Aircraft Purchase Agreement Aircraft Purchase Agreement dated as of September 9, 2015 and between Fly-by-Night Aviation, Inc., a New York Corporation (the “Seller”), and The Robertson Jet Corp., a Delaware corporation (the “Buyer”). WHEREAS, the Seller desires to assign all of its rights in a Purchase Offer of $21,000,000 for a aircraft with Sam Samson to the Buyer and delegate the Seller’s performance to the Buyer, which would assume the Seller’s performance under the Purchase Offer and contemporaneously pay the Seller $1,000,000; NOW, THEREFORE, in consideration of the mutual promises herein set forth and subject to the terms and conditions hereof, the parties agree as follows: Article 1. Definition 1.1 Defintions. As used in this Agreement, the following terms shall have the meanings set forth below: (a) “Aircraft” shall mean Icarus Aerospace Corporation I-800 aircraft, bearing United States Registration No. N765BW and Manufacturer’s Serial No.
Two airline captains working at the time for Trans World Airline brought suit against their former employer and the union, The Air Line Pilots Association, charging age discrimination for adopting a set of rules for pilots applying for the position of flight engineer and a denying these rules to pilots over 60. In 1977, TWA and the Air Line Pilots Association (ALPA) through a collective-bargaining agreement had agreed upon that every employee in a cockpit position was required to retire when he reached the age of 60. This provision for mandatory retirement was lawful under the ADEA, as part of a "bona fide seniority system”, United Airlines v. McMann,(Supreme.justia.com, 2013) However in 1978, the Age Discrimination and Employment Act was amended to prohibit the mandatory retirement of a protected individual because of a person’s age. TWU being concerned that the company's retirement policy, at least as it applied to flight engineers, violated the amended ADEA. Flight engineer position was not a BFOQ, which stands for bono fide occupational qualification, and therefore mandatory retirement at age 60 was
Depreciation for a given year = (cost of flight equipment – residual value) /average useful live = (20,312.00 - 1015.60) /26 = 19296.4/26 =742.15 Depreciation for every $ 100 for a given year = 742.15*100/20312.5 = 3.65 b. Estimate the average ages of the Delta’s flight equipment at Dec 31, 2010 and at Dec 31, 2009? Average Useful Life = Depreciable Asset Cost/Depreciation Expense For 2010 Average Useful Life (or Age) = 2605/742.15 = 3.51 years For 2010 Average Useful Life (or Age) = 1731/742.15 = 2.33 years c. Suppose Delta decided to change its depreciation policy at 2010 year-end. In particular, Delta would increase estimate useful live by one year, estimate how much this increase would change the depreciation amount of its flight equipment for 2010? [Hint: There is no precisely correct answer for this question; alternative estimates are accepted as long as well-justified.]
Management Report for T&H Airlines Executive Summary T&H is a domestic airline that until now has been self-insured. Current Company CFO, Bill Albertson, is studying the best option in terms of insurance for the company, to minimize risk at the lowest possible cost. To analyze this issue a simulation model for T&H Airlines was developed using the company data and the industry information. Two quotes were presented and considered by the company CFO. Quote number one has a premium of 150% of actual losses and a minimum and maximum of $5 and $12 per 1,000 insured, while policy two has a premium of 100% of actual losses and a minimum and maximum of $6 and $9 per 1,000 insured.
Jeevanandini Balasubramaniam MBA 651 Wednesday’s 7.15 p.m. to 9.45 p.m. Group # 5 Jeevanandini Balasubramaniam MBA 651 Wednesday’s 7.15 p.m. to 9.45 p.m. Group # 5 A350XWB: Airbus’s answer to Boeing’s Dreamliner A350XWB: Airbus’s answer to Boeing’s Dreamliner Question 5: How have sales for Airbus and Boeing compared leading up to the time of the case? Specifically what has occurred since the announcement by Boeing of the development of the 787? How do the prices of the 787, A 350 and A 350 XWB compare? Where do you believe the fall in the kinked demand curve? What does this imply for the future success of each product?
Stock Analysis: Boeing Company Ashutosh Kr.Sinha (DSI# d03252878) 730 Santana Drive Corona Del Mar, CA 92625 Email: ashutosh_sinha55@yahoo.com (949) 719 2955 FI560 Securities Analysis Miriam Benard June 08, 2011 Abstract The purpose of this paper is to make buy or sell recommendation for the Boeing Company’s stock based on the technical analysis and fundamental analysis. The technical analysis consists of analysis of return on equity; the company’s projected future growth of earnings; an analysis of its required rate of return using the CAPM measurement; and the company’s intrinsic value using the discount valuation technique. The fundamental analysis consists of describing the competitive forces in the industry including the company’s relative advantages and disadvantages to its competitors and a discussion on ROE as the basis for growth. Based on the technical analysis, we find that Boeing’s stock is overpriced. Its intrinsic value is $13.39 in 2011, which is substantially less than its current price.
Lockheed Martin Case Analysis Amol Kamdar Corporate Finance Fitchburg State University The U.S. Deficit and the F-35 Joint Strike Fighter: Lockheed Martin According to Reuters.com, the U.S. government projects that the total cost to develop, buy, and operate the Lockheed Martin F-35 Joint Strike Fighter will be approximately $1.45 trillion over the next 50 years (Andrea Shalal-Esa, 2012). This new estimate includes operation and maintenance costs of $1.11 trillion, including inflation, and development and procurement costs of $332 billion. The new baseline forecasts the average cost of the F-35 fighter, including R&D and inflation, at $135 million per plane, plus an additional $26 million for the F-35 engine. Both the industry and government have put a huge emphasis on reducing operating costs and keeping the plane affordable. Built by Lockheed Martin under a 2001 contract, the F-35 is supposed to replace Cold War-era aircraft such as the Air Force's F-16 fighter and the Navy's and Marines' F/A-18 Hornet.
Finally, we will provide some recommendations based on our case analysis. Organizational Context The organizational context of this case is mainly centered on JetBlue and WestJet. Both airlines upgraded their airline reservation systems in 2009. The major features of these organizations are outlined below: * JetBlue: One of the main business organizations of this case, JetBlue is an American low-cost airline headquartered out of Queens, New York. Its main base is the John F. Kennedy International Airport (New York City).
In consideration of the reader of this paper what can be written about this accident that would be of interest not commonly found in the accident report. This paper will address, why this accident was selected, the factors that lead to the accident such as Weather, Crew experience, Air Traffic Control, maintenance and the lessons that can still be learned from this accident some thirty years later. First off, let’s talk about why this accident was selected. This accident was selected mainly due to a personal connection, Air Florida Flight 90; a Boeing 737-222 drew my attention, it’s commonly known as the airplane that crashed into the Potomac River. On January 13, 1982 while traveling as a newly recruited U.S Air Force Airman flying on Air Florida that very same day.
Case Study: JetBlue High flying Airline Melts Down in Ice Strom 1.To analyze JetBlue’s attitudes and practices that contributed to a service disaster JetBlue Airways Corporation (NASDAQ: JBLU) is an American low-cost airline which headquartered in the Long Island City neighborhood of the New York City borough of Queens. JetBlue was established by former Southwest Airlines employee namely David Neeleman in February 1999, under the first name of "NewAir". JetBlue followed Southwest's approach by offering low-cost travel for its customers. In contrast, it created distinguishably by using luxury amenities, such as in-flight entertainment, TV on every leather seat, paperless ticket and exceptional service by flight crew members (Argenti, 2009 p.100). JetBlue believed that its web-based booking, rather than booking through ticketing agents, the company would be able to gain greater control on managing seat sales which in turn avoids customers being bumped.