AIRLINES FEAR COLLAPSE WITHOUT MORE HELP

OK, ignore me but chew on this:


NETJETS ORDERS 50 CJ3s AND 12 CITATION Xs


Orlando, Florida, September 10, 2002 – Cessna Aircraft Company and NetJets Inc. have announced an agreement whereby NetJets will purchase 50 Citation CJ3s, with an option for 50 more, and 12 Citation Xs for its fleet of fractional ownership aircraft. This latest agreement between the companies is valued at over $300 million. Citation X deliveries will occur in 2004, and initial deliveries of the CJ3 will begin in 2005.

Cessna Chairman and CEO Russ Meyer said, “We are very proud that NetJets, with whom we have shared a long and mutually beneficial relationship, has chosen our new CJ3 for their fleet. With its outstanding performance, low operating cost, and most spacious and comfortable cabin in its class, we are confident that the CJ3 will quickly become a favorite among NetJets customers.

“The Citation X’s popularity with NetJets customers is evidenced by their new order for 12 additional airplanes. This is in addition to the 58 Citation Xs that they currently have in service, and the 18 that remain undelivered for which we have purchase agreements. NetJets’ Citation X fleet travels more miles every day than any other model in their fleet, and we are pleased that even more NetJets customers will be able to take advantage of the Citation X’s unmatched speed and economical transcontinental capabilities.â€

NetJets Chairman Richard Santulli stated, “As the pioneer of fractional aircraft ownership, our strategy has been to offer NetJets owners the best light, mid-size and large cabin aircraft in the world. With the addition of the CJ3 and new Citation Xs to our fleet, which already includes Citation VIIs, Ultras, Encores, Bravos and Excels, we will continue to offer our customers the most efficient and cost-effective way to travel.

“Our relationship with Cessna is based upon Cessna’s demonstrated ability to develop and produce quality aircraft that meet the needs of our customers. Further, Cessna’s commitment to excellent product support, coupled with its worldwide network of factory-owned Citation Service Centers, represented a factor in our decision.â€

NetJets will take delivery of its 200th Citation in the fourth quarter 2002. Once deliveries are completed on all current purchase agreements, NetJets will have over 350 Citations in its fleet, plus another 100 that are covered by options.

NetJets® Inc., a Berkshire Hathaway Inc. company, is the world’s largest operator of private business jets. Richard Santulli introduced the concept of fractional aircraft ownership in 1986. NetJets has ordered over $21 billion worth of aircraft to meet the evolving needs of NetJets owners. Today, NetJets manages over 485 aircraft, with more than 820 aircraft on order. NetJets fractional aircraft ownership programs are available in the U.S., Europe and the Middle East. More information on NetJets is available through its Web Site at http:// www.netjets.com/ www.netjets.com

Cessna Aircraft Company is a subsidiary of Textron Inc. (NYSE: TXT), a $12 billion multi-industry company with more than 51,000 employees in 40 countries. Textron is known around the world for its powerful brands such as Cessna Aircraft, Bell Helicopter, Kautex,



CITATIONSHARES ORDERS 50 CESSNA CITATIONS


Orlando, Florida, September 10, 2002 – CitationShares has placed an order with Cessna Aircraft Company for 50 additional new aircraft to serve its fractional jet owners and accommodate the company’s carefully planned regional expansion.

CitationShares has ordered 25 state-of-the-art Citation CJ3 the new business jet just announced by Cessna Aircraft Company. The order also includes 25 Citation Excel’s. Delivery of aircraft included in the new order will be phased in over a period of three years starting in 2004.

“The Citation CJ3 and Excel are perfect aircraft for CitationShares’ regional fractional ownership program. They will fully meet the needs of their growing customer base,†said Roger Whyte, Cessna Senior Vice President of Marketing. “This order solidifies the Citation Excel’s position as the most popular business jet in general aviation, and is an enormous vote of confidence for the CJ3.â€

When CitationShares began operating in July 2000, the company placed an initial order for 50 Cessna Citation aircraft comprised of CJ1’s, Bravo’s and Excel’s. Delivery of these remaining aircraft will be made by the end of 2003.

“Our fleet expansion has been painstakingly calculated to accommodate the varying needs of our growing number of owners,†said John Hall, CitationShares’ senior vice president of sales and marketing. “At the same time, we have carefully quantified the number of aircraft we will need to service our anticipated growth over the next several years.â€

CitationShares currently operates the Citation CJ1, with low acquisition and operating
costs, advanced avionics, and jet performance for the price of a turboprop; the Bravo, which combines the newest-generation jet engines, avionics and flight controls with best-in-class mission flexibility. Additionally, the Citation Excel has recently been added to the CitationShares fleet. The Excel is the only business jet offering the stand-up cabin comfort of a midsize jet with the economy and mission flexibility of a light jet, which can carry eight passengers at a cruising speed of 500 miles per hour over a range of 2,100 statute miles.

The combination of a wide range of shareholder plans and a growing fleet of light- to mid-size efficient jets make the concept of private jet travel affordable, and for the first time, practical. CitationShares’ jets suit the needs of the typical trip, saving the corporate and individual traveler time and money. With CitationShares, private jet travel is no longer an exercise in self-indulgence, but rather a measure of self-sufficiency.

Cessna Aircraft Company is a subsidiary of Textron Inc. (NYSE: TXT), a $12 billion multi-industry company with more than 51,000 employees in 40 countries. Textron is known around the world for its powerful brands such as Cessna Aircraft, Bell Helicopter, Kautex, Lycoming, E-Z-GO and Greenlee, among others. More information is available at www.textron.com.

CitationShares Holdings L.L.C., based in Greenwich, Conn., is a joint venture of Cessna Aircraft Company and TAG Aviation USA, Inc. For further information, contact CitationShares, Greenwich American Centre, 5 American Lane, Greenwich, Conn., 06831; 203-861-9553, or


Falcon 2000 Series Grows in Popularity; First Falcon 2000EX Nears Certification


In just a few months, the first Falcon 2000EXs will enter the final stage of certification and be on their way to eager customers. The new 3800 nm 2000EX is proving to be a celebrated addition to the Falcon family. It will join its twin-engine sibling, the Falcon 2000, as one of the most popular aircraft built by Dassault.

We are essentially building on the success of the Falcon 2000 program, said Charles Edelstenne, Chairman of Dassault Aviation. By the end of 2004, between deliveries of the Falcon 2000 and 2000EX, we will surpass the 275-aircraft mark.

According to Cuvillier, the already-popular 2000EX is being built on schedule. S/n 9 is already at the Bordeaux-Mérignac plant for its final assembly.

Fractional Ownership Programs
NetJets® found an active market for Falcon 2000 models soon after placing their initial order in 1997. Over thirty of those aircraft are now flying for their fractional program in the United States and Europe. More recently, NetJets signed on for fifty 2000EXs (25 firm with options for 25 more) and added six more Falcon 2000s to their original order. The combined firm order from NetJets (for the U.S., European and Middle East programs) is currently one hundred aircraft strong.

Longer Legs and New Engines
The Falcon 2000EX is a longer-legged version of the 2000, offering a 25% increase in range. Based on the standard equipped aircraft with six passengers, NBAA IFR reserves and at a normal cruising speed of .80 Mach, the nonstop capability increases from 3040 nm in the Falcon 2000, to 3800 nm nautical miles in the Falcon 2000EX. The main benefit is to allow westbound nonstop flights from Paris or London to the east coast of the United States, even into stiff winter headwinds; or eastbound flights to Europe from major Midwestern cities like Detroit, Chicago and Minneapolis. Other headwind legs like Dubai to London and São Paulo to Miami will also be achievable nonstop. And, when range is not a factor, shorter legs can be flown at higher speeds. This dramatic improvement is mostly attributable to new PW308C turbofans.

Powered by Pratt & Whitney Canada
Power for the Falcon 2000EX is provided by two PW308C engines developed by Pratt & Whitney Canada specifically for this program. These are dual-FADEC-controlled, twin-spool turbofans with a takeoff thrust rating of 7000 lb (SL, ISA + 17°C). The PW308C turbofans are equipped with Nordam's advanced single-pivot thrust reversers.

The PW308C will feature a TBO (Time Between Overhaul) of 7000 hours. This is considered exceptional for business jet engines in this thrust category, reflecting the proven reliability of critical components in the PW300 family. An on-condition maintenance program will be offered, subject to the approval of airworthiness authorities. Warranty protection is excellent, with 5 years or 3000 hours for the engines, and 5 years or 5000 hours for the nacelles and thrust reversers. Pratt & Whitney Canada's ESP (Eagle Service Plan) gives comprehensive maintenance insurance at fixed hourly rates.


Because of its higher operating weights, the Falcon 2000EX uses a heavier duty landing gear and brake system than the original Falcon 2000. Its main landing gear, from Messier Dowty, is a modified Falcon 2000 main landing gear with a beefier upper body, a new axle and new wheels (supplied by Messier Bugatti). Its nose gear comes from the Falcon 900EX. The braking system, also supplied by Messier Bugatti, has larger pistons for higher braking torque and a larger heat sink. There is also a new BSCU (Brake Steering Control Unit) with new features like brake-temperature measurement and automatic airbrake activation for landing and rejected takeoffs.

A Quieter Cabin
The Falcon 2000s popularity can, in part, be attributed to its quiet, comfortable, wide-body cabin. But because of the importance of sound to cabin comfort, Dassault was insistent that the 2000EX be even quieter. To that end, the new airplane has several innovative sound conditioning features sure to please even the most discerning passengers.

First, aerodynamic sound sources were analyzed and new sound insulation materials were fine-tuned in both mixture and application, in order to remove 4 dB SIL without adding weight. Second, the new engines were designed to be suspended on flexible attachments at both the front and rear. This new system of attachment effectively dampens engine sound before it is transmitted to the structure. The combination of these two sound programs promises to make the 2000EX one of the quietest Falcons ever.

Dassault's new EASy flight deck, which is initially being offered on the Falcon 900EX (see separate news release), will eventually be incorporated on other wide-body Falcons. Plans are for the 2000EX to be equipped with EASy starting in 2004.

Falcon 2000EX Milestones
* Program introduction: October 1999
* Official announcement: October 2000 (NBAA)
* Aircraft rollout and engine ground run: July 2001
* First flight: October 25, 2001
* JAA & FAA certification: End of 2002
* First deliveries of Falcon 2000EX with Collins ProLine IV avionics: 2nd Quarter 2003
* First deliveries of Falcon 2000EX with EASy flight deck: 2nd Quarter, 2004
 
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On 9/30/2002 7:38:05 PM flaptrack wrote:

OK, ignore me but chew on this:

NETJETS ORDERS 50 CJ3s AND 12 CITATION Xs
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United had it's chance to jump on that gravy-train and blew it. They shut down Avolar even though it was viable (without ANY further $$ from UAL) and was on the verge of becoming a cash machine.
 
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On 10/16/2002 5:52:27 PM flaptrack wrote:

Wow, Was it me who shut down this topic with some truth about the business flyer? Hmmmmmm.
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Yep, the truth hurts. Let's face it... while the majors are suffering corporate flight departments, charter operators, and the fractionals are doing fine. If you're a person of means or upper mgmt at a Fortune 500 company your days of dealing with airlines will be over soon if they're not already.

Even if a first-class ticket bought first-class service these folks would still have to deal with the torture of the terminal. Stop by a Signature, Million Air, or any FBO next time you're at the airport. See how the other half lives.
 
Yep, the truth hurts. Let's face it... while the majors are suffering corporate flight departments, charter operators, and the fractionals are doing fine. If you're a person of means or upper mgmt at a Fortune 500 company your days of dealing with airlines will be over soon if they're not already.

Perhaps it is time to invest in the Funeral Flower business.

ual06
 
HurryUp:

From what source or perspective do you base your statement: United had it's chance to jump on that gravy-train and blew it. They shut down Avolar even though it was viable (without ANY further $$ from UAL) and was on the verge of becoming a cash machine.??????

There were several informed reports that management needed much more cash to make Avolar viable. They spent about 6 months trying to find a major investor to assume the risk and provide additional funding. If it was so viable and on the verge of becoming a cash machine...why did not one single investor in the business community express interest?

In addition, according to the flight attendants...it violated their contract. Not to mention the political bad message UA sent when they wired nearly $50 million for corp. jet orders weeks after 9.11 while burning nearly $10 million a day.

So...I highly highly doubt you have any hard facts or informed perspective. If you do...prove me wrong.
 
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On 10/16/2002 11:35:09 PM UnitedChicago wrote:

HurryUp:

From what source or perspective do you base your statement: United had it's chance to jump on that gravy-train and blew it. They shut down Avolar even though it was viable (without ANY further $$ from UAL) and was on the verge of becoming a cash machine.??????

There were several informed reports that management needed much more cash to make Avolar viable. They spent about 6 months trying to find a major investor to assume the risk and provide additional funding. If it was so viable and on the verge of becoming a cash machine...why did not one single investor in the business community express interest?

In addition, according to the flight attendants...it violated their contract. Not to mention the political bad message UA sent when they wired nearly $50 million for corp. jet orders weeks after 9.11 while burning nearly $10 million a day.

So...I highly highly doubt you have any hard facts or informed perspective. If you do...prove me wrong.

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The Flight attendants? (maybe this is your answer----union flight attendants, union structure and management ineptitude) I think you missed the point dear sir. Other companies BESIDES UAL, want, and are doing it.
 
Informed Reports = what UAL wanted the public to hear.
They couldn't come out with the plain facts, a statement which would have read Avolar is a bone of contention with all of our unions. We earlier turned away an investor who wanted to acquire Avolar in its entirety, because at that time we still hoped to maintain controlling interest and therefore maximum profitability. Unfortunately, we have come to a point where United Airlines will need to extract serious concessions from its unions in order to survive. To facilitate this, we are putting a stop to Avolar, who's very existence would complicate and hold back meaningful negotiations with our labor groups.

[blockquote]
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On 10/16/2002 11:35:09 PM UnitedChicago wrote:

HurryUp:

From what source or perspective do you base your statement: "United had it's chance to jump on that gravy-train and blew it. They shut down Avolar even though it was viable (without ANY further $$ from UAL) and was on the verge of becoming a cash machine."??????

There were several informed reports that management needed much more cash to make Avolar viable. They spent about 6 months trying to find a major investor to assume the risk and provide additional funding. If it was so viable and on the verge of becoming a cash machine...why did not one single investor in the business community express interest?

In addition, according to the flight attendants...it violated their contract. Not to mention the political bad message UA sent when they wired nearly $50 million for corp. jet orders weeks after 9.11 while burning nearly $10 million a day.

So...I highly highly doubt you have any hard facts or informed perspective. If you do...prove me wrong.

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[/blockquote]
 
Regardless of the facts or informed sources...there was no way, NO way that UA could move forward with Avolar. Period. How do you propose UA moved forward with it? Management has to give some concessions here...and not closing Avolar would have completely screwed them on any ERP with labor.

It would have inflamed all of the unions and do you really think the government would agree to loan gaurentees with a business plan that included a distraction such as Avolar?

UA needs to focus on the airline. Period. Even AA is open to selling Eagle...and that fits nicely with their focus.

You claim that UA turned away an investor that was willing to buy the whole unit. Who was it? And why didn't UA go after this person when all other options were exhausted?
 

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