July 2009 Archives

Delta Air Lines (NYSE: DAL) today announced details of its 2010 SkyMiles Medallion((R)) program offering frequent flyers new, industry-leading benefits on the largest global airline network, including a new Diamond level status and rollover Medallion Qualification Miles (MQMs).

"We are committed to a best-in-class SkyMiles program that gives our most loyal customers the benefits they deserve. That's why we're keeping the benefits that mean the most to our Medallion members and adding others that surpass what any other airline offers," said Jeff Robertson, Delta's vice president of loyalty programs. "Features introduced in 2010 will provide SkyMiles Medallion members meaningful, unmatched benefits on flights to nearly 400 destinations across six continents."

The new SkyMiles Medallion program, rolling out over the next nine months, will retain benefits most important to Delta SkyMiles and former Northwest WorldPerks customers, including the popular unlimited complimentary upgrades on flights within the continental U.S. and select other regions. It also will add new features including:

• Diamond Medallion Status: A fourth Medallion level for flyers who earn 125,000 MQMs or fly 140 segments per calendar year will offer the richest benefits of any airline, including a complimentary Delta Sky Club(TM) membership, 125 percent mileage bonus for purchases, Award booking and baggage fee waivers and other exclusive rewards.
• Rollover MQMs: Delta is the first airline to allow customers to retain any MQMs earned above a Medallion threshold at the end of the year, supplementing the ability to earn status the following year. For example, should a member accrue 40,000 MQMs in one calendar year, the 15,000 MQMs that exceed the 25,000 MQM Silver Medallion threshold will be rolled over to the following year. There is no limit to the number of miles rolled over, and the benefit takes effect immediately.
• No Ticketing Fees: Diamond, Platinum and Gold Medallion members will have ticketing fees waived for all bookings, whether completed by phone, online or in person.
• Choice Benefits: Diamond and Platinum Medallion members will choose from a menu of benefits, including bonus miles, the ability to gift Medallion status, Delta Sky Club day passes, and new systemwide confirmed upgrade certificates now redeemable on the day of departure.
  

Delta will continue to offer Medallion members benefits unmatched by its largest competitors, including unlimited complimentary upgrades on flights within the continental U.S., Canada, Mexico, Caribbean, Central and Northern South America; the ability to earn at least one elite qualifying mile per mile flown regardless of booking channel; preferred security lanes, priority boarding and seating and waived baggage charges for everyone in the itinerary; a 500-mile earning minimum for all flights for all members; no co-pays on mileage upgrades; and a 50 percent mileage and MQM bonus earning on premium economy fares.

The SkyMiles program will offer four Medallion elite levels in 2010, and status may be earned via MQMs or qualifying flight segments this year. Requirements for reaching Silver, Gold and Platinum status are unchanged for 2010:

         Medallion Status           MQMs Earned        Segments Flown
       ---------------------        -----------        --------------
             Silver                    25,000                30
              Gold                     50,000                60
            Platinum                   75,000               100
       Diamond (new in 2010)          125,000               140

Additional details about the 2010 Medallion program are available at delta.com/newskymiles. Information about the merging of the Delta and Northwest Airlines frequent flyer programs is online at delta.com/integrationtimline.

The award-winning Delta SkyMiles(R) program offers members multiple mileage-earning opportunities when flying Delta, Delta Shuttle(R), the Delta Connection(R) carriers, Delta AirElite(R) and other SkyTeam(R) airlines. Additional mileage-building opportunities are offered through more than 100 partners such as the Delta SkyMiles Credit Card from American Express, participating hotels, car rental companies, restaurants, SkyMilesShopping.com, floral and gift retailers and more. Now in its 28th year, SkyMiles is one of the longest-running and most successful loyalty programs in the travel industry. It was named "Best Domestic Frequent Flyer program" for 2007 and 2008 by readers of Executive Traveler magazine and "Best Frequent Flyer Program" for 2006 and 2007 by Business Traveler magazine.

SOURCE Delta Air Lines

Chicago's O'Hare International Airport is no longer the tar pit of the nation's air-transportation system.

In the eight months since a new runway opened at the U.S.'s second-busiest airport, plagued for decades with lengthy flight delays, O'Hare has operated with above-average on-time arrivals--better than Dallas, Atlanta and Denver in 2009, according to FlightStats.com. O'Hare's on-time arrival rate improved by 27% so far this year compared with the same period of 2008. That was twice the improvement of any other big U.S. airport.

The new runway, opened last Nov. 21, gets much of the credit. While airline reductions in flight schedules have eased congestion and reduced flight delays, the ability to now land three planes simultaneously in most weather conditions instead of two jets at a time has turned O'Hare from a choke point into a reliable airport.

Over the past year, the FAA has also been redesigning routes for planes departing and arriving in the Chicago area. Both O'Hare and Chicago Midway Airport used to share just three departure routes for southbound jets; now each airport has five different departure routes of their own.

NEW CONCRETE: The airport's first new runway in 37 years cost $457 million and reduced travel congestion.

Because of the enormous cost and heated legal battles with neighbors and environmentalists, building runways at big airports is a rarity--and a major reason air travel has been bogged down in the past 10 years. Last fall, three major runways opened with much fanfare on the same day in Chicago, Seattle and Washington, D.C. Seattle's new runway took two decades of planning, approval, court fights and construction. O'Hare's new runway was the first at that airport in 37 years.

And yet the changes at O'Hare show just how important new concrete is to improving air travel. Reducing delays at a major hub helps unclog air travel nationwide. "Any improvement we can get at O'Hare has impact all over the country," says Christina Drouet, manager of the FAA's Chicago-area modernization program office.

Improved Outcomes

Passengers have detected a difference. Tim Snyder, a Chicago-based sales and consulting executive for a software company, began noticing that his flights in and out of Chicago were more frequently on time, and arrivals frequently used the new runway. He started keeping track and had a streak of 26 consecutive on-time flights before bad weather in Chicago delayed his flight for two hours. But the streak resumed, and now he's been on time for 36 of his past 37 flights.

"Those are tax dollars I like to spend," says Mr. Snyder.

The new runway is on the north end of the airport, so far from the rest of the airport that a new control tower had to be built with it. The runway and tower cost $457 million and took about three years to construct, including demolition of property on 126 acres of land in Des Plaines, Ill., the airport acquired. A creek was rerouted and terrain raised for the expansion.

It's the first phase of a major modernization program at O'Hare; more runways are planned. By 2014, if the project stays on schedule, the airport will have six parallel east-west runways, up from three today. (O'Hare has a total of seven runways, some of which are used primarily for takeoffs and others are used mostly when winds shift directions.) Dallas-Fort Worth and Atlanta, two of the nation's three biggest airports, already have five parallel runways each.

Chicago Airport System Commissioner Rosemarie Andolino says the new runway reduced O'Hare's average delay to 16 minutes from 24, and when the entire modernization program is completed, "it will take the delay factor down to six minutes."

The FAA says O'Hare's maximum capacity before the new runway was 96 arrivals per hour in good weather; that's now up to 112 per hour with the new runway. Within a month of opening the new runway, "they were consistently hitting that," says Joseph Kolshak, senior vice president of operations at UAL Corp.'s United Airlines. "We saw improvement right away in our operation."

In bad weather, controllers dropped the arrival rate into the mid-70s per hour, according to the FAA's Ms. Drouet. But now even in bad weather about 85 planes are landing per hour.

That's where the big impact is felt--when low clouds, rain or snow reduce visibility and force airlines to hold planes on the ground all across the country because of a slowdown at O'Hare.

According to the FAA, 30,000 flights at O'Hare were delayed because of weather in the first five months of 2008. This year through May, only 8,800 weather-delayed flights were recorded "and we had a crazy winter this year with all kinds of snow," says Ms. Drouet.

"I was skeptical, but a combination of factors have really improved things in Chicago," says Robert Cordes, vice president of operations planning at AMR Corp.'s American Airlines.

Mr. Cordes believes flight-schedule reductions because of the recession have been the biggest factor reducing delays, but says the new runway has helped as well. O'Hare went from being scheduled to 100.8% of its capacity at the beginning of 2008 to now being scheduled to 80% of capacity--the combination of fewer flights and higher capacity.

New York airports, by comparison, have seen only slight schedule reductions. Newark Liberty International Airport is currently scheduled to 99% of its capacity, he says. New York's La Guardia Airport is scheduled to 97% of capacity and Kennedy International Airport is at 89% of capacity.

"Eighty percent is the sweet spot. Get above that and things worsen," Mr. Cordes says.

Seattle's Story

At Seattle-Tacoma International Airport, delays typically stacked up in the frequent fog and rain because the two existing runways were too close together to have planes landing side-by-side in poor visibility. So the airport wanted a third runway far enough from the existing runways so planes could land two at a time in any weather.

The project took more than 20 years and cost more than $1 billion. Heavy construction started in 2004. One mile of public road had to be relocated, office buildings and warehouses were torn down, a creek had to be rerouted and 14 million cubic yards of fill had to be brought in from 25 different sources to build up the embankment of the hill where the airport sits. Six massive retaining walls were constructed to hold it all together. One rises 130 feet high and extends 20 feet below ground and is said to be the largest retaining wall in the Western Hemisphere.

"This is a serious engineering feat," says Scott Kyles, a project manager at Sea-Tac.

Once opened, Sea-Tac promptly closed its oldest runway for repaving--something it had put off for many years to avoid massive flight disruptions. Then the middle runway will be rebuilt and the airport will finally expand capacity.

"We couldn't survive long-term with just two runways," said Mark Reis, Sea-Tac's managing director.

Source: Wall Street Journal, article by SCOTT MCCARTNEY

Members of Jet-It-Together www.jet-it-together.com, the new online community where members experience significant cost savings on private jet travel by matching their itineraries with other members for forming shared trips, now have access to more than 1,000 trips that they can join. By combining their individual flight itineraries as a group, Jet-It-Together members can realize considerable savings on private jet travel as compared with a whole plane charter.

When you establish a free membership account at www.jet-it-together.com, you can initiate trips that will be listed for other members to join, become part of another member's trip, and have access to hundreds of Special Deals at www.jet-it-together.com. The Special Deals are time-sensitive trips that are available at competitive pricing due to the repositioning of jets and the returning of jets to their base locations. Special Deals is a new Jet-It-Together offering that gives members another way to save on private jet travel.

"Jet-It-Together is committed to delivering convenient and affordable private jet travel to our members. By adding Special Deals to the web site, we are expanding our members' options for finding the best trips that meet their needs at the most competitive prices. As we grow, we will continually review and add features to better serve our members," noted John Ackermann, a Founder of Jet-It-Together, LLC.

    For more information on Jet-It-Together, visit: www.jet-it-together.com
    Follow us on Twitter @jetittogether
    Become a Fan on Facebook at Jet-It-Together

Jet-It-Together, LLC is an independent company that finds, selects, and negotiates costs for shared private jet flights with FAA certified Part 135 private charter operators on behalf of its online community members. Members of the Jet-It-Together online community can initiate a shared private jet charter or be alerted to a flight that they may want to join based upon their stated travel needs or interests. Jet-It-Together experts negotiate rates that they believe are reasonable based on the operators' performance history, quality of service and adherence to industry recognized standards. Jet-It-Together, LLC is not a charter operator and it does not operate any flights. Jet-It-Together does not have any financial investment from, nor does it have any investment in any charter operator.

SOURCE Jet-It-Together, LLC

Global recession contributes to weak revenue environment; company to implement revenue and cost initiatives designed to achieve approximately $100 million in annual benefits.

Continental Airlines (NYSE: CAL) today reported a second quarter 2009 net loss of $213 million ($1.72 diluted loss per share). Excluding $44 million of previously announced special charges, Continental recorded a net loss of $169 million ($1.36 diluted loss per share).

Second quarter results were adversely affected by significant declines in high yield traffic as many business travelers curtailed travel or purchased lower yield economy tickets due to the weakened economy. In addition, the H1N1 virus reduced second quarter consolidated passenger revenue by an estimated $50 million. Fuel expense declined $762 million (46.1 percent) in the second quarter 2009 compared to the second quarter 2008, while revenue declined $918 million compared to the same period.

In response to the significant decline in revenue, Continental is implementing a number of measures to raise revenues and reduce costs that are designed to achieve approximately $100 million in annual benefits when fully implemented in 2010 including:

• Eliminating approximately 1,700 positions across the company, including management and clerical positions. This is in addition to the previously announced elimination of 500 reservation agent positions and special company offered leaves of absence extended for 700 flight attendants. Continental is offering employees voluntary programs to minimize the number of involuntary furloughs and reductions in force.
• Increasing domestic checked baggage fees by $5 for customers who do not prepay those fees online. This change is effective immediately for travel Aug. 19, 2009, and beyond.
• Increasing the telephone reservation booking service fee by $5 effective immediately.
• Other revenue initiatives to be announced when implemented
  

"My co-workers are doing a great job of working together to focus on customer service despite significant challenges currently facing our industry," said Larry Kellner, chairman and chief executive officer. "While the unit revenue decline appears to be bottoming out, it is doing so at low levels and we must take aggressive steps to increase revenue and reduce costs. The most difficult changes will be the employee reductions that we are forced to make throughout the company."

Second Quarter Revenue and Capacity

Total revenue for the quarter was $3.1 billion, a decrease of 22.7 percent compared to the same period in 2008. Passenger revenue for the quarter fell 24.2 percent ($883 million) compared to the same period last year due to lower fares and passenger traffic declines.

Consolidated revenue passenger miles (RPMs) for the second quarter decreased 6.4 percent year-over-year on a capacity decrease of 7.8 percent, resulting in a second quarter consolidated load factor of 82.7 percent, 1.3 points higher than the second quarter of 2008.

Consolidated yield for the second quarter decreased 19.1 percent year-over-year.

Consolidated passenger revenue per available seat mile (RASM) for the second quarter decreased 17.7 percent year-over-year.

Mainline RPMs in the second quarter of 2009 decreased 5.7 percent compared to the second quarter of 2008, on a capacity decrease of 7.3 percent year-over-year.

Mainline load factor was 83.2 percent, up 1.5 points year-over-year for the second quarter. Continental's mainline yield decreased 18.3 percent in the second quarter over the same period in 2008. As a result, second quarter 2009 mainline RASM was down 16.9 percent compared to the second quarter of 2008.

Passenger revenue for the second quarter of 2009 and period-to-period comparisons of related statistics by geographic region for the company's mainline operations and regional operations are as follows:

                                 Percentage Increase (Decrease) in
                            Second Quarter 2009 vs. Second Quarter 2008
                  Passenger -------------------------------------------
                   Revenue    Passenger
               (in millions)   Revenue     ASMs       RASM      Yield
                   -------      ----       ----       -----     ------

    Domestic       $1,167      (22.4)%     (9.5)%    (14.3)%    (15.9)%
    Trans-Atlantic    577      (28.3)%    (10.6)%    (19.8)%    (23.8)%
    Latin America     345      (20.8)%     (5.2)%    (16.5)%    (16.4)%
    Pacific           211      (12.3)%     12.8 %    (22.3)%    (18.9)%
    Total Mainline $2,300      (22.9)%     (7.3)%    (16.9)%    (18.3)%

    Regional         $467      (29.9)%    (11.8)%    (20.5)%    (20.1)%

    Consolidated   $2,767      (24.2)%     (7.8)%    (17.7)%    (19.1)%

Cargo revenue in the second quarter of 2009 decreased 37.9 percent ($50 million) compared to the same period in 2008, due to reduced freight volume and lower pricing.

Second Quarter Operations and Notable Accomplishments

During the quarter, employees earned $9 million in cash incentives for running the best on-

time operation among the major network carriers in May and June as reported by the U.S. Department of Transportation (DOT). Continental recorded an on-time arrival rate of 78.7 percent and a systemwide mainline segment completion factor of 99.6 percent during the quarter.

"My co-workers have done an impressive job running a good operation and delivering great service despite very high load factors, which put additional stress on the system," said Jeff Smisek, president and chief operating officer. "We will get through this global recession by working together and continuing to outperform our competitors."

The DOT approved the application for Continental to join the existing antitrust immunized alliance including United Airlines and eight other Star Alliance member carriers, ensuring effective global competition with other antitrust immunized alliances while encouraging the retention and growth of open skies between the U.S. and other nations. Continental remains focused on providing a seamless transition for its customers from the SkyTeam alliance to Star Alliance this fall.

During the quarter, Continental contributed $50 million to its defined benefit pension plans.

Continental continued to install DIRECTV(R) on its aircraft during the quarter, with the new service now offered on 16 aircraft. DIRECTV(R) gives customers the choice of 77 channels of live television programming -- more channels than any other carrier -- including live sports, news, weather and children's shows. The company expects to complete installation on its fleet of Boeing 737 Next-Generation and Boeing 757-300 aircraft by the first quarter of 2011.

Second Quarter Costs

Due to significantly lower jet fuel costs, Continental's mainline cost per available seat mile (CASM) decreased 12.9 percent (13.2 percent excluding special charges) in the second quarter compared to the same period last year. The mainline price of a gallon of fuel dropped 39.7 percent year-over-year and mainline fuel consumption fell by 9.4 percent. Holding fuel rate constant and excluding special items, second quarter 2009 mainline CASM increased 2.8 percent compared to the second quarter of 2008.

"Once again, the entire Continental team did an outstanding job controlling costs and

running an efficient operation in a challenging economic environment," said Zane Rowe, Continental's executive vice president and chief financial officer.

Fuel costs for the quarter were $762 million lower compared to the same period last year as a result of a decrease in fuel prices and lower volumes. Consolidated fuel price was $2.07 per gallon in the second quarter of 2009, of which $0.49 per gallon was related to fuel hedge losses. Consolidated fuel price was $3.46 per gallon in the second quarter 2008, which included $0.17 per gallon in fuel hedge gains. During the quarter, mainline fuel consumption decreased 9.4 percent compared to the same period last year, while mainline RPMs decreased only 5.7 percent compared to the same period.

Fleet Changes Continue to Improve Efficiency

Continental continued to improve fuel efficiency during the quarter by adding modern, fuel-efficient aircraft, equipped with winglets. During the quarter, Continental took delivery of two new Boeing 737-900ERs, one of which was painted with a retro livery to commemorate the airline's 75th anniversary. In addition, the company removed from service four Boeing 737-500s.

Continental is expected to take delivery of seven Boeing 737 aircraft in the second half of 2009. The company expects to remove 29 additional Boeing 737-300 and 737-500 aircraft from service by January 2010.

Cash and Liquidity

Continental ended the second quarter with $2.77 billion in unrestricted cash, cash equivalents and short-term investments.

On July 1, 2009, Continental completed the sale of $390 million of Pass Through Certificates, the first offering of its kind to close since the credit markets froze last year. A portion of the proceeds from the sale of the certificates will be used to finance the company's purchase of five new Boeing 737-900ERs expected to be delivered by the end of 2009. The remainder of the proceeds will be used for general corporate purposes. The Pass Through Certificates will be secured by a total of 17 of the company's aircraft.

In addition, Continental completed an agreement with a commercial bank to provide financing for two Boeing 737-900ER aircraft scheduled for delivery in July of 2009, one of which has already been delivered. The company has now completed financing arrangements for all of its new aircraft deliveries this year and has backstop financing available for all of its new aircraft deliveries in 2010.

SOURCE Continental Airlines

In-flight Wi-Fi will be available on almost 1,000 planes flying over North America by the end of 2009(1). While there is heated debate over the pros and cons of web access when flying, a recent survey commissioned by 3M Privacy Filters found that 80 percent of business travelers like the idea of in-flight Wi-Fi because it allows them to get work done(2). As in-flight Wi-Fi becomes even more common, a whole new set of travel etiquette issues could arise.

Business travel expert Chris McGinnis offers the following etiquette advice to keep travelers and their seatmates on good terms when using this new in-flight amenity:

• Enjoy the view without the glare. While you may enjoy the view from your window seat, be aware that your seatmate may be using the time to catch up on some work or watch a movie on his or her laptop. Since the glare from the window makes it difficult to view computer screens, ask if the glare is a problem and then agree to a happy medium.
• Beware of prying eyes. While you may not be interested in what your seatmate is watching or working on, 49 percent of passengers admit to sneaking peeks at their neighbor's laptop(1). To help protect confidential information, consider using a 3M Privacy Filter, which prevents others from seeing what is on your laptop by darkening side views.
• Dim that screen on night flights. Flying is the perfect time to catch up on all the TV shows or movies you've missed. But don't forget that the constant glow and flicker of the screen can irritate your seatmate, especially on overnight flights.
• Lower the volume. You know the volume of your headphones is too loud when your neighbor can follow along with the movie you are watching on your laptop. Keep the volume at a reasonable level to avoid disturbing your seatmates.
• Share the "juice." The Wi-Fi antenna on your laptop is a power hog and can drain your battery faster than you think. While some planes offer power plugs, every seat in a row may not have an electrical outlet available, so share the power supply with your neighbor.
• Set your boundaries, but know your limits. It is never OK to comment on what someone else may be working on or watching, unless of course it is overly offensive or noisy. If a seatmate is watching something you find overly offensive, consider moving to another seat. If that's not possible, politely tell your seatmate that you find what they are watching offensive. If all else fails, ask your flight attendant to intervene.

SOURCE 3M

US Airways (NYSE: LCC) customers will have more access to beautiful Caribbean beaches this fall and winter as the airline adds more nonstop flights to Barbados from its Philadelphia hub. US Airways will fly to Barbados four days a week starting Oct. 1 and then offer daily service for the winter season beginning Dec. 19. With this new service, US Airways will offer customers an average of 109 weekly nonstop flights to 14 Caribbean destinations from Philadelphia International Airport during the peak Caribbean travel season.

Senior Vice President, East Coast, International and Cargo Operations Suzanne Boda said, "Barbados is a wonderful Caribbean destination and we're thrilled to expand our selection to it from our hub and international gateway in Philadelphia. These offerings will allow for great connections at Philadelphia and will be a fitting addition to existing Barbados service from our largest hub in Charlotte, N.C."

"We are very excited to once again have increased US Airways service from Philadelphia to Barbados," said David M. Rice, President and Chief Executive Officer of the Barbados Tourism Authority. "We're looking forward to bringing more visitors to Barbados from the important U.S. market."

The flying will go on sale this Sunday, July 12, and will be operated by Airbus A319 aircraft with 12 seats in First Class and 112 in the main cabin. Customers may book their flight through US Airways' Web site at www.usairways.com, by calling US Airways Reservations at 1-800-428-4322 or through their travel agent. Complete air and hotel vacation packages are also available through US Airways Vacations at www.usairwaysvacations.com. The schedule will be:

    Routing        Flight   Frequency    Departure   Arrival     Start Date
    -------        ------   ----------   ---------   -------     ----------
    Philadelphia   US885    Tues/Thurs   9:45 a.m.   2:31 p.m.** Oct. 1, 2009
     - Barbados              Sat/Sun*

    Barbados -     US880    Tues/Thurs   3:40 p.m.** 8:57 p.m.   Oct. 1, 2009
     Philadelphia            Sat/Sun

    *Daily beginning Dec. 19, 2009 through April 7, 2010

    **Times will show as one hour later from Nov. - Mar. as Barbados does not
    observe Daylight Savings Time.

For more information on Barbados, please visit www.visitbarbados.org. For more information on US Airways, visit www.usairways.com.

SOURCE Barbados Tourism Authority

New Airline Takes Top Honors as Best Domestic Airline for Second Year Running in Annual World's Best Awards

Virgin America, the California-based airline that is reinventing domestic air travel, today took the top honors for the second year running as "Best Domestic Airline" in the prestigious Travel + Leisure Annual World's Best Awards readers' survey. Travel + Leisure's World's Best Awards highlight the results of an annual, impartial survey that allows Travel + Leisure readers to share their opinions of their favorite travel experiences.* In the annual survey, airlines are rated independently by Travel + Leisure readers in several categories, including: cabin comfort, food, in-flight service, customer service, and value.

"We're honored to receive the highest marks for the second consecutive year from Travel + Leisure's readers - those who fly the most and expect the very best in service, comfort and design," said Virgin America President and Chief Executive Officer David Cush. "There are many surveys that attempt to rank airline quality that are paid and do not reflect real guest reviews or that exclude smaller carriers. Hearing directly from the readers of a respected travel source that we're not only making the grade - but leading the industry is hugely important for us as a start-up. This is a key milestone in our second year flying and we're grateful for the outstanding contributions of our teammates and for each of the 4.5 million guests who have flown with us to date."

With award-winning service and a host of innovative amenities, Virgin America has captured a list of travel industry best-in-class awards since launching service in August 2007. Virgin America's rigorous in-flight and airport staff training programs include a special focus on delivering concierge-like guest care. The airline offers unrivalled value with low fares and high-tech features like touch-screen seatback entertainment, power outlets near every seat, mood-lighting and custom-designed leather seating with a deeper, more comfortable pitch. In May, Virgin America became the first and only airline to offer guests in-flight internet on every flight. Virgin America is also the only airline in the U.S. with a touch-screen seatback menu that allows guests to order what they want, when they want it during a flight. Virgin America offers one of the largest selections of fresh menu items, with a focus on lighter, more health-focused options in keeping with the airline's California roots.

The complete Travel + Leisure 2009 results, including the Top 100 Hotels Overall and Top 10 Cities Overall, are featured on www.travelandleisure.com/worldsbest now and in Travel + Leisure's August issue, available on newsstands July 24. The Travel + Leisure World's Best Awards winners for 2009 will be honored in New York City on July 21 at an awards event at the Cooper Square Hotel.

"Our goal as a new carrier is to reinvent the flying experience for the better by listening to what travelers want, so we're constantly seeking real-time feedback, whether through the Red seatback screens or now via in-flight WiFi," added Cush. "We've even implemented suggestions received from some of our very first guests and their feedback will continue to be an essential ingredient in creating the best customer experience in the U.S. skies."

Virgin America offers over 100 flights a day and flies to San Francisco, Los Angeles, New York, Washington D.C., Seattle, Las Vegas, San Diego, Boston and Orange County. The airline offers daily flights from: SFO to LAX, SFO to JFK, SFO to SAN, SFO to IAD, SFO to LAS, LAX to JFK, LAX to IAD, SFO to SEA, SEA to LAX, JFK to LAS, BOS to LAX, BOS to SFO and SFO to SNA. Virgin America has flown more than 4.5 million guests since its inaugural flights in August 2007 and now counts over 925,000 Elevate loyalty program members.

Source: Virgin America

Southwest Airlines announced today one of the biggest fare sales in the Company's history. Customers can purchase one-way tickets for $30, $60, or $90 based on length of travel. For travel up to 400 miles, fares are $30 one-way. For travel between 400 and 750 miles, fares are $60 one-way. For travel more than 750 miles, fares are $90 one-way. These fares are available through 11:59 pm PDT July 8, 2009, for travel beginning Sept. 9, 2009, through Nov. 18, 2009. To see the list of markets, prices, and to take advantage of these special fares, visit www.southwest.com.

"Southwest Airlines realizes Customers are looking for great travel deals during this difficult economic time," said Kevin Krone, Vice President of Marketing, Sales, and Distribution. "We wanted to provide Customers affordable airfare so they can punch this economy in the nose and travel for business or leisure this fall."

Examples of these low fares include (see Fare Rules below):

• $30 one-way between Baltimore/Washington and New York LaGuardia
• $60 one-way between Las Vegas and Oakland
• $90 one-way between Chicago Midway and Houston Hobby

After 38 years of service, Southwest Airlines, the nation's leading low-fare carrier, continues to differentiate itself from other airlines--offering a reliable product with exemplary Customer Service. The first two checked bags fly for free (size and weight limits apply), there are no fees for a window or aisle seat, and, as always, snacks, sodas, and smiles are all complimentary!

Southwest Airlines is the most productive airline in the sky and offers Customers a comfortable traveling experience. Southwest offers all premium leather seats and plenty of legroom with a young all-Boeing 737 fleet. Southwest Airlines (NYSE: LUV) currently serves 66 cities in 33 states with service to Boston Logan starting Aug. 16 and service to Milwaukee starting Nov. 1. Based in Dallas, Southwest currently operates more than 3,300 flights a day and has more than 35,000 Employees systemwide.

FARE RULES

Fares are available on www.southwest.com or www.swabiz.com. Southwest Airlines sale fares are available from July 7, 2009, through 11:59 PDT July 8, 2009. Travel must take place between Sept. 9, 2009, and Nov. 18, 2009. Travel valid everyday except Fridays and Sundays. Sale fares slightly higher on other days of the week. Fares do not include a federal segment tax of $3.60 per takeoff and landing. Fares do not include airport-assessed passenger facility charges (PFC) of up to $9.00 and U.S. government-imposed September 11th Security Fee of up to $5.00 one-way. Seats are limited and may not be available on all flights or to all destinations. Fares are available for one-way travel. Fares are nonrefundable but may be applied toward the purchase of future travel on Southwest Airlines. Fares are not available through the Group Desk. Any change in the itinerary may result in an increase in fare. Reservations made through southwestvacations.com are not eligible for this promotion. Standby travel requires an upgrade to the Anytime Fare. Fares are subject to change until ticketed. Fares are valid on published, scheduled service only.

The following is commentary by San Antonio entrepreneur and Webster University Global MBA Student R. Shelton Moynahan:

On the brink of a decade of stagnant growth, little to no profitability, bankruptcy pandemics, highly ineffective mergers, and some of the poorest- ranked customer service, what is next for legacy airlines? How do they weather this never-ending storm?

From the time I was a child, I was intrigued by the over-complexity associated with the airline industry -- the routes, planes, bags, people, hubs and spokes; it was all fascinating. What I didn't know was that this fascination would become not only my profession but also my inspiration. As an entrepreneur in the travel trade, self-proclaimed airline junkie, and global MBA student; I have firsthand knowledge about the decisions inside the U.S. airline market and their associated repercussions. I believe that I have the skills and abilities to be part of the solution to the many problems plaguing the industry; I am ready for the challenge!

For legacy carriers to compete in the modern airline industry they must employ a level of innovation never used before. Airlines must embrace the potential of the incoming workforce. We are young, willing to take chances and push the envelope on what being an airline means. It's not about cutting costs and charging for bags, drinks or phone reservations; it's about creating something of far greater value and charging for it. Competing on price alone is not enough. You have to be outstanding...bring something else to the table.

Legacy airlines are learning they cannot successfully compete with financially superior LCCs, one of the most complex problems plaguing the industry today.

America West and U.S. Airways merged in 2005, becoming one of the lowest-ranked carriers in the areas of customer service, baggage handling and profitability. The consolidation of two unrelated airlines, with their conflicting cost structures, cultures, histories and operational procedures, just didn't work; full synergy may never be achieved. The outcome of this merger halted talk of further consolidations, leaving no other avenue but bankruptcy for United (2002), Northwest (2005), and Delta (2005).

In 2008, the fuel for consolidation was ignited once more when Delta was given the green light to merge with Northwest, creating the world's largest airline. Officially united in October 2008, Delta/Northwest learned the most valuable lesson from their predecessors...Nothing happens without the labor unions. If the new Delta achieves synergies and increases efficiency, we may see a trend toward further consolidation. Conversely, there is a lack of beneficial merger partners and the most recent opinions coming from the new administration regarding Continental's intent to join the Star Alliance are less than encouraging.

Large legacy carriers are riddled with inefficiency, the slow-moving pandemic that cripples financial position, operational flexibility and innovation over time. The airline industry has to face these problems full force, find the people who share in a passion for innovation and change, the people who will do the right thing, and give them the power to do it. It's not going to be a quick or painless change, but if the market continues as it is now, there are rough skies ahead.

Legacy carriers have more than 50 years of experience, infrastructure and exposure; today's challenges will require all of that experience to prevail. Airlines need a renaissance, a time to redefine their very existence. Now is the time to stop fighting a war on price that cannot be won and develop a new strategy that provides sustainable, long-term, competitive advantages.

It has been proven that younger carriers with significantly lower labor costs, newer aircraft, fewer top-level executives, flatter organization, and a generally lower cost structure have an advantage over international long-haul carriers in the domestic market. Is there a plateau at which further expansion does not have added benefit? I believe there is. The long-haul airline industry suffers from 'dis-economies' of scale: continually high unionized wages, loss of effective union rules, and aging fleets that are too inefficient to compete in a cutthroat domestic market. Profitability through specialization is key to long-term success for the legacy carriers.

Maintaining two separate cost structures is one of the only options to remain profitable and competitive in the domestic segment. Delta and United failed to do this with their LCC subsidiaries Song and TED. Both attempts failed because LCC models are radically different and management was not able to operate as such. Legacy airlines will have to either outsource their domestic needs, reaping the benefit of efficient operations or reinvent their domestic structure while still providing their signature international service.

If airlines choose to operate in the markets where they are most capable they can achieve a competitive advantage through specialization. By spinning off, developing, or acquiring LCC's, airlines will be in a position to leverage their strengths and help ensure a more efficient and effective organization in the future. With consolidation and specialization, airlines will be better positioned to service the customer, while accomplishing corporate goals and more effectively serving their stakeholders.

Positioning will only allow for the potential for future success, not solve the problems plaguing the industry. Legacy carriers must seize the opportunities presented, innovate their way through the challenges and revolutionize this antiquated industry. Tomorrow's problems cannot be solved with yesterday's solutions. The airlines that embrace change and innovation first will reap the greatest rewards. I look forward to being that catalyst for change in the coming months, and contributing the "redefinition" of the industry.

If we have learned anything from the path to destruction followed by Detroit's big three, proactive change is the only way to succeed in capital intensive, unionized legacy industries. The market will eliminate inefficiencies, those who embrace change now, and innovate ahead of the market, will succeed.

SOURCE Webster University -- Saint Louis Campus

Embraer (NYSE: ERJ; Bovespa: EMBR3) delivered 56 aircraft to the Commercial, Executive, and Defense segments during the second quarter of 2009 (2Q09). On June 30, 2009, the Company's firm order backlog was US$ 19.8 billion.

Of the 56 aircraft delivered by Embraer in 2Q09, 35 went to the Commercial Aviation segment, 19 to Executive Aviation, and two to Defense.

 
    Deliveries by Segment              2Q09           2009

    Commercial Aviation                 35             67
     ERJ 145                             2              3
     EMBRAER 170                         7             12
     EMBRAER 175                         3              6
     EMBRAER 190                        16             33
     EMBRAER 195                         7             13

    Executive Aviation                  19             27
     Phenom 100                         13             19
     Legacy 600                          5              7
     Lineage 1000                        1              1

    Defense                              2              2
     Phenom 100                          2              2

    TOTAL                               56             96

During 2Q09, Embraer signed KLM Cityhopper, KLM's regional subsidiary, for seven firm orders for the EMBRAER 190 jet, confirming options from the original contract, which was released in August 2007. The Dutch airline has 11 purchase options for Embraer jets, as well. The Company also signed a contract with Argentina's Austral Lineas Aereas for the sale of 20 EMBRAER 190 jets. The value of this contract still is not included in the Company's firm order backlog for the quarter. Embraer also sold a third E-Jet -- an EMBRAER 175 -- to Japan's Fuji Dream Airlines, from the Suzuyo Group. This order is already included in Embraer's firm order backlog for the first quarter of 2009.

In 2Q09, Embraer delivered the first EMBRAER 190 jet to NIKI Luftfahrt GmbH, from Austria; an EMBRAER 195 to Augsburg Airways, which is a partner of Lufthansa Regional; an EMBRAER 170 to Airnorth, with headquarters in Darwin, Australia; and three EMBRAER 175s to TRIP Linhas Aereas, which is the largest regional airline in Brazil. During the same period, via its wholly owned subsidiary ECC Leasing Company Limited, Embraer delivered the first ERJ 145 jet to Passaredo Linhas Aereas in April.

After 12 years in service, the worldwide fleet of Embraer's ERJ 145 platform has accumulated over 15 million flight hours. Furthermore, the Company delivered the 1,100th aircraft of the ERJ 145 family, a Legacy 600 executive jet.

In the executive segment, the entry level Phenom 100 jet received type certification from the European Aviation Safety Agency (EASA). The Company also delivered the first Phenom 100 jet to Executive AirShare, of the United States, and the first Lineage 1000 extra-large executive jet to HE Aamer Abdul Jalil Al Fahim, of Abu Dhabi, in the United Arab Emirates.

In the defense segment, Embraer signed two important contracts in April. The first was with the Brazilian Air Force (Forca Aerea Brasileira - FAB) for the program for developing and manufacturing the KC-390 military transport aircraft. The second was a contract for modernizing 12 Brazilian Navy jets -- nine AF-1 (single-seat) and three AF-1A (two-seat). The Company also delivered the 100th Super Tucano it has produced. The commemorative aircraft was received by the FAB, which has ordered that 99 of this model be built.

Also in 2Q09, Harbin Embraer Aircraft Industry Company, Ltd. (HEAI) signed a contract with Hainan Airline Company, Ltd. (HNA) to adjust the existing contract, signed on August 31, 2006, from 50 to 25 firm orders for the ERJ 145 jet.

On June 30, 2009, Embraer's firm orders, separated according to products, for the Commercial Aviation segment, were as follows.

    Aircraft Model           Firm      Options     Deliveries     Firm Order
                            Orders                                 Backlog

    ERJ 145 Family
     ERJ 135                  108         -           108              -
     ERJ 140                   74         -            74              -
     ERJ 145                  708        25           696             12

    Total - ERJ 145 Family    890        25           878             12

    EMBRAER 170/190 Family
     EMBRAER 170              193        91           160             33
     EMBRAER 175              135       173           120             15
     EMBRAER 190              443       454           234            209
     EMBRAER 195              111        76            40             71

    Total - EMBRAER 170/190   882       794           554            328
             Family

    TOTAL                   1,772       819         1,432            340

Source: Embraer

Travelers with Delta SkyMiles Credit Cards can now earn double miles on all Delta Air Lines (NYSE: DAL) and Northwest Airlines flights from July 1 through Dec. 31, 2009.

New and existing cardmembers should register at deltadoublemiles.com on or before Sept. 30, 2009. They can then fly any Delta or Northwest flight on or before Dec. 31, 2009 to earn double flown miles. Qualified members are not required to purchase their ticket with their Delta SkyMiles Credit Card to be eligible for the bonus, and all flown travel between July 1 through Dec. 31, 2009, including previously booked travel, will earn double miles.

"In one of our longest and richest promotions ever, Delta SkyMiles Credit Cardmembers can receive double flown miles for the next six months, plus all the other great card benefits they usually enjoy," said Jeff Robertson, Delta's vice president of loyalty programs. "Additionally, our merger with Northwest creates the world's largest airline and enables members to earn miles on more than 16,000 flights daily and redeem them for travel to more than 382 destinations across six continents."

New customers interested in getting a Delta SkyMiles Credit Card can register for the promotion at deltadoublemiles.com and then apply for the card.

The award-winning Delta SkyMiles program offers members multiple mileage-earning opportunities when flying Delta, Delta Shuttle, the Delta Connection carriers, Delta AirElite and other SkyTeam airlines. Additional mileage-building opportunities are offered through more than 100 partners such as the Delta SkyMiles Credit Card from American Express, participating hotels, car rental companies, the SkyMiles Store, restaurants, SkyMilesShopping.com, floral and gift retailers and more. Now in its 28th year, SkyMiles is one of the longest-running and most successful loyalty programs in the travel industry. It was named "Best Domestic Frequent Flyer program" for 2007 and 2008 by readers of Executive Traveler magazine and "Best Frequent Flyer Program" for 2006 and 2007 by Business Traveller magazine.

Delta Air Lines is the world's No. 1 airline. From its hubs in Atlanta, Cincinnati, Detroit, Memphis, Minneapolis-St. Paul, New York-JFK, Salt Lake City, Paris-Charles de Gaulle, Amsterdam and Tokyo-Narita, Delta, its Northwest subsidiary and Delta Connection carriers offer service to 382 destinations in 69 countries and serves more than 170 million passengers each year. Delta's marketing alliances allow customers to earn and redeem either SkyMiles or WorldPerks on more than 16,000 daily flights offered by SkyTeam and other partners. Delta's more than 70,000 employees worldwide are reshaping the aviation industry as the only U.S. airline to offer a full global network. Customers can check in for flights, print boarding passes, check bags and flight status at delta.com.

Source: Delta Airlines

Continental Airlines (NYSE: CAL) today announced that it received the highest possible "Power Circle Rating" on the annual J.D. Power and Associates 2009 North America Airline Satisfaction Study. This achievement indicates that consumers rate Continental "among the best" of all airlines in the study.

Continental was one of only three airlines, out of a total of 13 in the study, to receive the top rating of 5 Power Circles. Continental ranked higher than any other carrier in several categories measured, including Inflight Service Experience. Additionally, for the fourth consecutive year, Continental was the highest-ranked major global network carrier on the study.

"This achievement underscores the consistent hard work and superior service that my more than 43,000 co-workers provide to our customers every day," said Jim Compton, Continental's executive vice president of marketing. "Despite the difficult industry environment, we remain committed to our corporate culture of teamwork, listening to our customers, and investing in our product."

Continental Airlines is the world's fifth largest airline. Continental, together with Continental Express and Continental Connection, has more than 2,750 daily departures throughout the Americas, Europe and Asia, serving 133 domestic and 132 international destinations. More than 750 additional points are served via current alliance partners. With more than 43,000 employees, Continental has hubs serving New York, Houston, Cleveland and Guam, and together with its regional partners, carries approximately 67 million passengers per year.

Source: Continental Airlines