organization.
However, Continental has many strengths that have allowed it to prevail through tough times and
avoid complete ruin. The CEO of Continental Airlines played an important role in reviving the
company. His "Go Forward Plan" vocalized the strategy of the company and focused on every
aspect of the organization. Continental has a well–defined target market, providing services to
upper–class and business travelers. The company has also been able to operate in the face of
adversity (such as 9/11) due to effective decision–making.
2. The weaknesses that have plagued Continental Airlines include low morale which prohibited
workers from ... Show more content on Helpwriting.net ...
The airline industry has also experienced a shift in consumer preferences to low–cost, point–to–
point flights.
4. Although the industry is making a comeback, there are several threats to airlines that could affect
their long term success. Even though it is one of the opportunities in the market, changing customer
preferences are also a threat to some upper–class airlines. Consumers are demanding fewer frills,
less costs, and fewer connecting flights. Financing is becoming more difficult to achieve in the
industry due to the fact that so many companies are failing to turn profits and are filing for
bankruptcy. Those organizations that have survived the recent down–turn in the industry are gaining
the ability to acquire other companies through mergers and acquisitions. The industry is also
threatened by increased technology, such as video conferencing, that has decreased the demand for
business travelers.
5. The critical issue for Continental Airlines is to remain competitive in a struggling environment in
spite of discount airlines.
6. One alternative for Continental is to continue operating as they have done in the past. This would
enable Continental to continue to use their current business plan and strategy. Their employees and
customers are now accepting of the strategy and policy that took so long to instill in the
organizations. Continental could

continental airlines 1 Essay
Continental Airlines: Outsourcing IT to Support Business Transformation
Prepared by Neils Christensen and Keri Pearlson
As the Texas sun began to set, Janet Wejman, the Chief Information Officer for Continental Airlines
looked out the window of her Houston–based office and considered what her next move should be.
It was now November 1996 and while she had only been with the company for a few months, she
faced a dilemma relating to the airline's information technology outsourcing agreement with
Electronic Data Systems (EDS). The ten–year contract was beginning to show some strains as a
result of the dramatic changes that had taken place at Continental since the contract's inception.
Tensions had developed between some of the: ... Show more content on Helpwriting.net ...
The change in management had direct implications for the outsourcing relationship. Dennis Stolkey,
a Division Vice President with EDS' Travel and Transportation Group (and the former account
manager, for Continental), indicated that the outsourcing relationship between EDS and Continental
had evolved through several stages. He recalled:
Continental was the Travel and Transportation Group's largest customer and we treasured our
partnership with them. I believe the relationship grew stronger after the initial signing, but especially
during the 1993 and 1994 (CALite) years where strategic relationships were developed with
Continental senior management. With the emergence of an entirely new and successful management
team in 1995, we found ourselves trying to build new relationships and prove EDS again under the
new circumstances.
Bill Miller, Senior Director – Telecommunications & Technology, who joined Continental in 1984
during its first bout with bankruptcy noted:
One of the most challenging aspects of this agreement was perpetuating the intentions, underlying
assumptions, and strategic objectives of the original contract. In the five years after it was signed,
only one person from Continental who sat at the negotiating table remained with the airline and only
two senior managers who lived through the outsourcing process were still here. With each
generation of new people there is not

The Merger Between United and Continental Airline
Introduction
As I was thinking about the two companies that I wanted to do for my course project on, I began to
research companies on the internet and I ran across the merger between United and Continental
airlines. The reason that I choose to do the merger is because I knew that they were going to go
through many changes within this merger. Both airline companies have a lot to offer to each other
with this merger that they can compete with Delta airlines one of the largest airline in the world.
This merger will bring about several changes within both companies. In this paper I will be
providing the different changes between both companies with the merger including the culture,
systems and unions. Since they were two different companies ... Show more content on
Helpwriting.net ...
The reservation agents at United are a having a difficult time with Continentals system although
they have gone through an excessive amount of training for the system they are still having a hard
time mastering it. Although the systems of United airlines have been converted into Continental
there were an big issue as to were United was not able to print out boarding passes for their
customer. They were very quick in thinking they printed out the boarding passes manual in order to
service their customer. They also contracted their customer who had mileage plus to inform them of
the issue at hand.("United airlines issues," 2012)
Union Changes 2
The last change is the differences in the unions. Both airlines have different unions for their
employees. United pilots are under ALFA, flight attendants are under AFA, maintenance is under
IBT, mechanics are under IBT, ramp is under IAM, dispatcher are under PAFCA, engineers are
under IFPTE, pubic contract employee are under IAM. Continental pilots are under ALFA, flight
attendants are under IAM, maintenance is under IBT, and ramp is under IBT. As you can see some
of the unions are the same for both airlines, however the pilots have reached an agreement and both
under the ALFA union. They CEO will have to work hard at getting both companies under the same
unions other wise they would not be united as one Airline

The History Of The Airline Industry
The history of the airline industry has proven to be one of the most turbulent and unreliable
industries to date. Many airlines have found ways to succeed, or simply keep their heads above
water, while other companies have not been so lucky. We 've seen legacy airlines such as Pan
American and Trans World Atlantic, who once reigned the industry, fall beyond recovery into
bankruptcy and forced to shut down, while other airlines have become very successful. One airline
that has been able to make air travel a profitable business is Continental Airlines. Continental
Airlines was founded in 1934 as a very prosperous company and over their colorful 64–year history
has experienced both tremendous success and extreme difficulty.
Walter Varney and Louis Mueller originally founded Continental Airlines as Varney Speed Lines.
The concept of their company was to operate airmail and passenger services in the American
Southwest over a route originating from El Paso, Texas, to Pueblo, Colorado. Commencing
operations in the Lockheed Vega, in the first month they carried 860 pounds of mail and 9
passengers. In 1934, Robert F. Six saw an opportunity and bought into the Southwest division of
Varney Speed Lines. Soon after in 1936, Mueller sold 40 percent of the company shares to Robert
Six who then gained control of the company. One year later Six changed the name to Continental
Airlines and moved its headquarters to Denver, Colorado, which would become the airline's central
hub for the next

Can Continental Airlines Continue to Work Hard, Fly Right...
History of Continental Airlines
Continental Airlines began service in 1934 as Varney Speed Lines, named after one of its initial
owners, Walter T. Varney operating out of El Paso, Texas and extending through Las Vegas,
Albuquerque and Santa Fe, New Mexico to Pueblo, Colorado. The airline started with Lockheed
Vegas, a single engine plane that carried four passengers. The airline later flew other Lockheed
planes, including the Lodestar. It was renamed Continental on 1 July 1937 after a new owner Robert
Six had taken a forty percent ownership with Varney 's co–founder Louis Mueller. Six relocated the
airline 's headquarters to Stapleton Airport in Denver in October, 1937. Robert F. Six was one of the
legendary patriarchs of U.S. aviation ... Show more content on Helpwriting.net ...
Most agreements permit airlines to fly from their home country to designated airports in the other
country: some also extend the freedom to provide continuing service to a third country, or to another
destination in the other country while carrying passengers from overseas. In the 1990s, "open skies"
agreements became more common. These agreements take many of these regulatory powers from
state governments and open up international routes to further competition. Open skies agreements
have met some criticism, particularly within the European Union, whose airlines would be at a
comparative disadvantage with the United States ' because of cabotage restrictions.
Internal Organization
He challenged all stakeholders in the air transport value chain to keep pace with an aggressive
agenda for industry change. After at least two years of lost growth, traffic is back to pre–September
levels in most parts of the world. First quarter 2004 passenger traffic was 6.5% above the same
period for 2001 while cargo volumes were 15.5% above 2001 levels. Firms in the commercial
airline industry were studied to ascertain their use of strategic market planning. The results indicate
strategic market planning and related techniques (Experience curve/cost analysis, portfolio analysis,
investment opportunity analysis, and PIMS)

Case Study Of United Airlines And Continental Airlines
United Airlines and Continental Airlines, two major airlines companies, agreed to a merger that
would create the world's largest airline. Such important deal has a lot of problems to be dealt with,
from technical, for example how to put the companies databases together, to more fundamental, like
how the company should be ruled. The three major challenges that arose after the merger were the
following: firstly, the companies needed to integrate their flight information systems. Secondly, they
needed to integrate their passenger information systems. Finally, there was a need to reconcile both
airlines speedup–slowdown algorithms. The integration of flight information system was needed so
that the information about flight of previously separate ... Show more content on Helpwriting.net ...
He invented Generic Competitive Strategies that are vital to compete in any industry. His strategies
are: cost leadership strategy, differentiation and focus, which is divided into cost focus and
differentiation focus. If one company is to follow the cost leadership strategy, it should try to
increase its profits by reducing costs and charging average prices. The differentiation strategy is an
opposite way – the company that follows this strategy often has higher prices for its services, but it
is different and more attractive than its competitors. Focus strategy means that the company that
follows it concentrates on some niche market. The division of focus strategy means that one
companies can try to be successful in cost leadership, while focusing on a niche market and other
companies will follow differentiation strategy. Michael Porter also invented competitive forces
model. This model allows us to understand why, for example, the airlines industry is the least
profitable one. It has an easy market entry, so there are a lot of different companies, and customer
has to choose one, but it is difficult for him to differentiate between different companies, so the
customers just chooses what is the most convenient for him at the current moment of time. There is
an intense competition because of

United Airlines Case Study
Friendly Skies Kristin Kurtz St. Petersburg College Step 1: Define the problem United is suffering
from a multi–level breakdown, which encompasses individual employees, management, and the
organization itself. There are three main problems that need to be addressed in order for United to
rebuild. The first problem with United Airlines is being rated at the bottom in their industry. United
has 43% of all travelers complaints throughout the airline (Kinicki 41). Customer satisfaction is low.
The second problem United is having is the amount of fines they have to pay out. It is reported that
United Airlines had to pay out over $2.8 million dollars in fines for leaving passengers stranded and
mistreating people with disabilities (Kinicki 41). Another problem United Airlines is faced with is
disgruntled employees. Step 2: Identify the Causes of the Problem Customer complaints stem from a
variety of reasons. As mentioned in the article, they include flight cancellations, being stranded, bad
coffee, and losing baggage. What it the root cause for these actions? It is easy to begin blame on
former CEO Jeff Smisek, but there have been two other CEOs since him. Unfortunately, is unethical
behavior matriculated throughout the company. One of the true causes for the complaints is because
of antiquated scheduling software. The software used is said to lose track of pilots and even dispatch
pilots that are retired or deceased (Kinicki 41). If there is not pilot for a plane,

Continental Airlines Essay
Continental Airlines
Memo
To: Lawrence Kellner
From:
Date:
Re:
The purpose of this memorandum is to address the profitability issues at Continental Airlines and to
estimate the costs for 2009 to forecast the future outlook of the company. To address these issues, I
used regression analysis to observe what effect the 11% reduction in flying capacity would have on
the firm's future operating costs. I also used the results from the regression analysis to verify the
costs that, if reduced, would further comply with the implementation of cost–cutting initiatives and
operational efficiencies that the company is striving for. Lastly, I consolidated the data to forecast
Continental's financial outlook for 2009, then provided insight ... Show more content on
Helpwriting.net ...
Since Continental already locked in their fuel prices for the year I believe that a reduction in the
available seat miles per flight would see a large drop in fuel costs. According to the regression
results, there is a high correlation between available seat miles and fuel. The regression yielded a
cost of about $ .08 for each available seat mile flown. I again used a 10% decrease and the overall
costs savings were quite significant. I would expect Continental to incur a fuel expense of $
499,238,476 in the first quarter and $2,333,641,754 for the year. By comparing these results to the
prior estimated fuel costs, there is a cost savings of approximately $ 921,611,677 for 2009.
Reducing these available seat miles should not be reasonable difficult considering the potential it
has for immense cost savings.
2009 Profitability Analysis
Continental Airlines has been experiencing turbulent times in recent quarters and without material
changes to the company's operations it may have worse times ahead. Using the results from my
regression analysis, as well as cost estimation, I have forecasted what Continental can expect for
revenue, costs, and profit in 2009. Table 2 is shown below, which shows the financial summary of
Continental Airlines, based on reduced flight capacity and the projections I have been provided with.
The forecasting data for 2009 shows that Continental should expect further economic losses.

Continental Airlines Case Study Essay
Cases in Financial Reporting Continental Airlines, Inc – Leases Anderson, John Armanini, Nathan
Avery, Sarah Hacker, Matthew Adkins, Lindsay To: Larry Tomassini From: Group 6 Subject: Case
Study #3 – Continental Airlines, Inc. – Leases Date: February 22, 2011 This memo contains a lease
analysis of the case titled: Continental Airlines, Inc – Leases. All numbers contained in this memo
are in millions. D. i. Rental Expense (Aircraft Equipment) $896 Rental Expense (Non–aircraft
Equipment) $310 Cash $1,206 ii. Rental Expense (Aircraft Equipment) $897 Rental Expense (Non–
aircraft Expense) $360 Cash $1,257 E. "Owned Property and Equipment – Flight Equipment"
totaling ... Show more content on Helpwriting.net ...
I. i. Using an Excel spreadsheet, the average interest rate was found to be 11%. ii. The estimated
interest expense for 2004 will be $35.53. ($323 * .11 = $5.53) iii. The cash amount to be paid for
these leases in 2004 will be $44. iv. Lease Payable $8.47 Interest Expense $35.53 Cash $44 v. As of
December 31, 2003 the amount of the Capital Lease liability that is current equals $8.47 (the amount
by which the principal will be reduced). This estimate differs from "current maturities of capital
leases" because current maturities ($25) represent leases that will be retired during 2004. The
payment of $44 is to the portfolio of all leases and therefore reflects the interest and principal
portions in terms of all of the leases. The amount that actually went to interest and principal cannot
be determined without accounting for each lease individually. J. i. The present value of the future
minimum lease payments is equal to $8,546. This amount was calculated by discounting each of the
payments at the given rate of 12%. ii. Leased Equipment $8,546 Lease Payable $8,546 iii.
"Equipment and Property Under Capital Lease: Flight Equipment" will be reported as $8,869 which
is equal to the original present value of the lease ($323) plus the converted amount ($8,546). "Total
Assets" will be reported as $19,195 ($10,649 + 8,546 = 19,195) iv. "Long–Term Debt and Capital

Case Analysis Of SWAAirlines
1. SWA's Competitive Strategies and Execution
Cost Leadership: Under low cost leadership strategy, SWA emphasize on low–cost fares offer. SWA
has tried to price the same fares within a state–a method to strengthen its position as low–cost leader
in airline industries. This strategy can be achieved through simplifying their fare system by less
relying on artificial intelligence and eliminates unnecessary costs. Another step to keep the fares
low, SWA only provides snacks on flights instead of costly meals service. Not only that, SWA
eliminates unnecessary cost in various methods, such as reusing passengers boarding pass and
eliminating intermediaries' costs (i.e. travel agents). Moreover, SWA is equipped with exceptionally
productive work force to support this strategy. For instance, the pilots and flight attendants even go
as far to help cleaning aircraft and checking in passengers at the gate.
Differentiation: SWA make a great distinction by delivering outstanding services to their customers.
To actualize this, SWA is extraordinarily selective for recruitment. SWA recruits applicants that
demonstrate SWA spirit, which is positive attitude and teamwork; usually recruitment is through
peer recruiting or interview. Adding to that, new–recruited employee will be required to undergo
comprehensive training. This extensive recruitment resulting each of ... Show more content on
Helpwriting.net ...
Cutting the cost by 30% was an attempt to gain market share from SWA. United's declaration of
head–to–head war begin by matching the going price on all routes, providing seat selection, first–
class cabin, and mileage program. However, indicated by unsatisfied and burnout employees,
United's strategy was not effective. However, SWA should consider moderate level of competitive
threat from Alan Magary. Considering that Magary have alternatives plan and innovative ideas, such
as patterned seat cover to disguise coffee

Project 2 Document
Renee Jones
12/12/2012
HRM 587
As I was thinking about the two companies that I wanted to do for my course project on, I began to
research companies on the internet and I ran across the merger between United and Continental
airlines. The reason that I choose to do the merger is because I knew that they were going to go
through many changes within this merger. Both airline companies have a lot to offer to each other
with this merger that they can compete with Delta airlines one of the largest airline in the world.
This merger will bring about several changes within both companies. In this paper I will be
providing the different changes between both companies with the merger including the culture,
systems and unions. Since they ... Show more content on Helpwriting.net ...
The reservation agents at United are a having a difficult time with Continentals system although
they have gone through an excessive amount of training for the system they are still having a hard
time mastering it. ("United airlines issues," 2012)
The last change is the differences in the unions. Both airlines have different unions for their
employees. United pilots are under ALFA, flight attendants are under AFA, maintenance is under
IBT, mechanics are under IBT, ramp is under IAM, dispatcher are under PAFCA, engineers are
under IFPTE, pubic contract employee are under IAM. Continental pilots are under ALFA, flight
attendants are under IAM, maintenance is under IBT, and ramp is under IBT. As you can see some
of the unions are the same for both airlines, however the pilots have reached an agreement and both
under the ALFA union. They are working on the other unions contracts. ("united–continental–pilots–
ok–joint–union–contract," 2012)
Two Companies 3 United airlines are known for building a sustainable future for its customers.
They have over 47,000 employees and operate the most huge track network of any airline in history.
They services 1,071 destinations and flew to 170 countries international. They're working on
building a working culture that their employees will enjoy and love coming to work. United is
committed to leading the global airline industry by

case case Continental Airlines:
One Company's Flight to Success In the last decade, Continental Airlines has had a spotty track
record. The airline twice filed for bankruptcy, realized diminished performance culminating in a
$613 million loss in 1994, and was ranked dead last in industry indicators such as on–time
performance among the major carriers. During these years, employees at Continental had undergone
several series of layoffs and withstood both wage cuts and delayed wage increases in an effort to
slash Continental's costs. The result of these efforts was a demoralized workforce and a corporate
reputation that put Continental near the top of Fortune's list of "least admired" companies. Despite
this history, things have ... Show more content on Helpwriting.net ...
Once in charge of the struggling airline, Bethune eliminated more than 7,000 jobs, dismissed fifty
vice presidents and replaced them with twenty new managers, and outsourced much of the carrier's
maintenance work. The thrust of this reorientation embodied Bethune's efforts and goals to improve
company service while abolishing cut–rate fares and cost–based practices. In addition to these
explicit streamlining actions, Bethune also changed several practices that had significant symbolic
value in the refocusing effort at Continental. For example, surveillance cameras were removed from
executive offices, and the cockpits of planes were scheduled to be cleaned every thirty rather than
every ninety days. Perhaps the most important changes, however, were the actions taken to adjust
the human resources management practices to facilitate the achievement of the company's new
goals. The first step was to involve the workers in the decision–making processes at Continental.
When Bethune arrived and determined that there would have to be layoffs, the employees were
given input into the process and decisions. Communication with top management was implemented
through a toll–free number established to handle employee complaints. To deal with the sixty calls a
day that came in, a committee was created to respond to these problems with a solution within
forty–eight hours. Moreover,

A Case Study on Cost Estimation and Profitability Analysis...
A Case Study on Cost Estimation and Profitability Analysis at Continental Airlines Francisco J.
Román Introduction In 2008, the senior management team at Continental Airlines, commanded by
Lawrence Kellner, the Chairman and Chief Executive Officer, convened a special meeting to discuss
the firm's latest quarterly financial results. A bleak situation lay before them. Continental had
incurred an operating loss of $71 million dollars–its second consecutive quarterly earnings decline
that year. Likewise, passenger volume was significantly down, dropping by nearly 5 percent from
the prior year's quarter. Continental's senior management needed to act swiftly to reverse this trend
and return to profitability. Being the fourth largest ... Show more content on Helpwriting.net ...
Additionally, the firm could reduce various miscellaneous expenses through targeted cuts in
discretionary spending. In sum, to close the gap in profitability, Continental's strategy was geared
toward slashing operating costs by cutting capacity and through aggressive identification and
implementation of cost–cutting initiatives. 1 To illustrate, jet fuel is tied to the price of oil and, over
the past year, oil prices surged from about $70 to $135 per barrel. Consequently, the price of jet fuel
increased markedly, from an average of $1.77 per gallon to $4.20 by the mid–summer of 2008. 2
Specifically, on June 13, 2008, Continental Airlines announced that it planned to reduce its flight
capacity by 11 percent. By shrinking capacity, Continental expected to reduce the number of
domestic and international flights from its three major hubs in Houston, Cleveland, and Newark
(Maynard 2008). The next step would be for management to know precisely how their decision to
downsize capacity would impact the firm's future operating costs, and also identify specific areas in
which the firm could achieve additional cost reductions. Additionally, the cost analysis would help
forecast the firm's operating costs and projected profits (or losses) for the upcoming fiscal year.
However, before we can proceed with such analysis, an examination of how the various categories
of Continental's costs behave is in order. Before we begin, let us

Swot Analysis Of Brenneman 's Leadership
Brenneman's leadership actions clearly showed his in depth understanding of the airline industry and
where Continental needed to achieve to bring this company out of a third bankruptcy. His actions in
driving his staff not only fell into each quadrant of the Competing Values Framework (CVF)
described by Quinn but can also be seen linked to Nohria's 4+2 formula.
Using the first quadrant 'Human Relations Model' of the CVF which focused on building a
collaborative environment, Brenneman was able to see that there was major reliability problems
with flight scheduling and operating departments. He understood the importance for departments to
work in cohesion on the flight schedules, otherwise problems would arise such as long delays due to
... Show more content on Helpwriting.net ...
Both the flight scheduling and operating departments were given the goal of improving the airline's
reliability rating through the flight schedule planning. The departments were made to be held
accountable and if successful they would be rewarded for their achievements with an incentive of
$65 per month. In the second quadrant 'Open Systems Model' of the CVF which emphasizes new
change to create value, Brenneman encouraged innovative thinking through the adoption of an idea
formulate by his bag handlers. The idea involved creating additional value for customers through the
priority bags tag. This program entailed placing priority tags on the airline's best customer bags to
ensure their bags were unloaded first off the plane. As a result, this improved the customer
experience without costing the airline a cent. Referring to Nohria's 4+2 Formula 'Strategy',
Brenneman's actions effectively supported its strategy of improving product offerings to become the
airline of preference. It's Go Forward product plan aided in the transformation of customer
experience through reducing baggage mishandles and increasing on–time performance. In addition,
Brenneman's actions also effectively supported the goal of building a new corporate culture
comprising of new innovation.
The third quadrant 'Internal Process Model' of the CVF relates control orientation, that is – to the
consistency of organisational policies and processes. Brenneman's actions of control can be seen

The Plan For Collaboration Airlines
Management is to projection, to plan, to coordinate, to arrange, and control the activity of others to
achieve the desired goal of an organisation. In that manager have to perform some activities as they
effectively and efficiently organize work with others. For instance, the top manager of United
airlines and continental airlines had made a slogan lets fly together, this made them worlds largest
airline. The CEO of both companies used merger strategy to achieve goals of making them merge
airline which is more efficient and better place in global challenging. The plans for collaboration
airlines include the name under United airline and logo and colors under continental airline. Both
companies have invested in improvement product and service, so they can achieve and sustain
profitability.
In 1911, the Frederick Winslow Taylor 's theory of scientific management describes the one best
way to done a job. Taylor was working in the steel industry as a mechanical engineer in
Pennsylvania. He was regularly amazed by workers inefficiencies, were they uses enormously
dissimilar technique to do same work. Workers frequently taking jobs easily and Taylor believes
worker taking more time as it can be done in less time. That time almost there was no standards and
workers get placed even they don't have the ability to do that task. Taylor set quick fix by applying a
scientific method to shop floor job. In that Taylor spent more than twenty years for following the
one best way.
Rakon

Continental Airlines, Inc
Continental Airlines Inc. Analysis Strategic Management Vision Statement Continental Airlines Inc.
seeks to lead its industry in superior customer service, innovative technology, employee satisfaction,
and environmental advances, at home and abroad. Mission Statement At Continental Airlines Inc.,
we strive to obtain excellent customer service and satisfaction through technological advances in
on–line bookings and e–ticket purchases. We have strict security measures to ensure our customer's
safety. Our international flights cater to our customer's cultures, with language, food choices, and
movies. We have committed to making the lives of our customers, employees, vendors and as
efficient as possible, through environmental ... Show more content on Helpwriting.net ...
Consumers can decide whether and when they will use the services B. Threat 1. Having the choice
of where they want to buy IX. Bargaining Power of Suppliers A. Opportunity 1. The consumer is in
need of the service 2. Use backward integration to purchase or merge smaller airlines. 3. Cost
effective move. B. Threat 1. Other rivals competing for same customers 2. Consumers have other
choices Internal Analysis I. Human Resources A. Strengths 1. Board of Directors Mr. Lawrence
Kellner, Chairman and CEO, since December 2004, have been with Continental for over 14 years.
Mr. Jeffrey Smisek, President and Board Member, since December 2004, have also been with the
company for over 14 years. He oversees sales and marketing, human resources and labor relations,
technology, corporate communications, global real estate, security and environmental affairs, federal
affairs, and international and civic affairs. 2. Top Management Other Executive Officers are Mr. Jim
Compton, Executive Vice–President of Marketing, responsible for International Sales. Mr. Jeffrey
Miser, Chief Financial Officer, and Mr. Mark Moran , Executive Vice–President of Operations. 3.
Middle Management, Supervisors, Employees Continental has 44,494 employees; 11,310 are
Airport Agents, 8,864 Flight Attendants, 4,671 Management and Clerical, and 4,609 Pilots a. From
The Go Forward Plan, the Working Together serves as Our People Plan i. Help well–trained
employees

The Boeing 787 Dreamliner Essay examples
The Boeing 787 Dreamliner After all that has been said about the Boeing 787 Dreamliner, the
airplane is set to revolutionize the airline industry. The 787 Dreamliner is more technologically
advanced than its predecessors and will boast better performance, better fuel efficiency, and higher
passenger comfort. To be honest, with all the new innovations the 787 Dreamliner is said to have,
the airplane is quite a wonder. The question now: Can Boeing deliver? If Boeing succeeds, they will
catapult past their competition, the European manufacturer Airbus. They are confident that the 787
Dreamliner will help them do just that, and have predicted very high sales numbers. According to
Oxford Analytica, Boeing has predicted the sale of ... Show more content on Helpwriting.net ...
The passenger experience is also supposed to be much improved. The cabin will have improved
humidity, and will be pressurized to 6,000 feet instead of the 8,000 feet that other airliners provide.
Due to the new flight technology, there should also be better noise–reduction from the engines, and
a smoother ride (Newairplane). All in all, with all the new improvements, Dreamliner seems to be a
very fitting name for this new aircraft. Boeing has many potential suitors for its 787 Dreamliner. Its
largest customer is the International Lease Finance Corporation, which has ordered 74 aircraft
(Wiki). The International Lease Finance Corporation, or I.L.F.C., leases planes to many of the
world's airlines, such as Air Canada, Lufthansa, American Airlines, Continental Airlines, and Delta
Airlines (Wiki). According to newairplane.com, a few of the many customers for the Boeing 787 are
British Airways, Northwest Airlines, Korean Air, United Airlines, and Virgin Atlantic
(Newairplane). The airplane is not expected to be used for passenger service until the fourth quarter
of 2010, so sadly we won't get to see it in action until the end of the year (Wiki). The Boeing 787
Dreamliner will be replacing the 767 and the 757 jets (Global). The 787 Dreamliner will be able to
carry 250–330 passengers farther distances than these jets, and do it much more efficiently. Its main
competition will be from Airbus, specifically the new

Optimizing Pilot Planning and Training for Continental...
Optimizing Pilot Planning and Training for Continental Airlines
Summary
Continental Airlines is the fifth largest airline based on passenger volume in United States. It
provides over 1,100 daily flight services to five continents. Effective manpower planning is a key
component for the success of Continental Airlines. It is essential for Airline Company to adjust its
need for pilots constantly in different position in response to new market opportunities, changing
passenger demand, acquisition and retirement of aircraft and training resources and evolving
economic conditions. Therefore, the company collected information from several separate database
systems and built the training plans by using spreadsheet. However, this development ... Show more
content on Helpwriting.net ...
First, the training program constraint is based on the traditional training plan which highlights the
inherent weakness of any optimization model as it relies upon sound data for accurate outputs
(Sarker 2008, p. 5). Second, the potential sources of savings vary depending on different system
bids. It is the fact that a bid will have no cost components associated with those activities when it is
no required on new hires and pilot releases. Third, even using the system, there is a trade–off
between block–hour shortages and other costs on the training plans. Therefore, when block–hour
shortages cost increases, the training cost will decrease, vice versa. It is unable to decrease both
block–hour shortages cost and training costs together. Finally, the final decision of the training
program is not automated and requires management to select the best option for each training
program.
Result
The Crew Resource–Solver system is an important investment of Continental Airlines to upgrade
the management of manpower–planning needs by resource optimization and operation and financial
performance improvement. Based on the evidence given in the article, the Crew–Resource Solver
integrated decision–support system is a successful program for Continental Airlines to achieve its
above objectives. First, there are three ways for the cost savings. Training classes' schedules become
more efficiently and the number of pilots sending to training decrease. Second, there is

Business Analysis: Strategic Analysis Of American Airlines
Analysis With operating income of $801 million and revenue of $8.55 billion, American Airlines
was the largest airline in United States as of 1988. As Airline Deregulation Act changed the
environment of airline competition, American Airlines had to make some radical changes in its
business. Because deregulation made the market more competitive than ever, American Airlines still
has many strategical and tactical decisions to make in order to be one step ahead of its competitors.
Although there are many issues that airline companies deal with in order to create competitive
advantage such as costs, route structuring, distribution channels, customer service and marketing
activities like loyalty programs, the most important decisions are to be made regarding revenue
management activities.
Tactical decisions regarding pricing activities are mostly the daily actions taken by Domestic Pricing
and ... Show more content on Helpwriting.net ...
We can capture more passengers and again increase American's load factor to a desirable level.
Doug should learn the origins and destinations of the passengers. Doug can ask the question of how
many tickets are bought one–way vs. round trip and how many are traveling to/from other places
using this route as a connection. This information could lead to determining whether or not
combining fares with other routes. Doug also should know the volume of the passengers travelling
along this route, for both American Airlines, and it's main competitors. This will let him find correct
changes in revenue, profits/losses, and capacity along the New York–San Juan route. A breakdown
of the busiest times and routes would be useful to determine which flights need to be targeted, if
any, with a

What Is The Cause Of The Mistreatment Of United...
A few months ago a video of an United Airlines passenger went viral. Dr. Doa was violently
dragged from his seat down an aisle by airport security because he refused to give up his seat to an
united airline crew member (Aratani, 2017). Dao suffered a concussion, broken nose and two
missing teeth, among other injuries. United says it failed both its passengers and employees. There
were several issues that played a key factor in this incident that caused a lot of major dilemmas for
United Continental. One of the reasons for the mistreatment of Dr. Doa was due to the airline
overbooking flights. Most airlines overbook flights frequently. United Airlines booted 3,765
passengers off flights last year just because it sold more tickets than there

Case Study: Boeing's Approach To Project Management
Question no. 1
Describe and evaluate boeing's approach to project management? What are its strengths and
weakness?
Answer no. 1:
Development program are successful project at the core of Boeing's 767. Indeed, without an
efficient, method for planning, scheduling and controlling the thousands of activities required to
assemble an aircraft as large and complex as the 767, it would have been virtually impossible for
this program ever to take off the ground. According to one of Boeing's web site of project
management , the part giant utilized a containing of variety a sort of tools and methods to proctor
and control project performance. Boeing's 767 were developed at the start of the project to define
how the project would be managed. The plan defined the developed activities required to ... Show
more content on Helpwriting.net ...
New competition from other manufacture in medium range market.
Highly cost in fuel
Boeing's faces these marketing risks. The marketing manager brought it to the airlines, who
reviewed, among other things, its flight characteristics, range, cursing speed, interior, systems and
operating costs the feedback to designers the airplanes to meet the best the requirements of
customers is a difficult process. Airline bit difficult to design. Therefore, the configuration changes
constantly.
c. Technological risk:
In the technological risk was that is the customers were involved in design and development of the
Boeing 767, they would gain from much greater involution and feedback from users of the aircraft.
In the very new airplanes they are first to tested then to implement the designed. These tested
approved the safety test in the laboratories and too much used of computer they are useful in
techniques. For the last project they learnt many of lessons which are not used in the 767 product
airline. This airline is much better than the competition promotes.
d. Production risk:
In the production risk they faced two critical attempted
1. Maintaining schedule
2. Learning curve

Female Filight Attendant Cover Letter Sample
Female Flight Attendant Cover Letter Sample
322 Example Street
Newark, NJ 65211
January 22, 2012
Mr. John Doe,
Human Resources Manager
ExpressJet
Newark, NJ 65214
Re: Flight Attendant (Job ID 878)
Dear Mr. Doe:
Your Flight Attendant position, as advertised in The Daily Express, caught my attention because it
involves the challenge of providing excellent customer service. I have been seeking just such a great
opportunity and I think my background in hospitality and customer service sector would
complement your requirements very well.
Of particular interest for you, I am very skilled in:
Providing direction during normal, abnormal and emergency situations
Selling different products on board
Ensuring that all on–board ... Show more content on Helpwriting.net ...
In the meantime I can be reached at (999) 999–999 or [Email Address]. Thank you for your time and
consideration.
Sincerely,
(Signature)
[Typed Name]
Enc.
1. Resume
2. Recommendation Letter
Cabin Attendant Cover Letter Example
15 Example Avenue
Somerville, MA 98777
October 31, 2011
Ms. Anna Smith
Human Resources Manager
Boston, MA 25888

Re: Cabin Attendant Position (Job Ref # 36555)
Dear Ms. Smith:
I am eager to join Continental Airlines as a Cabin Attendant because I realize that Continental
Airlines commitment to developing excellent customer service creates a challenging yet pleasing
work environment. Working as a Cabin Attendant for Continental Airlines, I foresee opportunities to
combine my interest in airline with customer service and hospitality skills while gaining practical
experience in the airline industry.
Based on my previous experiences as a food counter attendant and a grocery clerk and my
understanding of Cabin Attendant position in Continental Airlines, here are some aspects of my
background that seem most appropriate to meet your needs:
Work independently without constant supervision, yet work fine with others as component of a team
Work in line with established procedures and performance standards
Ensure acquiescence with Federal Aviation Administration (FAA) Regulations
Prepare and provide multiple meals and beverages
Sell

Case Study: Fletcher Jones and Continental Airlines...
CASE STUDY: FLETCHER JONES AND CONTINENTAL AIRLINES MANAGERIAL
LEADERSHIP CONTENTS INTRODUCTION 3 SYNOPSIS 3 THEORY OF THE BUSINESS 4
COMPETING VALUES FRAMEWORK 5 4 + 2 FORMULA 7 THE FIVE PRACTICES OF
EXEMPLARY LEADERSHIP 10 CONCLUSION 12 REFERENCES 14 APPENDIXES 15
Appendix 1 – Theory of the Business 15 Appendix 2 – Competing Values Framework 16 Appendix
3 – 4 + 2 Model 17 Appendix 4 – 4 + 2 Model 17 Appendix 5 – Five Practices of Exemplary
Leadership Model 18 INTRODUCTION This case study will examine the strengths and weaknesses
of the managerial leadership of Fletcher Jones and Continental Airlines. ... Show more content on
Helpwriting.net ...
Within the environment of the organization, society was very important to both businesses but in
differing ways. Fletcher Jones' dream was to build not only a factory but a workers cooperative
where every employee would be a part owner of the company and as a result would benefit directly
from it's success. However, while Greg Brenneman (1998), the COO of Continental Airlines, refers
to we as his 40,000 coworkers at Continental, they are, co–workers not co–owners. Also within the
environment of the organization, value of the customer was similar to both businesses but with
different outcomes in mind. Fletcher Jones' focus was quality, service to the people and to make sure
they did not get ripped off. Fletcher Jones went as far as repairing a pair of trousers at no cost that
were over 40 years old. Similarly, Continental focused on the value customer in 9C, the regular
business traveler. Perhaps, where the difference lies is that Continental focused on what they wanted
and what they were willing to pay for to enable the business to be more profitable. It appears the
Theory of the Business was understood throughout both businesses. They understood their missions
and had the core competencies to accomplish the mission. However, Fletcher Jones did not test the
theory constantly as the changing times

The Safety Of The Air Travel
As one of the most popular methods of travel worldwide, air travel is something most can't live
without. But we know that a metal tube soaring through the air at 40,000 feet, in a low oxygen
environment, at over 400 knots can contain a risk or two. When the worst case scenario happens,
who foots this bill? Is it the airline, country, maintenance facility? Or maybe it is a terrorist
organization that was responsible for the accident. Either way, in the aftermath of an aircraft
accident, people want nothing more than to be able to mourn the loss of their loved ones without the
politics involved in the accountability department. Historically, these horrific accidents could have
been prevented in most cases and I'm here to tell you that unless the accident was caused by an act
of war, the airline is absolutely responsible to the families of the victims involved.
Under an international agreement known as the Montreal Convention of 1999, an airline generally
cannot escape liability for a passenger death (Ingram) and per the IATA, the airline is responsible for
death and injury as well as loss of baggage and cargo. The Montreal Convention makes it difficult
for an airline to propose any type of argument because it is an international treaty and a standardized
way of pointing fingers at the airline when an accident occurs. Complementing this international
treaty is the Title 14 code of Federal Regulations which governs Airworthiness Certification and
Operation of all commercial

United Airlines And Merger With Continental Airlines Essay
ABSTRACT
UAL Corp.'s United Airlines announced merger with Continental Airlines Inc. on May 3, 2010 and
became the world's largest airline. This $3 billion merger between the two airline companies lifted
the beigest regulatory hurdle ever in the international aviation sector. In this paper, I will review
through the timeline that covers from the announcement of the merger to the completion with major
milestones noted and what role the Federal Trade Commission (FTC) was playing in this merger.
TIMELINE
June 2008: CEOs of both United Airlines and Continental Airlines signed and alliance pact. The
alliance is an agreement to link international networks and share technology and passenger perks.
This agreement is basically a "virtual merger" that includes many of the benefits of a merger without
the actual costs and restructuring involved. The alliance took effect about a year after Delta Air
Lines and Northwest Airlines completed their merger, as that released Continental from the
SkyTeam contract and allowed for the required nine–month notice. Additionally, Continental joined
the Star Alliance, as Delta and Northwest merged.
April 2010: United Airlines was reported to be in serious merger discussion with US Airways.
May 2, 2010: The board of Directors at Continental and United Airlines approved a stock–swap deal
that would combine them into the world's largest airline. Both airlines have taken losses in the
recession and expect the merger to generate savings of more than $1

The Merger Between United Airlines And Continental Airlines
Airline Company Merger
PART A Discussion on question one:
The merger between United Airlines and Continental Airlines experienced some significant
challenges. The principal challenge was to integrate the flight information of the two systems. One
fear the evident was losing the data during the incorporation, which was vital for the flight 's
operations). However, the technicians established that Unimatic (United 's Information system) was
capable of handling the data from both airlines.
Therefore, the technicians had to run a flight–testing to determine if the system was fully ready for
data transfer. The testing was successful, and on 2nd November 2010, the system was shut off for
one and a half hours. The transfer was a success with only slight glitches such as a flight being 24
hours ahead. Another challenge was integrating the passengers ' system for both airlines. One
critical issue for airlines is communicating with pilots when they should speed up, slow down, and
take a different route. It also had the biggest problem with regulations; getting a single operating
certificate from the Federal Aviation Administration. The company decided to use Shares, the
passenger information system for Continental Airlines, which was easier to integrate. Shares
allowed an easy update and customization. However, the veterans in the airlines had the struggle to
learn how to use it. Lastly, the merger created a challenge of determining the algorithm to use when
speeding or

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