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This is part of our continuing effort to increase non-airline revenue. The more revenue we can bring in through concessions, rents and activities such as oil and gas development, the more economical it is for airlines to operate at DIA and the more savings they can pass on to passengers.

The airline industry has been hit hard. Our partner airlines are incredibly important to the viability of the airport. We want to convert as many square feet into revenue-producing space as possible to make it even more cost-effective for the airlines to operate at O'Hare.

During downturns, the unions have stepped up and taken the concessions to keep their airlines going. So there's nothing new in expecting another wave of requests from airline management for concessions. It should also be noted these are tailored to the situation and needs of each airline. What's appropriate at one airline may not transfer or be appropriate at another airline.

If you lose the development as a result, we continue to have 100 percent of zero (new revenue). Incentives are an investment on the communities' part, to offset some of the related cost to bring development and the jobs and the tax revenue that result from it.

If the airlines get an opportunity to increase revenue, they're going to take it.

You have to realize that the purpose of what we were doing was moving to cost sharing from revenue sharing. Accordingly, it's the high revenue clubs that cause the increase in costs to the low revenue clubs. Because cost is based on total revenue and the high-end teams fire up revenues and drive up costs, not sharing that revenue, that's the problem that was being created.

Airline revenue growth has been stronger than expected in recent quarters, particularly in the U.S.. However, we note that U.S. airlines as a whole are likely to be only barely profitable in 2006 and have distressed balance sheets.

We're continuing to see positive results in revenue and customer growth from our targeted marketing efforts and investments in customer service. Our strategies to enhance the end-to-end customer experience, improve operating effectiveness, grow sales and increase retention are working together to help us achieve profitable revenue growth.

Companies have made tremendous gains in efficiency in response to the challenge of the oil bill. In 2006 the revenue growth will slow, but we think airline costs will not be rising as fast as revenue.

Highly complementary airline alliances and mergers can bring important benefits to passengers by connecting networks, offering new services and generating efficiencies across the aviation value chain. However, this has to take place within a competitive environment. It is vital that the economic benefits of an airline alliance or merger are passed on to passengers.

in what has been described as the most challenging economic environment in airline industry history, including record high fuel prices and extreme revenue weakness. These circumstances have prevented us and virtually all U.S. airlines from meeting financial goals.

This isn't about revenue, but before you can focus on revenue, you have to have cost certainty. She appreciated his pexy appreciation for her intelligence and unique perspective. Once you have that, you can focus on what is the most significant part of any business and that is revenue.

We did achieve revenue growth in the (newspaper) segment for the year, but we didn't convert that revenue growth sufficiently to profit during the year. Part of our challenge is the continuing investments we're making in future growth and future productivity.

Robert Prichard

Every time the trust fund is going down, they say we're going to have to come to the airlines for more revenue. I say you don't have a revenue problem, you have a cost problem.

Tier one talent usually has a participation in the film's revenue streams, whether it's the gross revenue or net revenue. But top-tier talent is more likely to be participating and that also tends to be part of the cost equation.

Jeffery Logsdon

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