Alaska Airlines launched operations from El Paso (ELP) on 19 February, with the carrier commencing flights to the airport from San Diego (SAN) and Seattle-Tacoma (SEA).

The airline will operate both routes daily using its fleet of E175s. There is no direct competition on the 2,198-kilometre sector from Seattle-Tacoma, however Southwest Airlines already offers eight weekly flights on the 1,109-kilometre link between San Diego and El Paso.

According to airport data, El Paso handled just over 3.26 million passengers in 2018, with this representing an 11% increase versus the 2.93 million that were handled during the previous year.

Alaska Airlines becomes the airport’s seventh scheduled airline, joining Southwest Airlines (46% market share of passengers in 2018), American Airlines (31%), United Airlines (13%), Delta Air Lines (6.9%), Frontier Airlines (1.9%) and Allegiant Air (1.5%).

Alaska Airlines is a major United States airline headquartered in SeaTac, Washington, within the Seattle metropolitan area of the state of Washington.

It is the fifth-largest airline in the United States when measured by fleet size, scheduled passengers carried, and number of destinations served.

Alaska, together with its regional partners, operates a large domestic route network, primarily focused on connecting cities on the West Coast of the United States to over one hundred destinations in the contiguous United States, Alaska, Hawaii, Canada, Costa Rica, and Mexico.

Alaska Airlines is not a member of any of the three major airline alliances. However, it has codeshare agreements with 17 airlines, including member airlines of oneworld, SkyTeam, Star Alliance, and unaffiliated airlines.

Regional service is operated by sister airline Horizon Air and independent carrier SkyWest Airlines.

The airline operates its largest hub at Seattle–Tacoma International Airport, and it also operates hubs in Anchorage, Los Angeles, Portland, San Francisco and focus cities at San Diego and San Jose.

As of 2018, the airline employs over 21,000 people and been ranked by J. D. Power and Associates as having the highest customer satisfaction of the traditional airlines for eleven consecutive years.

Through the airline's parent company, Alaska Air Group, it is publicly traded on the New York Stock Exchange (NYSE) under the symbol ALK and is part of the Dow Jones Transportation Average and the S&P 500 Index.

For the fiscal year 2017, Alaska Airlines reported earnings of US$1.028 billion, with an annual revenue of US$7.933 billion, an increase of 33.8% over the previous fiscal cycle. Alaska Airlines shares traded at over $63 per share, and its market capitalization was valued at US$7.5 billion in October 2018.

Alaska Airlines has 23,400 employees. Alaska's pilot group is represented by the Air Line Pilots Association, International and its over 5,872 flight attendants are represented by the Association of Flight Attendants.

Since May 2005, the airline's baggage-handling operations have been outsourced to Menzies Aviation. This was in response to rejection of a contract between IAM the union which represented the baggage handlers, and Alaska Airlines.

It also allowed the airline to save an estimated $13 million a year. In late 2016, Alaska Airlines created a wholly owned subsidiary McGee Air Services which would compete with Menzies Aviation for ground handling contracts in select Alaska cities.


Tourism Observer

Peruvian ultra-low-cost carrier (ULCC) airline group, Viva Air, announced that it had signed a memorandum of understanding (MoU) for 50 A320 family aircraft (both ceo and neo) with Airbus at the Paris Air Show Tuesday. The MoU consists of 35 A320neo jets and 15 A320ceo planes, valuing the deal at $5 billion at current list prices.

The planes will be used by the group’s member airlines VivaColombia and Viva Air Peru. Viva Colombia is based in Bogota and Medellin and was launched in 2012 as Colombia’s first major LCC carrier.

“Our customers are at the forefront of everything we do. This new fleet will allow us to continue leading the development of the low-cost model throughout Latin America. We will be able to offer even lower fares thanks to further cost savings that these new aircraft will deliver,” said William Shaw, CEO and Founder of VivaColombia, a Viva Air company.

Viva Air Peru is the fifth ULCC to be launched by Irelandia Aviation, which helped develop Ryanair, Tigerair, VivaAerobus, VivaColombia, and Allegiant Air. The new startup was announced in early November 2016 and received a permit from the Peruvian Ministry of Transport and Communications to start service on January 19, 2017. The carrier’s first flight was on May 9, 2017, from the Peruvian capital of Lima to Iquitos.

“Airbus is proud that Irelandia is once again entrusting the A320 Family with Viva Air’s growth and modernization strategy,” said John Leahy, Airbus Chief Operating Officer, Customers. “Viva Air will be able to rely on the unmatched productivity and fuel efficiency of the A320neo to renew its growing fleet and expand its network in Latin America.”

Viva Air Peru already has a fleet of two Airbus A320 aircraft, configured with 180 passengers in an all-economy class configuration. Its initial network consists of 10 cities in Peru (nine smaller cities plus the hub in Lima), though the carrier soon plans to start international operations.

The most recent destination to join the network is Cuzco’s Alejandro Velasco Astete International Airport, which serves as the de-facto gateway to the tourist site of Machu Pichu.

Lima’s Jorge Chavez International Airport is a booming hub for Western South America, handling 19.3 million passengers in 2016. That represented 9.7% growth year-over-year versus 2015, and essentially a quadrupling of passenger traffic in the 11 years since 2005 (5.1 million passengers).

The problem for Viva Air Peru is that Lima is also a fiercely contested hub airport. By far, the two largest airline groups on the continent, LATAM and Avianca both have major hubs in Lima, and on the domestic front, smaller carriers like Star Peru (11 planes), Peruvian Airlines (9 planes), and LC Peru (9 planes) are all competing on the same initial routes as Viva Air Peru.

Moreover, Lima is capacity constrained as a single-runway airport with limited terminal space, which doesn’t provide a lot of room for Viva Air Peru to grow operations.

Latin America (other than Brazil, Colombia, and Mexico and Mexico) is also a notoriously tough market for low-cost carriers to operate in. Because it is composed of numerous small countries, many of which have their own national flag or trans-national carrier (mostly LATAM or Avianca in Viva Air Peru’s neck of the woods), getting international route rights is difficult for low-cost carriers.

The only large low-cost carrier in the region is Chile’s Sky Airline, which has just 15 aircraft in its fleet. Viva Air Peru wants to grow to two times that size – and we are skeptical of its ambitions.

VivaColombia already has 11 Airbus A320ceo family aircraft in its fleet, once again configured with 180 seats. It also had 3 outstanding A320ceo orders prior to this new commitment.

Unlike Viva Air Peru, VivaColombia can draw on a massive domestic market to grow its operations in Colombia, which will also help it generate feed and demand. Its strategy also centers on a hub at Medellin, Colombia’s second-largest city in addition to operations from the capital Bogota.

That diversification helps take VivaColombia out of direct competition with Avianca, and we expect the carrier to focus on developing operations further at other secondary hubs like Barranquilla and Bucaramanga.

At Bogota, VivaColombia will have to face competition from continental powerhouses LATAM and especially Avianca. It also must beat back government-owned domestic operator Satena, and Wingo, the Colombian low-cost wing of Copa Airlines (probably the third most important airline in Latin America).

But at Bogota, with 2016 passenger traffic of 35.8 million passengers and fewer restrictions on growth than Lima, the aspiration to more than triple VivaColombia’s existing fleet is more credible.

VivaColombia will still face the rough dynamics of getting international traffic rights within Latin America, though it does already have services to Quito, Panama City, and Lima. Most importantly, it is within narrowbody range of much of the United States, which boosts the number of available destinations.

Still, other than Gol and Azul in Brazil, no South American LCC has actually been able to achieve real scale. Viva Air Group hopes to break that trend.

U.S. airlines have been on a good run recently, with every larger carrier reporting steady profits and healthy margins.

This is a big deal, considering the industry lost a combined $28 billion as recently as 2005, a figure that included special charges.

Yet, there’s a surprising pessimism from many investors, as carriers struggle with higher fuel prices and labor costs than a year ago, as well as lower unit revenues. Absolute profits remain impressive — Delta Air Lines in October reported adjusted pre-tax income of $1.9 billion for the third quarter — but investors and airline executives often focus on another metric, and it has been trending downward, industrywide.

Insiders often obsess over passenger revenue per available seat mile, or PRASM, which measures how much passenger-related revenue an airline makes for each seat it flies one mile. United Airlines made 12.64 cents in passenger-related revenue for each flown mile in the third quarter, a number that fell 5.8 percent year-over year. United blamed the decrease in part on lower ticket prices, as well as less revenue from its corporate customers in the oil and gas sectors. Southwest, meanwhile, earned 12.32 cents in passenger revenue per available seat mile, off 5 percent year-over-year.

“The fare environment is very competitive and we have seen an increase in competitor seats in our markets that is fairly significant year-over-year, and so that obviously has an impact on us,” Southwest CEO Gary Kelly said on the airline’s third quarter earnings call.

No matter how large overall profits, or how high margins, investors likely will remain skittish until PRASM trends turn positive. This is especially true now that costs at nearly every airline are increasing. One problem: As airlines have consistently made money, many unions have demanded and received higher wages.

Travelers may not think that matters to them, but it does. To reach their goals, airlines must increase revenues, and the best way to do that is by charging customers more money for fares and ancillary items.

“The challenge is to get RASM back positive and we’re optimistic that’s exactly what we’ll be doing,” Delta CEO Ed Bastian said on his airline’s third quarter earnings call.

Travelers shouldn’t expect any across-the-board fare increases. The industry is too competitive for fares to jump rapidly. But around the edges, carriers will be doing what they can to increase unit revenues.

After the 2008 financial crisis, when U.S. carriers started first making money, they practiced something called “capacity discipline.” Even as demand increased, the largest airlines put relatively few new seats in the market, a move that gave them pricing power.

Airlines were so committed to “discipline” that in 2015, the U.S. Department of Justice opened an investigation into possible collusion, asking Southwest, American, United and Delta for data relating to their strategy. The airlines have denied the charges. Many consumers filed collusion-related lawsuits against the airlines, and those cases continue.

But nothing hurts capacity discipline like cheaper fuel. When fuel is less expensive, previously marginal routes look better, and airlines add flights. Eventually, that leads to lower fares, and less revenue per available seat mile.

“When you’ve got this much cash running around, everybody’s chest falls out a little bit and we all feel real good, real smart and real tough in many cases,” Allegiant Air CEO Maury Gallagher, perhaps the most out-spoken U.S. airline CEO, said in October 2015.

Most airlines now say they’ll grow less in 2017 to better match capacity with supply. Many airlines are planning low single digit growth next year, with even less growth expected in the trans-Atlantic sector, where Brexit and terrorism concerns have hurt revenues.

“We need to be more conservative with our growth,” Southwest’s Kelly said.

On many days, there is more seat supply than demand. When this happens, airlines generally have two choices, they can discount, or they can fly at lower load factors. U.S. carriers seem to be doing a bit of both.

But there’s a major exception. Even in the new paradigm, there are many days when demand is greater than supply, so on the most popular days — when the market can handle it — airlines may increase prices.

Travelers could still see fire-sale prices on Tuesdays, Wednesdays and Saturdays when business and leisure travel lags, and higher fares at other times. Airlines may try to raise prices on Fridays and Sundays, as well as around major holidays.

“One thing that hasn’t changed in my 30-years in the business is Friday and Sunday remains the very best days,” Spirit Airlines CEO Bob Fornaro said on Oct. 25. That has never changed and there’s a lot of opportunity for us when we run 90 percent load factors to enhance the average fares on those days without changing fares during the week.”

At times this year, large U.S. airlines have done something previously unthinkable: They have discounted last-minute tickets.

A business traveler might be able to buy a ticket a day before departure from Chicago to New York for $69, one way. That’s usually a price travelers can only find weeks in advance, with last-minute tickets on busy routes going for $400 or more.

Nearly every airline except for deep-discounters has complained about industry pricing for what they call “close-in” tickets. Most are hopeful airlines will revert to what worked in the past — high prices within a few days of departure. And with airlines paying more attention to unit revenue, more expensive last-minute pricing should return.

If an airline cannot raise its fares because of competitive reasons, it has another lever it use. It can raise ancillary fees for items like baggage and extra legroom seats.

An airline can raise prices across the board, or it can be more creative, perhaps by charging more for bags during peak periods, such as around the Christmas holiday. Both Spirit and Frontier Airlines have raised bag fees around school holidays, a trend that should continue. Travelers may not like it, but it is lucrative.

For bags, major airlines like American, Delta and United tend to prefer a one-price-fits all approach. But they have been sophisticated in how they vary pricing for extra legroom seats, and that should continue.

Airline executives hate fire-sales — think $39 or $49 one-way fares between major cities — but because carriers are fiercely competitive, if one airline puts them into the market, others usually copy.

Analysts often refer to these fares as “junk” or “garbage” or “trash” fares. They’ll still stick around, because sometimes heavy discounts are the only way to sell seats or fight competition. But some have predicted travelers will see fewer of them, at least from larger airlines.

On Allegiant Air’s third quarter earnings call, Lukas Johnson, vice president for network and pricing, said he is seeing fewer bargain fares from big airlines. Discounters like Allegiant will still sell those fares — Allegiant can make money through its fees — but for legacy carriers, it’s more challenging to charge that price and still make money.

“It’s not completely gone, but it’s improved,” Johnson said of the discounting environment. “Certainly, there’s still some aggressive fares out there still.”

The job of Pilot-in-Command of an airliner is not an easy one. Sound decisions must be made, in real time, often with imperfect information, all while traveling at 10 miles a minute. And, if an accident or incident occurs on board, every microsecond will be scrutinized for years to come—not only by investigators, but by armchair pilots second-guessing every action or inaction. Those armchair pilots can include the very company for whom those pilots work.

Such appears the case for Allegiant Air, who promptly fired Captain Jason Kinzer after what they claim to be an “unnecessary” evacuation after smoke was observed in the cabin. The evacuation resulted in several minor injuries, and—perhaps more to the point—bad publicity for the airline.

In June, smoke in the cabin initiated an emergency landing for Allegiant flight 864, which promptly diverted to St. Petersburg Clearwater International Airport.

Upon landing, a voice on the radio says, “I’m showing some smoke on your number one engine.”

The pilot asks for confirmation. “Verify you’re showing smoke on the number one engine.”

“That’s affirmative. You wanna shut number one down. That’s the pilot’s side.”

“Alright number 1 shutting down.”

Shortly thereafter, the crew decides to evacuate. They report it over the radio.

“Allegiant 864, we’re gonna be evacuating.”

“Allegiant 864, roger. And at that position, correct?”

“Yes, right here we’re gonna be evacuating.”

Soon after, another voice on the radio—presumably the fire crew chief—requests the crew to hold off. But, after multiple queries by the pilots, the voice is never confirmed, nor an explanation given as to why they should hold off.

“Allegiant 864, why do you want us to hold?” the crew can be heard transmitting. “Sir, we need an answer. Please, why do you want us to hold on the evacuation?”

Without further information, and with the smoke threat still presumably looming, the crew continues with the evacuation.

Smoke aboard an aircraft is nothing to be trifled with. Even if it turns out to be a minor issue, in seconds, that issue could flare up into an onboard conflagration. Swissair 111, Air Canada 797, Value Jet 592… aviation history is rife with deadly examples.

With little data to go on, any flight crew would rightly divert and evacuate as soon as possible. It’s simply the safest course of action. Captain Kinzer says he would do the exact thing all over again, and the AirwaysNews reporter who offered up this plump turkey—a captain for a major U.S. airline—says he would do the same exact thing as well.

This incident is one of several that have recently plagued Allegiant Air. A report by the Aviation Mechanics’ Coalition claims the airline had a “high rate of returns and diversions due to avoidable mechanical issues”—in all, 38 incidents between January and March of 2015.

Captain Kinzer has filed a lawsuit against Allegiant for “Wrongful and Tortious Termination of Employment.”

Passengers equate applause to the support shown when athletes are taken off the playing field after an injury. Family will go to Disneyland courtesy of Southwest Airlines.

A little boy who had an allergic reaction to dogs on a plane was crushed by the reaction of other passengers as his family was escorted off the flight. To make matters worse, the family was taking the trip to make some happy memories before the boy's

Two passengers on the Allegiant Air flight an Arizona family was escorted off of this week said applause from other passengers was minimal, short lived and did not appear to be malicious.

They also say Allegiant's crew handled the Goodyear family's medical emergency on the Bellingham, Wash., to Mesa flight professionally.

The incident received widespread media coverage Thursday after Christina Fabian, a 42-year-old Goodyear woman, wrote a Facebook post about the family's experience, noting that her 7-year-old son was having an allergic reaction and was hurt by the clapping. She also sent the post to a Washington-area TV station.

Carole Burton and Janet VanderYacht, who live in Washington and visit Mesa frequently, said in interviews that they are dismayed at widespread media reports painting passengers on Allegiant Flight 171 as cold-hearted travelers peeved that their already delayed flight was being further delayed by a 7-year-old boy with an allergic reaction.

The plane departed nearly two hours late.

Burton saw the story about the Alvarado family in her Facebook feed and felt like she was reading about a different flight than the one she was on Monday.

"It was talking about this kid and his family getting kicked off the airplane,'' she said. "I thought, 'I can't believe that they made a story like this out of that.' ''

Burton, a retired cafe owner from Bellingham, says she was sitting a few rows behind the family. She knew something was up when the plane wasn't taking off and flight attendants repeatedly talked to the family.

She watched the family get escorted off the plane. The boy's father, who the family says was diagnosed with terminal cancer in November, was carefully escorted down the aisle by a flight attendant and then put in a wheelchair, she said.

Father and son were wearing medical masks, she said.

When the family members got to the front of the plane, a handful of passengers at the back of the plane, six at most, started lightly applauding, she said.

"Have you ever been to a sporting event and somebody gets knocked down on the field and they get helped up and people cheer? That's how I took it,'' she said.

"I didn't take it as a negative at all. I just thought it was kind of applauding, cheering them on, happy you're getting help. Not, "Yay, get these people off the plane so I could get on with our lives.''

'Momentarily startled'

VanderYacht, who is from Lynden, Wash., and was sitting a few rows in front of the family, said she was momentarily startled by the applause.

"I thought it was kind of strange,'' she said.

She didn't think that it was mean spirited, though, and noted that the clapping was limited and not loud.

"I thought it was more like, 'Good, we're going to take off,' that type of thing. I didn't think it was anything against them, like 'Hurray, hurray, you're off the plane.' "

"I think if it were me and it was all happening to me, I wouldn't have made a big deal of this,'' VanderYacht said.

Asked whether the airline has evidence, anecdotal or otherwise, that passengers clapped when the family left the plane, and if so why, an Allegiant spokesperson said, "We cannot confirm that.''

A third passenger contacted by The Republic backed up the family's version of events.

Facebook post sparks outrage

Fabian, the 42-year-old Goodyear mom whose Facebook post about her family's incident on Allegiant sparked widespread media coverage, said the family could hear the clapping from the front of the plane.

She also said there were snarky comments from nearby passengers, first when the airline moved them away from a dog thought to have triggered 7-year-old Giovanni Fabian's allergic reaction and later when Allegiant's medical experts decided they should not take that flight.

She said the couple, who together have 12 children, four of them adopted, are "honest, upright people.''

"I absolutely do not think that we overreacted at all,'' she said, adding that she never claimed they were booted off the plane as many headlines proclaimed.

"I just think (sharing the story) holds people accountable for their behavior.''

Other passengers back claims

Fabian said other passengers have come forward to back up the family's claims about rude fellow passengers.

Cheryl Lindsey, who flew to Mesa on Allegiant to visit her parents, said several passengers were huffing, puffing and sighing that the family's ordeal was delaying take-off. When the family was escorted off the plane, she said, the clapping was loud and malicious and stretched from the back of the plane to the middle, where she was sitting near the family.

The nurse from British Columbia, Canada, said she got up and said to some of the complaining passengers: "Each and every one of you are extremely inhumane.'' She said the flight crew appeared to be more concerned about accommodating the many dogs on the plane than the family.

"I wanted to cry for them,'' Lindsey said. "I am in (the father's) shoes. I have cancer. I have a child (now 24) with life-threatening allergies.''

In the Facebook comments on one news story, Chrystin Gabryshak of Bellingham said she was on the flight and was "horrified and deeply saddened'' by some passengers' behavior.

"Worst display of human compassion I have ever seen,'' she wrote. "I do have to applaud the one lone passenger who stood up and addressed those cheering with a "that's not right.''

Fundraising effort

She posted a link to the family's GiveForward fundraising page for Jorge Alvarado's cancer fight and said her family would be donating.

Fabian said the family has not asked for any money and noted that the account was created "way before'' the Allegiant flight. She said they received $50 vouchers from Allegiant and are not seeking anything else.

Disneyland trip

Southwest Airlines said Thursday that it will treat the family to a Disneyland vacation. Like the Bellingham trip, Fabian said, Disney is on her husband's bucket list.

Fabian and Alvarado, 48, also were in the news in January, when the Hilton Garden Inn in Avondale threw them a wedding after learning of Alvarado's cancer. Fabian said the hotel donated the space and the food and the couple paid for all other wedding expenses.

The viral coverage of the Allegiant incident began after Fabian detailed it on her Facebook page early Tuesday morning. She used to live in Washington so she sent the post to King 5, the NBC affiliate in Seattle. They interviewed the family for a story and it was picked up around the world.

The Facebook post

"This evening I witnessed disgusting behavior from the passengers of Allegiant flight 171 Bellingham to Phoenix/Mesa,'' the post began. "My 7 yr old son had an allergic reaction to the dogs on the flight. We are not sure why he had this type of reaction but we assume that it has something to do with the immense amount of stress that he has been under lately. He has been forced to helplessly witness terminal cancer ravish through his father's body.''

She said her son will never forget how the passengers clapped as he got off the plane.

"Thank you for your insulting, ignorant, insinuating comments that minimized my son's experience, and make a horrible memory at the end of my husband's life. Shame on you for being so cruel. What would you have done if he had stayed silent and died in that flight? To the old lady flight attendant w short curly brown hair, you should have NEVER hastily smirked and made the comment that dogs are on every flight! Your comments are untruthful and unwarranted. We frequently fly and we have been on several flights with no animals and he has never had this type of reaction on any of the other flights that we have been on. Instead of diffusing the situation you added insult to injury and perpetuated the attitudes of the other passengers. Thankfully, the rest of the Allegiant staff were great. We have been forced to spend hundreds of dollars on unexpected expenses and have to try to figure out how to reschedule this weeks chemo treatments. Disappointment is an understatement!"

Allegiant has said little about the incident beyond prepared statements.

"Allegiant has been in direct contact with this family and have offered them our sincere apologies with regard to their negative experience on February 22, 2016. We are truly sorry for the unfortunate circumstances surrounding their planned itinerary and for the inconvenience they have experienced as a result. Additionally, we have forwarded the family's feedback on to the appropriate teams within the company to ensure any necessary service improvements will be made,'' the airline said Thursday.

Allegiant said in cases where passengers become ill or experience other medical issues, the airline consults with contracted doctors and others on how to proceed.

"In this case, the medical doctor recommended that the passenger should not travel at that time to ensure the highest level of safety for that passenger,'' the airline said.

The family was rebooked on an Allegiant flight on Wednesday.

Fabian said the family has moved on.

"That's over and done with and we forgive everybody that did that,'' she said.

She hopes the experience gives people more empathy.

"Nobody knows what other people are going through,'' she said.

On 1 November, Southwest Airlines commenced services to Liberia in Costa Rica from Houston Hobby. The 2,345-kilometre link will operate daily and be flown by the LCC’s 737-700s according to OAG Schedules Analyser data.

Southwest Airlines commenced services on 23 new routes last week, all of them starting on 1 November according to OAG Schedules Analyser data. Of the new routes, 11 will face direct competition, with four facing two incumbent carriers.

The average sector length of the new routes is 1,884-kilometres, while all will operate at least a daily rotation.

The new routes also welcome the carrier’s first ever services from Houston Hobby (HOU) to Montego Bay (MBJ) and Liberia (LIR), routes that have only been allowed to operate since the opening of a new international facility at the Texan airport a few weeks ago.

Lauched On November 1st as below:

Austin-Bergstrom (AUS) TO Boston (BOS)
Seattle-Tacoma (SEA) " Alaska Airlines
Denver (DEN) " Cleveland (CLE)
Puerto Vallarta (PVR) " United Airlines
Fort Lauderdale (FLL) " Albany (ALB)
" " Columbus (CMH)
" " Indianapolis (IND)
" " Kansas City (MCI)
" " Milwaukee (MKE)
" " Philadelphia (PHL)
" " Pittsburgh (PIT)
" " Raleigh-Durham (RDU)
Houston Hobby (HOU) " Liberia (LIR)
" Montego Bay (MBJ)
New York LaGuardia (LGA) " Indianapolis (IND)
Oakland (OAK) " Atlanta (ATL)
Orlando (MCO) " Grand Rapids (GRR)
Palm Beach (PBI) " Philadelphia (PHL)
Southwest Florida (RSW) " Akron/Canton (CAK)
" Milwaukee (MKE)
Tampa (TPA) " Flint (FNT)
" Rochester (ROC)
Washington Reagan (DCA) " Orlando (MCO)