United Airlines Case Study

1. United Airlines is owned by the UAL Corporation and was incorporated on December 30, 1968. The actual company was formed may years before this actually in 1925 and was a private mail carrying service between Pasco, Washington, and Elko, Nevada, and from these humble beginnings they formed a were able to start a company that would come to be a global leader in the airline service. From the 1960’s to the 1980’s the company had 6 different presidents and started to expand and venture into different aspects of business other then airlines and were unable to have any success. These companies that they purchased were not a success and were later resold.

: On average, over 8 million people fly around the world daily and over 2 billion fly in the United States daily. Everyone wants non expensive flights, comfortable seating, and on-time flights. Spirit Airlines is an airline that prides themselves on provided very low costs to customers and they strive to be the most cost efficient airline in regards to their competitors. “Spirit Airlines was founded in 1964 as a Clippert Trucking Company” (https://www.spirit.com/history.aspx) and has grown to servicing beyond coast –to- coast and has transitioned to low-cost carrier and ultra-low cost carrier. Spirit Airlines transitioned to Airbus fleet and consists of A319s, A320s, and A321. The A319s has seats 145 customers, the A320 seats 174 customers,

United Airlines and Continental Airlines, two major airlines companies, agreed to a merger that would create the world’s largest airline. Such important deal has a lot of problems to be dealt with, from technical, for example how to put the companies databases together, to more fundamental, like how the company should be ruled.

Airline travel is arguably safer than that of car travel, with not only less risk for in motion issues and collisions of any sort, but not issues about missing the turn off. Airline travel issues do not usually persist during travel, yet can sometimes happen before the take-off even begins. The issue with Airline travel is not travel hazards, but instead travel protocols often carried out by the airline companies. United Airlines specifically has gone through too many CEO switches and un-transparent business ethics leading to customer complaints and needs to reevaluate business ethics.

If you have recently been planning a trip that involves flying then maybe you have already seen the newest seating class option depending on what airline you chose. Delta was the first major airline to introduce the class called “basic economy” which just means that you’re losing what little amenities you have left in economy class. The airlines are trying to compete with the budget airlines like Frontier and Spirit by taking out some of the basic options such as having the ability to choose and reserve your seat. American Airlines and United Airlines have versions of this new class that will be debuting later in the year. With these new changes some have insinuated that these airlines will assume that people would rather upgrade than have

The objective of United is to make a continuation of growth in the market share simply through offering the lowest rates in terms of fares. Currently, the health of US economy relies heavily on United Airlines. Businesspersons travelling have been seeking participation in meetings for companies through meeting spaces that are vital like the second life by telephone and videoconferencing. Many families have sought out from flying to location of vacations because of the economic downtown in the two previous years and the weak stock market, as well as concerns of job security. However, experts are trying to resolve the case arguing that the economy of United States is recovering. This is

United Airlines is an American key airline whose headquarters is based in Illinois Chicago. The United airline operates mainly in the United States and across other regions such as such as Japan and Guam. The airline handle and average of about 45,000 passengers on daily basis and employs over 88,000 individuals.

United Airlines currently operates nearly 3,000 flights per day on United, as well as United Express. This amounts to more than 200 domestic and international destinations from hubs in Los Angeles, Washington D.C., Chicago, San Francisco, and Denver. United is known as one of the largest international airlines that is based in the United States, with global air rights in the Asia-Pacific area, in Europe, and in Latin America. (United Air Lines, 2009)

Piedmont Airlines recently invested over $1 million in state of the art equipment and employee development in order to forecast and analyze the appropriate amount of discounted fares to offer per flight. The company discovered that by offering several discounted flights to consumers willing to book their travel well in advance of their departure date left many options available for the business traveler who needed to book much closer to the actual departure date. The analysis was the task of the Revenue Enhancement Department (RED) managed by Marilyn Hoppe. While this state of the art equipment was a step in the right direction, Marilyn believed that there were still a lot of subjective decisions being made and

Reasoning, Information Literacy, Communication, Scientific Literacy, Cultural Literacy, Lifelong Personal Growth, Aviation Maintenance, Aviation Maintenance Management, and Aviation Maintenance Safety.

This paper will review the case study of Delta Airlines which was suffering like all its competitors with rising fuel costs which averaged anywhere between 30 to 50 percent of its total operating costs. This paper will answer six questions which will help identify what the company did to handle the high cost of fuel. The questions that I will answer will include the following.

This proposal addresses the needed steps to be taken in order for Southwest Airlines to see continued growth in the airline industry. Southwest Airlines has been able to remain one of the most profitable airlines in the industry for an extended period of time. Even with the hindrance of the 2001 terrorist attacks involving airplanes and the U.S recession of 2008, Southwest has continued to see strong revenue growth. Meanwhile, other companies were experiencing major losses and in some cases folding. Southwest Airlines has capitalized on the company’s strength of being the top low cost

1. Strong operational network (more than 5000 flights a day to 360 destinations across 6 continents).

With 1988 operating income of $801 million on a revenue of $8.55 billion, American Airlines, Inc. (American), principal subsidiary of Dallas/Fort Worth-based AMR Corporation, was the largest airline in the United States. At year-end 1988 American operated 468 aircraft on 2,200 flights daily to 151 destinations in the United States, Bermuda, Canada, Mexico, the Caribbean, France, Great Britain, Japan, Mexico, Puerto Rico, Spain, Switzerland, Venezuela, and West Germany.

Southwest Airlines (SWA) as described in the above section was an impressive organization with a long history of success; however, SWA’s performance had slipped over time as the company had not earned a “Triple Crown” since 1996. The case study, “Southwest Airlines in Baltimore,” offered a detailed look at the Baltimore Washington International Airport (BWI) in an effort to analyze challenges facing SWA in maintaining their core strategies and their continued dominance of the airline industry. BWI played an important role in the SWA system as it was one of SWA’s eight “mega-stations”, categorized because it offered more than 100 flight departures per day. It was also the central hub for SWA on the East Coast and had seen an explosion of growth in both total passengers and percentage of those passengers connecting through BWI in the past few years. BWI’s operational performance consistently lagged SWA’s system-wide average, continued to deteriorate, and with continued growth planned was a major concern throughout the organization. With the planned growth projected by management, BWI’s gates would reach capacity limits later in 2001 and BWI’s bag sorting area had already reached its capacity (Oliva & Gittell, 2002). BWI was planning to renovate Concourses A and B to provide more gates for SWA; however, SWA also took action and assigned Matt Hafner, a seasoned station manager, to attempt to elevate the operational performance of BWI. Our group was tasked with analyzing