Chicago O'Hare International Airport
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- United States
- Other airports serving Chicago
- Chicago Midway Airport
Chicago Pal-Waukee Airport
Chicago Rockford Airport
Dupage County Airport
- 3292m x 61m
3962m x 46m
3962m x 61m
3050m x 46m
2461m x 46m
2428m x 46m
2286m x 46m
2286m x 46m
1625m x 46m
3092m x 46m
- Airlines currently operating to this airport with scheduled services
- Aer Lingus
Air Choice One
All Nippon Airways
C.A.L. Cargo Airlines
Cargolux Airlines International
China Southern Airlines
Delta Air Lines
KLM Royal Dutch Airlines
LOT Polish Airlines
Nippon Cargo Airlines
- Airlines currently operating to this airport via codeshare
- Air Europa Lineas Aereas
Air New Zealand
Air Tahiti Nui
China Eastern Airlines
South African Airways
Virgin Atlantic Airways
Operated by Chicago Airport System, Chicago O’Hare Airport is the major international airport serving the city of Chicago, Illinois. O'Hare is a major hub of aviation activity in North America and ranks among the worlds-busiest airports. A major financial and demographic centre, Chicago O'Hare hosts domestic, regional and international passenger and cargo services for over 70 airlines. O’Hare is a hub for airlines including American Airlines, United Airlines and Polar Air Cargo.
Location of Chicago O'Hare International Airport, United States
Ground Handlers servicing Chicago O'Hare International Airport
670 total articles
39 total articles
United Airlines plans a realignment of its Pacific operations centred on increasing direct flights rather than stop-overs in Tokyo as the weakness in Japan’s currency has dragged down the carrier’s results in those markets for most of 2013. United is also building a strategy to directly serve non-traditional gateways to China as competitive capacity increases have also pressured the carrier’s Pacific performance.
The adjustments are freeing up some aircraft for redeployment into new markets from United’s Houston Intercontinental, Washington Dulles and Chicago hubs for new service to Europe, which perhaps seems like a safer option at the moment even as the region is on an at-best slow trajectory to economic recovery.
The success of these planned network shifts necessarily depends on execution, an area where United has faced challenges with respect to the merger with Continental. Now, getting it right will be central to the airline's Asian strategy.
A beleaguered United Airlines has outlined ambitious goals for its investors that entails an annual cost cutting scheme of USD2 billion and a pledge to begin returning cash to shareholders by 2015.
After battling operational, revenue and cost challenges during the last couple of years, United has no choice but to crystallise a plan to improve its performance in the medium term. Its target of rewarding shareholders is likely to be a competitive response to Delta Air Lines, who recently outlined plans to return USD1 billion to its shareholders during the next three years.
Additionally, United believes it can increase pre-tax earnings by two to four times during the next four years. Taken together it is tall order for a company that is still trying to deliver on its merger synergy targets. Now that United has declared those goals, the challenge is to deliver a successful execution, something that sceptics might have a right to be weary of.
Aside from the baseball metaphor, there’s an old superstition dating back to the First World War that may be more relevant to the surprise attack the US Department of Justice launched on the American Airlines/US Airways’ merger proposal.
Soldiers in the trenches were incessant smokers, but matches were scarce. The story went that, with the first strike of the precious match the enemy sniper saw the glow; as the second cigarette was lit from it, he took aim; and as the third one drew hard, the sniper fired. So it became third time unlucky.
Whatever the real underlying story behind the Department’s move – be it politics, economically sound or simply mistaken theory – there can be no doubt that by the time American arrived at the front there were a number of beads being drawn, as the first two big legacy groups had already consolidated around Delta and United. Increasing concentration in the US airline industry has come with highly unpopular baggage and booking charges, along with generally higher fares and even, shock-horror, industry profits. With the benefit of hindsight, someone should perhaps have sensed a likely backwash.
Phoenix Sky Harbor’s hub status in the combined network of American and US Airways raises as much speculation as the fate of Philadelphia, in part based on the premise that its proximity to American’s hubs in Dallas and Los Angeles will render Phoenix obsolete in the network that emerges under the "new" American.
Given Phoenix’s role in the US Airways network as its lowest revenue-generating hub as a result of its larger base of leisure traffic, it could face an uphill battle in emerging as a viable hub once the network optimisation at the merged carrier is complete.
But given LA’s fragmentation and the differing passenger profile of Dallas, Phoenix’s chances of continuing to play a major role in the combined network could prove to be better than expected.
Austrian Airlines has not made an operating profit since 2007 and has been consistently the weakest Lufthansa Group carrier in terms of margins and passenger growth. It is more exposed than its sister companies to short/medium-haul markets, where price-based competition is fierce, and its long-haul network is relatively light.
However, it has strong market positions on its long-haul routes and is looking to grow this area of its business with an additional Boeing 777, approved by the parent company. Moreover, its recently completed rationalisation of its narrowbody fleet from 11 Boeing 737s to seven Airbus A320 family aircraft will both reduce its exposure to short/medium-haul markets and allow it to serve them more efficiently.
Meanwhile, the centre-piece of its radical restructuring programme, the transfer of flight operations into its regional subsidiary Tyrolean Airways (effective from Jul-2012), and the concentration of administrative operations at Vienna should lead to further cost savings if legal challenges can be repelled.
American and US Airways are pressing full steam ahead to close their merger by 3Q2012, including stressing to US legislators that the combination will improve the overall health of the country’s airline industry and make the merged airline a more viable competitor with legacy and low-cost carriers alike. With just a dozen routes that overlap, the carriers should not encounter any resistance from anti-trust authorities, and given that most the markets are hub to hub pairings, few changes are likely to be made to service patterns once the 18 month integration process is complete.
Some of the arguments made by American and US Airways over increasing competition from low-cost carriers and their potential service expansion into overlap markets might be overblown as those airlines in previous mergers have been selective in grabbing the low hanging fruit created by the tie-ups between Delta-Northwest, United-Continental and Southwest-AirTran.
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