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The airlines are hit hard by the coronavirus crisis. Reservations have declined as fewer people travel. There is a sense that a recovery will take time, several months. Delta is cutting international capacity by about 25% and domestic flights by 15%. It is also offering voluntary leave options to employees.

Southwest CEO Kelly says the severity of the decline is being felt with loss of $300 million in revenue in March. One piece of good news for airlines that offsets the severe demand decline is the fall in oil prices. American Airlines estimates the cost savings as much as $3 billion. A decade of industry profits have put the airlines in a better position to tackle the crisis. Other cost savings moves are reducing capital expenditures and managing cash flows efficiently.

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As airlines charge for food they are getting more feedback from customers and they are collecting this feedback to learn what customers want and what kinds of food to carry. Delta and Midwest and US Airways are lloking at different food options that are healthier and liked by customers. Delta and Midwest have hired Chefs from restaurants to come up with better nutritional and flavorful dishes that will appeal to customers. Customers who take longer flights or who change planes with very little time to get food in the stopover time are dependent on getting something good from the airline food or staying hungry. These travellers are willing to pay more for better food. The whole shift to having customers pay for food may result in better food choice and menus which are healthier and flavorful. Certain kinds of foods don not hold up in an airplane environment and chefs are experimenting with menus and choices that will be best suited for this. One traveller faulted American for serving a huge cookie thats like a half pound size. It shows how little thinking goes on in airline offices about the food thats served. Already US airlines are falling behind in getting newer planes and some airlines are usoing really old planes that aren't fun to travel in now add the discomfort from badly thought out or not thought out at all food and imagine the onboard experience. see th link to how US airlines are falling behind in getting new planes and the links to all the flight delay especially into New York....

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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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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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The weather around Thanksgiving in Amsterdam is wet and cold. The plane is full - for $522 from Phoenix to Amsterdam on Delta Airlines. The lounges are not full and the airport is manageable. 

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Delta and US Airways are showing interest in merging with American Airlines.

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Airlines are learning to price aggressively, and sophisticated pricing models are helping to improve revenues. Online buying and search habits of travellers aim at getting lower prices, even as the airlines are using pricing models to price aggressively by monitoring passenger buying throughout the day. Further consolidation, as for instance a merger of Delta with US Airways, would further shrink airline fleets and raise prices as seat capacity is filled up. Southwest Airways continues to expand its fleet and is moving in the opposite direction, but it is also expanding routes flown and is increasing its presence in the market visa vis the other airlines. Overall, with 80 to 100% of capacity filled, airlines are finally obtaining some of the pricing power to operate at a profit. Note that leisure fares and business fares are moving in the opposite direction. Leisure down 9% year over year, business up 20% year over year. After the seats fill up the unsold seat is discounted as a filled seat vs a unfilled seat, means at the margin pure profit for the filled seat even at highly discounted rates. It also raises the capacity filled per flight to a higher level....

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Expedia plans to buy Orbitz in a $1.34 billion merger in Feb. 2015. The merger is in response to changes in the hotel and airline bookings business with new competitors changing the field. Google's travel site, and other newer sites in the hotel business such as Airbnb are posing a challenge to established sites Priceline.com and Expedia. In addition the airlines have improved their own sites and offer incentives to travellers booking directly. Delta Airlines and American Airlines now have sites that are in the top 20 of online travel sites. Marriott, Hilton and other hotel chains now try to get customers to book directly. The commission charged by Expedia and Orbitz has dropped from 21% to 15% for hotel operators. Smaller hotel operators look warily at the concentration of power in two major hotel online companies, one led by Priceline.com that includes Kayak, Rentalcars.com, Bookings.com, and the other led by Expedia which now includes Orbitz, Travelocity, Hotels.com, CheapTickets.com. The competition is more intense in the hotel bookings business....

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With a unanimous vote of the company's board on Nov. 28, 2011, American Airlines filed for bankruptcy. Gerard Arpey, CEO since 2003, is known to have resisted the move. Arpey decided to retire and will be replaced as CEO and chairman by Thomas Horton, the president of American Airlines. Analysts and management say the move is a proactive effort to take action before AMR's financial posiiton deteriorates further. AMR has about $4.1 billion in cash and short term investments. One airline analyst described it as an offensive bankruptcy to reduce labor costs and leasing costs in a proactive manner. American Airlines management has said in the past that its costs are $800 million higher than other airlines, because its pilots fly shorter hours and have more liberal work rules. Cost per available seat mile, an industry metric including labor and operating costs, is about 10% higher for American compared to Delta Airlines. American is also hit by higher fuel costs especially because about a third of its fleet uses older McDonnell Douglas MD-80's, and its regional carrier American Eagle flies 50 seat jets that are less efficient. American has total losses of $11.4 billion for the period 2001-2010. Additional loss was incurred for $982 million in the three quarters of 2011. Efforts to increase fuel effiicency of its fleet which is on average 15 years old, are underway. A $38 billion order for 460 new single aisle planes from Airbus and Boeing, with $13 billion in financing from the aircraft companies, was placed in July 2011. AMR says it will keep the order as planned. The end result is likely to be a smaller airline with fewer employees, fewer planes, fewer routes, and cuts at AMR's smaller hubs in Los Angeles and Chicago, says one aviation specialist....

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Delta Airlines CFO, Hank Halter, warned that high fuel prices pose a threat to Delta's profitability. At current prices he estimates fuel costs will increase by $1 billion in 2011.

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Cathay Pacific incurred a $979 million loss on hedging contracts as oil prices went down sharply. Southwest Airlines also had large losses and Delta had $200 million loss to wind down hedging contracts.

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A striking change is coming over US airlines as they turn their focus from operating costs to taking out unprofitable routes, reducing the size of their plane fleets, and increase the number of seats filled on a flight. The numbers bear this out. According to ATA the airlines reduced fleets from 3469 aircraft to 2747 aircraft from 2000 to 2005. American Airlines is typical in discontinuing 27 MD-80 aircraft which are older and gas guzzling. Delta and Northwest used the bankruptcy period to to get court approval to return many planes to leaseholders by breaking the leases- before breaking the lease parking the planes was more expensive than flying them at a loss. As a result according to ATA US airlines filled an average of 77.6% up from 75.4% in 2004. With this strategy airlines recovered some of their pricing power. US Dept of Transportation statistics show prices are higher than at any time since Sept 11, 2001 and the Air Travel Price Index, increased by 9.1% in 4th quarter 2005 over 4th quarter 2004. And airlines are being more restrained in getting into new routes just because some other airline has eliminated that route. Airlines however have to be careful to increase prices just enough but not too much that demand starts falling, and this is possible with fewer seats on more popular routes. Other methods the airlines are using are sophisticated O&D origin and destination revenue management systems which reduce the number of inexpensive, and unprofitable seats available on the internet. Larger airlines have tried to get back corporate customers by reducing the extremely high fares they used to charge and instead raising last minute fares because corporate customers see this as a price burden they are willing to shoulder. Larger airlines are doing better in relation to the price discounters like Southwest and JetBlue. With Southwest's hedging strategy against fuel price increases not as useful as in prior years it too faces need to raise fares....

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Difficulties facing the recovering airline industry as the price of oil continues its increase. Goldman Sach's Group raised its forecast from $68 per barrel in 2007 and 2008 to $80 in 2007 and $90 in 2008. Airlines have already taken a lot of the costcutting steps from flying lighter more fuel efficient planes to smaller steps like reducing the weight of beverage carts and taxiing on the runway with one engine and so on. But their forecasting and business plan estimates of oil costs have been far off the mark and hedging has been inadequate. Lasty year as per the ATA, Airline Transport Association, 42% of the consumption on average was hedged at $60 per barrel, this year 2007 only 31% of fuel consumption on average has been hedged at $62 per barrel. To give some idea of how far off the mark, United's business plan used $50 per barrel through 2010, and Delta used $65 in its business plan for 2007. Expect more fare increases and capacity reductions if this price trend for oil continues. ...

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The WSJ's Susan Carey interviews Alaska Airlines CEO, Brad Tilden, in June 2013. Tilden talks about the expansion to flights on the East Coast using Boeing's newer planes which do not need refueling on transcontinental flights. Alaska Airlines now flies to New York, Boston, Washington D.C , Chicago, Denver and Dallas. Alaska Airlines is strong on the West Coast and Pacific Northwest, with headquarters in Seattle. Connections with American and Delta are another asset. Management maintains good labor relations, and strives to be nimble with speedier decisionmaking than rivals.

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Southwest hedged against oil price increases and has hedges through 2009 at $51 a crude oil barrel. This has proved to be a smart move as it has provided Southwest with a hedge worth over $2 billion with most of the hedges value being realized over the next 2 years. Airline fuel costs are substantial and evey dollar increase in the price of crude translates intoa $80 million increase in the fuel bill for American Airlines. The hedges for the first 9 months of 2007 cost Southwest about $42 million, so its surprising that other airlines, United, Delta, American, Jet Blue and Northwest did not hedge against rising prices. Maybe they thought that at prices of $52 at the beginning of this year why hedge if prices go down to $40. Or they were too distracted by looking for merger options, or pricing options or other things. What will happen now if oil prices keep climbing? Can airlines raise fares. Yes but revenue per mile is'nt going up significantly as the mix of seats changes with price increases, more of the lower priced seats are sold than the higher priced ones and revenue per seat has not improved. For example even in an environment where 6 industry fare increases ocurred in the 3rd quarter Southwest average ticket price for that period was $105.37 only 62 cents higher than the previous year. Southwest now hopes to gain in this cycle as the other airlines may scrap some routes or ground some planes and Southwest can expand in those areas. ...

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Southwest ranks 4th, American and United 5th and 6th in this survey in the WSJ. The top ranked airline for US quality travel is Delta Airlines in 2024.

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A change in the union voting rules authorized by the National Mediation Board which helps unionization efforts at airlines- with an impact on Delta Airlines- is holding up the U.S. Federal Aviation Administration's funding reauthorization bill in Congress. With Congress in recess some of the FAA work in modernization of airport navigation systems will come to an halt. Normally FAA funding is made for the long term for a number of years but the last such funding bill expired in 2007. Since then the FAA has operated using 20 extensions because of Congressional differences.

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Russia's national airline, Aeroflot, has goen through a transformation by improving safety and inflight service through a rigorous program of training for pilots and inflight service personnel by 2015. It is 51 percent state owned. Aeroflot has the advantage of the Moscow hub which cuts passenger travel time to distant destinations by 2 hours compared to Dubai hub of Emirates airlines. A flight New York to Shanghai is shorter by 2 hours for Chinese travellers. The Moscow- Rome flight is 80 percent filled by Chinese passengers for example. Passenger volume is up 10.3 percent in the first 9 months of the year, even as air travel in Russia was down 3.4 percent in Russia, according to Aeroflot and transport ministry. One advantage enjoyed by Aeroflot is its very young fleet of planes, with age of 4.3 years on average in 2014, compared to Delta at 17 years and British Airways at 12.6. It has 118 Airbuses and 25 Boeings, and has added 21 locally made Sukhoi Superjets to support the local aircraft maker. ...

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Risks in AMR's financial situation include net debt of $12 billion and a market capitalization of $1.1 billion. The stock is down 60% so far in 2011 and is now at $3.13 on Sept 30, 2011. Analysts at J.P. Morgan Chase say AMR should have $3.5 billion in liquidity by the end of 2011, or 15% of annual revenue. About $1.8 billion of debt matures in 2012. The demand for airline debt is still healthy. The airline industry is also better able to handle another recession because of cuts in capacity, and the effect of the merger between United and Delta, keeping flights full and prices up. A recession would also cut fuel costs, with fuel taking up 35% of revenue dollars, according to analysts. The problem is low margins and high labor costs, as a result of not filing for bankruptcy and cutting legacy costs. Credit Sights estimates AMR's margin as 6% before interest, tax, depreciation, amortization, and aircraft leasing costs, with the estimate for Delta at 12% and United at 18%.

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Airlines are placing placeholder schedules full of flights 6 to 9 months ahead of travel dates. The 2 months before the travel date the real schedule will be placed. At the time of travel some flights with few passengers will be cancelled. Airlines are also flying directly to travel destinations from smaller cities, new flights are setup for destinations such as Israel because of vaccinations, Reykjavik, and other destinations such as Greece that are opening up for vaccinated people in the US. In 20 years there has never been a time when airlines are planning flights in this way. A vacation surge is under way as vaccinations increase. Federal money to aid airlines recovery is helping airlines bring back planes and new flights, retrain pilots. Business travel is down and likely to stay that way, so that the surge is expected mostly from vacation travel. Delta has the unique situation where it can increase capacity by 30% by ending its block on middle seats on April 30, 2021. Delta's available seat miles are expected to be 80% of 2019 showing that a recovery is underway as more people book airline travel. ...

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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. ...