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Pages 37-41

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From page 37...
... It also produced an inappropriate match between the existing aircraft fleet and the evolving network of routes. For many of the major airlines the consequences of these events, combined with a deep recession, have been a suboptimal fleet mix for hub-and-spoke routes, reductions in market share, serious deterioration in financial performance, dramatically different and heightened competition, and an urgent need to control or reduce frequently intractable operating costs.4 Table 2-4 and Figures 2-3 to 2-5 reflect the decline from consistent profits to severe losses and the deterioration in debt/equity and working capital ratios, and breakeven points.
From page 38...
... The sharp deterioration in financial performance has dried up the former, and the reduced stability brought about by deregulation, combined with poor profit prospects, has largely dried up the latter. It is interesting to note that representatives of the equity investment community are more optimistic over the financial prospects of the airlines than are bankers who supply credit and must be concerned with ability to repay loans on scheduie.5 The financial results for 1983 have not been reassuring.
From page 39...
... . ~~ A 1 1 1 Lit 1 1 1977 1978 1979 1980 1981 1982 YEAR FIGURE 2-3 Domestic Operating Profit of the Major Airlines Before and After Deregulation SOURCE: Civil Aeronautics Board.
From page 40...
... 12.5r 10.0 A, 7.5 LLI corn 5.0 2.5 o 1 1 1 1 1 1 1 1 976 -7.5 1 970 1 972 1 974 Deregulation \ \ ~ Wok 1 978 1 980 1 982 YEAR FIGURE 2-4a Working Capital Ratio, U.S. Major Airlines SOURCE: Presentation before U.S.
From page 41...
... The failure of several additional major carriers is a possibility. It is likely that when the situation stabilizes the industry will continue to exhibit the characteristics now displayed, i.e., it will be made up of several financially strong carriers, such as American, Delta, and United, a number of marginal carriers, and a number of new entrants with varying financial strengths.


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