...Skybus Airlines From Wikipedia, the free encyclopedia Jump to: navigation, search Not to be confused with other uses of the name "Skybus". Skybus Airlines | | IATA SX | ICAO SKB | Callsign SKYBUS | | Founded | 2004 | Commenced operations | May 22, 2007 | Ceased operations | April 5, 2008 | Hubs | Port Columbus International Airport | Secondary hubs | Piedmont Triad International Airport | Fleet size | 12 (63 firm orders at time of shutdown) | Destinations | 17 | Company slogan | Only birds fly cheaper | Headquarters | Columbus, Ohio | Key people | John Weikle (Founder) Mike Hodge (CEO & CFO) Kenneth L. Gile (President & COO) Charlie Clifton (Board of Managers) | Website | skybus.com | Skybus Airlines Inc. was a privately held airline based in Columbus, Ohio, United States.[1] It operated as an ultra low-cost carrier modeled after the European airline Ryanair, and aimed to be the least expensive airline in the United States. The business model was heavily reliant on flying routes where other airlines did not have direct flights, as Ryanair did in Europe, thus keeping competition to a minimum, and on flying into secondary airports, rather than heavily trafficked ones. The airline also sold advertising space on the interior and exterior of its aircraft, as well as selling merchandise on board. Skybus applied for operating approval on January 1, 2005,[2] received approval to operate on March 15, 2006,[3] and FAA certification...
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...Bargaining @ Magic Carpet Airlines: A Union's Perspective Back to the Bargaining Table Davida Jackson, Sandy Saburn, Renata Sims Dixie Lee - National Bargaining Representative (NBR) Ruth Boaz – LFA MEC president at Magic Carpet Air Peggy Hardy – LFA union president Marie Phillips – LFA union president Jody Rogers – LFA union president League of Flight Attendants (LFA) Negotiating Team Bill Orleans – director of labor relations Ross Irving – director of human resources Kristine Lamb – director of in-flight services Christian Andrew – executive vice president Willie Sanders – senior vice president of operations Tom Windham – chief executive officer (CEO) and president Company Negotiating Team Magic Carpet Airlines (MCA) -1961 History of Merger 1. Keeping union members informed of negotiation progress. 2. Getting union members involved. 3. Convincing the company that the union’s demands were serious. 4. Setting an issue only with the unanimous consent of the negotiating committee. Strategies of the Union The merger of the two airlines created a small “national” airline (define as a carrier with sales between $100 million & $1 billion) with sales of $140,265,000. River City Airlines (RCA) - 1969 January 1987, Magic Carpet Air purchased River City Airlines and merged two operations. In May 1988, Magic Carpet Air entered into a marketing agreement with a major national carrier and became a “feeder”airline for that carrier. Prior...
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...delayed flights for both companies The percentage of all Alaska Airlines flights delayed is around 13,27%. The calculation is as follows: 501/3775 = 0,1327 (around 13,27%) The percentage of all America West Airlines is around 10,89%. The calculation is as follows: 787/7225 = 0,1089 (around 10,89%) Overall, America West Airlines does best because the percentage of flights delayed is lower than Alaska Airlines. b. The percentage of delayed flights on each airport for both airline companies are as follows: Alaska Airlines America West On Delayed Total Percentage of delayed flights On Delayed Total Percentage of delayed flights Los Angeles 497 62 559 11,09% 694 117 811 14,43% Phoenix 221 12 233 5,15% 4840 415 5255 7,90% San Diego 212 20 232 8,62% 383 65 448 14,51% San Francisco 503 102 605 16,86% 320 129 449 28,73% Seattle 1841 305 2146 14,21% 201 61 262 23,28% Total 3274 501 3775 13,27% 6438 787 7225 10,89% From the table, we can say that Alaska Airlines does best on all the 5 airports. I would probably fly Alaska Airlines because the delayed flights for each airport are much lower than those of America West. c. Explanations There were more America West flights to Phoenix, which is a fair-weather airport. As for Alaska Airlines, most flights went to Seattle, which has a rather inclement weather. d. Message from Simpson’s paradox We can see that America West has more delayed flights but because it also received more flights...
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...Exam Esequiel Final Garcia Dr. David Lowe ASCI 254 10/16/13 1. Discuss in detail the Deregulation Act and its impact on the airline industry. Include what brought it about, its provisions, and effects on the airlines industry, and its future. The Airline Deregulation Act is a United States federal law signed into law on October 24, 1978. The main purpose of the act was to remove government control over fares, routes and market entry (of new airlines) from commercial aviation. The Civil Aeronautics Board's powers of regulation were to be phased out, eventually allowing passengers to be exposed to market forces in the airline industry. The Act, however, did not remove or diminish the FAA's regulatory powers over all aspects of airline safety. a. The effects of this Act. The maintenance of safety as the highest priority in air commerce; Placing maximum reliance on competition in providing air transportation services; The encouragement of air service at major urban areas through secondary or satellite airports; The avoidance of unreasonable industry concentration which would tend to allow one or more air carriers to unreasonably increase prices, reduce services, or exclude competition; and The encouragement of entry into air transportation markets by new air carriers, the encouragement of entry into additional markets by existing air carriers, and the continued strengthening of small air carriers. b. Exposure to competition led to heavy losses and conflicts with labor unions for a...
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...COMM 225, FALL 2015: CASE STUDY DUE: November 28, 2015, 23:55 HR, SUBMIT ONLINE IN THE DROP BOX Each group is required to solve both cases provided below (i.e., answer all 4 questions) TO BE DONE IN GROUPS OF MAXIMUM OF 3 STUDENTS FROM THE SAME SECTION (WITH SAME CONTENT EXPECTATIONS) CASE 1: Cold Stone Transforms the Ice Cream Social with Facebook By Casey Hibbard (Published November 22, 2010) (Full length article available at http://www.socialmediaexaminer.com/cold-stone-transforms-the-ice-cream-social-with-faceb ook/) Ice cream has always been social. But Cold Stone Creamery has found a way to make it even more so—with Facebook. Today, Cold Stone continues to innovate outside the kitchen, recently releasing what may be the first eGift feature on Facebook, and running contests that get thousands engaged even more deeply with the brand. The payoff goes well beyond greater customer engagement; Cold Stone’s promotions add to the bottom line by moving people from their computers to physical stores. In July 2010, Cold Stone made eGifting more tangible. Now you can send Facebook friends a code for an actual ice cream creation eGift, ranging from $5 to $7, right from the Cold Stone Facebook fan page for delivery via Facebook or email. Like a gift certificate, recipients can instantly redeem the gift at any of the retailer’s American locations by showing a printout or the code on their mobile phones. For a viral effect, the eGift shows up in the recipient’s...
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