乔布斯的一句名言是“好的艺术家模仿，伟大的艺术家偷窃"

乔布斯的一句名言是"好的艺术家模仿，伟大的艺术家偷窃"( "Good Artists Copy,  Great Artists Steal"). 证据可见以下链接： http://www.youtube.com/watch?v=CW0DUg63lqU 苹果最初的技术就是从Xerox那偷来的，后来又被微软偷去发展成Windows. 当乔布斯在1996年痛斥盖茨时，盖茨这样回答："事实是我们有一个共同的有钱邻居施乐，当我想敲开他的房门偷电视时发现已经被你偷走了". "Well, Steve, I think there's more than one way of looking at it. I think it's more like we both had this rich neighbour named Xerox and I broke into his house to steal the TV set and found out that you had already stolen it." 证据可见以下链接 http://www.mac-history.net/the-history-of-the-apple-macintosh/rich-neighbour-with-open-doors-apple-and-xerox-parc

京发和欧亚西斯是京城最负盛名的同志浴池，但如今都己灰飞烟灭，只能供凭吊了。

北京欧亚西斯是京城最出名的同志浴室/浴池 [浴室/酒吧/聚点同志信息] 发布者：想进浴室的来看看 发布时间：2011-1-11 4:44:00 阅读次数：1176次 [北京朝阳同志] 北京欧亚西斯是京城最出名的同志浴室/浴池,遥想当年，京发和欧亚西斯是京城最负盛名的同志浴池，但如今都己灰飞烟灭，只能供凭吊了。最近，听说有一家浴池自称新京发，于是我按捺不住好奇心就去探访了一次。  先说下地址，它位于成寿路这边。如果是坐公交车有多条线路抵达，300、特8等公交车到方庄桥东下，然后到路边，找到成寿路，一直朝南走，有一个红绿灯朝右走，在一条路上有一个指示牌，上面写着：明都饭店。沿着指示牌的方向一直向前走就能找到这个饭店，京发浴池在地下一层，有电梯可直达。明都饭店有许多门，走最北面的一个门（即沿着指示牌路线走到明都饭店遇到的第一个门），进了大厅，右首有两部电梯，选择一部到一层，就看一个门，上面写着"京发"二字。  环境：有五个淋浴莲逢头，一个干蒸桑拿房，这是靠着淋浴室部分的。另有一个小黑房，这个设计比较黑，有些巧妙。还有一个湿蒸屋。这个自称是京发的浴室有100多个小柜子，由于是新开，所以衣服什么的还算比较干净。估计以后还要再装修一些东西。  票价：目前为30元，前台会给你一张小票，15天内可凭小票免费再来一次。它不能过夜，只能到凌晨2点，所以要记得不要呆太晚，虽然外面有17条左右公交路线，但还是要把握好时间。  休息室部分：有一个大休息室，面积与大万相仿，有一个大电视，粗略统计床位约为50个左右，比较干净。有两个电视房可以休息，分别可躺六个人。有一个上网室，有两部电脑可免费上网。有一个KTV歌房，可以免费K歌。还有两间足疗室，这两间是收费的。目前并没见到包间。  总体上说，环境干净，看着比较舒服。唯一缺点就是没人气，据说是周六人多，因为我是周二晚六点去的，居然没人，所以只好百无聊赖的上网呆了一会儿。估计以后人多了才会好玩些。这是我的初次体验结果，毫无激情故事，很抱歉，我也希望发生，可一个人没法激！如果下次周末去有激情，再后续，先把这位置和大致情况说明一下，便于有需要的去快乐。现在人少，不适应单独一人去，否则会像我一样扑空，如果一人去也建议在中午过后去。希望能听到其他人的汇报信息。这次先汇报到这里。  有人说它是提供性服务的会所，在此特别强调它不是那种会所。  以下是会所给我的名片，有需要者可以看一下，以免找不到地方可以打电话。  京发会所  行车路线：南三环方庄桥南第一个红绿灯左转，见到名都饭店灯箱右转向南。  乘车路线：  成寿寺路站下车：25、655、723、826、927、985、680路公交车。  政法小区站下车：654、665、运通202路公交车。  方庄桥东下车：300、368、511、53、627、750、954、957、973、986、988、998、特8、运通107公交车。  地铁：5号线刘家窑站下车换乘665路政法小区下车。  电话：57233836  有人说老板和服务员什么的是以前京发的人，这个我不能确定，因为我以前没光顾过三元桥的京发，只光顾欧亚西斯和大帆了。希望能对大家性福有帮助，忽然发现浴池都在南城了和五号线附近了。五号线快成同志浴池专线地铁了，呵呵！

Photo: Continental planes won't be seen in the skies much longer as they are being rebranded by United. (Kamil Krzaczynski / EPA) ← Back to Original Article Death by merger: Almost time to say bye-bye to Continental September 16, 2011|By Mary Forgione | Los Angeles Times Daily Travel & Deal blogger How do airlines die? Somewhat slowly but surely, in the case of Continental Airlines. The October 2010 merger with United Airlines means Continental planes and flight codes are on their way to the aviation graveyard alongside Pan Am, TWA and other big-time carriers. (Nostalgia buffs take heart: the "Pan Am" TV series is set to start 10 p.m. Sept. 25 on ABC.) United spokesman Rahsaan Johnson explains what happens next. First planes get rebranded as United (which has been ongoing), then the Federal Aviation Administration issues a "single operating certificate" (which should happen by the end of the year) and finally Continental's reservation website and flight codes will cease to exist (end of the first quarter 2012). For a bit of time, Johnson notes, passengers will be flying on Continental flights but the planes will say United. Here are some highlights from the airline's history: --It was founded in 1934 as Varney Speed Lines. --Its name was changed to Continental three years later. --It went all Hollywood and moved its headquarters to Los Angeles in 1963. --It retained its name through prior mergers with Pioneer and Texas International. --By 1997, headquarters returned to Houston. And one other thing: I received notice of a farewell party planned with former and current Continental employees at the Proud Bird restaurant near Los Angeles International Airport on Saturday night. Organizer Todd Magnus writes in an email: "The operational merger is still going on, but literally, the Continental name is almost gone. ... It's very sad for many of us who have devoted our lives to Continental Airlines." Copyright 2011 Los Angeles Times

JetBlue Offers Unlimited Boston, Long Beach Travel Passes

JetBlue Offers Unlimited Boston, Long Beach Travel Passes July 29, 2011, 11:45 AM  By Jay Boehmer JetBlue Airways on Thursday began selling three-month, all-you-can-fly passes, with business travelers who use its Boston and Long Beach, Calif., hubs its main target. The passes, effective for travel from Aug. 22 through Nov. 22, start at $1,299 for unlimited flights to and from Long Beach and nine destinations, none of them east of Chicago, and go up to $1,999 for unlimited travel between Boston and "any JetBlue city," according to the carrier. The passes are available for sale through Aug. 31, or as long as supplies last, said vice president of sales and revenue management Dennis Corrigan. The offering calls to mind JetBlue's leisure-focused All You Can Jet pass, which in recent years has made a seasonal appearance to capture demand in the post-Labor Day trough. This year, however, All You Can Jet is out, and the so-called BluePass is in. The difference, Corrigan said, is the new offering's applicability to business traveler behaviors: Flights can be reserved up to 90 minutes before departure, compared with the predecessor program's three-day advance-purchase requirement; there are no change fees or cancellation fees; and the passes have a more forgiving no-show policy, as a user would have to miss two confirmed flights in a seven-day period before incurring a $100 charge. JetBlue also has elongated the unlimited travel window to three months from last year's one-month All You Can Jet offer. Accordingly, JetBlue has elongated the price: All You Can Jet passes started at $499 in 2010. Still, there is another key difference: All You Can Jet provided access to JetBlue's full network, while BluePass gives users a access to fewer origins and destinations. Depending on the package, Boston or Long Beach "would be the O or the D" in all travel redeemed by participants, said Corrigan. JetBlue already has found a corporate client for BluePass in Framingham, Mass.-based TJX Companies, parent of T.J. Maxx and other retailers, Corrigan confirmed. Still, he anticipates small and midsize organizations, as well as individual business travelers, to comprise the bulk of sales. To that end, the carrier has partnered with New England-based travel management companies Colpitts World Travel and Atlas Travel International. However, bookings must be made online through a dedicated reservations channel. "It's the same booking engine and site that powers CompanyBlue," said Corrigan, referring to JetBlue's corporate booking portal. Whether BluePass becomes a seasonal mainstay will depend on its success, Corrigan noted.

专家警告：脸书创造出虚荣一代

专家警告：脸书创造出虚荣一代 (北京时间2011年8月01日 转载)          BBC中文网报导          英国牛津大学教授格林菲尔德认为，脸书（Facebook）及推特（Twitter）创造出虚荣一代。这一代自我迷恋、注意力短暂，而且像小孩一样，渴望生活中大小事都不断得到他人的回应。          由于沉迷社交网站，让使用者出现"认同危机"，和蹒跚学步的幼儿一样想得到大人关注，就像是在说："妈妈，看我，我做了这个。"          药理学教授格林菲尔德认为，在网络世界中逐渐扩增的"友谊"，就像是一个大型的网络游戏，而这种游戏已有效的改变了人的大脑思维模式。          这个许多人参与的大型游戏，造成使用者的注意力降低、渴望即时的满足感、口语表达能力变差，因为他们只需要用眼睛来沟通。          全世界有超过7亿5000万人使用脸书，分享照片及影片，并定期更新动态消息及想法。          此外，还有数百万加入推特微博的网民，会在网站上发表有关自己的短文、照片等讯息。          格林菲尔德教授表示：某些脸书用户觉得，自己需要成为他人每天关注及仰慕的"小名人"。          这些人以脸书为出发点来做事情，因为他们只能仰赖"认识他们的人"，来为自己下定义。          格林菲尔德说，这仿佛是居住在虚拟的世界，在这个世界里，重要的是别人对你的看法，或是（他们是否）能点击你。          本文来源：BBC中文网

20 Most Hated Companies in America By Christopher Elliott | July 26, 2011 http://www.bnet.com/blog/customer-management/20-most-hated-companies-in-america/812 If you've flown anywhere recently, then you already know what the latest American Customer Satisfaction Index (ACSI) numbers reveal: American consumers hate airlines. Specifically, they can't stand Delta Air Lines, United Airlines, US Airways, American Airlines and Continental Airlines – in that order. With 5 airlines in the top 10, the industry flew away with top honors. 1. Pepco Holdings (54) 2. Delta Air Lines (56) 3. Time Warner Cable (59) 4. Comcast (59) 5. Charter Communications (59) 6. United Airlines (61) 7. US Airways (62) 8. American Airlines (63) 9. Continental (64) 10. UnitedHealth (65) 11. Long Island Power Authority (65) 12. LA Department of Water & Power (66) 13. Facebook.com (66) 14. AT&T Mobility (66) 15. PG&E (67) 16. JPMorgan Chase (67) 17. DISH Network (67) 18. Cox Communications (67) 19. Bank of America (68) 20. AT&T (U-verse) (68) I asked the ACSI's managing director, David VanAmburg, to share his thoughts on the losers. "Just about all of the very bottom companies – those scoring below 65 — are airlines and cable companies, which industry-wide are challenged to provide satisfying experiences for a number of reasons," he says. Those reasons include the "high perceived cost coupled with low perceived service reliability," he explained. How about Pepco, an electric service provider to customers in Washington and Maryland? "Pepco makes the list this time because of its reliability record over the past year, which was particularly troublesome for the utility," VanAmburg told me. "But it should be noted Pepco's never before been in this territory and was a 70 as recently as a year ago." Just to put these scores into some perspective, if these companies were students, they'd be getting "Ds" – or failing the class. The companies are under performers in every sense of the word. But the way, I'm not the first to call these companies America's most hated, and I probably won't be the last. It is truly remarkable that the airlines can under perform every other industry, including cable TV, wireless, public utilities, and sleazy banks. It takes a lot of work to distinguish yourself as America's most hated industry, but by golly, I think the airlines have done it. Of course, now that Continental Airlines has merged with United Airlines, there will be one less carrier on this list. Perhaps another airline will rise – or fall – to the occasion?

Mileage Plus to be the loyalty program for the new United Airlines

Mileage Plus to be the loyalty program for the new United Airlines Friday, 1 July 2011 United Continental Holdings, Inc. announced that Mileage Plus will be the loyalty program for its wholly owned subsidiaries United Airlines and Continental Airlines beginning in 2012. Moving to a single loyalty program is a significant milestone in the integration of the two airlines and will provide a more consistent travel experience for customers. United will announce complete details of the Mileage Plus program – including elite levels, qualifications and benefits, lifetime benefits, and other program developments that will take effect in 2012 – in the coming months. Continental OnePass miles and status safe Continental's OnePass loyalty program will end on Dec. 31, 2011. United will automatically enroll OnePass members in Mileage Plus and deposit into Mileage Plus award miles equal to their OnePass award miles balance. OnePass members' 2011 OnePass elite qualifying activity will be recognized fully in their 2012 Mileage Plus elite status. Chase OnePass credit cards, including OnePass Plus and Presidential Plus, will continue to earn miles and benefits in the Mileage Plus program. In the meantime, United and Continental customers who are currently enrolled in both Mileage Plus and OnePass may link their accounts, enabling them to combine their miles and earn awards faster this year. Launched in 1981, Mileage Plus is the world's most rewarding loyalty program, with a wide array of travel, credit card and retail partners. Mileage Plus members may earn elite travel benefits, including Premier Access airport services, and have access to one of the most extensive merchandise redemption programs in the industry. With the new United's leading global route network, no other airline offers more destinations for award travel. Mileage Plus received the Frequent Traveler award for best airline elite program in 2011, the second year in a row. In addition, readers of Global Traveler magazine voted Mileage Plus best frequent flyer program in 2010 for the seventh year in a row.

T+L

Canadian Official Tries To Block United-Air Canada Venture

Home > News > Aviation 2011 Canadian Official Tries To Block United-Air Canada Venture By Jerry Limone June 29, 2011 Canada's competition czar has filed an application with the country's Competition Tribunal to prohibit a joint venture between Air Canada and United Continental Holdings. Star Alliance partners Air Canada and United already have laid the groundwork for a revenue-sharing joint venture for transborder flights. The airlines have antitrust immunity and were scheduled to launch the joint venture this year. Melanie Aitken, Canada's commissioner of competition, said the joint venture would enable Air Canada and United to "monopolize 10 important Canada-U.S. routes." She considers the joint venture to effectively be a merger between United Continental and Air Canada. "If allowed to proceed, consumers will face higher prices and even less choice on key, high-demand air passenger routes," she said. In addition to challenging the joint venture, Aitken is challenging agreements that allow Air Canada and United to coordinate pricing and scheduling and share revenue. "Through these existing agreements, the companies currently have the power to charge passengers inflated fares," she said. "Moreover, if these anticompetitive provisions are further implemented, with or without the joint venture, Canadians will pay even more for less choice and higher fares." In separate statements, Air Canada and United said they "strongly disagree" with Aitken. "United's transborder cooperation with Air Canada has provided customers traveling between Canada and the U.S. with more and better service," United said. According to reports, an amendment to Canada's Competition Act allows the country's competition commissioner to argue cases of alleged anticompetitive behavior before the Competition Tribunal, which can force a decision. Source: Travel Weekly

［原创］纽约州同性婚姻合法的意义

［原创］纽约州同性婚姻合法的意义 发信站: BBS 未名空间站 (Fri Jun 24 22:31:42 2011, 美东) 42年前，在纽约Stonewall Inn拉开了美国同性恋平权运动的序幕，1969至2011，等待是漫长的，来之不易的胜利是激动人心的。纽约是世界看美国的窗口，纽约州同性婚姻合法化是一个标志。 同性婚姻合法将会在三年之内为纽约州增加2亿美元的收入。生活在同性婚姻合法的州/地区的总人口将从一千六百万增加到三千五百万，生活在同性婚姻合法的州/地区的同性伴侣将翻一番，从6.9%增加到14.3%。 纽约州42，000对同性伴侣（包括14，000个小孩）将和异性伴侣在州级权益方面有了真正的平等。纽约从2008年开始承认州外的同性婚姻，州外结婚的住在纽约的同性伴侣可以享受很多异性伴侣享受的州级权益，但不是所有的权益。比如异性伴侣可以继承对方的遗产，而不用交税，而同性伴侣则必须交税（这是Windsor v. the United States 的由来）。能在HOME　STATE结婚的象征意义也是不言而喻的。 今年上半年MD和RI合法同性婚姻的努力意外受挫，NJ的类似提案也因共和党州长的上任而蔫了，纽约的成功一定会为这些州打一剂强心针。 纽约的成功的特殊意义在于它是两党合作的结果。CAMPAIGN资金来源于左右两派，一些传统为共和党捐款的右翼人士对这个CAMPAIGN的贡献很大。NewYorkers united for marriage equality coalition 是两党组织的联合，共和国的同性恋组织LOGCABIN是成员之一。更不用说有4个勇敢的共和党议员投票支持同性婚姻。共和党反同的堡垒有了瓦解的迹象。纽约的榜样既给了其他州支持LGBT平权的温和派共和党人以鼓励，也为仍然口头或心里反对同性婚姻的民主党人（包括OBAMA本人）增加压力，也许很快LGBT就不一定是民主党呼之即来招之既去的铁票了。有竞争才有进步嘛。 感谢CUOMO州长，让我们见识了什么是LEADERSHIP，没有他的决心和能力，是不可能在不到两年的时间里转败为胜的。在美国历史上，还没有一个STRAIGHT　POLITICIAN 象他这样把同性恋平权当做自己的事。 纽约州同性婚姻已经合法，加州反PROP　8的官司也胜利在望，DOMA之争的天平已向我们大幅的倾斜，很难想象DOMA还可以支撑很久，DOMA's days are numbered。我们等不及了。 CUOMO州长会迫不亟待的签字的，５８％的纽约人支持同性婚姻，纽约的公投很难，靠公投来推翻同性婚姻几无可能，加州和MAINE的历史不会重演。法庭上有一仗是肯定的，但是他们还是一样会输的。 大家洗洗开心并放心的睡，做个结婚(而不是形婚）的美梦吧。

心中的感觉不知该怎么形容... 总之，很激动！

纽约州刚刚通过了gay marriage法案！好激动！太棒了！So cool! 法案的通过剛好和纽约市一年一度的gay parade撞在一起，真是不能再完美了！想起Madonna的Celebration. Yeah, time to celebrate! 要是此时身在纽约，定会去NYU旁边的West Village和人们一起狂欢！ 很怀念前两年在NYU时参加LGBT Office的各种活动、聚会的好时光... 也很想念14年前北京的Half & Half酒吧，还有时常不断的private gay parties. It was really exciting! 感谢上帝，这么多年下来，相貌没有太大变化，体重没增反从61公斤降到现在的57公斤，还是那么清瘦。看来从高中时就开始的注意饮食、体重监控和皮肤护理还是很奏效的。在NYU时，比我小一轮的同学还以为我跟他们同龄，心中还是不免有些小窃喜的。去買酒、或去酒吧时，还要被carded确认年龄，心里还小有一丝成就感。 因为特别喜欢james marsden演的影片，马上看存在DVR里一段一个小时长的27 Dresses。To me, he's soooo sexy and good-looking!

Lady Gaga - Monster

在强劲的旋律、动感中透着一种孤傲、冷酷和淡淡的忧伤、感伤， 是我最喜欢的风格了。 http://www.youtube.com/watch?v=wwmg02S3dAM

轻松一下

最近每天都听好多好多遍的歌是Gaga上张专辑The Fame Monster里的Monster这首歌。好喜欢这首歌的旋律。 如果它要是作为国歌，那那个国家就太酷了。 J.Lo的新专辑LOVE? 个人觉得没之前的专辑好，但整体制作水平还算平稳，没失水准。倒是超喜欢这张专辑的封面及内页的照片。很酷、很炫、很漂亮！

Airlines seek six more months to comply with new DOT rules By Jerry Limone  June 14, 2011 http://www.travelweekly.com/Travel-News/Airline-News/Airlines-seek-six-more-months-to-comply-with-new-DOT-rules/ U.S. airlines have asked the Department of Transportation for an extra six months to prepare for compliance with the DOT's new consumer-protection rules. Airlines need more time to "overcome substantial technological problems and properly train their employees," according to a document submitted June 7 by the Air Transport Association of America, the Regional Airline Association and the Air Carrier Association of America. The rules, introduced in April, include a requirement that advertised fares and air-inclusive packages include all taxes and fees, in print and online. The airlines said this requirement will be the most onerous of all. "We note that the Department has changed its position on full-fare advertising after 25 years of permitting posting of air transportation prices separate from government taxes and fees," the airlines said. "Carriers have relied on this government policy and built their advertising practices around it. Dismantling the current advertising system and reassembling it to meet the new standards will take multiple steps and will be difficult and time-consuming." The requirement of full-fare advertising is scheduled to take effect Oct. 24, but the carriers said they need 180 more days to accommodate the "thousands of hours" it will take to code and test new solutions, integrate those solutions with IT systems and implement them. The airlines also want 180 more days to incorporate changes to denied-boarding compensation rules, which are due to take effect Aug. 23. Among the new requirements is higher compensation for being bumped. If the passenger can be rerouted to arrive within two hours (four hours on international flights), the compensation is 200% of the fare, to a maximum of $650; otherwise the payment is 400% of the fare, to a maximum of $1,350. "Each covered U.S. and foreign carrier will have to incorporate these changes into its company policies, procedures and training programs, and will require substantial systems changes and programming," the airlines said. Also, airlines must list specific charges for baggage fees in all e-ticket confirmations by Aug. 23. The airlines said they are in favor of a hyperlink to baggage fee information on their websites, but not actual fee charges for passengers in the confirmation. Since an individualized solution is more of an IT challenge, the airlines are requesting another 180 days to complete the job.

DOT says U.S. airlines collected $5.7 billion in fees last year By Kris Fronzak   June 14, 2011 http://www.travelweekly.com/Travel-News/Airline-News/DOT-says-U-S--airlines-collected-$5-7-billion-in-fees-last-year/ According to the U.S. Department of Transportation's Bureau of Transportation Statistics, U.S. airlines collected nearly $5.7 billion in fees in 2010. The number includes baggage fees ($3.4 billion) and reservation change fees ($2.3 billion). With an estimated $952.3 million over the course of the year, Delta led the way in revenue from baggage fees. American Airlines was second ($580.7 million), US Airways third ($513.6 million), Continental fourth ($341.6 million) and United fifth ($313.2 million). Delta also was tops in change fees at $698.6 million, followed by American ($471.4. million), United ($321.5 million), US Airways ($253.1 million) and Continental ($237.4 million). Airline revenue from reservation change fees fell 3% in 2010 compared with the prior year. But revenue from bag fees continued a sharp rise, increasing 24.5% from 2009. Compared with 2008, airline revenue from bag fees nearly tripled in 2010. According to DOT, bag fees and change fees are the only fees paid by passengers that can be identified separately. All other fees paid by passengers are included in larger categories with other types of revenue.

U.S. Airlines Collected $5.7B In 2010 Bag, Change Fees

JUN 13, 2011 -  U.S. airlines in 2010 collected roughly $5.7 billion in revenue from baggage and reservation change fees, up from $5.1 billion in 2009 , according to the U.S. Department of Transportation's Bureau of Transportation Statistics. The airlines last year received $3.4 billion in baggage fees, compared with $2.7 billion in 2009. From reservation changes, the airlines garnered $2.3 billion in 2010 versus $2.4 billion in 2009. Delta Air Lines in 2010 obtained the most revenue from both baggage and reservation fees, collecting $952 million and $698 million, respectively.

U.S. airlines collect $5.7 billion in fees

U.S. airlines collect $5.7 billion in fees Mon, Jun 13 2011 WASHINGTON (Reuters) - U.S. airlines collected 10 percent more in fees last year to check bags and change reservations, raising more than $5.7 billion that helped them hold down losses from sharply higher fuel costs. Delta Air Lines topped both categories, accounting for more than a fifth of the total that was compiled and released by the Transportation Department on Monday. American Airlines, a unit of AMR Corp, was second overall followed by United Airlines and Continental Airlines, which are now merged. Combined, those two carriers would top Delta in the generation of ancillary revenue. The overall airline revenue picture for last year was known to investors in January. But carriers do not as a rule break out fees for bags, reservation changes, and other services when reporting quarterly results. Most big airlines charge up to $25 for the first checked bag and more for a second. The practice began as a revenue bridge when travel fell sharply during the 2008-09 recession and fare increases were hard to pull off. But ancillary fees, including those to change reservations, have stuck and are now an important part of the revenue stream for airlines wrestling with high fuel costs and trying to keep their recovery aloft. Additionally, transparency on bag fees and fares is a hot-button issue. U.S. airlines want the government to push back deadlines requiring easily accessible bag fee and fare information as well as a mandate to boost compensation for passengers involuntarily bumped off flights. Those summer and fall deadlines were included in a rule finalized in April and driven by consumer and political frustration with airline service, including flight delays and complaints about the true cost of travel. Trade groups for major, low-cost and regional carriers last week asked the Transportation Department to delay compliance until as late as next spring in certain cases so airlines can train employees and update information technology systems. (Reporting by John Crawley, editing by Maureen Bavdek and Matthew Lewis) Photo: A passenger waits for his flight near a Delta Air Lines logo at Detriot Airport November 20, 2010.

5Q With JetBlue's Dennis Corrigan

Home > News > Aviation 5Q With JetBlue's Dennis Corrigan May 19, 2011 JetBlue Airways vice president of revenue management Dennis Corrigan last month took on the additional title of vice president of sales following the departure of longtime sales executive Noreen Courtney-Wilds. Corrigan now is responsible for sales, distribution and revenue management, and will continue reporting to chief commercial officer Robin Hayes. Courtney-Wilds left JetBlue "to spend more time with her family," according to a carrier statement. Corrigan this month told BTN senior editor Jay Boehmer that JetBlue's initial, web-based corporate program, CompanyBlue, might get some new enhancements "but the vast majority [of corporate accounts] want JetBlue in the global distribution systems." He also explained how the carrier's new reservations system, SabreSonic, essentially is "running on all cylinders." It enables JetBlue to more nimbly adjust airfares, price its Even More Legroom seat perk by market based on customer demand and consider additional optional services. "Beginning late last year and into this year, there have been a lot more revenue-driving projects underway," he said. "[Security] screening is another one of them. We'll announce later this quarter, or early in the third, private security lines—essentially a fast pass." Additional excerpts from Corrigan's discussion with Boehmer follow. What are JetBlue's next steps in the corporate market? First and foremost, it's to continue to build out the network—we just launched Boston-Newark. It's all about your network portfolio. When you look at Boston, we hit the 100-flight milestone and we serve more destinations than any other carrier. There's still plenty of headroom in Boston and places to grow. Tell me about negotiated corporate contract structures: Are they percentage-off discount arrangements or flat-fare programs? We are willing to work with the corporation in the way they want to work us. You name it, we probably have it: everything from your standard percentage-off discount to flat fares. We are focused on growth, so we're trying desperately not to be hard to work with. Even if a corporation wants to talk about back-end deals, we're happy to have those discussions as well. How many corporate clients does JetBlue have and is that number growing? We do look at number of corporations under contract and revenue, and we are seeing the numbers grow. We haven't released those numbers, but what we have said is our corporate customer base is in the neighborhood of 15 to 20 percent [of JetBlue's total traffic and revenue], and it's higher than that in the Boston market. Both leisure and business are growing. Regarding refundable fares, do you offer more fare types now? We went into a number of markets, primarily business-oriented markets, with a fare class and made it more refundable. In many cases, it simply was to make us competitive. We haven't made it fully [available] across our system, because there are so many times, given our fare structure, when leisure customers are purchasing. What we offer in Boston-Baltimore needs to be different from what we're offering from Boston-Orlando. We're just now getting enough data around this so we can decide if we're happy with what we see and decide if we need to put more into the markets where we have it or start spreading it out. Where's the ideal place to sell Even More Legroom? Our philosophy is wherever customers want to buy it, we'll sell it. Curious to me, we saw more purchases further out, right at the point of ticket purchase—more than I would have thought. We even see small, but not insignificant, onboard purchases. Our flight attendants can sell that with their handheld devices. Wherever customers want to purchase, we want to be there for them. We've talked to our GDS partners about [selling Even More Legroom in those channels]. I don't think we have any philosophical opposition, but we want to understand how it plays into the overall distribution economics.

United/Continental merger ‘on track'

United/Continental merger 'on track' Passengers will experience most of the changes in the next 12 months. By Jenalia Moreno jenalia.moreno@chron.com Published 12:16 p.m., Friday, May 13, 2011 HOUSTON — A year after United and Continental airlines said they would merge, the visible changes have been mostly small, along the lines of new paint schemes on jets and ads featuring United's name and Continental's globe logo. There's still a long way to go to complete the combination, and passengers can expect major changes within the next year — from frequent-flier programs to what they see at airports. "We're making good progress and we're on track," said Jeff Smisek, the CEO of United Continental Holdings, who has met with employees at about two dozen airports since the merger closed on Oct. 1. "It's just knocking out issues one by one." The company must wait until it receives a single operating certificate — expected later this year — from the Federal Aviation Administration before it can fully combine its United and Continental units into just United. Until then, changes affecting passengers will roll out gradually. "We want to do as much as we can for the customer as quickly as we can, recognizing we can't legally become one airline until the FAA permits us to," Smisek said during an interview with the Houston Chronicle at his Houston office. For example, by 2012 Continental's jets will offer Economy Plus seating. That option, which has expanded legroom at higher prices, is now available on United. And United and Continental will have the same food for sale in coach on both Continental and United as of today, Smisek said. Ultimately, he wants to renovate the combined airline's airport lounges so they look similar and serve the same food and drinks. In between jetting from one airport to another to meet — so far — about 11,000 United employees, Smisek still sometimes occupies his office in downtown Houston, where Continental's headquarters was located. He also works out of Chicago, home of the merged carrier. He jokes that the winters there aren't as nice as in Houston. Since announcing the merger a year ago this month, airline officials have said Bush Intercontinental Airport will remain one of the new carrier's biggest hubs. Airport officials expect noticeable changes over the next 12 to 18 months. This month, the airline is planning Customer Day One. That's the first day the airline will start branding airport signs and kiosks with the United name and logo. The effort launches at Chicago's O'Hare Airport, Smisek said. Sign changes are scheduled to start in Bush Intercontinental's terminals on Sunday, said Mario Diaz, Houston's aviation director. The carrier also soon may renovate Terminal B, where Continental Express operates, Diaz said. "We are also talking about putting in new flight simulators at IAH, for the 787 aircraft. They could have put those flight simulators in Chicago or Denver, but right now they're going to put them in Houston, so that means more jobs," Diaz said. Mileage expiration issue Houstonian Spencer Howard likes some of the changes he's seen since the merger. United didn't offer free alcoholic drinks at its Red Carpet Club as Continental's Presidents Clubs did. Now, all of the United airport lounges provide complimentary beverages. The Gold Elite frequent flier also recently flew his first United flight ever and found the service friendly. He's hopeful that United also will take a cue from Continental — rather than vice versa — when its new frequent-flier program is announced in the fall. Continental's frequent-flier miles don't expire now, but at United they do after 18 months if there's no activity in the account. "I'm really hoping that they don't do that," Howard said. Some passengers say Continental's service has suffered since the merger. New York City resident and native Houstonian Jennifer Wright recently sent her 15-year-old son to Houston for a visit with his grandparents and found the staff at the check-in desk rude. "Given my experience, I'm not going to fly this airline anymore," Wright declared. "I've flown Continental forever. I am sad to see this merger." Plenty to deal with Since the merger, winter storms in Europe disrupted trans-Atlantic flights, turmoil in the Middle East drove up oil prices, and an earthquake in Japan halted flights to the nation. "In the first quarter of this year, we've had pretty much unthinkable kinds of disasters unfold in the world," said Michael Derchin of CRT Capital Group, a Stamford, Conn., research firm. "There's a lot of things being thrown at them, and it looks like they are weathering it pretty well." The merger created a larger company with more liquidity so that it could muscle through such tough times, Smisek said. "In the face of these very high fuel prices, I'm particularly grateful we merged," he added. The airline cut back on the number of planes it plans to fly because of fuel costs, stressing during its first-quarter earnings conference call that it would reduce its flying this year instead of increasing capacity. "Back when this whole thing was started, it was my impression that it would result in more flying overall," said Jack Stelzer, president and CEO of Worldwide Transportation Group. "Now, with the fuel prices going where they are," he said, "it becomes doubtful whether that will happen in the short term." Looking ahead, the carrier still faces challenges including integrating labor groups and technology. "To me, there haven't been any surprises in the merger," Smisek said, pointing out that the two carriers debated merging back in 2008. In 2009, Continental joined United's Star Alliance, a network of carriers that cooperate on marketing and ticket sales. Rick Seaney, CEO of the website Fare Compare.com, said he thinks it likely the merged carrier will face technical glitches as it combines the reservation systems. "There is a pretty big difference between the two," Seaney said. Smisek said the merged airline has about 15 major technology platforms, including the reservations, pilot training and frequent-flier program systems. "We're technologically a very sophisticated company," Smisek said. "I've got a lot of confidence in them." Labor negotiations appear to be going well because most the talks have stayed out of the media spotlight, said William Swelbar, research engineer at MIT and an airline blogger. "Every merger has some labor issues along the way," Swelbar said. In order to fully integrate the airlines, labor groups from both — including flight attendants, pilots and mechanics — also must merge. "I would love to get all of our work group contracts done by the end of this year," Smisek said. Merging those unions helps determine seniority, which dictates everything from salaries to vacations. Leaders of the United and Continental pilots unions and airline management began meeting in different U.S. cities last August to work out details for a joint collective bargaining agreement. They have reached agreements in principle for seven of 25 contract sections, but the more complicated issues of wages, retirement and scope remain. "We're up to the really, really difficult ones," said Capt. Jay Pierce, chairman of the union chapter representing Continental pilots. "In order to have the seniority list integration, we have to have the contract done." Jobs being lost Job cuts still are expected out of the Houston office, which among the positions it will keep include some in technology and accounting, Smisek said. Airline officials are interviewing management and clerical employees to determine who will stay. "We are going through a talent selection process," Smisek said. "The exact numbers of jobs and the exact identification of people who will stay and people who will go, we're not done with, will not be done with it for a while." Some employees chose to leave because of uncertainty, and some have relocated to the Chicago operations. Read more: http://www.mysanantonio.com/default/article/United-Continental-merger-on-track-1377818.php#ixzz1MLah9E2J

Germany Launches Probe Into Lufthansa Corporate Contracts

Germany Launches Probe Into Lufthansa Corporate Contracts

May 4, 2011, 2:35 PMBy Amon Cohen

The Federal Cartel Office, Germany's competition authority, has launched an investigation into whether Lufthansa forced corporate clients to release information about competitors' pricing in return for negotiated discounts, according to various news sources.

BTN has reported unhappiness among German corporate clients with the terms and conditions of the contracts offered by the country's leading airline. Among the contentious clauses is one requiring clients to authorize release of their card spending data to Lufthansa, and another compelling customers to authorize the inclusion of their transaction data on marketing information data tapes. Clients were given until March 31 to sign the new contracts.

Financial Times Deutschland has reported that Volkswagen and Deutz are among the customers that refused to sign because of the data requirements. The Federal Cartel Office has asked corporate clients to come forward with details of the contracts offered to them by Lufthansa.

NYU SCPS - Graduate Certificate / M.S. in Tourism Management

Graduate Certificate in Tourism Management The Graduate Certificate in Tourism Management provides students with the opportunity to establish a knowledge base and enhance their professional qualifications in tourism management. The curriculum reflects the current and future growth in tourism, which has been spurred by the rise of emerging economies and the globalization of business. Course material focuses on the core knowledge necessary to work in the international tourism industry, including tourism planning, marketing, product development, and financial strategies. This 12-credit program is comprised of four required courses, which can be completed in one semester of full-time study or two to three semesters part-time. Courses are offered primarily in the evenings and on weekends. Course options may vary from semester to semester and are subject to change. If you have questions about this program, please contact the NYU-SCPS Office of Admissions at scps.gradadmissions@nyu.edu or (212) 998-7100.   12 CREDITS Required: (Take all of the required courses listed below) Tourism Planning / TCTM1-GC1040 3 Tourism Product Development / TCTM1-GC1060 3 Marketing of Destinations / TCTM1-GC3245 3 Financial Strategies for Tourism Development / TCTM1-GC3305 3   M.S. in Tourism Management DEGREE REQUIREMENTS The M.S. in Tourism Management curriculum is continually re-evaluated and updated in response to industry needs to provide the most up-to-date and relevant course of study. The current requirements to complete the degree are as follows.   GENERAL CORE Required: 27 Credits (Take all of the required courses listed below) Tourism Planning / TCTM1-GC1040 3 Applied Research Methods / TCTM1-GC1050 3 Tourism Product Development / TCTM1-GC1060 3 Marketing of Destinations / TCTM1-GC3245 3 Financial Strategies for Tourism Development / TCTM1-GC3305 3 Cultural Heritage Tourism / TCTM1-GC3320 3 Sustainable Tourism / TCTM1-GC3345 3 Emerging Issues in International Tourism / TCTM1-GC3355 3 Tourism Policy Analysis / TCTM1-GC3365 3 CAPSTONE Students begin Capstone courses with 24 credits completed in Core. Students required to take all courses listed below. Consulting Strategies / TCTM1-GC1030 3 Advanced Research Seminar / TCTM1-GC1920 3 ELECTIVES (OPTIONAL) Optionally take the non-required courses listed below with advisor's approval Tourism Advertising and Public Relations / TCTM1-GC3205 3 Events and Entertainment Development / TCTM1-GC3315 3 Sports Tourism Development / TCTM1-GC3360 3 Destination Analysis / TCTM1-GC3710 3 Independent Study in Tourism / TCTM1-GC3900 3 Internship / TCTM1-GC3910 3 REQUIRED NON-CREDIT COURSES Take all of the required courses listed below; one or more may be waived without replacement with advisor's approval. Industry Orientation / TCTM1-GC0001 0 Industry and Business Principles / TCTM1-GC0005 0 Critical Thinking and Communications / TCTM1-GC0008 0