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Doug Parker, CEO of US Airways, will lead the new management team after the merger with American Airlines (AMR). He completed an earlier merger with America West.

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The merger of US Airways and American Airlines moves ahead after an antitrust settlement with the U.S. government with only limited concessions by the two airlines. As part of the settlement the newly merged airline will give up slots for 17 daily round trip flights at La Guardia airport in New York (a 7% reduction in departures) and 52 round trips at Reagan National in Washington DC (a 15% reduction). This is expected to increase competition from lowcost carriers at these airports. Overall the deal is a good one for the merged airlines as it still keeps most of the profitable routes at these airports and also keeps most of its flights intact- affecting only 112 of 6500 daily flights. The two airlines conducted a strong lobbying effort winning support from 8 big city mayors, 183 members of Congress and with support from 100,000 mostly unionized employees.

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Chile's LAN ailrine merges with Brazil's TAM airline creating South America's largest airline after American Airlines. It will have 40% of the traffic in Latin America. The new airline LATAM will have hubs in Sao Paulo, Lima, Santiago, and Bogota.

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American, Alaska Airlines, and Southwest Airlines are the only 3 airlines that never filed for bankruptcy. Analysts say that this has left it with a higher cost structure, and estimate that American's costs would be $600 million lower if it has the contracts Delta and Continental have. Delta Airlines merger with Northwest in 2008, and the planned merger of Continental and United, does not affect American Airlines management. CEO Arpey sees American as more nimble and trying to build something profitable, and sees being smaller than these newly merged competitors an advantage. American is focussed on markets around 5 major cities- Dallas, Chicago, Los Angeles, Miami and New York. In international travel it has One World partnerships with British Airways and Japan Airlines.

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Southwest pioneered lower cost domestic travel under founder CEO Kelleher. It did not charge fees for checking in bags and seats were not assigned. This model is now being questioned as baggage fees are generating $1.3 billion at American, $1.2 billion at United and $1 billion at Delta Airlines. Even a smaller airline like Spirit generates $1 billion from baggage fees. Additional sources of income are passengers charged for seat selection. Southwest generates about $70 million from baggage fees and does not charge for seat selection. Southwest sees not charging for baggage as part of its culture and current management is not changing the status quo.

Other problems are that Boeing can deliver only a fourth of the plane Southwest ordered. As a result the airline is facing a crisis and Eliott Investment Management now owning 11% of the company is pushing for change including ouster of the CEO and the Board.

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Legal experts say the complaint does not match the settlement by the Justice Department in the merger of American and US Airways. Whether the settlement increases competition after the merger and protects consumers also hinges on what the competition is- Delta and United, or Southwest, Jet Blue and other lowcost carriers. One view is that Southwest appeals to a different group of customers and is a different type of airline, and providing more competition from low cost carriers in New York and Washington DC does not affect the competition between the larger airlines.

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Competing effectively for passengers on Asia routes and on other global routes is critical to generate 90% of synergy savings for the new American Airlines after the merger with US Airways, says Denning. Winning passengers from Delta and United will require good execution.

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Spirit Airlines strategy to charge for almost everything from snacks to bags, reservations on the phone and other items for a flight- making it a bare bones flight like that of European budget carrier Ryanair- has proven very successful. Spirit's net profit per plane is now the highest by far in the U.S. airline industry. Spirit leads with $2.06 million profit per plane, followed by Delta at $1.21, United $1.19, JetBlue $0.51, Southwest $0.32, US Airways $0.21, and American at a negative $2.32 million, according to Ascend and FactSet Research. Spirit has stayed away from business fliers, instead pursuing the frugal flyer, other than the seat everything has a price. Boarding passes cost $5, water $3. Spirit started the trend to charge for bags. Southwest has moved away from the no frills arrangement and Spirit is gutsily moving that way. Carryons in the overhead bin run $30-$45. Compared to other airlines which get only 6% of revenues from add on charges, Spirit gets about 50%. Since 1989 Spirit earned $289 million, compared to $1 billion for way larger Southwest. Bill Franke, a former CEO of America West Airlines in 1990's, bought Spirit with the idea of modeling it on Ryanair in Europe, after Spirit could not turn a profit flying Midwest passengers to Florida. He teamed up with CEO Baldanza to run the operation on a hands on basis with only 1% going for advertising, and Franke doing some of the ads in emails. Running flight on a tight schedule means late flights and with tight seating and strict refund policies, Spirit has many complaints. It has the worst on time performance in the industry. Yet it has planes running close to capacity in today's frugal customer environment. Prices are about 30% lower than competitors according to industry analysts. Franke and Baldanza seem to revel in this, sensing that they have struck the right tone for a frugal flier, and outdone cost pioneer Southwest. ...

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Biomass carbon removal at $100 per ton is being developed by Graphyte. The price for direct carbon removal from the air using huge fan like devices is $675 per ton. The price has to come down to about $100 per ton for it to become widely used. Graphyte is doing its first project near two timber milling and one rice milling operation in Pine Bluffs, Arkansas. American Airlines is purchasing credits from Graphyte. Graphyte can produce 150 pallets of blocks of biomass a day by July 2024 for carbon reduction of 50,000 tons per day. American Airlines is producing 35 million metric tons of direct emissions a year.

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As corporate America takes stock of the damage it finds on April 12, 2020-

270 companies have draw on existing credit lines or added ones for a total $221 billon in new debt.

100 companies furloughing 3 million employees.

Unemployment insurance claims filed by 17 million people.

Airlines, retail and automobiles some of the worst hit industries.

President Trump acted quickly on April 11, to save the oil and gas industry by negotiating cuts with OPEC+ so that oil prices do not collapse at the opening of markets on April 13 from the price of $22  barrel. He also pledged to save Boeing.

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The WSJ's Susan Carey's interview with Doug Parker, the CEO of US Airways, on the difficult days before the merger with American Airlines was approved by the U.S. Justice Department. In the days prior to this, Parker says he had a big job to do to convince skeptical managers at both airlines that the deal would go through.

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Josh Gotbaum, head of the U.S. Pension Benefits Guaranty Corporation and the reorganization of American Airlines (AMR). Gotbaum's strong response made AMR reverse its decision to shift $9 billon in pension liabilities to PBGC, which would have increased PBGC's current deficit by one-third. PBGC is funded by insurance premiums paid by companies sponsoring private sector retirement plans. It has handled 10 pension defaults since 2002- nine in the airline and steel industries. It deficit stood at $26 billion in Sept. 2011, up from $23 billion the prior year. PBGC funds retirement benefits for 1.5 million people, and sends out 800,000 checks.

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2023 is the year of huge aviation orders. Some even say this may stave off a recession. Biden says this would create 1 million jobs in the US. Modi names about 10 American states that will benefit from India's growing civilian and military aircraft needs. The biggest order in aviation history was one of 500 single aisle planes from Airbus by India's Indigo Airlines. Before this order Air India made an order of 470 planes from Airbus and Boeing. Riyadh Air and the Saudi airline also place large orders. 

WSJ cautions that it takes 6 years for planes on order to be delivered. There are production and regulatory issues. Some of the orders can be pared down. One expert says it is a way to get in line for planes to be delivered by planning ahead as the Indians have done by foresight about rapidly growing demand.

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Employee acceptance of pay cuts is a way to avoid large layoffs. Here Southwest Airlines tries this approach and says it can prevent furloughs and layoffs by doing this till the end of next year 2021. Culture makes a difference. United and American Airlines announced 32000 job cuts. Southwest has never furloughed or laid off employees and has pledged to avoid this from happening in 2020.

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How the Delta Pan Am merger is still a mess at JFK Terminal. Not a good sign for future mergers. Describes the results of prior mergers and shows a rather mixed record at best. Cites difficulties such as meshing computer reservation systems and facilities. Of major importance is the pride in their work and energy of the people involved, and how it be best tapped into, considering the experience of Continental and Gordon Bethune. America West's Doug Parker is trying to do this at US Airways, and Brazilian airline TAM is working with Varig assets.

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A CEO of American Airlines from 1985 to 1998 offers his views on what should be done to create a healthy airline industry. He wants to see significant government investment to build a new radar system ffor American skies and to do it faster than the current pace. Till such time he wants to see the government to limit flights to what the current system can handle as airlines will not do so because of competitive position. He would like to see government set stringent financial standards fo new lowcost airlines if their only purpose is to gain some short term profits by gaining market share through lower prices and waiting for an IPO and then sometime later going out of business. He would also limit American concessions to open skies to all airlines and would prohibit offshore maintenance. To increase room for airlines to recover costs and make a decent profit he would lower the fees and taxes that are about 15% or higher of an airline ticket.

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The US Airways and America West merger has not lived up to expectations. Both airlines operate together but are run practically separately and the employees feel that way, considering themselves on the east side or the west side. Not much of a merger, and President Dave Parker has failed to win labor confidence, not having signed labor contracts with his employees and operating under transitional arrangements.