This paper will illustrate the issue of bankruptcy that bombarded the Delta Airlines in description of the situation and how it came to take place and how it affected the economy globally, will be discussed in the paper. So visit here http://www.mbadissertation.org/sample-paper-on-organizational-behaviour/
This paper will illustrate the issue of bankruptcy that bombarded the Delta Airlines in description of the situation and how it came to take place and how it affected the economy globally, will be discussed in the paper. So visit here http://www.mbadissertation.org/sample-paper-on-organizational-behaviour/
Read Case 10 Southwest Airlines. Answer questions 1-4 in a three.docxcatheryncouper
Read Case 10: Southwest Airlines. Answer questions 1-4 in a three to five page APA style paper, and supported with the concepts outlined in your text and from your previous classes.
1. Describe the current state of the airline industry and analyze what an airline can do to be successful in the current industry climate.
2. Perform a SWOT analysis for Southwest Airlines.
3. Assess the competitive position of Southwest Airlines by completing a competitor profile for Southwest airlines and at least two of its major competitors.
4. What alternatives does Southwest Airlines face to address the problem of declining financial performance?
Southwest Airlines 2008
1 In 2008, Southwest Airlines (Southwest), the once scrappy underdog in the U.S. airline industry, carried more domestic passengers than any other U.S. airline. The company, unlike all of its major competitors, had been consistently profitable for decades and had weathered recessions, energy crises, and the September 11 terrorist attacks. In the first quarter of 2008, the company was profitable and experienced record first quarter revenue and a record pas- senger load factor (percentage of available seats sold). However, the earnings release made it clear that the “threat of volatile and unprecedented jet fuel prices” was a major issue that threatened future growth. Operating expenses were rising, and Southwest announced that it would cut 2009 growth in available seats to less than 3%. Over the previous decade, growth had been about 5–10% a year. This cut in planned growth was consistent with previous responses to difficult environments. An insight into Southwest’s operating philosophy can be found in the company’s 2001 Annual Report:
Southwest was well poised, financially, to withstand the potentially devastating hammer blow of September 11. Why? Because for several decades our leadership philosophy has been: We manage in good times so that our Company and our People can be job secure and prosper through bad times. . . . Once again, after September 11, our philosophy of managing in good times so as to do well in bad times proved a marvelous prophylactic for our Employees and our Shareholders.
THE U.S. AIRLINE INDUSTRY
The U.S. commercial airline industry was permanently altered in October 1978 when Presi- dent Carter signed the Airline Deregulation Act. Before deregulation, the Civil Aeronautics Board regulated airline route entry and exit, passenger fares, mergers and acquisitions, aattract and retain the world’s top talent have combined to create a combination of path-dependent resources that are very difficult for even the wealthiest software and Internet companies worldwide to easily emulate, acquire, or accelerate. It will take years for any competitor to develop the expertise, infrastructure, reputation, and capabilities to compete effectively with Google. Coca-Cola’s brand name, Gerber Baby Food’s reputation for quality, and Steinway’s exper- tise in piano manufacture would ta ...
NOTE This Industry overview is only a starting point for your an.docxhenrymartin15260
NOTE: This Industry overview is only a starting point for your analysis. Environment and industry issues can change rapidly and some of the information here may therefore be out-of-date.
You MUST supplement this information with additional research.
The Airline Industry
4940- Summer, 2014
Few inventions have changed how people live and experience the world as much as the invention of the airplane. During both World Wars, government subsidies and demands for new airplanes vastly improved techniques for their design and construction. Following World War II, the first commercial airplane routes were set up in Europe. Over time, air travel has become so commonplace that it would be hard to imagine life without it. The airline industry certainly has progressed. It has also altered the way in which people live and conduct business by shortening travel time and altering our concept of distance, making it possible for us to visit and conduct business in places once considered remote.
The airline industry exists in an intensely competitive market. In recent years, there has been an industry-wide shakedown, which will have far-reaching effects on the industry's trend towards expanding domestic and international services. In the past, the airline industry was at least partly government owned. This is still true in many countries, but in the U.S., all major airlines have come to be privately held. The U.S. airline industry has been in a chaotic state for a number of years. According to the Air Transport Association, the airline industry’s trade association, the loss from 1990 through 1994 was about $13 billion, while from 1995 through 2000, the airlines earned about $23 billion and then lost about $35 billion from 2001 through 2005. Against this backdrop of poor financial performance, dramatic changes in industry structure have occurred. Growth in air passenger traffic has outstripped growth in the overall economy and the U.S. airline industry remains in the midst of an historic restructuring. Over the last five years, U.S. network airlines have reduced their annualized mainline costs excluding fuel by more than 25%, or nearly $20 billion.
While some of the cost savings realized in the industry were the product of identifying greater operational efficiencies, most of the savings were generated by renegotiation of existing contractual arrangements with creditors, aircraft lessors, suppliers and airline employees and achieved either through the bankruptcy process itself or under threat of bankruptcy. A portion of industry capacity still operates in bankruptcy. But, it is down from a high of 46 percent in 2005. As a result, several carriers that were near liquidation now have lower cost structures that should allow them to show improved performance.
Economic profile of the Air line industry: The airline industry has always exhibited cyclicality because travelers' demand is sensitive to the performance of the macro economy yet airl.
This is a recent brand audit some classmates and I did on Southwest. It\'s always interesting to dig into a brand you know and respect. We found some interesting insights about where the airline has been and where they are going.
Read Case 10 Southwest Airlines. Answer questions 1-4 in a three.docxcatheryncouper
Read Case 10: Southwest Airlines. Answer questions 1-4 in a three to five page APA style paper, and supported with the concepts outlined in your text and from your previous classes.
1. Describe the current state of the airline industry and analyze what an airline can do to be successful in the current industry climate.
2. Perform a SWOT analysis for Southwest Airlines.
3. Assess the competitive position of Southwest Airlines by completing a competitor profile for Southwest airlines and at least two of its major competitors.
4. What alternatives does Southwest Airlines face to address the problem of declining financial performance?
Southwest Airlines 2008
1 In 2008, Southwest Airlines (Southwest), the once scrappy underdog in the U.S. airline industry, carried more domestic passengers than any other U.S. airline. The company, unlike all of its major competitors, had been consistently profitable for decades and had weathered recessions, energy crises, and the September 11 terrorist attacks. In the first quarter of 2008, the company was profitable and experienced record first quarter revenue and a record pas- senger load factor (percentage of available seats sold). However, the earnings release made it clear that the “threat of volatile and unprecedented jet fuel prices” was a major issue that threatened future growth. Operating expenses were rising, and Southwest announced that it would cut 2009 growth in available seats to less than 3%. Over the previous decade, growth had been about 5–10% a year. This cut in planned growth was consistent with previous responses to difficult environments. An insight into Southwest’s operating philosophy can be found in the company’s 2001 Annual Report:
Southwest was well poised, financially, to withstand the potentially devastating hammer blow of September 11. Why? Because for several decades our leadership philosophy has been: We manage in good times so that our Company and our People can be job secure and prosper through bad times. . . . Once again, after September 11, our philosophy of managing in good times so as to do well in bad times proved a marvelous prophylactic for our Employees and our Shareholders.
THE U.S. AIRLINE INDUSTRY
The U.S. commercial airline industry was permanently altered in October 1978 when Presi- dent Carter signed the Airline Deregulation Act. Before deregulation, the Civil Aeronautics Board regulated airline route entry and exit, passenger fares, mergers and acquisitions, aattract and retain the world’s top talent have combined to create a combination of path-dependent resources that are very difficult for even the wealthiest software and Internet companies worldwide to easily emulate, acquire, or accelerate. It will take years for any competitor to develop the expertise, infrastructure, reputation, and capabilities to compete effectively with Google. Coca-Cola’s brand name, Gerber Baby Food’s reputation for quality, and Steinway’s exper- tise in piano manufacture would ta ...
NOTE This Industry overview is only a starting point for your an.docxhenrymartin15260
NOTE: This Industry overview is only a starting point for your analysis. Environment and industry issues can change rapidly and some of the information here may therefore be out-of-date.
You MUST supplement this information with additional research.
The Airline Industry
4940- Summer, 2014
Few inventions have changed how people live and experience the world as much as the invention of the airplane. During both World Wars, government subsidies and demands for new airplanes vastly improved techniques for their design and construction. Following World War II, the first commercial airplane routes were set up in Europe. Over time, air travel has become so commonplace that it would be hard to imagine life without it. The airline industry certainly has progressed. It has also altered the way in which people live and conduct business by shortening travel time and altering our concept of distance, making it possible for us to visit and conduct business in places once considered remote.
The airline industry exists in an intensely competitive market. In recent years, there has been an industry-wide shakedown, which will have far-reaching effects on the industry's trend towards expanding domestic and international services. In the past, the airline industry was at least partly government owned. This is still true in many countries, but in the U.S., all major airlines have come to be privately held. The U.S. airline industry has been in a chaotic state for a number of years. According to the Air Transport Association, the airline industry’s trade association, the loss from 1990 through 1994 was about $13 billion, while from 1995 through 2000, the airlines earned about $23 billion and then lost about $35 billion from 2001 through 2005. Against this backdrop of poor financial performance, dramatic changes in industry structure have occurred. Growth in air passenger traffic has outstripped growth in the overall economy and the U.S. airline industry remains in the midst of an historic restructuring. Over the last five years, U.S. network airlines have reduced their annualized mainline costs excluding fuel by more than 25%, or nearly $20 billion.
While some of the cost savings realized in the industry were the product of identifying greater operational efficiencies, most of the savings were generated by renegotiation of existing contractual arrangements with creditors, aircraft lessors, suppliers and airline employees and achieved either through the bankruptcy process itself or under threat of bankruptcy. A portion of industry capacity still operates in bankruptcy. But, it is down from a high of 46 percent in 2005. As a result, several carriers that were near liquidation now have lower cost structures that should allow them to show improved performance.
Economic profile of the Air line industry: The airline industry has always exhibited cyclicality because travelers' demand is sensitive to the performance of the macro economy yet airl.
This is a recent brand audit some classmates and I did on Southwest. It\'s always interesting to dig into a brand you know and respect. We found some interesting insights about where the airline has been and where they are going.
Title: Sense of Smell
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the primary categories of smells and the concept of odor blindness.
Explain the structure and location of the olfactory membrane and mucosa, including the types and roles of cells involved in olfaction.
Describe the pathway and mechanisms of olfactory signal transmission from the olfactory receptors to the brain.
Illustrate the biochemical cascade triggered by odorant binding to olfactory receptors, including the role of G-proteins and second messengers in generating an action potential.
Identify different types of olfactory disorders such as anosmia, hyposmia, hyperosmia, and dysosmia, including their potential causes.
Key Topics:
Olfactory Genes:
3% of the human genome accounts for olfactory genes.
400 genes for odorant receptors.
Olfactory Membrane:
Located in the superior part of the nasal cavity.
Medially: Folds downward along the superior septum.
Laterally: Folds over the superior turbinate and upper surface of the middle turbinate.
Total surface area: 5-10 square centimeters.
Olfactory Mucosa:
Olfactory Cells: Bipolar nerve cells derived from the CNS (100 million), with 4-25 olfactory cilia per cell.
Sustentacular Cells: Produce mucus and maintain ionic and molecular environment.
Basal Cells: Replace worn-out olfactory cells with an average lifespan of 1-2 months.
Bowman’s Gland: Secretes mucus.
Stimulation of Olfactory Cells:
Odorant dissolves in mucus and attaches to receptors on olfactory cilia.
Involves a cascade effect through G-proteins and second messengers, leading to depolarization and action potential generation in the olfactory nerve.
Quality of a Good Odorant:
Small (3-20 Carbon atoms), volatile, water-soluble, and lipid-soluble.
Facilitated by odorant-binding proteins in mucus.
Membrane Potential and Action Potential:
Resting membrane potential: -55mV.
Action potential frequency in the olfactory nerve increases with odorant strength.
Adaptation Towards the Sense of Smell:
Rapid adaptation within the first second, with further slow adaptation.
Psychological adaptation greater than receptor adaptation, involving feedback inhibition from the central nervous system.
Primary Sensations of Smell:
Camphoraceous, Musky, Floral, Pepperminty, Ethereal, Pungent, Putrid.
Odor Detection Threshold:
Examples: Hydrogen sulfide (0.0005 ppm), Methyl-mercaptan (0.002 ppm).
Some toxic substances are odorless at lethal concentrations.
Characteristics of Smell:
Odor blindness for single substances due to lack of appropriate receptor protein.
Behavioral and emotional influences of smell.
Transmission of Olfactory Signals:
From olfactory cells to glomeruli in the olfactory bulb, involving lateral inhibition.
Primitive, less old, and new olfactory systems with different path
Integrating Ayurveda into Parkinson’s Management: A Holistic ApproachAyurveda ForAll
Explore the benefits of combining Ayurveda with conventional Parkinson's treatments. Learn how a holistic approach can manage symptoms, enhance well-being, and balance body energies. Discover the steps to safely integrate Ayurvedic practices into your Parkinson’s care plan, including expert guidance on diet, herbal remedies, and lifestyle modifications.
Rasamanikya is a excellent preparation in the field of Rasashastra, it is used in various Kushtha Roga, Shwasa, Vicharchika, Bhagandara, Vatarakta, and Phiranga Roga. In this article Preparation& Comparative analytical profile for both Formulationon i.e Rasamanikya prepared by Kushmanda swarasa & Churnodhaka Shodita Haratala. The study aims to provide insights into the comparative efficacy and analytical aspects of these formulations for enhanced therapeutic outcomes.
Ozempic: Preoperative Management of Patients on GLP-1 Receptor Agonists Saeid Safari
Preoperative Management of Patients on GLP-1 Receptor Agonists like Ozempic and Semiglutide
ASA GUIDELINE
NYSORA Guideline
2 Case Reports of Gastric Ultrasound
- Video recording of this lecture in English language: https://youtu.be/kqbnxVAZs-0
- Video recording of this lecture in Arabic language: https://youtu.be/SINlygW1Mpc
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
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Adv. biopharm. APPLICATION OF PHARMACOKINETICS : TARGETED DRUG DELIVERY SYSTEMSAkankshaAshtankar
MIP 201T & MPH 202T
ADVANCED BIOPHARMACEUTICS & PHARMACOKINETICS : UNIT 5
APPLICATION OF PHARMACOKINETICS : TARGETED DRUG DELIVERY SYSTEMS By - AKANKSHA ASHTANKAR
1. U.S. Airlines: “Mainline Carrier Prospects” John P. Heimlich (jheimlich@airlines.org) Vice President and Chief Economist 30 th Annual FAA Aviation Forecast Conference March 18, 2005
2. The Air Transport Association of America, Inc. March 2005 Combination Services Alaska Airlines Aloha Airlines America West Airlines American Airlines ATA Airlines Continental Airlines Delta Air Lines Hawaiian Airlines JetBlue Airways Midwest Airlines Northwest Airlines Southwest Airlines United Airlines US Airways All-Cargo Services ABX Air ASTAR Air Cargo Atlas Air Evergreen Int’l Airlines FedEx Corporation Polar Air Cargo UPS Airlines Associate Members Aeromexico Air Canada Air Jamaica Mexicana
3. Wall Street Perspective “Ultimately, all carriers feeling ill effects…” “ [L]egacy carriers and LCCs continue to fight strenuously for market share with a complete lack of pricing power creating an anemic revenue environment … Fuel…remains a major factor in the industry’s inability to make a profit and we remind investors that this is not the first time the airlines have been faced with tough year over year comps. However, this is the first time that carriers have not been able to pass these costs on to the consumer as evident by several failed fare increases and the declining yields. In the current environment, we doubt that legacy carriers are even marginally inching forward since the meager revenue gains are more than offset by still very high and once again rising fuel price levels. The near-term prognosis is quite bleak considering the sector is not even at the halfway point of what seasonally is by far its toughest period… Ultimately, all carriers lack any pricing power and are feeling the ill effects …” Reno Bianchi and Steven K. Burton – Citigroup Corporate Bond Research Airline Industry Research Report (December 21, 2004)
4. All Aviation Stakeholders Must Engage in “Self-Help” Along With Airlines and Suppliers… Congress, Regulators, and Airports Must Adapt “ We find ourselves in the grip of a strange anomaly. The government that embraced deregulation more than 25 years ago, and whose members often excoriate airline executives for failing to change rapidly enough to accommodate market demands, has itself failed to adapt to the changing times. Many elements of our aviation policy are remnants of the past …” Robert L. Crandall, Retired Chairman, American Airlines Keynote speech, Wright Memorial Dinner (December 17, 2004)
5. Airline Balance Sheets in Disrepair With Heavy Losses Standard & Poor’s (S&P) Corporate Credit Ratings AAA: Extremely strong capacity to meet financial commitments. Highest rating. AA: Very strong capacity to meet financial commitments. A: Strong capacity to meet financial commitments, but somewhat susceptible to adverse economic conditions and changes in circumstances. BBB: Adequate capacity to meet financial commitments, but more subject to adverse economic conditions. ( BBB- is the lowest investment grade rating .) BB: Less vulnerable in the near-term but faces major ongoing uncertainties to adverse business, financial and economic conditions. B: More vulnerable to adverse business, financial and economic conditions but currently has the capacity to meet financial commitments. CCC: Currently vulnerable and dependent on favorable business, financial and economic conditions to meet financial commitments. CC: Currently highly vulnerable. C: A bankruptcy petition has been filed or similar action taken but payments or financial commitments are continued. D: Payment default on financial commitments. Investment Grade (>= BBB-) * Formerly Atlantic Coast Airlines ** Airfreight company
6. Crude Oil Prices Soaring to Record Highs WTI* to Reach Nominal Record in ’04; Little Relief Seen in ’05 *West Texas Intermediate at Cushing, Texas Source: PIRA Energy Group and Air Transport Association “… it would be a mistake to underestimate the effect high oil prices have already had on the world economy. [T]he…losses suffered by the airlines mirror the increase in their fuel bills. ‘We are not that far behind the high prices of the early 1980s even in real terms…’” (Daniel Yergin, Chairman, Cambridge Energy Research Associates, Financial Times , September 16, 2004) “ If fuel prices average $50 for 2005, the debt burden on the network airlines will grow by a number that rivals the entire combined market capitalization of these carriers.” (Gary Chase, Lehman Brothers, “Fuel Eating the Upcycle,” October 19, 2004) Average Price of Crude Oil ($/Barrel)*
7. 2005 Jet Fuel Prices Expected to Surpass 2004 Record Hedging and Point-of-Sale Alteration Keep Jet Price Paid Below Spot *West Texas Intermediate (WTI) at Cushing, Texas Sources: U.S. Department of Transportation, Energy Information Administration, Air Transport Association, and PIRA Energy Group Crude Oil $/bbl * 2001 $26 2002 $26 2003 $31 2004F $41 2005F $50 FORECAST Average Price of Crude Oil ($/Barrel)* Jet Fuel Price excl. Taxes (¢/Gallon)
8. Aviation Fuel Efficiency Has Risen Steadily Conservation Efforts Accelerated Post-9/11, Paying Off in Better Throughput Revenue Passenger Miles per Gallon Source: ATA Cost Index for Major and National Passenger Airlines
9. Mainline Passenger Revenue Running Just Above 1995 With Express Flying Included, Passenger Revenue Finally > 2001 Source: ATA research * Express data not available before January 2000.
10. U.S. Economy Remains Relatively Strong But GDP Decelerating Post-2004, Partly on Higher Energy Costs Source: U.S. Bureau of Economic Analysis Real GDP Growth vs. Preceding Year (%)
11. Air Travel Demand Disconnecting from Cyclical Factors Historically > 0.90% of GDP, Passenger Revenue Now Just 0.70% Sources: U.S. Bureau of Economic Analysis; U.S. Department of Transportation Form 41 reports Historical Band *Four-quarter rolling passenger revenue derived from government filings of major and national passenger airlines
12. Planes, Trains, and Automobiles . . . Domestic Air Travel Volumes Ahead of 2000 but Still Lag Amtrak/Autos Sources: Seabury APG (Domestic Onboards-T100); Amtrak (Ridership); Federal Highway Administration (Rural Arterial Vehicle Miles); Travel Industry Association Annualized Psgr. Volume Index (12ME Dec-00=100)
13. Short-Haul Domestic Travel Down; Long-Haul Up* Hassle/Taxes Take Toll Where Substitutes Abound; LCCs Offer Long-Haul Alternative Source: U.S. Department of Transportation Data Bank 1A (DB1A) – Origin and Destination (O&D) Survey; Data Base Products * Because much mainline service has been replaced with commuter service since 2000 and DB1A fails to capture a significant portion of commuter traffic, volume declines for short-haul trips may be overstated.
14. Pricing Power Remains Elusive Domestic Fares (Excl. Taxes) Down Sharply From 2000; International Recovering Source: ATA research “ Internet pricing, low-cost carrier growth and higher taxation of airline revenue remain as obstacles to an airline recovery. [I]t may be years before we experience a return to the late 1990's absolute level of revenue….” (William Greene, Morgan Stanley — September 24, 2004) “ Many industries, still saddled with excess capacity, can’t raise prices. The biggest: carmakers and airlines.” (Rich Miller, ”Pricing Power Is Back—But Inflation Isn’t Likely to Follow,” BusinessWeek — December 27, 2004) % Change in Mainline Psgr. Yield (¢/RPM) vs. 2000
15. Aviation Taxes Have Outpaced Inflation and Fares Taxes the Leader of the Pack, at Expense of Fares PFC <= $12 per R/T Segment Fee phase-in Segment Fee + CPI Security Fee *Itinerary assumes one-stop domestic round-trip with maximum passenger facility charge (PFC) per airport; $200 total includes taxes and fees. Source: ATA research PFC <= $18 per R/T Index (1991=100)
16. Notwithstanding Tax Hikes, Fare Compression Underway Since 2000, All Buckets Have Declined Except $100-300 Round-Trips Source: ATA analysis of DOT Databank 1A
17. Even With Tax Hikes, Total Ticket Prices Down $40 per R/T Two-Thirds of Domestic Passengers Now Pay Total Price Under $300 Source: ATA analysis of DOT Databank 1A *Including taxes Tickets < $200 -- 25% (up from 23%) Tickets < $300 -- 67% (up from 55%) Tickets < $400 -- 87% (up from 75%) Tickets < $500 -- 95% (up from 88%) Avg. Ticket Price: $276 Avg. Ticket Price: $316
18. Passenger Unit Revenue Weak at Home; Strong Abroad Domestically, Record Load Factors Insufficient to Offset Sharply Lower Fares * ATA research of Alaska, American, America West, Continental, Delta, Northwest, United, US Airways “ [T]he industry continues to face a demand curve characterized by very accentuated price elasticity and thus the needed objective to achieve simultaneously capacity and traffic growth as well as improved price realization continues to be a very elusive task.” (Citigroup — October 24, 2004) 12-Month Rolling Psgr. Revenue per ASM (¢)
19. Since 2000, Breakeven Load Factor Well Above Actual Prices, Less Cargo, Higher Costs = More Seats Must be Filled Source: ATA research Passenger Load Factor (%)—Majors and Nationals
20. Capital Expenditures Just One-Third of 2000 Levels ATA Member Passenger Airlines Capital Expenditures ($Billions) * American, Continental, Delta, Northwest, United, US Airways Source: U.S. Securities and Exchange Commission (SEC) filings of selected companies; Air Transport Association
21. Productivity Improvements Driving Cost Relief Network Restructuring, Work Rules, Human Capital, Outsourcing, Technology Source: ATA Airline Cost Index for U.S. major and national passenger airlines
22. Airline Headcount Down ~126,000 (17%) from 9/11 Low Fares, High Fuel Prices, Productivity Gains Driving Cuts or Curbing Growth Sources: U.S. Department of Transportation P1a employment report; carrier reports for full-time and part-time workers * American, Continental, Delta, Northwest, United, US Airways ** AirTran, Alaska, America West, ATA (formerly American Trans Air), Frontier, JetBlue, Southwest, Spirit *** Air Transport Int’l, ASTAR/DHL, Express.Net, Evergreen, FedEx, Gemini, Kalitta, Kitty Hawk, Polar, Ryan Int’l, Southern, Tradewinds, UPS, World U.S. Airline Employment (000s) Aug-01 Dec-04 747.6 621.5 TOTAL
23. Consumer/CEO Outlook CEO Confidence Deteriorating; Energy Costs Swinging Consumers Sources: Conference Board and University of Michigan CEO Business Confidence Index (Quarterly) Consumer Sentiment Index (Monthly)
24. Volumes Up But Four Years Behind Pre-9/11 Expectations FAA Expects Demand to Exceed a Billion Passengers in Fiscal Year 2014 *Scheduled Revenue Passenger Enplanements (Millions), Certificated U.S. Carriers; Source: FAA Aerospace Forecasts, based on DOT Forms 41 and 298-C Revenue Passengers Enplaned (Millions)