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Old August 28th, 2009, 04:53 AM   #1561
hkskyline
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I think upon announcement they should have some sort of funding arrangement in place, or well in progress.
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Old August 29th, 2009, 04:56 AM   #1562
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Old August 29th, 2009, 05:37 AM   #1563
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Cathay

Great Airline! . . . any news about future destinations? there were some rumours about Mexico City . . .
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Old August 29th, 2009, 05:25 PM   #1564
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Great Airline! . . . any news about future destinations? there were some rumours about Mexico City . . .
Highly doubt so. Cathay Pacific's a very conservative airline, and the current economic environment is not the time to launch new routes.
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Old August 29th, 2009, 05:47 PM   #1565
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Sino-Mexican relations haven't been doing too well lately. I wonder whether direct flights have resumed between China and Mexico following the swine flu tensions?
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Old August 30th, 2009, 06:04 PM   #1566
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Old August 31st, 2009, 09:35 AM   #1567
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. . .

[QUOTE=hkskyline;42007622]Sino-Mexican relations haven't been doing too well lately. I wonder whether direct flights have resumed between China and Mexico following the swine flu tensions?[/QUOTE]




Yeah . . you now : politicians!

But imo, not longer than a couple of years - and even now - a direct flight Mexico-China- Mexico will be demanded by international passengers and bussines mans . .
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Old September 1st, 2009, 07:23 PM   #1568
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Old September 2nd, 2009, 04:42 AM   #1569
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Highly doubt so. Cathay Pacific's a very conservative airline, and the current economic environment is not the time to launch new routes.
Does Cathay Pacific focus mainly on O & D destinations to/from Hong Kong?

Do you think they'll order 787s or 350s down the line?
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Old September 2nd, 2009, 05:17 AM   #1570
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Does Cathay Pacific focus mainly on O & D destinations to/from Hong Kong?

Do you think they'll order 787s or 350s down the line?
Routes are all OD to/from HK as HK is the main hub; but passengers aren't.
A lot of the travelers are OD outside HK, but transit there.

CX has ordered numbers of the 787, but since Boeing has delayed the delivery, and the down turn of economy, CX has pushed back the order.
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Old September 3rd, 2009, 08:32 AM   #1571
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Quote:
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Routes are all OD to/from HK as HK is the main hub; but passengers aren't.
A lot of the travelers are OD outside HK, but transit there.

CX has ordered numbers of the 787, but since Boeing has delayed the delivery, and the down turn of economy, CX has pushed back the order.
Cathay is ordering 787? that is news to me! this thread seems to prove otherwise

http://www.airliners.net/aviation-fo....main/3679577/
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Old September 3rd, 2009, 08:46 AM   #1572
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Quote:
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Does Cathay Pacific focus mainly on O & D destinations to/from Hong Kong?

Do you think they'll order 787s or 350s down the line?
CX also has a hub in Bangkok, so no, CX is more than just HK.
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Old September 3rd, 2009, 10:49 AM   #1573
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this is one my favorite airline Cathay Pacific.....i love this airline coz the customer service is good...when im going home vacation to Bahrain to Hong Kong then Hong Kong to Cebu (Philippines)....
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Old September 3rd, 2009, 01:16 PM   #1574
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Cathay working on new strategy for Thailand
3 September 2009
The Nation

Cathay Pacific Airways and its |subsidiary Dragonair are preparing a marketing strategy for Thailand, as the airlines believe tourism here will return to normal in the remaining months of this year.

"Thailand is a challenging market as things are so uncertain, same for global and regional economies," Maggie Yeung, the new country manager for Cathay Pacific, said yesterday.

She oversees all aspects of the business and operations for Cathay Pacific and Dragonair in Thailand.

"We can't be sure what's coming in the near future, but we hope that the Thai economy will improve in the second half of the year," she said.

However, the group sees a new beginning in the second half of this year, so it will continue its progressive marketing strategy of providing premium products, services and promotional travel packages to meet its customers' requirements in response to the increasing demand.

Cathay Pacific and Dragonair will also emphasise special air-fares and promotional packages to meet the wider range of customer needs.

One example is the Hong Kong Disney Land Package, starting at Bt15,400 per person per trip. The special deal is set to sell for travel between September 18 and December 19.

Cathay Pacific runs 31 flights |per week between Bangkok and Hong Kong, down from 35. Its load factor is 75-85 per cent, lower |than projected. However, it will resume flights if market demand revives.

Dragonair flies between Phuket and Hong Kong nine times per week with |a load factor of 85 per cent.

Thailand is still a major gateway to Asia for trade and tourism, and has been chosen by the Hong Kong-based carrier as its largest hub in Southeast Asia, Yeung said.

Thailand's connections with Hong Kong and China have resulted in consistent |numbers of passengers and |cargo shipments, and these are expected to increase further in the future.

"This is one of the greatest opportunities for Cathay Pacific and Dragonair to grow," she said.

Yeung was general manager |for in-flight services and international affairs for Hong Kong Dragon Airlines, operating as Dragonair, before coming to Thailand.
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Old September 7th, 2009, 01:20 PM   #1575
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Asia's 200 Most-Admired Companies
Reader survey: Cathay Pacific, braving tests, tops Hong Kong list --- CEO says customer feedback shows airline is still committed to quality; company identifies 35 areas ripe for improvement

4 September 2009
The Wall Street Journal Asia

HONG KONG -- A busy typhoon season. A fall-off in cargo shipping volumes. The worst consumer recession in recent memory.

Cathay Pacific Airways Ltd. faced it all this year, but Hong Kong's flagship airline again emerged as the most-admired company in Hong Kong in the Asia 200 survey of subscribers of The Wall Street Journal Asia and other businesspeople.

The airline, which has now taken top honors in four consecutive surveys, did it by coming in No. 1 in the category "high-quality products and services."

Though Hong Kong's dominant carrier has seen its share price plunge amid a sharp fall in cargo and premium passenger traffic, the airline has continued to impress with its service. That comes even as the recession has forced it to conserve cash by suspending unprofitable routes and asking airline employees to take unpaid leave. Despite corporate cost-cutting, Cathay Pacific has worked hard to not let those cost-saving measures affect the traveling public, according to Cathay's chief executive, Tony Tyler.

"We haven't cut the product," Mr. Tyler says. Instead, customers have emailed him in recent months to say that while they're flying less frequently, they've noticed an extra touch from cabin-crew members.

"We don't tell our staff to do that specifically, but we spend a lot of time explaining to the team what's going on, and that we have just ourselves to rely on," Mr. Tyler says. The positive response from customers, he says, "shows that our cabin crew really gets it. They understand we're in a competitive game."

Even as the economy batters the airline, Mr. Tyler says Cathay Pacific has continued to seek improvements, with a recent strategic review unearthing 35 areas for the airline to address, from improving online ticketing services to dealing with typhoon-induced service disruptions.

Typhoons have been a particular headache for Cathay Pacific, which Mr. Tyler admits have caught the airline off-guard in the past. So during a storm in August that hit Taiwan particularly hard, the airline decided to cancel all flights to and from Taipei and Kaohsiung. It offered extra planes out of Taiwan ahead of the storm and stopped those flying into Taiwan via Hong Kong at their original departure cities, so they wouldn't get stranded in transit.

"We got out ahead of the curve and communicated to all passengers booked on those flights," Mr. Tyler says. The airline was rewarded with only one complaint, about the late hour of the airline's phone call: 10 p.m. "If that's the worst complaint we get, then we're doing all right," he says.

In a difficult year that tripped up many of the corporate world's most trusted names, companies that could highlight their stability and reliability found themselves doing well in the survey.

Hang Seng Bank Ltd., majority-owned by HSBC Holdings PLC, was one such bank. Hang Seng scored better than it did in 2007 and bolstered its No. 3 overall ranking by claiming the top position in two critical categories: "financial reputation" and "good company reputation."

Margaret Leung, Hang Seng's new CEO, calls it "a great privilege" to lead the bank, but notes that "with the honor also comes the obligation and responsibility to do it even better." The key to that, she says: an unrelenting focus on customer needs.

Ms. Leung, Hang Seng's first female leader, understands the duty. She was born and raised in Hong Kong, and opened her first bank account in the late 1950s with Hang Seng. Since then, the bank has enjoyed a sterling reputation in the city, lending its name to Hong Kong's benchmark stock-market index and operating ATMs in all of the city's subway stations.

In some ways, Hang Seng distinguished itself this year by what it didn't do: sell complex and ultimately dangerous financial products to its clients, especially so-called minibonds that were tied to failed U.S. investment bank Lehman Brothers Holdings Ltd. Many Hong Kong banks suffered blows to their reputations and embarrassing protests for having sold those products.

"Last year, everyone was trying to sell high-yield, high-risk products to their customers," Ms. Leung says. "We were trying to understand the products ourselves, and the benchmark we had set was, if we can't explain it in 15 minutes, then it's too complex. We'd rather sell our customers something that they can understand."

That decision probably meant less business for Hang Seng. But now, she says, customers have been complimenting the bank.

Hang Seng didn't just benefit from pats on the back. Ms. Leung says the bank has been able to grab a larger slice of Hong Kong's deposits in recent months. "People vote with their feet, and if they don't like you, they'll take their deposits elsewhere," Ms. Leung says, though she couldn't offer specific numbers on how much their market share in bank deposits had grown by.

At the same time, the bank is quickly expanding in the important growth market of mainland China. Hang Seng, which now has 34 branches and sub-branches in 11 cities, closed an 800 million yuan ($117 million) deal late last year for a 20% stake in northeastern Shandong province's Yantai Bank.

Fourth-ranked MTR Corp., Hong Kong's highly respected subway operator, is another company looking beyond its home market for growth opportunities.

Three years ago, MTR was a very local operation that seemed to have perfected the art of efficiently moving Hong Kong's traveling millions. That's changed quickly: the company now has a deal to operate a commuter-rail franchise in London and metro systems in Stockholm and Melbourne. Closer to home, MTR has won deals to build subway lines in Beijing, Shenzhen, Shenyang and Hangzhou.

"One of the things that we have really instilled well is the desire to seek improvement," says MTR's operations director, Andrew McCusker. But that left an obvious question: with service performance virtually flawless, how could MTR improve?

"If you're like me, running a highly intense network of railways, you're simply focused on nothing going wrong," Mr. McCusker says. But after conducting studies with focus groups and speaking with passengers, MTR emerged with a clear picture of how Hong Kong people saw the company: "highly professional, but a little bit stiff," he says. So MTR launched a campaign to get its staff to smile more.

The effort has paid off. Mr. McCusker recounts one memorable example, of a schoolteacher who got off an MTR train, only to realize he had lost his students' exam papers. The teacher called the station manager, who then contacted the control room to check any trains he may have been on. No luck. But the manager helped the teacher retrace his footsteps to the park where he had been grading papers earlier in the day, and eventually emerged from a garbage truck parked nearby with the papers intact.
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Old September 9th, 2009, 11:44 AM   #1576
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Cathay chief lashes out at aircraft makers' high prices
8 September 2009
Agence France Presse

The head of Hong Kong carrier Cathay Pacific on Tuesday lashed out at aircraft and parts suppliers such as Boeing and Airbus for charging airlines more for their products despite the economic downturn.

In a rare outburst against suppliers, Cathay chief executive Tony Tyler said aircraft and parts manufacturers continued to hike prices and called for closer alignment between the interests of airlines and suppliers.

"I am always astonished when I hear how much what you sell us costs. Big things, small things, seats, engines, parts of all kinds -- how can they be so expensive?" Tyler told a room packed with suppliers at the Asian Aerospace International Expo and Congress in Hong Kong, the region's largest air show.

"The result is that a premium seat and its furniture costs more than a top-quality sports car. If our passengers only knew what some of our costs were, there would be no complaints about the costs of premium fares."

Pricing negotiations between airlines and suppliers are typically kept confidential.

The airline industry has been severely hit by the downturn amid slowing cargo trade as families defer holiday plans and companies cut spending on business travel.

Escalating fuel prices and the global outbreak of human swine flu have exacerbated the issue.

The International Air Transport Association (IATA) had earlier forecast that full-year losses for the airline industry would reach about 9.0 billion US dollars.

"It's absurd to expect an industry which is estimated to be going to lose around nine billion dollars this year to keep paying higher costs for the same thing," the Cathay chief said.

Airbus' senior vice president of market and product strategy, Laurent Rouaud, told the forum that the price increase was necessary "to ensure that we are going to provide a better type of aircraft" to meet future challenges.

For example, he said the latest Airbus planes allowed for more efficient use of fuel than others in the market.

Cathay's Tyler also criticised the global aircraft giants Boeing and Airbus for their order delivery delays.

"I'd have more sympathy for suppliers if they provided the sort of on-time performance our customers expect from us. But they don't even do that," he said.

"I'll try to be even-handed: the world's two leading aircraft manufacturers have had well-publicised problems with aircraft delays."

He said although the latest delays did not affect Cathay, the carrier had "all sorts of unpublicised problems with delays from suppliers of all kinds over the years."

Cathay Pacific reported last month that its first-half revenue plummeted 27.1 percent year-on-year to 30.92 billion Hong Kong dollars (3.96 billion US) due to weak demand.
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Old September 10th, 2009, 01:10 PM   #1577
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Boeing defends industry on claims of overcharging
10 September 2009
SCMP

Boeing yesterday hit back at claims by Cathay Pacific Airways chief executive Tony Tyler that the world's biggest aircraft makers and parts manufacturers were overcharging on everything from seats to engines.

In a rare attack on Boeing, Airbus and parts suppliers, Tyler told an aviation conference on Tuesday that escalating prices were adding to the industry's financial woes in a year it was expected to lose US$9 billion.

The lead time between an airline ordering a plane and taking possession is at least five years so prices for airframes, engines, parts and interior fixtures are subject to a so-called "escalation clause" to protect suppliers from rising raw material and labour costs.

But that can mean a big hit to a struggling airline's bottom line. If an escalation clause is fixed at 4 per cent a year, after five years of compound growth, the final price of the aircraft would be 25 per cent higher than the original contracted price.

"That's the way these guys make a lot of money," Tyler told the Asian Aerospace International Expo and Congress in Hong Kong. "When the contracts for airframes or engines are signed, they only start with a marginal profit but later on it becomes a huge profit for them."

Citing a premium-class seat that costs as much as a top-of-the-range sports car, Tyler said he was astonished at what carriers were charged. "If you walk in and order an Airbus or Boeing without a clue on the pricing, you will be hit in a very painful way," he said.

Chicago-based Boeing, however, argued that its profit margin was more or less the same as the airlines, about 5 per cent.

"The escalation formula reflects the material costs and labour costs," said Randy Tinseth, a vice-president of sales and marketing at Boeing Commercial Airplanes. "It has been part of our business ever since we started building airplanes and all the suppliers are using it."

While airlines may find the rising sticker prices of planes bearable when business is robust, the economic downturn has pushed many to the edge.

Tyler's comments reflect frustration that escalation clauses are still an industry standard at a time carriers are attempting to stay afloat.

Manufacturers are also doing it tough. Boeing has deferred the building of hundreds of aircraft and slowed production of B777s to five a month from seven. It has also received 91 cancellations this year.

Boeing predicted that traffic volume would continue to recover next year and would have positive growth in 2011, followed by an increase in demand for aircraft in 2012.

Asia-Pacific will account for one-third of the global aviation market value in 20 years, ordering almost 9,000 aircraft valued at US$1.1 trillion. Of that, 40 per cent will come from Greater China.

Tyler and other airline executives are frustrated that airframe and engine builders never pass on the benefit of cost savings from advancing technology and production to the airlines.

Boeing, for example, has cut down the time taken to assemble a B737 to eight to 10 days from 24 days after the production line was streamlined. But the price of the aircraft has not fallen.

"What we deliver is more reliable and efficient than what it was 10 years ago," said Tinseth.

He said the catalogue price for the B787, the so-called Dreamliner, is the same as the previous B767 while the efficiency and performance are much better in the B787.

The first flight of the B787 has been delayed for more than a year.
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Old September 12th, 2009, 07:31 AM   #1578
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Old September 14th, 2009, 01:15 PM   #1579
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Cathay Pacific August Passengers Up 3.8% On Year At 2.21 Mln
14 September 2009

HONG KONG (Dow Jones)--Cathay Pacific Airways Ltd. (0293.HK) said Monday it carried 3.8% more passengers in August than it did in the same month last year, lifted by improved demand for air travel.

The Hong Kong-based airline and its China-focused unit, Hong Kong Dragon Airlines Ltd., carried 2.21 million passengers in August. The airline shipped 131,732 metric tons of cargo in August, 6.3% less than a year earlier.

It didn't provide year-earlier figures for comparison.

The airline's passenger capacity, as measured in available seat kilometers, or ASKs, fell 5% from a year earlier to 9.39 billion ASKs, while passenger revenue, as measured in revenue passenger kilometers, rose 1.9% to 7.89 billion RPKs.

The airline's passenger load factor for the month rose 5.7 percentage points to 84.1%.
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Old September 15th, 2009, 08:25 PM   #1580
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