northcoast executive airlines
northcoast executive was headed by ceo calvin humphrey. the airline filed for chapter 7 bankruptcy liquidation on january 29, 1991 .
— saltar a navegación, búsqueda executive aerospace archivo: executive aerospace logo. jpg iata oaci eas callsign aerospace …
american airlines executive forwood c. “bud” wiser jr. succeeds lewis lyle as ceo in early 1966 .
northcoast executive airlines was a regional commuter airline that operated in the midwestern united states in the early 1990s. the airline served secondary airports in larger cities with fairchild sa227 aircraft (from the fairchild swearingen metroliner family) .
northcoast executive airlines: united states (19901991). northcoast executive is founded at dayton, ohio, in early 1990 by calvin humphrey and other former officials of jetstream international airlines. employing a fleet of 3 fairchild metro iiis, president humphrey’s small regional inaugurates scheduled services on march 7 between general airport and detroit city airport and flint. four - times - a - weekday frequencies are opened in october from dayton to chicago (mdw) as the result of a new code - sharing agreement with midway airlines .
grand canyon airlines, inc. d / b / a grand canyon airlines d / b / a scenic airlines
in february 1990, an erie, pennsylvania business established northcoast executive airlines. the airline initiated daily scheduled air carrier service from dayton general airport south to detroit and flint, michigan; chicago, illinois; and cleveland, ohio. due to a national and regional economic recession, which affected business - related air travel from dayton to the industrial region of the great lakes, northcoast airlines ceased operations in january 1991 .
, vice president - finance and planning for executive, will become president - executive airlines. fabregas, a 25 - year industry veteran, joined american airlines in 1983 and quickly progressed through a number of management positions. he moved to executive airlines in 1998 as director - finance and administration, and has since contributed in a variety of roles, including director - sales, marketing and planning .
executive airlines, inc. is an airline based in san juan, puerto rico (united states). executive airlines operates an extensive inter - island network in the caribbean and to the bahamas and the usa in american eagle colors. its main base is luis muñoz marín international airport, san juan. flight international 3 april 2007
, executive airlines, inc. , which carries the american eagle name throughout the bahamas and the caribbean from bases in miami and san juan, puerto rico .
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— executive one executive one est l indicatif d appel [ 1 ] désignant un aéronef civil américain, quand le président des états unis est à bord. pour ses transports aériens, le président voyage quasi exclusivement dans un avion de la flotte… …
— saltar a navegación, búsqueda executive airlines fue fundada con un espíritu emprendedor y el objetivo de cambiar la aviación corporativa en europa. desde entonces la compañía ha experimentado un crecimiento espectacular, siendo actualmente una… …
kennedy at the end of november blunts much of whatever high - level executive influence the airline had hoped to gain from its d. c. lobbying effort .
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the planned divestiture would include both american eagle airlines, inc. , which feeds american airlines hubs throughout north america, and it' s
117. states west airlines inc. 12 / 15 / 92 chapter 11 no
at the request of air transport association of america (ata) president edgar gorrell and the war department, american airlines executive m. p. “rosie” stallter is sent in january on a weeklong inspection tour of the u. s. army air forces’ air service command bases in pennsylvania, ohio, alabama, utah, and california .
a cv - 240 is sold to mohawk airlines (1) in october of the latter year .
in 1979, midway airlines briefly operated service from burke to chicago midway, before moving operations to cleveland hopkins .
america west airlines inc. (merged with us airways 9 / 05. stopped reporting 10 / 07. )
in an industry in which 117 airlines have filed bankruptcy since 1979, joseph lorenzo thinks he can make reno air work .
all arrangements for a merger with northwest airlines appear so agreeable that northeast cancels its order for l - 1011s. on december 31, the cab, in giving its approval for the northwest airlines merger, excludes northeast’s recently won southern transcontinental route from the deal .
continental airlines announced that it would lay off 2, 500 workers, ground 30 planes, and end service to nine cities. northwest airlines prepared a bankruptcy filing while it fought for concessions from its unions. american airlines pulled back from many of its california routes. all the while a national commission appointed by president clinton was puzzling over the question of how to save the domestic airline industry .
in the early 1990’s, the “piedmont hub” was discontinued as a result of piedmont airlines’ merger with us airways, inc. us airways, however, continued to operate at the airport and retained a corporate headquarter facility for its express carrier, psa airlines, inc. to date, psa airlines has maintained its headquarter facility at the airport and even expanded it to include crew training facilities in 2002 .
beginning in mid - july, the company contributes aircraft to a 50 - transport group from 6 contract carriers (also including american airlines, braniff airways, chicago & southern air lines, pennsylvania central air lines, transcontinental and western air lines, and united airlines), which are rushed to presque isle .
due to its success, piedmont opens a reservations center at the airport on march 1, 1985. for additional historical information and photographs from piedmont airlines, visit urltoken .
the two ex - american airlines dc - 3s obtained in 1942 are sold to colonial airlines early in 1946, at which point the company’s route network covers 1, 053 unduplicated miles. four more douglas transports are acquired during the year. two dc - 4s, leased from pennsylvania - central airlines, join the fleet during the first two weeks of may and are placed into service on the 185 - mile boston - new york run on may 13. a third is delivered at month’s end. it is quickly discovered that these aircraft are not profitable on such a short haul, especially against the formidable competition of american airlines, and new convair cv - 240s are requested .
a dc - 3 is sold to lake central airlines on december 30. despite addition of the new aircraft, the company’s ledgers continue to be written in red ink .
beginning on november 11, northwest airlines mounts a major effort to acquire the carrier, offering $ 50 million for the airline, its aircraft, and its route certificates. a month later, following receipt of cab authority, the company transfers a number of small, unprofitable northeastern routes to mohawk airlines (1) and air new england .
the latter was easy to rule out. the luxury market was too small. the number of first - class seats on the nation' s airlines had declined steeply over the years, and new airlines that had tried that strategy in the past - - mgm grand air, air one, and regent air - - had all failed .
from this trip, stallter and gorrell devise and present the army with a domestic, military - cargo service plan to be operated by the airlines under government contract. under the plan, five geographical segments are created, each assigned to a specific carrier: american airlines the east coast, northeast the northeast, eastern air lines the southeast, northwest airlines the pacific northwest, and braniff airways the southwest. on january 31, a contract is signed between the airline and the military for the operation of a scheduled route connecting these destinations .
the left main landing gear of a viscount 789d collapses at baltimore on september 4. also in september, the atlas corporation, parent of the airline, turns down a joint proposal for the takeover of the carrier’s routes put forward by eastern air lines, national airlines, and mohawk airlines (1). had the deal been accepted, northeast as an entity would have disappeared almost immediately .
leased for 15 months from dc - 6b distributor f. b. ayer, a former american airlines convair cv - 990a, christened flagship rita, joins the fleet on january 20, 1967 .
earlier still, wright airlines, the country' s first regional airline, flew out of burke starting in 1966, according to the web site opshots. net ,
cyberhub to cleveland aviation and the world .
wright airlines flew from burke to detroit, columbus, dayton, cincinnati, syracuse, n. y. , and elkins and clarksburg, w. va. , opshots said .
the airlines war training institute is established on august 11 under the direction of president solomon. with its main headquarters at washington, d. c. and a branch in new york, the body is an unincorporated association with representatives from 19 u. s. carriers. its purpose is to provide communication between the airlines and the military, to assure training uniformity, and to prepare or upgrade manuals and textbooks .
despite that record of overwhelming failure for airlines large and small, scores of entrepreneurs continued with plans to start new carriers. all one needed to start an airline in the age of deregulation was a plane, a pilot, and a certificate from the federal government - - and an investor with selective memory loss concerning the industry' s recent disaster with start - ups. from january 1991 through the end of 1993, the department of transportation authorized 84 new airlines and was reviewing applications for 32 more. a number of the airlines that have received certificates to fly, however, have not been able to raise enough capital .
orders are placed for dc - 4s and applications are made with the cab for certification of routes to bermuda and new orleans, neither of which will be allowed. at year’s end, a plan is announced for a merger with pennsylvania - central airlines; government regulators, however, will not permit that consolidation either. president solomon quits to head up california eastern airlines; he is succeeded by paul f. collins .
national airlines, northeast, on october 1, inaugurates b - 727 - 95 multistop service from miami across the southern transcontinental route to los angeles. this 2, 335 - mi service is the company’s longest .
start - ups will come and go. i can' t see any of the existing start - ups lasting indefinitely. i see them as an important force in the market because they keep fares down, they keep the big airlines on their toes, they' re constantly testing the market, they' re testing the issue of airline loyalty, and they' re offering some new products to the traveling public. but as the economy recovers and the industry expands, the big airlines get stronger and become more aggressive toward small airlines. right now united, american, and delta are hiding under their shells. - - phaedra hise
massachusetts - based mayflower airlines, a shuttle, is purchased in august; the arrangements are finalized on january 1, 1945. dc - 3 service to new york is duly inaugurated and by december frequencies have been increased to 16 daily roundtrips. the service, however, does not prove profitable, largely because it is flown in competition with the stronger american airlines, even after the addition of four more dc - 3 conversions obtained through the reconstruction finance corporation .
in may 1960, northeast’s board, $ 10 million in debt, accepts a $ 9 - million loan from trans world airlines (twa), still led by howard hughes, which also makes arrangement for the carrier to obtain additional jets .
northeast airlines (1): united states (1940 - 1972). northeast airlines is born on november 19, 1940 when the railroad owners of boston - maine / central - vermont airways, in a preparatory move for a forthcoming public stock offering, elect to change their airline’s corporate identity by adopting a new name, logo (the happy pilgrim), aircraft livery, and uniforms. the fleet comprises 2 stinson sm - 6000bs and 4 lockheed model 10aelectras and many on the board, including eugene vidal, remain .
decision # 4: stay flexible. be opportunistic. american airlines, losing about $ 50 million a year at its hub in san jose, decided last year to cut its losses by leasing some of its gates to another carrier .
i heard rumors that american airlines was talking to america west ,
says lorenzo .
even though we were sitting there with a niche in reno, we were concerned .
lorenzo flew to american' s headquarters in fort worth, where he made a pitch for the gates .
still unable to keep up its payments, northeast, in july 1963, negotiates the involuntary return of its remaining viscounts to vickers (all except two, one of which is passed on to hawaiian airlines and the other to aloha airlines). at this point, convair and ge also demand return of the cv - 880s and two of the six are immediately withdrawn. although toolco provides two replacements, northeast is unable to continue its payments on the four original aircraft, which will also be returned to their lessor, beginning in september .
the only danger to these small airlines is that big carriers will use their monopolistic power to put them out of business. competition is fine if big carriers reduce their fares across the board and not just on a cherry - picking basis, trying to drive small carriers out. one hopes that under the clinton administration that' s going to be more difficult, because the administration is willing to use its power to protect small airlines. i think it' s a positive, auspicious time for new carriers to be getting up and running .
a new entrepreneurial carrier, reno air, completed its first year of flight operations on july 1, 1993, reporting $ 72 million in revenues and, more significantly, something that only one other scheduled carrier, southwest airlines, was able to claim - - a profit .
the final two british turboprops arrive in january and february 1959. five cv - 240s are sold between january and may, three going to varig brazilian airlines (viacao aerea rio grandense, s. a .). the carrier’s first major jetliner, a boeing 707 - 331, is leased from trans world airlines (twa) on december 17 and is employed to add fast capacity on the new york - florida route at christmas and new years. the jetliner’s daily roundtrip schedule is integrated with twa’s transatlantic service. losses for the year again exceed $ 7 million .
corporate america has a long - term relationship with the majors. and some of the small airlines can' t offer the critical mass of daily flights to be convenient for the business traveler. if the new carrier has an insufficient schedule frequency, well, business has to go on .
tour packages are nothing new to airlines, of course, but lorenzo' s selection of reno as the carrier' s home base, where there is little competition, made it that much easier. that is not the case in newark, where kiwi has found it difficult to put together tour packages to its florida destinations. the major airlines have already wrapped up the tourist market to orlando, a major kiwi destination. delta, for example, is the official carrier of disney world, which enables it to offer special rates and tie - ins with disney world hotels and attractions .
a viscount 789d with 8 crew and 37 passengers must be written off at boston on november 15 after national airlines (1) flight 429, a dc - 6b with 30 aboard, begins a non - cleared takeoff from logan international airport and strikes the northeast plane; 15 aboard are injured .
the b - 707 - 331 leased from trans world airlines (twa) is returned in february 1962. a viscount, with 27 aboard overshoots the runway while landing at new york (lga) on april 27; no one is injured in the wreck that follows. the board of trans world airlines (twa) approves the $ 5 - million acquisition of northeast on may 8 and the cab, contrary to the demands of northeast’s competitors, approves the arrangement on june 19, provided that the hughes arrangement is something less than a complete merger. two additional toolco cv - 880s are leased to northeast late in the year .
on october 25, flight 946, an fh - 227c with 3 crew and 39 passengers en route from boston to hanover, new hampshire, crashes at moose mountain, near lebanon, new hampshire, and burns (32 dead); the aircraft is the only one of its type lost while in northeast airlines service .
lorenzo thought he could attract more business travelers by looking more like american airlines - - with meals, first - class service, and other amenities - - than like southwest. with low first - class fares, he counted on enticing businesspeople to fly up and down the west coast, with a change of planes in reno .
a dc - 3 with an engine afire crash - lands at south weymouth, massachusetts, on september 9, 1951; again, no injuries are reported. also during the year, merger discussions with george baker’s national airlines fall through and an application is put before the cab seeking authority to operate from boston to miami via new york .
lorenzo also made another wise marketing move. as part of the arrangement to lease gates from american airlines in san jose, he made a deal that enables reno air passengers to accumulate mileage in aadvantage, american' s frequent - flier program. such programs have been the only truly successful device to increase brand loyalty in the airline industry .
lorenzo felt that a frequent - flier program for the west coast flights would give reno air a competitive advantage against southwest airlines and other low - cost competitors that fly some of those same routes. reno pays american for participation in the program, which adds another cost, but lorenzo figures he will more than get the investment back in increased market share .
on july 27, solomon asks the cab for two routes to chicago. solomon is informed that before the government will act, the railroads must divest themselves of ownership. after successfully assisting in the training of over 35, 000 ground personnel and 12, 000 flight crew (exclusive of pilots), the airlines war training institute is disbanded on october 31 .
a dc - 3 is sold to piedmont airlines (1) on february 21, 1948 and between february 25 and september 2, 1949, six new convair cv - 240s are delivered. a convair cv - 240 with 3 crew and 25 passengers is damaged beyond repair during a hard landing at portland airport, maine, on august 11; there are no fatalities .
airline employment in 1964 stands at 2, 099. during the spring, eastern air lines and national airlines (1) step forward with an offer of $ 15 million if it will voluntarily suspend its florida operation. president mudge and his directors obtain an injunction from suffolk county, massachusetts, superior court judge robert sullivan that will prevent stockholders from even considering this idea .
on july 22, via the treasury department, the ex - transcontinental and western air lines (twa) dc - 2s are taken over by the government. designated c - 32as, they are given back to northeast to operate under contract with an olive gray livery featuring the words “northeast airlines” on each fuselage side above the windows in the manner of the c - 39 used back in january .
second, the major carriers had operated for four decades under a system in which the federal government regulated fares and routes, building a rate of return into the fare structure based on the industry' s cost of flying. that gave individual companies little incentive to hold down costs. wage rates ballooned, union work rules proliferated, and capital investment in planes and ground equipment skyrocketed. those tremendous costs stayed embedded in the system when congress freed the airlines from fare and route regulation, 16 years ago .
the airlines did a lot of things that, if you were operating from scratch today, you wouldn' t do ,
lorenzo says .
so i had it in the back of my mind that the best thing to do would be to start an airline from scratch .
there was, by then, a sterling model for just such a strategy. despite the industry' s troubles, southwest airlines has been profitable every year since 1971. southwest has prospered on low operating costs, low fares, and no frills. it offers no meals, no drinks, no frequent - flier miles, no first - class seats, no elbow room, no advance boarding passes .
he had a powerful selling point: reno air offered a higher level of service than america west did. american airlines was in essence planning to hand off some of its west coast customers to the substitute carrier, but it still wanted those passengers to transfer to american flights to the east coast. so american preferred an airline that could offer a level of service that its own customers would find attractive .
lorenzo liked the city of reno even more once he had done his homework. despite its considerable assets, reno had suffered deteriorating air service for 10 years. during the' 80s the major airlines increased their service to las vegas while they cut flights and raised fares to reno. as a result, reno' s air - passenger traffic had declined from 1979 to 1990, while las vegas' s had doubled .
but to lorenzo (no relation to frank lorenzo, former chairman and ceo of continental airlines), the travails of the industry were in fact its greatest attraction. the more intractable the problems for the nation' s biggest carriers were, the greater his new airline' s potential was. lorenzo had probed the industry' s soft spots and devised a strategy that would turn those problems to reno air' s advantage .
stung by the loss of a potentially prime route, northwest airlines withdraws its merger offer on march 10, 1971, but the offer is quickly replaced by one from delta air lines. in may, both boards approve the arrangement and the appropriate applications are filed with the cab. at the public hearing that follows, the marriage is opposed by eastern air lines, which fears the integration of the two carriers’ complementary route networks .
decision # 6: admit when you' ve made a mistake. new airlines are fragile creatures .
a mistake on only one variable in this business ,
says julius maldutis, an airline analyst at salomon brothers in new york city ,
can lead to catastrophic results .
lorenzo and erickson almost made that one mistake. they announced in december 1992 that reno air would open a new route from reno to minneapolis as part of a broader strategy to connect reno to the major metropolitan areas of the midwest. but minneapolis is the home of northwest airlines, whose reaction in defense of its turf was immediate and severe. first northwest announced that it would fly the same reno - to - minneapolis route. then it announced it would fly three additional west coast routes in and out of reno, in effect shadowing the new airline' s route structure .
northeast airlines (2): united states (1997 - 1998). wayne hazard establishes ne - 2 at baltimore / washington international airport in july 1997 to offer daily nonstop return passenger service to cumberland, maryland, and allentown, pennsylvania. revenue flights, employing a single leased beech 1900c, commence on september 1. with the addition of a second beech 1900c, twice - daily roundtrips are inaugurated on october 1 to hartford .
the summer of 1993 was another endless summer of burning dollar bills. no matter what they tried, the nation' s airlines seemed unable to escape their tough times. they had lost an average of $ 9. 6 million a day for the previous three years, a record of futility exceeded in recent times only by the savings - and - loan industry. in financial terms, the industry as a whole was technically bankrupt .
in early april, the temporary restraining order runs out and northeast, despite the continuation of legal proceedings, finally loses its florida authority. consequently, the carrier’s jacksonville and tampa stations are discontinued. toolco, in one of its final acts of assistance, engineers an arrangement under which four of its own cv - 880s are transferred to northeast, while all six of the northeast cv - 880s, which have been returned to convair, are provided to trans world airlines (twa) .
lorenzo had been waiting for such an opportunity for some time. in 1983 he left continental airlines, where he was senior vice - president of marketing, and started an airline consulting business. even then he was thinking about starting a new carrier. but lorenzo remained on the sidelines as many others with similar ideas took to the air. by 1990, when most of the first generation of start - ups had already passed from the scene, he was finally ready to make his move .
lorenzo did enjoy one major advantage. the industry' s big three - - american, united, and delta - - carry 57% of domestic air traffic, but their cost structure makes it increasingly difficult for them to do so profitably. their costs are high for two reasons. first, they are full - service airlines. the meals, the movies, the frequent - flier programs, the huge investments in computer systems, ground equipment, and maintenance bases - - all represent enormous operating costs .
out of business
- - that unhappy notation is scribbled next to the names of no fewer than 172 of the airlines that started during the first great wave of entrepreneurship that greeted the 1978 deregulation of the airline industry. gone are people express, midway, and muse air. gone are air florida, air atlanta, and air one. among the ambitious start - ups of the last decade, only america west remains, flying the past two years under the watchful eye of a bankruptcy - court judge .
his strategy was essentially to stay off the radar screens of the big carriers, to get a foothold where competition was thin. in retrospect, that may prove to be a wise decision compared with the strategy followed by another prominent start - up, kiwi. robert iverson, cofounder and ceo of kiwi, chose newark as his home market. newark is also a major hub of continental airlines, which dominates that market with 52% of the passenger traffic. united, american, and usair control another 32% .
on june 2, two dc - 3s are purchased from american airlines for operation of the company’s domestic routes. nine days later, one of the carrier’s electras is transferred to the usaaf for operation as a uc - 36a. on july 3, northeast aircraft begin to regularly service stornoway on the outer hebrides island of lewis. the inaugural douglas carries in a complete radio range station. the stornoway destination is pushed to prestwick, scotland, shortly thereafter, giving the company a complete boston - u. k. route network .
the dayton international airport spans over 4, 500 acres, and encompasses approximately 4. 7 of miles of runway. the dayton international airport is served by nine airlines and has nineteen non - stop destinations. there are approximately 70 daily arriving and departing flights from 17 active airline gates. in 2007, the airport experienced passenger growth in excess of 8% for a total of 2, 833, 103 passengers served. according to state of ohio data, the dayton international airport has a $ 1 billion economic impact on the regional economy .
decision # 2: put together a top management team. although he had been the marketing chief at continental, lorenzo had never run an airline. so he hired jeffrey erickson in january 1991 and at the end of the year turned over to him the reins as ceo. erickson had been president and chief operating officer at midway airlines. although midway was in its final death throes - - it filed for bankruptcy in late march, a few months after erickson came aboard reno air - - lorenzo felt that erickson was untarnished by the carrier' s problems. lorenzo remained as chief strategist, a director, and the largest stockholder .
reno receives 300 to 400 applications a month from unemployed pilots, of whom only about 15 are hired. full captains receive $ 50, 000 to $ 60, 000 a year, compared with $ 100, 000 to $ 200, 000 at the major airlines. considering reno pilots fly more hours for lower pay, chief pilot mitchell estimates that his pilots are about two and a half times more productive than their counterparts are, and savings on labor costs extend throughout the company. flight attendants receive $ 13 an hour, and baggage handlers, $ 6. 50, compared with salaries that are about twice as high at the major carriers .
as the result of a cab decision, northeast is given a major new route, new york - miami, on a “temporary basis” as of august 10. the carrier had been chosen for this third north - south flight path over delta air lines and pan american world airways (1). competition with eastern air lines and national airlines on the thrice - daily roundtrip florida run will, however, prove anything but easy. on december 3, company officials announce that, within a year, northeast will begin flying a fleet of five bristol britannia 305 turboprops; unhappily, negotiations to finance the british turboprops cannot be completed and their delivery is placed in jeopardy. at christmastime, a dc - 6a is leased from the flying tiger line .
lorenzo also debated the issue of whether to provide meals. although the subject of airline food has kept many a comedian in business, it does represent a significant cost: food accounted for about 5% of the operating expenses of american airlines last year. but lorenzo decided to add some food, anyway: potato chips, pretzels, and cookies in coach, and a sandwich and wine in first class, to make reno air more attractive to business travelers .
businesspeople on the west coast make up 40% to 45% of the total market ,
he says .
why do i as a start - up want to write off 40% to 45% of my potential market ?
food service also would give him an advantage in any future wing - to - wing competition with southwest .
reno air does face growing competition up and down the west coast from southwest and other low - cost carriers, even though lorenzo has positioned the airline well. but nothing about the airline business is very stable. even with a good start and what seems to be a smart plan, the life of any new carrier is tenuous at best. fare wars can send prices tumbling below costs, international events can cause fuel prices to skyrocket, a major carrier can reposition its planes to defend its turf - - and any of those things can occur overnight. united airlines, for example, may spin off low - cost regional carriers if a partial employee buyout gives the carrier enough flexibility with wages and work rules. for a new airline, life at 30, 000 feet is full of unexpected air pockets .
decision # 5: build a marketing plan to distinguish the company from other low - cost competitors. surveys show that passengers choose airlines based largely on price and the frequency of flights. but for lorenzo, that was not enough. shortly after reno air' s first plane rolled down the runway, he and erickson started an in - house tour operation, called qquick escapes. until then, tour packages to reno offered by independent operators were expensive and were mostly for weekend travel. lorenzo wanted qquick escapes to put passengers on his planes during the slow midweek period. for many vacationers the deal seems irresistible: a midweek package from seattle runs $ 168 for round - trip airfare, two nights in a hotel, and airport transfers. qquick escapes fills about 10% of the airline' s seats in and out of reno .
business description: viva the company intends to introduce a new consumer airline being organized to take advantage of a specific gap in the caribbean air travel market and the caribbean to the united states air travel market. address: 954 business park drive, traverse city, mi, us 49686 telephone: (231) 946 - 4343 website: urltoken facsimile: (231) 932 - 7563 email: info @ urltoken details ceo: calvin humphrey employees: 8 market cap: 1. 41 m issue type: common stock s & p rating: auditor: last audit: unaudited indices: industry classifications sector: services cik: 0001088734 industry: transportation naics: scheduled passenger air transportation (481111) qm id: regional airlines (771) sic: air transportation, scheduled (4512) profitability management effectiveness gross margin: return on equity: ebit margin: return on capital: 66. 30 profit margin: return on assets: - 617. 50 share statistics outstanding: 74. 06 m float :
the airport received its existing name “james m. cox dayton international airport” in 1975 and, also that year, u. s. customs opened a facility on the airport. the airport experienced continued growth during in the 1980’s. throughout the 1980s, the airport became a unified parcel of real estate when it was officially annexed into the city of dayton. in 1981, emery worldwide completed construction of an air freight / cargo hub sortation facility adjacent to runway 6l / 24r. emery continued to construct additions to the facility until the early 1990’s, making it one of the largest air freight facilities in the world at the time. with this new facility, the airport moved up in the u. s. airport cargo rankings. domestic passenger service also experienced a surge. on july 1, 1982, piedmont airlines, inc. opens a midwest hub at the airport. with this hub, the airport became more connected to the national aviation system with non - stop service to major western markets, including the california cities of san francisco, los angeles and san diego .
airtran airways began service on august 1, 1995, as the first low - cost carrier at dayton international airport. in 1998, the airport commenced renovation of the terminal building. this approximate $ 25 million project was completed by 2002. the renovations included installation of energy efficient climate control systems, lighting, windows and entry / exit doorways, as well as a new paging system, ceiling tiles and carpeting. also during this period, the news and gift and food and beverage concessionaires improved their respective leased areas in the terminal building and added modernized concepts such as a cnbc store, max and erma’s and sbarro. the new millennium brought significant change at the airport, as well as airports nationally. with the tragic events of 9 / 11, the airport was officially closed like other airports, but was one of the first u. s. airports to officially reopen for business. in 2006, ups supply chain solutions, inc. (successor to menlo worldwide forwarding, inc. the successor to emery worldwide) closed the cargo sortation hub at the airport. air service expanded at the airport, when frontier airlines began non - stop service to denver, colorado on august 31, 2005 .
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arff index e avbl with 24 hr notice; call arpt opns 937 - 454 - 8299 .
perhaps no other single spot on the globe has seen more aviation firsts than dayton, ohio. it all began when two brothers from dayton, orville and wilbur wright, began their search for the secrets of powered flight in 1896. on december 17, 1903, the wright brothers successfully launched the world’s first man - carrying flying machine .
the brothers continued their success by the world’s first practical airplane, the wright flyer iii that was first flown at dayton’s “huffman prairie” in 1905 .
inspired by the wright brothers and increased fascination with powered flight, several local businessmen, including e. g. beichler, president of frigidaire, frederick b. patterson, president of national cash register, charles f. kettering, vice president of general motors and president of the general motors research group, formed “dayton airport, inc. ” in march 1928. the company acquired approximately 311 acres of property north of the city of dayton near the town of vandalia to build an airport .
by august 1928, the property was under transformation to establish a working private airport called the “dayton airport. ” once all improvements were complete, the airport consisted of two 80′ by 120′ hangars, a brick office / machine shop building, a water tower, small brick power plant, refiners oil and gasoline station (a yellow ivan driggs monoplane known as “the bumble bee” was attached to the roof), and three macadam surfaced runways approximately 75′ wide and 500′ long that converged to point west. the total estimated capital cost to establish the airport and its facilities was $ 187, 300. the operation and management of the airport was leased to the airport’s first “fixed based operator, ” johnson flying service, which was headed by edward albert (“al”) johnson. johnson flying service paid dayton airport, inc. $ 9, 000 annually for the airport operating rights granted under the lease .
on july 31 and august 1, 1929, a dedication ceremony and public open house was held for the dayton airport .
by 1932, interest in the dayton airport declined to an extent that robert ripley in one of his “believe it or not” cartoons reported that dayton, the birthplace of aviation, had no municipal airport! the lack of interest was due to many factors. key among them was a misconception about “flying machines” and the continuing financial impact of the great depression. given financial difficulties and debts owed to creditors, dayton airport, inc. fell into receivership and the fate of the airport was questionable. after much negotiation, the city of dayton leased the airport in 1934 from the receiver for dayton airport, inc. the terms of the lease included, among other things, the city’s payment of $ 250. 00 per month, plus legal taxes and assessments. the agreement also included an option to purchase the airport .
given growing concerns that the airport was unable to handle newer transcontinental aircraft, native daytonian, james m. cox, a three - term ohio governor, 1920 democratic nominee for u. s. president (his running mate was franklin d. rosevelt, who became the 32nd u. s. president) and the owner and publisher of several newspapers, including the dayton daily news, became involved in addressing the fate of the airport. using political connections in washington, d. c. , james m. cox received assurances that if the city of dayton owned the airport, the city would be eligible to receive u. s. works projects administration funding for airport improvements. accordingly, he quickly focused the dayton community on fundraising efforts to acquire the airport. on april 29, 1936, it was with great pride that daytonians and the business community, including businesses from as far as middletown, piqua and troy, reached the fundraising goal of $ 65, 000 to purchase the airport and sell it to the city of dayton for the nominal amount of $ 1. 00 .
on december 17, 1936, thirty - three years to the day after the wright brothers’ first flight, a dedication ceremony was held to officially open the airfield as the “dayton municipal airport. ” the dayton municipal airport featured three 3, 600′ concrete runways and connecting taxiways. soon after its opening, trans continental and western airways, later to be called twa, began service with three daily flights .
over the next several years, world war ii played a significant role in the growth of the dayton municipal airport. during the period of 1942 - 45, the u. s. department of defense acquired various real estate interests in and around the airport for the construction of an army training airfield. in support of the war efforts, the u. s. army leased the airport. pursuant to army general order # 72 (sept. 4, 1944), the airport had been designated the “dayton army airfield. ”
in 1943, the airport infrastructure grew by the installation of a new parallel concrete “heavy duty runway” – runway 6 - 24l. with this new runway, the airport had a total of five runways – runways: 6r - 24 and 6 - 24l; 9 - 27; 12 - 30 and 18 - 36 .
on september 15, 1947, the dayton municipal airport became the largest commercial airport in ohio when the federal government, acting through the war assets administrator, deeded “dayton army airfield” containing over 551 acres of property and related military facilities to the city of dayton and extinguished its lease of the airport. on november 2, 1947, the 162d fighter squadron, a division of the ohio air national guard, was re - activated and stationed at the airport. this assignment lasted until the 1950’s and more than 450 military and civilian employees were based and housed at the airport. on march 31, 1949, the airport expanded further with the transfer of approximately 14 acres of additional property by the federal government. since the airport was expanding, the “south administration building” located in the portion of the dayton army airfield referred to as modification center no. 11 was remodeled in 1949 for use as a terminal facility. also, the original airport site and a portion of the military property were placed into use as a “general aviation” area .
in 1952, the dayton city commission passed a resolution to rename the airport the “james m. cox - dayton municipal airport. ” by the mid - 1950’s, the airport was continuing to expand by the acquisition of additional property from the federal government. to meet the demands for air service, it was evident that a new passenger terminal facility was necessary. after much planning and securing a $ 1. 7 million grant from the u. s. department of commerce, civil aeronautics commission (predecessor agency to the federal aviation administration) in 1958, a ground breaking ceremony was held in 1959 to herald construction of a new $ 5. 5 million terminal building .
although a new terminal was under construction, twa began jet service from the airport in 1960 .
the airport’s terminal building opened in 1961, complete with a new access entrance from national road / s. r. 40 (formerly called “national highway”) .
during the 1960’s, the airport’s airfield began to transform into the current layout. a new 9, 500’ long, 150’ wide concrete runway was constructed on the north side of the airfield parallel to the existing southernmost runway. this new runway is identified as rwy 6l / 24r .
not only did 1986 mark the 50th anniversary of the city of dayton’s ownership and operation of the airport, it was a passenger milestone with a reported 4½ million passengers using the airport. amidst increased use of the airport, a $ 50 million renovation of the airport’s terminal building was completed in 1989. in addition, a new 2 - lane access road was installed to facilitate traveling to and from the airport .
in 2008, the airport completed an “airport master plan” and an “airport layout plan” update. these planning documents outline and depict continued growth of the airport. in addition, air service expanded by the re - introduction of international service by air canada, which provides two daily non - stop flights to its hub located in toronto, canada. this international service to air canada’s toronto hub offers convenient access, not just to destinations throughout canada, but also serves as an alternate connection to reach cities throughout europe, asia and australia. the dayton international airport also completed a strategic business plan that serves as the framework for future business decisions. the plan also communicates the airport’s mission, vision and values, strategic initiatives and performance measurements. through implementation of these strategic initiatives for the airport, it our goal to insure that the dayton international airport continues to provide the gateway for air travels into and from the dayton region .
in 2010, the airport opened a three - level parking garage containing approximately 1, 400 public parking spaces on the second and third levels. the ground floor is occupied by the airport’s six on - site rental car companies. unique features of the garage include heated access ramps to prevent freezing during inclimate weather and two outdoor fountains that were incorporated into the landscape design. the garage showcases the artistic talents of 3 rd and 4 th graders from local schools. aptly called, “through the eyes of children, ” the children’s artwork was installed in the five public stairways of the parking garage .
in june 2011 the specially designed air traffic control tower was commissioned by the federal aviation administration. the dedication ceremony was held at the july 2011 air show. other improvements including the completion of a new in - line baggage screening system, checkpoint area expansion and ticket lobby renovations were also completed in early 2011. two additional checkpoint lanes were added and the transportation security administration also added new screening equipment, including full body image scanners. the ticket lobby has been improved with new ticket counters and the baggage screening equipment has now re - located to a new 30, 000 square foot facility. the airport is continuously evolving and transforming itself. a terminal planning study was conducted in 2012. the project elements include such things as, updated restrooms, new flooring and new way finding signage from the curb to the gate areas. other forthcoming airport projects involve rehabilitation of the general aviation center apron, enhanced airfield signage, and replacement of certain airfield pavement .
a special thanks to professor janet r. daly bednarek, professor of history at the university of dayton and acclaimed aviation history author, whose research assisted in providing information about the early history of the airport .
dayton international airport (day) has prepared this emergency contingency plan pursuant to §42301 of the faa modernization and reform act of 2012. questions regarding this plan can be directed to don faley at dfaley @ flydayton. com. day is filing this plan with the department of transportation because it is a commercial airport. this plan describes how, following excessive aircraft apron delays and to the extent practicable, day will :
provide a sterile area following excessive aircraft apron delays for passengers who have not yet cleared united states customs & border protection (cbp) .
copyright © 2018 dayton international airport. all rights reserved. the dayton international airport is owned by the city of dayton .
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northcoast executive airlines was a regional commuter airline that operated in the midwestern united states in the early 1990s . the airline served secondary airports in larger cities with fairchild sa227 aircraft ( from the fairchild swearingen metroliner family ) . in late 1990 , the airline announced a move from cleveland 's burke lakefront to the much larger cleveland hopkins international airport , but later rescinded its decision and returned to burke. , the conflicting announcements and schedule changes lead to confusion . the confusion , combined with a weak regional economy , may have hastened the end of the airline . northcoast executive was headed by ceo calvin humphrey . the airline filed for chapter 7 bankruptcy liquidation on january 29 , 1991 . 
northcoast executive airlines was a regional commuter airline that operated in the midwestern united states in the early 1990s. the airline served secondary airports in larger cities with fairchild sa227 aircraft (from the fairchild swearingen metroliner family). in late 1990, the airline announced a move from cleveland's burke lakefront to the much larger cleveland hopkins international airport, but later rescinded its decision and returned to burke., the conflicting announcements and schedule changes lead to confusion. the confusion, combined with a weak regional economy, may have hastened the end of the airline. northcoast executive was headed by ceo calvin humphrey. the airline filed for chapter 7 bankruptcy liquidation on january 29, 1991.
northcoast executive airlines was a regional commuter airline that operated in the midwestern united states in the early 1990s. the airline served secondary airports in larger cities with fairchild sa227 aircraft (from the fairchild swearingen metroliner family). in late 1990, the airline announced a move from cleveland's burke lakefront to the much larger cleveland hopkins international airport, but later rescinded its decision and returned to burke., the conflicting announcements and schedule changes lead to confusion. the confusion, combined with a weak regional economy, may have hastened the end of the airline. northcoast executive was headed by ceo calvin humphrey. the airline filed for chapter 7 bankruptcy liquidation on january 29, 1991.