OZARK AIRLINES

Ozark Air Lines began flight operations in September 1950 with only one passenger using a DC-3 aircraft.
Ozark started commerical service September 1950 with 4 - DC-3 aircraft. The first route flew between St. Louis and Chicago with stops at Springfield, Decatur and Champaign Illinois.
Late in the 1950's the airline aquired its first turbine powered aircraft, when three Fokker Fairchild F-27 "Friendships" were ordered. Turbo-prop service was initiated in September 1959 with the airlines two most important routes, Chicago-St Louis-Joplin, and St Louis-Minneapolis, both with the required intermediate stops. Not only would the new aircraft have a cruise speed almost 100 knots faster than the DC-3s, but the 40 seat F-27 would also introduce the new Ozark Swallow image, a logo that would last to the end of the airline, over a quarter of a century later.
The airline flew its last flight October 1986 and ceased operating under the name of Ozark Air Lines in October 1986 when TWA bought the carrier and took over it routes and aircraft.

Ozark Air Lines Aircraft Fleet in 1986Total Aircraft - 507 - DC-9-1036 - DC-9-303 - DC-9-404 - MD-825,600,000 Passengers were carried in 198550,737,000 revenue miles in 1985.

Eastern Air Lines began life on April 19, 1926 as Pitcairn Aviation. Pitcairn won a government contract to fly mail and operated Mailwing single-engine aircraft to fly the US Mail between New York and Atlanta. In 1929 Clement Keys, the owner of North American Aviation, purchased Pitcairn, and in 1930 he changed the name to Eastern Air Transport, and would soon be known as Eastern Airlines. In 1938, the airline would be purchased by World War I flying ace, Eddie Rickenbacker. Rickenbacker pushed Eastern into a period of prodigious growth. Throughout the 1940s, competitors were acquired, more advanced planes were purchased and international routes were opened.
By the 1950s, Eastern's propellers were very prominent up and down the East coast of the United States.
In 1960 Eastern's first jets, Douglas DC-8s arrived, allowing Eastern to open non-stop service from New York City 's Idlewild International Airport to Los Angeles, California. The DC-8s were joined in 1962 by a brand new sister, the Boeing 727. Around this time, Eastern started changing their plane's livery colors to include the dark blue hockey stick design that is now famous in the airline industry.
The 1970s brought dramatic changes in the configuration of Eastern Airlines. Internationalization was begun, and Eastern opened routes to new markets such as Madrid, Mexico City, Santo Domingo, Nassau and London. Services from San Juan 's Luis Munoz Marin International Airport were expanded, and Eastern bought the Lockheed L-1011 jet, which would become known in the Caribbean as El Grandote (the huge one).
Boeing 747s were also introduced for a short time during that period, and Eastern became the official airline of Walt Disney World. Eastern's official ride at Disney's Magic Kingdom park was If You Had Wings.
During the 1970s, Eastern Airlines flights suffered several crashes, one of which became a subject for a Hollywood movie. Eastern Airlines Flight 401 was preparing to land in Miami, Florida in 1972, when the pilots became distracted by a non-functioning gear light. While pre-occupied with fixing the light, the autopilot was inadvertently disengaged, allowing the plane to drift far below its' planned flight path. The flight crashed in the Everglades, near the same site of the ValuJet Flight 592 DC-9 crash 23 years later. In Eastern's flight 401 case, it was rumored that the ghost of the pilot who flew that night was later seen on some Eastern planes that carried parts of the doomed plane. While this was largely an unproven legend, it was the subject of the movie The Ghost Of Flight 401.
In 1975 an Eastern Boeing 727 crashed on landing at John F. Kennedy International Airport in New York City, killing 113 people. The official cause of the accident was wind shear, a phenomenon that affects the lifting capacity of an airplane's wing, and that can occur in severe weather conditions.

EASTERN AIRLINES HISTORY, FACTS AND PICTURES

The airline deregulation law of 1978 aggravated its position, forcing Eastern into a competitive low-fare environment in which its high cost of operation put the airline at a decided disadvantage. Its all-important Atlanta hub placed it in direct competition with Delta Air Lines, a more profitable company that avoided labor wars and built a far-reaching route system through the acquisition of other carriers.
Eastern was rolling along when the 1980s started, under its new president, former astronaut Frank Borman. In 1980, a Caribbean hub was inaugurated at San Juan (then still named Isla Verde International Airport). In 1982, Eastern acquired the Braniff International 's South American route network. And while this all was going on, Eastern enjoyed splitting their fleet between their "silver colored hockey stick" livery (the lack of paint reduced weight by a hundred pounds) and their "white colored hockey stick" livery (on its Airbus-manufactured planes, whose metalurgy required paint).
In 1983, Eastern became the launch customer of Boeing 's new aircraft, the Boeing 757. It would become an invaluable asset to the airline until its later days. In that same year, Eastern re-introduced services to Ponce, Puerto Rico, using Fairchild Swearinger planes under the name Eastern Metro Express. The Eastern Metro Express operation wasn't limited to Ponce, however, as, under that name, Eastern began services from its San Juan hub to Mayaguez and several other smaller Caribbean communities, from New York's JFK International Airport to several northeastern cities, and from Miami to many cities around the South.
Eastern began losing money as it faced competition from no-frills airlines, such as People Express, which offered drastically reduced fares. In an attempt to differentiate itself from its bargain competitors, Eastern began a marketing campaign stressing its quality of service and its rank of highly experienced pilots. The public, however, just wanted cheap fares. Unable to keep up, in 1986, Borman sold the airline to Frank Lorenzo. Under Lorenzo's tenure, Eastern was crippled by severe labor unrest. Asked to accept deep cuts in benefits, Eastern's machinists striked. Lorenzo sold Eastern's shuttle service to real estate magnate Donald Trump in 1989. The machinists were soon joined on the picket line by the pilots. Due to the strike, flights were cancelled, resulting in lost revenue for the airline. As a result of the strike and other financial problems, Eastern filed for bankruptcy protection on March 9.
The coup de grace for Eastern, it can be said, was the 1990 Gulf War. At a nice profit, Eastern sold its Central and South American route network to American Airlines and its transatlantic route network to Continental Airlines. With the higher oil prices and the public's fear of flying at the time, Eastern's sales kept suffering, and Eastern had their last flight in January 1991, officially shutting down on January 18. Lorenzo had suffered the same luck he suffered as chairman of the board in his previous airline company, Texas International.

HISTORY FACTS AND PICTURES OF PSA AIRLINES

PSA Airlines started business in 1949 with a leased DC-3 that flew one weekly round trip from San Diego to Oakland via Burbank. Reservations were initially taken from a 6 foot by 12 foot war-surplus latrine that was refitted to serve as a ticket office. In 1951, PSA crossed the bay and began flying to San Francisco. In 1955, PSA purchased two Douglas DC-4 aircraft from Capital Airlines and painted boxes around the windows to make the DC-4's resemble more advanced Douglas DC-6 's.
During the 1960s, PSA operated Lockheed L-188 Electra aircraft on the San Diego-San Francisco route: these were replaced with Boeing 727 and Boeing 737 aircraft by the end of the decade. In the mid-1970s, PSA briefly operated Lockheed L-1011 aircraft before deeming them unprofitable and selling them off. PSA expanded its service to Sacramento, San Jose, Long Beach, and Ontario during this period, and by 1980 was operating a hub at Los Angeles International Airport as well.
After airline deregulation, California 's major intrastate airlines (PSA, Air California, Western Airlines, and United Airlines) were engaged in intense fare wars. PSA attempted to extend its route network beyond California with flights to Reno, Las Vegas, Salt Lake City, and Phoenix. The airline also introduced automated ticketing and check-in machines at several major airports, and briefly operated flights to Mexico. When PSA's plan to buy out the assets of Dallas-based Braniff International fell flat, the airline expanded its route network northward to Washington, Oregon, and Idaho. PSA used a new fleet of BAe 146 regional jets to serve smaller airports on the West Coast, such as Eureka, California and Concord, California.
In 1986, both Western and Air Cal were purchased by out-of-state airlines (Delta Air Lines and American Airlines respectively). An hour after the Air Cal deal was announced, PSA agreed to a merger with USAir, which was completed in 1987. PSA's last flight took place on April 8, 1988. The PSA route network slowly disintegrated within USAir and was completely gone by 1994: most of the former airline's assets were scrapped or moved to USAir's hubs on the East Coast. PSA's operations base at San Diego International Airport was gutted and now serves as that airport's commuter terminal.
In the San Diego Aerospace Museum, there is a display on PSA.

JETBLUE AIRWAYS INFORMATION HISTORY PICTURES AND FACTS

JetBlue Airways is a major American low-cost airline owned by JetBlue Airways Corporation (NASDAQ: JBLU). The company is headquartered in the Forest Hills neighborhood of the borough of Queens in New York City. Its home airport is John F. Kennedy International Airport. JetBlue is a non-union airline.
In October, 2007, JetBlue was named the number one U.S. domestic airline by Conde Nast Traveler magazine's "Readers' Choice Awards" for the sixth year in a row.
In 2001, JetBlue began a focus city operation at Long Beach in Los Angeles County, and another at Logan International Airport, Boston in 2004. It also has focus city operations at Fort Lauderdale, Oakland International Airport, and at Washington-Dulles, as well as substantial operations at Orlando International Airport. The airline mainly serves destinations in the United States, along with flights to the Caribbean, the Bahamas, Bermuda, and Mexico.
JetBlue also maintains a corporate office in Cottonwood Heights, Utah and a satellite office in Darien, Connecticut.

History
FoundingA JetBlue A320, "Whole Lotta Blue" (N594JB).Chairman (then-CEO) David Neeleman founded the company in February 1999, under the name "NewAir". Several of JetBlue's executives, including Neeleman, are former Southwest Airlines employees. JetBlue started by following Southwest's approach of offering low-cost travel, but sought to distinguish itself by its amenities, such as in-flight entertainment. In Neeleman's words, JetBlue looks "to bring humanity back to air travel."
In September 1999 the airline was awarded 75 initial take off/landing slots at John F. Kennedy International Airport, and received formal U.S. authorization in February 2000. It started operations on 11 February 2000.
JetBlue's founders had set out to call the airline "Taxi" and therefore have a yellow livery to associate the airline with New York. The idea was dropped, however, for several reasons: the negative connotation behind New York City taxis; the ambiguity of the word taxi with regard to air traffic control; and threats from investor JP Morgan to pull its share ($20 million of the total $128 million) of the airline's initial funding unless the name was changed. The airline's founders also considered making its home base in Trenton, New Jersey, but this idea did not gain much support.

9/11 aftermath, profitable yearsJetBlue was one of only a few U.S. airlines that made a profit during the sharp downturn in airline travel following the September 11, 2001 attacks. Since its IPO on the NASDAQ stock exchange in 2002, JetBlue has become one of the most popular airline stocks in history and currently has about two billion dollars in market capitalization. Financial results were strong for the airline throughout the 2002–2004 years, and many analysts and journalists lauded the airline for its success. The airline sector responded to JetBlue's market presence by starting mini-rival carriers: Delta Air Lines started Song, and United Airlines launched another rival called Ted. Song has since been disbanded and is being reabsorbed by Delta Air Lines, while Ted is still in operation.
In 2002, JetBlue acquired LiveTV, LLC for $41 million in cash and the retirement of $39 million of LiveTV debt. LiveTV equips JetBlue with 36 channels of live DirecTV satellite TV programming at every seat. Two years later, JetBlue announced it would add 100 channels of XM Satellite Radio, Fox TV programs and 20th Century Fox movies to its in-flight entertainment. The movies are free on flights outside of the U.S. mainland (as DirecTV service is not available), and are available for a small fee on other flights.
JetBlue has not yet attempted to raise money by selling snacks during flights, a move that many larger airlines have made on domestic flights and some international flights. JetBlue has also told customers in commercials and print ads that they "encourage you to use the call button", advertising their devotion to customer service. JetBlue is also known for its "letter ads", for example: "Dear New York", and ending with "Sincerely, JetBlue".
As the airline continued to make record profits, new planes allowed for additional route opportunities. These included JetBlue's first international service, New York City to the Dominican Republic, on June 10, 2004. Additional service to the Bahamas began on November 1, 2004, and service to Bermuda began May 4, 2006. Service to Aruba began September 15, 2006.
In 2004, JetBlue began flights from New York City's LaGuardia Airport and added service in 2005 to Newark Liberty International Airport in Newark, New Jersey, thereby serving all three major New York City area airports. Also in 2005, the company added service between JFK and Boston Logan with 10 daily flights using its new 100-seat Embraer 190 aircraft. In October 2006 JetBlue announced they would begin service from Stewart International Airport, in Newburgh. Later, the airline announced new service to Westchester County Airport, also known as White Plains, allowing JetBlue access to five of the six New York City area airports.

Developments since 2005JetBlue Founder David Neeleman in 2006In October 2005, JetBlue announced that its quarterly profit had plunged from US$8.1 million to $2.7 million largely due to rising fuel costs. In addition, the airline was struggling with their new aircraft, the Embraer 190. Operational issues, fuel prices, and low fares, JetBlue's hallmark, were bringing its financial performance down. In addition, with higher costs related to the airline's numerous amenities, JetBlue was becoming less competitive.
Regardless, the airline continued to plan for growth. It was announced that 36 new aircraft were scheduled for delivery in the year 2006.
However, trouble was on the horizon. For many years, analysts had predicted that JetBlue's growth rate would become unsustainable. Despite this, the airline continued to add planes and routes to the fleet at a brisk pace. In addition in 2006, the IAM (International Association of Machinists) attempted to unionize JetBlue's "ramp service workers", in a move that was described by JetBlue's COO Dave Barger as "pretty hypocritical", as the IAM opposed JetBlue's creation when it was founded as New Air in 1998. The union organizing petition was dismissed by the National Mediation Board because fewer than 35 percent of eligible employees supported an election.
In February 2006, JetBlue announced its first ever quarterly loss. For 4th quarter 2005, the airline lost $42.4 million, enough to make them unprofitable for the entire year of 2005. The loss was the airline's first since going public in 2002. JetBlue also reported a loss in the 1st quarter 2006. In addition to that, JetBlue forecast a loss for 2006, citing high fuel prices, operating inefficiency, and fleet costs. During the first quarter report, CEO David Neeleman, President Dave Barger, and then-CFO John Owen released JetBlue's "Return to Profitability" ("RTP") plan, stating in detail how they would curtail costs and improve revenue to regain profitability. The plan called for $50 million in annual cost cuts and a push to boost revenue by $30 million. JetBlue Airways moved out of the dark during the second quarter of 2006, beating Wall Street expectations by announcing a net profit of $14 million. That result was flat when compared to JetBlue’s results from the same quarter a year ago ($13 million), but it was double Wall Street forecasts of a $7 million profit, Reuters reports. The carrier said cost-cutting and stronger revenue helped it offset higher jet fuel costs. In October 2006, JetBlue announced a net loss of $500,000 for Quarter 3, and a plan to regain that loss by deferring some of their E190 deliveries, and by selling 5 of their A320s.

In December 2006, JetBlue announced another component of the RTP, when they explained the reasoning behind their decision to remove a row of seats off their A320s. The removal of the seats will lighten the aircraft by 904 lb (410 kg), and will reduce the inflight crew size from four to three (per FAA regulation requiring one flight attendant per 50 seats), thus offsetting the lost revenue from the removal of seats, and further lightening the aircraft, resulting in less fuel burned.
In January 2007, JetBlue announced it had returned to profitability with a fourth quarter profit for 2006, reversing a quarterly loss in the year-earlier period. As part of the RTP plan, 2006's full year loss was $1 million compared to 2005's full year loss of $20 million. JetBlue was one of the few major airlines to post a profit in the quarter.
On May 10, 2007, JetBlue announced Barger's appointment as CEO, who also retains the position of President. Neeleman, who was named non-executive Chairman of the Board, said "This is a natural evolution of our leadership structure as JetBlue continues to grow. As Chairman of the Board of Directors, I will focus on developing JetBlue's long-term vision and strategy, and how we can continue to be a preferred product in a commodity business."
On July 24, 2007, JetBlue reported that its second-quarter revenue increased to $730 million, compared to $612 in 2006. Second quarter net income grew to $21 million for the quarter, from $14 million the previous year. CEO David Barger said the airline will take delivery of three fewer planes this year and will sell three planes from their current fleet, "slowing capacity growth...to strengthen our balance sheet and facilitate earnings growth", but will continue to add two to four new destinations each year.
In July 2007, the airline partnered with 20th Century Fox's film "The Simpsons Movie" to become the "Official Airline of Springfield". In addition a contest was held in which the grand prize would be a trip on jetBlue to Los Angeles to attend the premiere of the film. The airline's website was also redecorated with characters and their favorite JetBlue destinations and the company was taken over by the show/film's greedy businessman villain C. Montgomery Burns.
In August 2007, the airline announced the addition of exclusive content from The New York Times in the form of an in-flight video magazine, conducted by Times' journalists and content from NYTimes.com.
On October 11, 2007, JetBlue announced expanded service to the Caribbean with service to St. Maarten and Puerto Plata commencing January 10, 2008. With these additional destinations, JetBlue's service expands to a total of eleven Caribbean/Atlantic destinations including Aruba; Bermuda; Cancun; Nassau; Aguadilla, Ponce and San Juan, Puerto Rico; and Santiago and Santo Domingo, Dominican Republic. JetBlue will serve 56 destinations in eight countries by early 2008.
On November 8, 2007, JetBlue announced the appointment of Ed Barnes as interim CFO, following the resignation of former CFO John Harvey.
In 2008, JetBlue, which has its main passenger terminal in Terminal 6 at JFK, will be moving all operations to the adjacent TWA Flight Center which has been under renovation by the airline since late 2005.
On December 13, 2007, JetBlue and German-based Lufthansa announced their intent to sell 19% of JetBlue to Lufthansa, pending approval from US regulators. Following the acquisition, Lufthansa stated they plan to seek operational cooperation with JetBlue.
TrueBlue MembershipTrueBlue is JetBlue's Membership rewards program. JetBlue rewards their loyal customers by providing them with advance notice of special promotions and fare sales, faster and easier booking, and free rewards flights.
JetBlue has categorized flights into 3 categories:
SHORT (2 pts): Flights from JFK to Buffalo, NY MEDIUM (4 pts): Flights from Rochester, NY to Ft. Lauderdale, FL or from JFK to New Orleans, LA LONG (6 pts): Flights from JFK to Oakland, CA or Burlington, VT to Long Beach, CA Once members have accumulated 100 TrueBlue points, they are eligible to redeem them for a free round trip flight on JetBlue. Also, members get double points for booking online.
DestinationsMain article: JetBlue Airways destinationsJetBlue Airways currently flies to 54 destinations in 6 countries, including Aruba, the Bahamas, Bermuda, the Dominican Republic, Mexico, Netherlands Antilles, and the United States, including Puerto Rico. The airline will add service to Puerto Plata, Dominican Republic and St. Maarten, Netherlands Antilles and end service to Columbus, Ohio and Nashville, Tennessee in January 2008, maintaining its destination count at 54.
In 2006, JetBlue launched service to Pittsburgh, Charlotte, Raleigh, Nashville, Bermuda, and Aruba. JetBlue received authority to serve Cancún, Mexico, after having competed for the route against Delta Air Lines and USA 3000.
JetBlue also began service to Houston-Hobby, Sarasota, Columbus, and Tucson. In the fall of 2007, JetBlue announced that it was pulling out of Columbus and Nashville.
JetBlue Airways at Cibao International Airport, Santiago, DR, just arrived from New YorkPrior to the passage of the Wright Amendment Reform Act of 2006, JetBlue expressed an interest in serving Dallas Love Field's customers if the Wright Amendment was repealed. It has also expressed refusal to serve Dallas-Fort Worth International Airport on the grounds that it does not wish to contend with American Airlines, which has a dominating presence there.
On August 17, 2006, service between New York JFK and Washington-Dulles commenced, finalizing JetBlue's plan to connect the three major Northeast cities of Boston, New York, and Washington DC, and also putting pressure on the airlines that operate those routes, namely Delta Shuttle and US Airways Shuttle. Washington-Dulles offers eight nonstop destinations, and with the addition of service to New York-JFK, 45 destinations via connection in New York. JetBlue has announced service to/from White Plains, New York. With this addition, JetBlue now serves five out of six airports in the New York City area.
In October 2006, JetBlue applied to the FAA for landing rights at Chicago's O'Hare Airport for eight flights per day. Almost immediately, United Airlines filed an objection, claiming JetBlue "did not follow proper procedures and should be denied". On October 16, 2006, JetBlue received approval from the FAA to land at O'Hare, though the number of slots requested was cut in half to four flights per day. JetBlue also bought three additional O'Hare slots from other carriers, and service to New York/JFK and Long Beach started January 4, 2007.
AlliancesOn February 6, 2007, USA Today reported that JetBlue plans to enter into an alliance with Irish flag carrier Aer Lingus. The alliance will facilitate easy transfers to both airlines' customers, but will not allow either airline to sell seats on the other airline, unlike traditional codeshare alliances, meaning customers must make individual reservations with both carriers, the newspaper said.
CodesharesOn February 14, 2007, JetBlue announced it had entered its first codeshare agreement with Cape Air, to carry JetBlue passengers from Boston's Logan Airport to Cape Air's destinations throughout Cape Cod and the surrounding islands. The agreement will allow customers on both airlines to purchase seats on both airlines under one reservation. This announcement came the same day that JetBlue announced seasonal service from New York to Nantucket.
New routesDaily nonstop service between Buffalo, NY (BUF) and Fort Myers, FL (RSW) begins January 8, 2008.Daily nonstop service between White Plains, NY (HPN) and Fort Myers, FL (RSW) begins January 8, 2008.Daily nonstop service between Burlington, VT (BTV) and Orlando, FL (MCO) begins January 10, 2008.Daily nonstop service between Charlotte, NC (CLT) and Fort Lauderdale, FL (FLL) begins January 10, 2008.Daily nonstop service between Raleigh/Durham, NC (RDU) and Fort Lauderdale, FL (FLL) begins January 10, 2008.Daily nonstop service between Portland, ME (PWM) and Orlando, FL (MCO) begins January 10, 2008.Daily nonstop service between Puerto Plata, DR (POP) and New York, NY (JFK) begins January 10, 2008.Daily nonstop service between St. Maarten, Netherlands Antillies (SXM) and New York, NY (JFK) begins January 17, 2008.Daily nonstop service between Aguadilla, PR (BQN) and Fort Lauderdale, FL (FLL) begins February 15, 2008.Daily nonstop service between Santo Domingo, Dominican Republic (SDQ) and Orlando, FL (MCO) begins March 8, 2008.
FleetAs of December 2007, the JetBlue Airways fleet includes the following 134 aircraft:JetBlue Tail (N556JB; "Betty Blue") JetBlue Airbus A320 "Whole Lotta Blue" (N594JB).JetBlue Airways Fleet Aircraft Total Passengers(Economy) Notes Airbus A320-200 104(73 orders) 150 Embraer 190 30(71 orders) 100 Launch customer
As of December 2007, the average fleet age of JetBlue Airways was 3.2 years.
Nearly every plane in JetBlue's fleet is named with a designation containing some form of the word "blue". Examples include "Absolute Blue", "Big Blue Bus", "Blue Suede Shoes", "Canyon Blue", "Mi Corazon Azul", "Rhapsody in Blue", "Sacre Bleu!", "The name is Blue, JetBlue", and "Whole Lotta Blue". However as of November 2006, there are two exceptions: tail number N190JB is "Luiz F. Kahl", named for the former Chairman of the Niagara Frontier Transportation Authority, and tail number N533JB is "Usto Schulz", named for JetBlue's former VP of Safety. Every year employees submit suggestions for the names of the new planes. Past winners have received trips to Toulouse, France, to tour the Airbus hangar and fly home aboard the plane that bears their name suggestion.
Some long-term maintenance on JetBlue's Airbus A320 aircraft is conducted at Aeroman, a facility in El Salvador owned by Air Canada. At one time, Aeroman was owned by Grupo TACA, who is also a major Airbus A320 operator. JetBlue also uses Air Canada's facilities in Canada, along with Empire Aero Center in Rome, NY. In the early years of the airline, founder David Neeleman said he always sat in the last row (row 27) of each Airbus A320 aircraft when flying on his company's airplanes, to demonstrate that pleasing the customer is more important than pleasing the CEO (at the time, seats in the 27th row — since removed from JetBlue's A320 airplanes — did not recline).
In December 2006, JetBlue announced they would be removing one more row of seats from their A320s, reducing the number of seats to 150. They also revealed they would adjust the remaining rows in the forward half of the cabin, increasing the seat pitch to 36 inches (91 cm), giving passengers more legroom than any other coach carrier. Fleet modifications have been completed as of February 8, 2007. At present, the A320 has a seat pitch of 36 inches (91 cm) in rows 1–11, and 34 inches (86 cm) in rows 12–25, with slightly more than 36 inches (91 cm) in the two exit rows. The E190 has a seat pitch of 32 inches (81 cm) in rows 1–10, and 33 inches (84 cm) in rows 13–25, with a pitch of more than 34 inches (86 cm) in the exit rows. The seat width on the A320 is 17.8 inches (45.2 cm), and the seat width on the E190 is 18.25 inches (46.4 cm).
In July 2005, JetBlue announced that it would be upgrading the size of its seatback TVs that provide customers with DirecTV programming. All new aircraft are being equipped with the larger seatback TVs, and older aircraft are being retrofitted. The E190s are all equipped with XM satellite radio, and the A320s are being XM equipped when each aircraft's TV screens are being upgraded. In addition, the airline aims to increase the size of the overhead bins on all aircraft. Unlike the A320 fleet that JetBlue uses where the flight attendant has to read the safety briefing, the E190 fleet uses a pre-recorded audio safety briefing to accompany the live demonstration.
EmployeesJetBlue has 10,795 employees, or "crewmembers," as Jetblue prefers to call them (at March 2007). The major Pilot and Flight Attendant base is John F. Kennedy International Airport, followed by Boston's Logan International Airport, Fort Lauderdale International Airport, and Long Beach Municipal Airport. Customer support is handled via employees in Utah working from their homes, providing JetBlue with significant savings. JetBlue sells 20 percent of their tickets over the phone, with the remainder being sold online.
IncidentsJetBlue Flight 292, an Airbus A320,emergency landing at LAXOn September 21, 2005, Flight 292 performed an emergency landing at Los Angeles International Airport following a failure of the front landing gear during retraction. The plane landed after circling for three hours to burn fuel and lighten the aircraft. The aircraft came to a stop without incident on runway 25L. The only apparent damage to the plane upon landing was the destruction of the front tires; the front landing strut held. None of the passengers or flight crew aboard were injured. Passengers were able to watch coverage of the incident via onboard televisions. A sketch of the incident was aired on Saturday Night Live, with guest host Steve Carell. JetBlue does not regularly serve LAX; the airline used a Continental Airlines hangar to evaluate and repair the aircraft. On February 14, 2007, a JetBlue flight from John F. Kennedy International Airport to Cancún, Mexico was delayed on the tarmac in a snowstorm, keeping passengers on the plane for nearly nine hours. Throughout that day, at least nine other JetBlue aircraft were also stranded on the tarmac, keeping the passengers on board. An absence of interline agreements prevented JetBlue from accommodating its passengers on other airlines. Four days later, JetBlue was still not operating normally, canceling nearly all flights using E-190 aircraft. On February 19, JetBlue's then-CEO, David Neeleman, issued a public apology for the cancellations and for his company's mismanagement of the situation. Neeleman said he was “humiliated and mortified” by the system failures and he promised that JetBlue would soon introduce a "Customer Bill of Rights" offering compensation for such events in the future. Neeleman also announced that the revised compensation would be applied retroactively to all passengers affected by the cancellations. According to JetBlue, the cancellations and compensations will total between 20 and 30 million dollars.
JETBLUE AIRWAYS ENTERTAINMENT
Known as much for its free TV as its low fares, JetBlue was the first carrier to offer satellite TV at every seat. It serves 53 cities with up to 525 daily flights and now includes routes to Aruba, all on a fleet of Airbuses outfitted with leather seats and the most leg room in coach.
JetBlue Airways Video: You can watch 36 free channels of DirecTV, including the new Times On Air channel from The New York Times. If that's not enough, you can spend $5 to view a first-run movie on one of the three Fox InFlight Premium Entertainment channels.
JetBlue Airways Music: More than 100 channels of XM Satellite Radio for free, a godsend if you want a lot of audio variety
JetBlue Airways Games: N/A
JetBlue Airways Power: No on-plane power, but does offer free Wi-Fi at its New York (JFK) and Long Beach, CA (LGB) terminals.
JetBlue has the potential to be a contender for the geek-friendliest airline around, assuming it can add MP3s and games to the mix. JetBlue offers each passenger a personal video screen that can play 36 channels of DirecTV and more than 100 channels of XMRadio. There is also a pay-per-view selection of movies and a video magazine created by the New York Times.

HISTORY FACTS AND INFORMATION OF AIR FLORIDA AIRLINES

Air Florida (IATA: QH, ICAO: FLA, and Callsign: Palm) was a small U.S. and international airline based out of Miami International Airport. It started operations in 1972, after being formed in 1971.
Air Florida operated jet service between cities within Florida, but in 1978 it started flying beyond Florida and into other states. Air Florida was able to have a large presence on the Northeast-to-Florida market for quite some time during the 1970s and 1980s.
It also operated international services to various points in the Caribbean as well as to London, Brussels, Shannon and Amsterdam from Miami
.
On January 13, 1982, Air Florida Flight 90 crashed into Washington, DC's 14th Street Bridge and fell into the Potomac River shortly after taking off. A total of 70 passengers and 4 crew died, as well as four motorists; only four passengers and one crew member survived. It was discovered that the cause of the crash was that the pressure sensors in the plane's engines had been frozen by the snow, and thereby causing erronous engine indications. This led to the flight crew not applying the appropriate power setting, and the aircraft stalled after take-off. Despite the freezing weather and snowy conditions, the crew failed to activate the anti-ice systems. Radio personality Howard Stern became infamous when, while hosting his show on station DC101 one day after the crash, he pretended to phone Air Florida and ask what the fare was for a one-way ticket from National Airport to the 14th Street Bridge.
Air Florida tried several times to buy out Western Airlines during the 1980s, to increase their presence in the West and begin flights to Mexico and western Canada. However, the negotiations with Western, which later was absorbed by Delta Air Lines, only got Air Florida 16 percent of the California-based company. After it filed for bankruptcy, Air Florida eventually folded on July 3, 1984. Its assets were acquired by Midway Airlines.
The airline operated such types as the Boeing 707, McDonnell Douglas DC-9 and DC-10, Boeing 727s and Lockheed Electras along with the 737 jets.

PEOPLE EXPRESS AIRLINES HISTORY FACTS AND PICTURES (PEOPLExpress)

People Express Airlines (aka PEOPLExpress) was a low-cost carrier that operated from 1981 to 1987.
The company was started by Don Burr, who resigned from Frank Lorenzo's Texas International in order to do so: Burr was influenced by Freddie Laker 's forays into low-cost air travel during the 1970s. Terminal space was leased at Newark Airport's long abandoned North Terminal. The upper levels were used as corporate headquarters in order to save money.
People Express was launched on April 30 , 1981 with service from Newark to Buffalo, NY , Columbus, OH , and Norfolk, VA . Despite an accident at a neighboring Conrail freight yard that year, which caused an evacuation of the North Terminal and shut down the airline's operations on July 22 , People Express grew rapidly, adding flights to Florida by the end of the year. On May 26, 1983, PEOPLExpress began non-stop service from Newark to London's Gatwick airport with a leased Boeing 747-227B previously operated by Braniff. Flights were priced at $149 each-way and upon launch, became an instant success with all flights sold-out for several months within 24 hours of being offered.
In 1985, People Express bought out Denver based Frontier Airlines. The combined company became the United States' fifth largest airline, with flights to most major U.S. cities, as well as an additional transatlantic route to Brussels. However, the purchase of Frontier ultimately destroyed People Express, as the two airlines had operated very differently in the past. In addition, other airlines were now matching the company's low fares.
Continental Airlines purchased People Express on February 1, 1987.

CONTINENTAL AIRLINES INFORMATION

Continental Airlines (IATA: CO, ICAO: COA, and Callsign: Continental) (NYSE: CAL) is an American airline. Based in Houston, Texas, it is the 5th largest airline in the U.S. and the 6th largest in the world. Continental's tagline, since 1998, has been Work Hard, Fly Right.
Continental flies to destinations throughout the Americas, Europe, and Asia from its three hubs at at George Bush Intercontinental Airport (in Houston, TX), Newark Liberty International Airport (in Newark, NJ near New York City), and Hopkins International Airport (in Cleveland, OH). Additionally, its affiliate airline, Continental Micronesia, covers cities in Hawaii, Polynesia, Micronesia, Australia, East Asia, and Southeast Asia from its hub at Antonio B. Won Pat International Airport in Guam.
Continental is a minority owner of ExpressJet Airlines, which operates under the trade name Continental Express. Cape Air, Colgan Air, CommutAir, and Gulfstream International Airlines feed Continental's flights under the "Continental Connection" name.
Since September 2004, Continental has been a member of the SkyTeam Alliance, which it joined alongside Northwest Airlines and KLM. Previously, it was part of the now-defunct Wings Alliance. In addition to extensive code-share arrangements with SkyTeam partner airlines such as Delta Air Lines, the airline also code-shares with Amtrak to some cities in the northeastern United States, and with SNCF French Rail to stations in France.
Continental's fleet consists entirely of two-class aircraft (First and Economy on domestic flights, and "BusinessFirst" and Economy on international flights). The fleet comprises the following aircraft (at January 2006):
18 Boeing 777-200 - found on intercontinental flights (further 2 on order)
16 Boeing 767-400 - two versions exist; one is used by Continental Micronesia and is also used for mainland flights to Hawaii, while the other has more BusinessFirst seating and is used for flights to Europe and Asia
10 Boeing 767-200
14 Boeing 757-300
41 Boeing 757-200 - used on both domestic and international flights, with domestic flights (shown on the schedule as 757) having 24 regular first class seats, and international flights having 16 BusinessFirst sleeper seats (shown on the schedule as 752)
47 Boeing 737-300
63 Boeing 737-500
36 Boeing 737-700
99 Boeing 737-800
12 Boeing 737-900
In addition, Continental and Boeing announced on December 29, 2004, that the airline had agreed to purchase 10 787-824 aircraft from Boeing, with first delivery starting in 2009. This makes Continental the first major US airline, and second US carrier overall (after Primaris Airlines) to order the new advanced plane from Boeing.
Continental Airlines was one of three carriers (American Airlines and Delta Air Lines being the other two) to sign an exclusivity agreement with Boeing in the late 1990s. When Boeing acquired McDonnell Douglas, the European Union forced Boeing to void the contracts. However, both parties have been adhering to and intend to adhere to the terms under a gentlemen's agreement.

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CONTINENTAL AIRLINES ENTERTAINMENT
The world's fifth-largest airline and has hubs in Cleveland, Houston, and New York, has been a bit slow to add in-seat fun. In 2007, Continental began upgrading 767s and 777s, particularly in Business-First class, with in-seat power and entertainment.
Continental Airlines Video: Overhead screens are installed on most planes. Domestic Boeing 767s and 777s have in-seat screens in Business-First cabins, with Audio Video On Demand (AVOD), which allows customers to choose from up to 25 movies and 25 television programs.
Continental Airlines Music: Nearly two dozen stations on most planes. Planes with AVOD offer access to 50 albums' worth of songs.
Continental Airlines Games: On the 767s and 777s, up to 25 games, including Invasion.
Continental Airlines Power: Continental offers the EmPower system, allowing you to plug in and power up on the Boeing 737-800 and 757-200. There are two units per row, located between each power enabled seat just below the seat cushion. The Boeing 767 has one Power unit for each power enabled two seat unit.

AMERICAN AIRLINES INFORMATION PICTURES AND FACTS

American Airlines is the largest airline in the world in terms of total passengers transported, and the second-largest airline in the world (behind Air France-KLM) in terms of total operating revenues. A subsidiary of the AMR Corporation, the airline is headquartered in Fort Worth, Texas, adjacent to the Dallas/Fort Worth International Airport. American operates scheduled flights throughout the United States, as well as flights to Canada, Latin America, the Caribbean, Western Europe, Japan and India. The chairman and CEO of AA is Gerard Arpey.
By many measures, including passenger traffic, fleet size, and number of employees, American is the world's largest airline. As of February 2006, AMR Corporation served 171 cities with a fleet of 993 aircraft handling 80 million passengers a year with an average of 2,600 daily departures. American carries more passengers between the US and Latin America (12.1 million in 2004) than any other airline, and is also strong in the transcontinental market.
American has seven hubs: Dallas/Fort Worth, Chicago O'Hare, Miami, St. Louis, Boston, LaGuardia, and New York JFK. Dallas/Fort Worth is the airline's largest hub, with AA operating over 84 percent of flights at the airport and traveling to more destinations than from any of its other hubs. Los Angeles International Airport and San Juan serve as a focus cities and international gateways. American operates maintenance bases at Tulsa, Kansas City, and Fort Worth Alliance.
American Eagle Airlines is an airline based in Fort Worth, Texas, USA. It is a regional airline partner of American Airlines (both are wholly owned by AMR Corporation).
American is a founding member of the oneworld airline alliance.
American operates a relatively young fleet, with an average age of 10.5 years [2]. Almost half of its fleet is comprised of McDonnell Douglas MD-82 and MD-83 series twinjets, referred to by AA as "Super 80," denoting the type's original name, "DC-9 Super 80." Much of the Super 80 fleet dates back to the early 1980s, although they own some newer examples acquired from TWA. Regardless of age, most of AA's aircraft have been refitted with new interiors in the last few years, with the exception of many Boeing 757s. AA has also introduced new aircraft to its fleet: the newest are the Boeing 777-200ERs, which replaced MD-11s on key transoceanic routes in the late 1990s such as Tokyo Narita, and 737-800s, which replaced 727s and the BAC-111s on some domestic and Caribbean routes.
American has discontinued three-class service on most aircraft, but continues to offer business class on 777 and 767-200 aircraft. First class passengers on 777 routes to London and Frankfurt enjoy the "American Flagship Suite," a first class seat that can swivel inwards toward a personal work area and also recline 90 degrees to become a bed. 767-200 flights between JFK, SFO, and LAX offer three-class "American Flagship Service" which replicates the passenger service offered on long international flights.
On all American aircraft (except ex-TWA 757s), passengers in all cabins have a cigarette port DC power port at select seats. All classes of service on the 777-223ER have personal video screens, although they lack Audio/Video On Demand (AVOD) systems. These personal video screens offer GateConnect, a feature which allows passengers to view maps of the destination airports (gates, security checkpoints, baggage claims, etc) and find out information on connecting flights from that same airport such as gate, aircraft, etc.
Most recently, American has taken the unique step of redesigning its schedules so that each hub city receives certain aircraft types more often than others, which is intended to simplify maintenance and last-minute fleet substitutions. Currently, Chicago, DFW and St. Louis get most Boeing MD-80(S80), 757-2Q8, and 757-231 service, Miami gets most 757-223 and 737 service, and JFK gets most A300 and 767-200 service. 777-223ER's and 767-323ER's are usually reserved for high density domestic markets and international flights.
American Airlines was one of three carriers (Continental Airlines and Delta Air Lines being the other two) to sign an exclusivity agreement with Boeing in the late 1990s. When Boeing acquired McDonnell Douglas, the European Union forced Boeing to void the contracts. However, both parties have been adhering to and intend to adhere to the terms under a gentlemen's agreement.

BRITISH AIRWAYS INFORMATION HISTORY PICTURES AND FACTS

The airline's origins go back to the birth of civil aviation and the pioneering days after the First World War. On 25 August 1919 its forerunner company, Aircraft Transport and Travel (AT&T), launched the world's first daily international scheduled air service, between London and Paris. On 31 March 1924, Britain's four fledgling airlines - Instone, Handley Page, Daimler Airways (a successor to AT&T) and British Air Marine Navigation - merged to form Imperial Airways, which developed its Empire routes to Autralia and Africa.
Meanwhile a number of smaller UK air transport companies had started flights. These merged in 1935 to form the original privately-owned British Airways Ltd. Following a government review Imperial Airways and British Airways were nationalised in 1939 to form the British Overseas Airways Corporation (BOAC). Post-war, BOAC continued to operate long-haul services, other than routes to South America - these were flown by British South American Airways, which was merged back into BOAC in 1949. Continental European and domestic flights were flown by a new airline, British European Airways (BEA).
The 1950s saw the world enter the passenger jet era - led by BOAC, with the De Havilland Comet flying to Johannesburg in 1952, halving the previous flight time. The birth of the mass package-holiday business meant changes for the airline industry. BEA met this by establishing BEA Airtours, which took off in 1970. In 1972 BOAC and BEA were combined under the newly formed British Airways Board, with the separate airlines coming together as British Airways in 1974. British Airways, simultaneously with Air France, inaugurated the world's first supersonic passenger service with Concorde in January 1976.British Airways is based at London Heathrow Airport in London, England. It also has a commanding presence at Gatwick and Manchester International Airport. BA has succeeded in dominating Heathrow to the point that the airport is commonly referred to as Fortress Heathrow within both the airline and its competitors.
As an incumbent airline, BA had grandfather rights to around 36% of takeoff and landing slots at Heathrow, many of which are used for the lucrative trans-Atlantic market. Some competitors, such as Virgin Atlantic, bmi and United Airlines, assert that this stifles competition and some political think-tanks recommend an auction of slots. In recent years British Airways has been buying slots from other airlines including United Airlines, SN Brussels and Swiss International Air Lines, and now owns about 42% of slots at Heathrow.
Some British Airways services are operated by various subsidiaries and franchisees.

APPRAISE A PLANE AND PLANE VALUES

Appraise an Aircraft and Plane Values - Certified Aircraft Appraisal
What is an Aircraft Appraisal?
An appraisal is an impartial opinion of the value of an aircraft, prepared by experts who know all the factors which make up the current behavior of the used aircraft market. It is an opinion of value based upon experience and repeated analysis of these factors. It is an opinion of value which can be substantiated and justified. It is an opinion of value made by a certified, recognized, professional aircraft appraiser.
Why is an Aircraft Appraisal Important?
An Aircraft Appraisal is a Valuable Tool for both potential buyers and sellers.
For Buyers - The appraisal acts as an impartial professional opinion as to the value of the particular aircraft they are planning to purchase. The appraisal can assist in expediting the sale of the aircraft because the buyer and seller know the fair market value and relative condition of the aircraft through the independent appraisal.
For Sellers - The appraisal offers the confidence of knowing the condition and the current fair market value of their aircraft. The appraisal is a great selling tool because it helps a potential buyer get a solid feel for the aircraft in the words of an objective evaluator.
A proper aircraft appraisal is even valuable to the banker involved in the sale.
It's been said that "An aircraft is worth what someone will pay for it." Therefore, when setting a selling price for something as valuable as an aircraft more factual advice than that given by a well-meaning friend is both a necessity and just common sense. Of course, this is just as important on the corporate level. Costly mistakes can be avoided through the use of a professional aircraft appraiser.
How does an aircraft appraisal work?
The professional aircraft appraiser must acquire all the facts about the aircraft in question. The appraiser thoroughly examines the aircraft log books, inspects the exterior and interior of the aircraft, and pays close attention to the present condition and the maintenance history of the aircraft.
What is the Purpose of an Appraisal?
To obtain a professional opinion of the present fair market value on an aircraft.
To obtain a professional opinion of the value on an aircraft to be renovated or modified.
An expert opinion of the value of an aircraft is useful as a prudent safeguard against excessive tax assessments, capital gains and other taxes. Appraisals are used to verify damage claims resulting from fire, hail, windstorms, accidents and other disasters. An appraisal may provide the basis for decision-making in the commitment of funds for acquisition. Provides persuasive independent evidence of the condition of an aircraft. Assist a prospective purchaser in obtaining financing or insurance. Assist the financial institutions by substantiating the nature and value of the aircraft as it relates to collateral. Assist the financial institution by supporting the loan portfolio for examination by the loan committee and/or bank examiner. Distinguishes sellers aircraft from others that may be listed for sale. It can reduce the time required to sell an aircraft by more than 50%.
Market Analysis:An estimate of value based on historical data. An accurate assessment of an aircraft’s fair market value.Certified Aircraft Appraisal and A certified airplane appraisal is a detailed and accurate assessment of an aircraft’s fair market value based on a comprehensive examination of the aircraft’s present physical condition and past flight history. The only true way to determine an aircraft's fair market value is to perform a certified appraisal examined in detail by a certified aircraft appraiser. The exterior will be inspected for damage, corrosion, loose or missing fasteners, paint condition, airframe condition, and tires condition. It will be checked for oil and fluid leaks around engine and landing gear. The interior of the aircraft will also be inspected with emphasis on the cockpit, passenger area, and baggage compartment. The condition of seats, carpets, head and side panels, glass, glare shield, etc. will be recorded. The appraisal will include a thorough search of logbooks and records for latest service bulletins, airworthiness directives (AD’s), damage history, completeness of the logbooks, maintenance history, etc. A detailed final report will be delivered to the client in a time frame agreed on between the aircraft appraiser and the client.
Market Value Analysis: A Market Analysis is a low cost method to estimate market value of an aircraft based on historical data and information provided by the client. The information provided is documented and researched to insure it is as accurate as possible without the appraiser actually visiting the aircraft. A comprehensive report will be generated and delivered to the client. A Market Analysis is suitable for establishing or negotiating a purchase price for an aircraft.
What is an Aircraft Appraisal?:It's been said that "An aircraft is worth what someone will pay for it." Therefore, when setting a selling price for something as valuable as an aircraft more factual advice than that given by a well-meaning friend is both a necessity and just common sense. Of course, this is just as important on the corporate level. Costly mistakes can be avoided through the use of a professional aircraft appraiser. Improper evaluations of aircraft by persons who are not qualified to make them, or by those who have their own agenda in pricing the subject aircraft, lead to trouble for unsuspecting buyers. High values are far more common than low values. No matter whether you are a buyer, seller, banker, or insurance company executive, you have a major stake in ensuring that the amount paid for the aircraft is reasonable.
For the Buyer - The appraisal is an impartial, professional opinion as to the value of the particular aircraft being purchased. But it is much more than that. It is a thorough description and inventory of the aircraft that verifies the major selling points for the buyer and financing entity. Further, the appraisal can assist in expediting the sale of the aircraft because the buyer and seller know the fair market value and relative condition of the aircraft through the independent appraisal. Information is knowledge, and that is what you get in a certified aircraft appraisal from a member of the National Aircraft Appraisers Association.
For the Seller - The appraisal offers the confidence of knowing the general condition and current fair market value of the aircraft being sold as seen through the eyes of an independent third party. The NAAA Certified Appraisal is a great selling tool because it gives a potential buyer a solid "feel" for the aircraft in the words of the objective evaluator. After reading the NAAA appraiser's report the potential buyer will have more confidence in the condition and appearance of that airplane than he would another airplane where all that is available is the owner's description.
For the Banker - The NAAA Certified Appraisal documents the value and general condition of the aircraft. The appraisal also supports the bank's collateral position in the aircraft loan by verifying that the aircraft is what it is said to be. Any Banker who does self-evaluations without any manner of verifying the collateral exists, or that the aircraft is equipped as represented, is putting his bank at risk for a major loss should the client default. There is absolutely no reason to accept a risk of that magnitude when there are NAAA appraisers throughout the United States and Canada who can detail the value and general condition of the aircraft for you.
What is the National Aircraft Appraisers Association (NAAA)?: NAAA provides a broad range of services to the aviation industry through its professional approach. to aircraft valuations. The NAAA is equipped to serve the lender, seller, or buyer needs through an extensive network of Certified Appraisers,a comprehensive data processing center and experienced Senior Appraisers.
What is the Purpose of an Appraisal?:
To obtain a professional opinion of the present fair market value on an aircraft.
To obtain a professional opinion of the value on an aircraft to be renovated or modified.
To obtain a professional opinion of the value of an aircraft as a prudent safeguard against excessive tax assessments, capital gains and other taxes.
To verify damage claims resulting from fire, hail, windstorms, accidents and other disasters.
To provide the basis for decision-making in the commitment of funds for aircraft acquisition.
To provides persuasive, independent evidence of the condition of an aircraft.
To assist a prospective purchaser in obtaining financing or insurance.
To assist a financial institution in substantiating the nature and value of the aircraft as it relates to collateral.
To assist a financial institution by supporting the loan portfolio for examination by the loan committee and/or bank examiner.
To distinguishes sellers aircraft from others that may be listed for sale. An NAAA Certified Aircraft Appraisal should reduce the time required to sell an aircraft by 50%.

SUPERSONIC AIRCRAFT IN STUDY BY THE JAPANESE

The first mystery we can address is what happened to the designations in between A340 and A380. Airbus apparently conducted some sort of market research when looking for a name for its latest product, originally known as the A3XX. Immediately eliminated was the designation A370 since the number 7 is so often associated with rival Boeing. For whatever reasons, the numbers A350 and A360 were also deemed unpopular and appear to have been skipped, perhaps permanently. A380 was eventually selected primarily because the cross-sectional shape of the fuselage resembles the digit 8, but also because 8 is considered a special number in Asian cultures, the primary market at which the A380 is aimed. As for future projects, it was mentioned earlier that the A300/A310 series is nearing the end of its production run, and a replacement for this class of airliner is the most probable candidate. The company is considering a number of different options, including a stretched variant of the A320, known as the A322, or a shortened variant of the A330, dubbed the A330-500. However, a more likely possibility is a completely new class of airliners to fill the gap between the narrow-body A320 and widebody A330. If built, this class of airliners would probably include a shorter-range 200-passenger model and a longer-range 250-passenger model, both with a tentative service entry around 2010. This class of airliners has tentatively been named the A305, and no plans have yet been announced for any A390. Airbus has in fact committed to this new airliner, but it was given the designation A350 instead of A305. Again, this decision appears to have been made purely for marketing reasons as Airbus wanted to emphasize that the A350 is a new design and not merely an update to the aging A300 family.
Though this answer has included a number of possibilities and been vague on what might actually happen, you must remember that Boeing and Airbus are bitter rivals who purposefully obfuscate their intentions to keep each other off balance and maintain their competitive edge. As a result, we really have no idea what projects they might actually decide to pursue or when. We can only make our best educated guesses as to where the airline market is going and what classes of aircraft are likely to be in demand.

Airbus A380

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BOEING SONIC CRUISER CONCEPT
Future Airbus And Boeing Airliners Information and Facts...


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There are as yet no official plans for any Boeing 797. Up until a couple years ago, most people believed Boeing's next major project might be a follow-on to the 747 to compete with Airbus's super-jumbo A380. While Boeing pushed developing an upgraded 747 model, most airlines indicated that they would prefer an entirely new design instead. The only publicly released concept I've come across for this potential new-build aircraft is shown below. Boeing's internal designation for this design study was the 763-246C. If it had gone into production, it would likely have been rechristened the 797 to conform to the standard Boeing naming convention. Now that the 787 designation has been assigned, any new replacement that Boeing might launch to replace the 747 would probably be called the 797. Once the 7-7 designations are exhasted, it is unknown what convention Boeing might adopt next. Possibilities include 8-8 or maybe 7--7. Only time will tell.
Boeing 763-246C
As illustrated in the following image, the 763 concept not only provided room for 450 to 550 passengers, but could be equipped with sleeping berths in an upper deck for longer intercontinental routes up to 9,000 nm (16,740 km).
Boeing 763-246C internal cross-section
Nevertheless, Boeing abandoned both the upgraded 747 and any potential replacements, at least temporarily, when it announced plans to focus on a completely different market for its next major project. Instead of building a very large jetliner to carry 500 or more passengers, Boeing believed a more lucrative market existed in carrying about 250 passengers over very long ranges at higher speeds than is possible with conventional airliner designs. This philosophy was reflected in the Sonic Cruiser concept unveiled in early 2001. This aircraft would have been a competitor in the 767 and A310 class of airliners.
Boeing Sonic Cruiser concept
The Sonic Cruiser created somewhat of a sensation when first announced, but airlines and Boeing became progressively less enthusiastic over the ensuing months. The aircraft would require rather substantial improvements in technology to achieve its stated goals of cruising at about Mach 0.95, compared to Mach 0.8 for most commercial airliners, over a range between 6,000 nm and 10,000 nm (11,120 km to 18,530 km). This kind of technological advancement could well drive up the cost so much that most airlines showed no willingness to commit to the idea. Even the percieved advantage of a faster commercial aircraft caused concern because of all the scheduling difficulties it would raise. The terrible financial situation of the airlines after September 11 only worsened prospects for launching the design. Due to this lackluster response and its inability to make a strong business case for the aircraft, Boeing officially shelved the Sonic Cruiser concept in December 2002.
In its place, the company has decided to refocus its attention on a conventional 250-seat design that had been under consideration in tandem with the Sonic Cruiser. The conventional design, originally known as Project Yellowstone, will cruise in the Mach 0.8 region but incorporate advanced "super-efficient" technologies to significantly lower operating costs in comparison with today's airliners. However, the new airliner is apparently not to be known as the 787 but has been designated the 7E7, E standing for Efficient. We now know that the 7E7 designation was only temporary and the new Boeing aircraft has been officially renamed the 787. Since the basic designs of both the 767 and A310 are getting upwards of 25 or 30 years in age, a replacement in that market is probably a wise move on Boeing's part. In addition, the potential savings in operational costs offered by the new efficient technologies are very appealing to cost-concious airlines.
Blended Wing Body concept
A completely different path that Boeing may choose to pursue in the near future is the Blended-Wing-Body, or BWB. Despite your rather unappreciative comments, some of our staff have had the opportunity to meet with and talk to one of the concept's creators, and we've found it to be a most interesting design. The BWB is related to the flying wing, but is a somewhat more sophisticated concept that resulted from a study to determine the optimum low-drag shape to contain a given volume of passenger space. The resulting fuselage resembles a flattened sphere that tapers down and blends into the outboard wings, hence the name Blended-Wing-Body. The thick center-section could hold some 500 to 800 passengers, as illustrated below. Additional studies have focused on smaller variants in the 250- to 300-passenger range, and a recently reported study indicated that a cruise speed of Mach 0.9 over a range of 7,500 to 8,900 nm (13,875 to 16,465 km) might be an optimum design point.
Blended Wing Body internal layout
The BWB was first created by the commercial aircraft division of McDonnell Douglas (MDD), a firm that was purchased by Boeing in the mid-1990s. Though Boeing expressed little interest in continuing most of MDD's projects, they have shown the foresight to carry on low-level development of the revolutionary BWB. However, Boeing has not yet provided any indication that the design will go into full-scale development or production. While such an aircraft could potentially reduce operating costs significantly, concerns have been raised about compatibility with existing airport infrastructure and the difficulty of evacuating so many people from the deep interior cabin in an emergency. In addition, many airlines are worried that passengers may be unwilling to fly an aircraft that is so different looking from what they are used to.
That pretty much sums up what we know of the possible future directions Boeing may take, but Airbus is even more of a mystery. The multinational conglomerate has focused so much of its efforts on developing the latest variants of the A330 and A340 as well as the completely new A380 that little is known of what its next big project might be.
Airbus A380
The first mystery we can address is what happened to the designations in between A340 and A380. Airbus apparently conducted some sort of market research when looking for a name for its latest product, originally known as the A3XX. Immediately eliminated was the designation A370 since the number 7 is so often associated with rival Boeing. For whatever reasons, the numbers A350 and A360 were also deemed unpopular and appear to have been skipped, perhaps permanently. A380 was eventually selected primarily because the cross-sectional shape of the fuselage resembles the digit 8, but also because 8 is considered a special number in Asian cultures, the primary market at which the A380 is aimed. As for future projects, it was mentioned earlier that the A300/A310 series is nearing the end of its production run, and a replacement for this class of airliner is the most probable candidate. The company is considering a number of different options, including a stretched variant of the A320, known as the A322, or a shortened variant of the A330, dubbed the A330-500. However, a more likely possibility is a completely new class of airliners to fill the gap between the narrow-body A320 and widebody A330. If built, this class of airliners would probably include a shorter-range 200-passenger model and a longer-range 250-passenger model, both with a tentative service entry around 2010. This class of airliners has tentatively been named the A305, and no plans have yet been announced for any A390. Airbus has in fact committed to this new airliner, but it was given the designation A350 instead of A305. Again, this decision appears to have been made purely for marketing reasons as Airbus wanted to emphasize that the A350 is a new design and not merely an update to the aging A300 family.
Though this answer has included a number of possibilities and been vague on what might actually happen, you must remember that Boeing and Airbus are bitter rivals who purposefully obfuscate their intentions to keep each other off balance and maintain their competitive edge. As a result, we really have no idea what projects they might actually decide to pursue or when. We can only make our best educated guesses as to where the airline market is going and what classes of aircraft are likely to be in demand.

Blended Wing Body internal layout

The BWB was first created by the commercial aircraft division of McDonnell Douglas (MDD), a firm that was purchased by Boeing in the mid-1990s. Though Boeing expressed little interest in continuing most of MDD's projects, they have shown the foresight to carry on low-level development of the revolutionary BWB. However, Boeing has not yet provided any indication that the design will go into full-scale development or production. While such an aircraft could potentially reduce operating costs significantly, concerns have been raised about compatibility with existing airport infrastructure and the difficulty of evacuating so many people from the deep interior cabin in an emergency. In addition, many airlines are worried that passengers may be unwilling to fly an aircraft that is so different looking from what they are used to.
That pretty much sums up what we know of the possible future directions Boeing may take, but Airbus is even more of a mystery. The multinational conglomerate has focused so much of its efforts on developing the latest variants of the A330 and A340 as well as the completely new A380 that little is known of what its next big project might be.