American Airlines 1997 Annual Report Download - page 15

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13
range 777 IGW model already ordered.
While arranging for new aircraft is important, we are not
neglecting American’s current fleet. In 1997, we launched a
$416 million interior refurbishment program. Every domestic
aircraft will get a thorough interior refurbishment, including,
for the first time in 20 years, a new interior color scheme. In
addition, 106 of our MD-80 aircraft will be reconfigured to
include 20, rather than 14, first-class seats and will be used in
high-frequency business markets where demand for first-class
accommodations is strong.
The program includes the purchase of 70,000 new seats,
which will provide more comfortable seating in both coach
and first class on most domestic aircraft. In addition, the
entire international fleet, as well as the widebodied aircraft
used on transcontinental routes, will be equipped with highly
customized first-and business-class seats.
Domestic Network Strength
In the deregulated era, airline competition has become, in
part, a contest to build the most ubiquitous network. In that
regard, one of the critical success factors is having the
strongest hubs possible. By linking markets on one side of a
hub city to markets on the other side, airlines are able to
exponentially increase the number of origin-destination com-
binations they serve. In 1997, American Airlines enjoyed good
success at all its hubs: Dallas/Fort Worth, Miami, Chicago
and, to a lesser degree, San Juan, Puerto Rico.
In 1997, American
announced that it would
begin hiring pilots for
the first time in five
years. Through his work
with the Organization of
Black Airline Pilots,
Capt. Frank Chukes is
helping broaden the pool
of applicants, which
will ultimately
make the pilot
corps more
diverse.