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| Continental Airlines |
| Annual revenues: | $14,232m | | Annual operating profit: | $700m | | Annual net profit: | $459m | | Operating profit margin: | 5% |
(Figures are from the period of JAN07-DEC07 in U.S. dollars.)
| Fleet: | | | Type | Number in Fleet | | B737-300 | 48 | | B737-500 | 56 | | B737-700 | 36 | | B737-800 | 120 | | B737-900 | 35 | | B757-200 | 41 | | B757-300 | 17 | | B767-200 | 10 | | B767-400 | 20 | | B777-200 | 20 | |
For more detailed fleet information, visit www.ch-aviation.ch
Strengths and opportunities:
- Powerful Newark hub capable of supporting large volumes of local longhaul traffic
- Not burdened with many old planes
- Relatively good employee morale and a highly experienced management team
- Houston a booming market with many energy-sector companies
- Strong presence in both Europe and Latin America
- Will join the Star Alliance and cooperate closely with United; closely aligned with Panama's Copa
- Service well regarded by passengers
- Outfitting widebodies with new premium product that includes lie-flat seats
- Strong base of corporate business, especially in New York and Houston, home to many of the world's largest companies
- No longer burdened by Northwest's "golden share," which gave Northwest a veto over its ability to merge or acquire/be acquired
Weaknesses and threats:
- Newark hub severely congested
- Cost structure now high relative to most legacy peers
- Still retains some underfunded employee pension plans
- Cleveland just barely big enough for a hub and not growing much
- Lack of 70-seat regional jets; restrictive pilot scope clause
- Many customers are New York-based financial institutions reeling from the credit crisis
- Lacks enough widebodies to continue international expansion; will get B787s soon though
Financial data is sourced from company reports. The strengths and weaknesses are based on an analysis by Airline Weekly's editors. Information provided on airlineweekly.com is for general informational purposes only and should not be construed as investment advice.
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