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I love the ALIVE aka VIVA translation...:)
Well I found this article on Auxer/Viva from the Dominican Newspaper "Diario Libre"
http://www.diariolibre.com/articulo.asp?ar=24-04-2003NOT7NOT5&ed=24-04-2003&sc=5
and the English Translation (sucky free web translator)
Alive Airlines arises as a new company that travels to the United States The airline is identified like Dominican and will also travel
to Canada and countries of the Caribbean
4/24/2003
Alive Airlines announced the opening of its air operations in the country, United States and other areas of the Caribbean.
Auxer Group presented the airline to travel agents of new York. Alive Airlines is identified like a Dominican business.
Alive it will try to expand its operations the next year. It will serve New York, Boston, Miami, Toronto, Montreal, Calgary and European destinies. The company exposed that it tries to enlarge its offerings of flights charters in union to turoperadores U.S., Canada and Europe.
Its flights will be without stop to Santiago and/or Holy Sunday, with connections to Aruba, St. Kitts, Cuba and Barbados. The services of connection will be provided in a DC9 toward Gray Tip and Port Silver.
Here's an alleged newspaper story about Auxer/Viva/Bob Scott
This was originally posted on the DR1.com message board here http://dr1.com/forums/showthread.php?s=&threadid=22901 in spanish and subsequently in an english version, graciously translated by stocktrader47 on the Raging Bull Thread. http://ragingbull.lycos.com/mboard/boards.cgi?board=AXGI&read=87197
I have replied to the original poster on the DR1 thread to get the source of the story, and have emailed Bob Scott as well to see if he can shed some light on the validity of the story. Will post whatever info I can come up with.
Here's stocktrader47's translation:
"Here is an accurate translation if anyone is interested:
Robert Scott manager of the Auxer Group told about plans of an aerial alliance composed of three airlines, based in the Carribean. Robert Scott spoke at an event in New York to dozens of travel agents and tourism companies about the methods of, what some call, the Auxer Aerial Threesome.
Auxer launched Viva Airlines, Inc. Puerto Rico, which is Dominican affiliated and 49% of Queen Air. The first airline will be based in the Luis Munoz airport of San Juan, the second based in the Cibao airport of Santiago, and the third based in Las Americas airport of Santo Domingo http://www.lasamericas.do.nu/ .
Mr. Scott said that for this year the three airlines will travel towards Miami and New york destinations as well as flights between their three HUBs or centers of distribution.
Also, next year's expansion will be greater with the Boricua affiliation expanding to Europe and other destinations in the United States and other Latin areas, while its plans with Viva Dominicana is to travel to Boston, Toronto, Montreal, Calgary, and other European destinations. Auxer said that it will try and increase its offers to charter flights in union with tourist companies in the United States, Canada, and Europe.
Also, the Hispanic plans go even further with plans to fly from Santo Domingo to Aruba, St. Kitts, Cuba, and Barbados.
The Aerial Threesome plans to implement a shuttle service between its three HUB's of San Juan, Santiago, and Santo Domingo, domestic flights with connection between the two islands will be provided through DC9 airplanes.
The Auxer Group has on file to complete an 200 million dollar investment plan which will use a fleet composed of Boeing 727-200, 747, L1011, and DC9.
Auxer also is trying to win a Hispanic government contract to promote and bring tourists to its country. The Dominican government offers a contract that could contain millions of dollars of funding from the country and Queen Air is the proposed airline for this contract which services 51% of the tourism which is the biggest in the country (not sure if this is exactly what they are trying to say on that last phrase). Queen Air and dominates the market to Cuba which increases each day. It is estimated that 25,000 Dominicans visit the island community each year for which Queen could have an agreement with the Bandera Cubana airline that flies to Santo Domingo and operate some flights from other Dominican destinations.
Concerning possible competition with American Airlines, a business that dominates the market en the touristic islands of the Carribean, Scott responded that it is very possible that it won't be easy to penetrate, but they will work towards success and hope to win a good percentage of the market within their first year of operation, which doesn't decifro (i don't know this word) on the possible bankruptcy of the largest airline in the world. He said Auxer's airlines are ready to operate the flights from and to San Juan, Santiago, and Santo Domingo which American Airlines doesn't fly. "
Ads, Marketing should start soon, and I would expect the Wesite(s) to get a healthy update and/or replacement in preparations to flight operations. This regulation is why no markting efforts have been conducted to date. The Cert changes all that
Sec. 201.5 Advertising and sales by applicants.
(a) An applicant for new or amended certificate or commuter air
carrier authority shall not:
(1) Advertise, list schedules, or accept reservations for the air
transportation covered by its application until the application has been
approved by the Department; or
(2) Accept payment or issue tickets for the air transportation
covered by its application until the authority or amended authority has
become effective or the Department issues a notice authorizing sales.
(b) An applicant for new or amended certificate or commuter air
carrier authority may not advertise or publish schedule listings for the
air transportation covered by its application after the application has
been approved by the Department (but before all authority issued by DOT,
including the FAA, becomes effective) unless such advertising or
schedule listings prominently state: ``This service is subject to
receipt of government operating authority.''
http://a257.g.akamaitech.net/7/257/2422/14mar20010800/edocket.access.gpo.gov/cfr_2003/14cfr201.5.htm
- - - - -
If anyone lives in Miami, this is our D&D Enterprises.
Enterprises D & D
201 W. Park Drive
Miami, Florida 33172
http://maps.yahoo.com/py/maps.py?Pyt=Tmap&ed=fIcjiOp_0TrpGsmFMjZgyAyPIIJLNr8g_eyLmlAgdHC.4qzSxmr...
Basic Measurements in the Airline Business
Revised March 2002
Available Seat Mile (ASM): The Basic Measure Of Capacity
One seat (empty or filled) flying one mile is an ASM
A 129-seat MD-80 flying a 500-mile segment creates 64,500 ASMs.
System ASMs are simply the sum of each of these individual segment calculations
In a typical day in 2001; American made available about 420 million ASMs
Revenue Passenger Mile (RPM): The Basic Measure Of Production
A paying passenger flying one mile creates an RPM
100 passengers flying 500 miles generates 50,000 RPMs
System RPMs are the sum of this calculation for each of the revenue segments we fly.
In a typical day in 2001, American produced 290 million RPMs.
Load Factor: Production Compared To Capacity
To calculate systemwide load factor, divide RPMs by ASMs; In 2001 it's 106.7 billion RPMs divided by 153.9 billion ASMs, or 68.9 percent.
For an individual flight, divide the revenue passengers on board by the aircraft capacity; in the MD-80 example above, it's 100 divided by 129, or 77.5 percent.
High load factors are not necessarily desirable - How much each passenger pays is also important, as we see in the next measure.
Yield: Revenue Per Passenger Mile
To calculate system yield, divide passenger revenue by total RPMs; For American in 2001, this is $14.1 billion divided by 106.1 billion RPMs, or 13 cents per mile.
To calculate a customer's individual yield, divide ticket price by mileage; If a customer pays $98.00 for the 500-mile segment above, the yield would be 19.6 cents per mile.
Revenue Per Available Seat Mile (R/ASM): The Best Basic Measure
Multiply load factor times yield to get the measure of how much revenue we generate per increment of capacity; using the 2001 example above, it's 68.5 percent times 13 cents or 8.90 cents.
Unit Costs Round Out The Picture
Total ASM capacity divided by total operating expense produces unit costs, or how much it costs to fly a seat (empty or filled) one-mile.
In 2001, these were 7.14 cents.
(3) Transaction Reporting Outside Normal Market Hours
(A) Last sale reports of transactions in OTC Equity Securities executed between 8:00 a.m. and 9:30 a.m. Eastern Time shall be transmitted through ACT within 90 seconds after execution and shall be designated as ".T" trades to denote their execution outside normal market hours. Last sale reports of transactions in OTC Equity Securities executed between the hours of 4:00 p.m. and 6:30 p.m. Eastern Time shall also be transmitted through ACT within 90 seconds after execution; trades executed and reported after 4:00 p.m. Eastern Time shall be designated as ".T" to denote their execution outside normal market hours. Transactions not reported within 90 seconds must include the time of execution on the trade report.
(B) Last sale reports of transactions in OTC Equity Securities executed outside the hours of 8:00 a.m. and 6:30 p.m. Eastern Time shall be reported as follows:
(i) Last sale reports of transactions in American Depositary Receipts (ADRs), Canadian issues, or domestic OTC Equity Securities that are executed between midnight and 8:00 a.m. Eastern Time shall be transmitted through ACT between 8:00 a.m. and 9:30 a.m. Eastern Time on trade date, be designated as ".T" trades to denote their execution outside normal market hours, and be accompanied by the time of execution. The party responsible for reporting on trade date, the trade details to be reported, and the applicable procedures shall be governed, respectively, by paragraphs (b), (c), and (d) below;
(ii) Last sale reports of transactions in ADRs, Canadian issues, or domestic OTC Equity Securities that are executed between 6:30 p.m. and midnight Eastern Time shall be transmitted through ACT on the next business day (T+1) between 8:00 a.m. and 6:30 p.m. Eastern Time, be designated "as/of" trades to denote their execution on a prior day, and be accompanied by the time of execution. The party responsible for reporting on T+1, the trade details to be reported, and the applicable procedures shall be governed, respectively, by paragraphs (b), (c), and (d) below; and
Go to this link and read over rule 6600
http://cchwallstreet.com/nasd/nasd.asp?SelectedNode=4&FileName=%2Fnasd%2Fnasd%5Frules%2FRulesoft...
sally, from the 10-K
Viva has the following objectives:
1.To obtain required D.O.T. and F.A.A. certifications on or before May 1,2003.
2.To commence revenue service on or before May 15, 2003.
3.To raise sufficient "bridge" capital in a timely fashion to financially
enable these objectives.
4.To commence operations with two Boeing 727 series aircraft in month one,
five aircraft by the end of month three, and eight aircraft by the end of month
four. Viva Airlines has a mission to provide safe, efficient, low-cost consumer
air travel service. Its service will emphasize safety as its highest priority,
will strive to operate timely flights and will provide friendly and courteous
"no frills" service.
http://www.sec.gov/Archives/edgar/data/1088734/000121537003000010/auxer10ksb2002.txt
World Airways Receives Conditional Approval For Federal Loan Guarantee of $27 Mi
/FROM PR NEWSWIRE WASHINGTON DC 202-347-5155/
TO BUSINESS AND TRAVEL EDITORS:
World Airways Receives Conditional Approval
For Federal Loan Guarantee of $27 Million
PEACHTREE CITY, Ga., April 23 /PRNewswire-FirstCall/ -- World Airways,
Inc. (Nasdaq: WLDAC) today announced that the Air Transportation Stabilization
Board (ATSB) has granted the Company conditional approval for a $27 million
federal loan guarantee. The guaranteed amount represents 90 percent of a new
commercial loan facility. The proceeds from the facility will be used to
strengthen the Company's working capital position and support its long-term
plans.
According to Hollis Harris, World Airways chairman and CEO, "This is an
important milestone, which not only recognizes the ATSB's endorsement of our
business plan, but also the long-term importance of World to the U.S. aviation
system." Harris also noted, "We applaud the professional and comprehensive
approach employed by the ATSB staff and their business partners as they
processed our application. We remain committed to work with the ATSB to meet
the approval conditions.
"We made strong progress in reducing costs in 2002, enabling our
profitability targets to be reached," added Harris. "Although we have more
work to do, I am now even more optimistic about achieving our profitability
goals for 2003 and beyond."
Utilizing a well-maintained fleet of international range, widebody
aircraft, World Airways has an enviable record of safety, reliability and
customer service spanning more than 55 years. The Company is a U.S.
certificated air carrier providing customized transportation services for
major international passenger and cargo carriers, the United States military
and international leisure tour operators. Recognized for its modern aircraft,
flexibility and ability to provide superior service, World Airways meets the
needs of businesses and governments around the globe. For more information,
visit the Company's website at www.worldair.com.
["Safe Harbor" statement under the Private Securities Litigation Reform
Act of 1995: This release contains forward looking statements that are subject
to risks and uncertainties including, but not limited to, the impact of
competition in the market for air transportation services, the cyclical nature
of the air carrier business, reliance on key marketing relationships,
fluctuations in operating results and other risks detailed from time to time
in the Company's periodic reports filed with the SEC (which reports are
available from the Company upon request). These various risks and
uncertainties may cause the Company's actual results to differ materially from
those expressed in any of the forward looking statements made by, or on behalf
of, the Company in this release.]
SOURCE World Airways, Inc.
/CONTACT: Gil Duarte, CFO, +1-770-632-8003, or Randy Martinez, Exec.
VP,+1-770-632-8004, both of World Airways, Inc.; or for Investors: Karen
Vahounyof Qorvis Communications, +1-703-744-7809, for World Airways, Inc./
/Web site: http://www.worldair.com/
Apr-23-2003 19:40 GMT
Symbols:
US;WLDA
Source PRN PR Newswire
Categories:
NWR/GA NWI/AIR NWI/TRA NWI/LEI MST/R/US/GA MST/I/AIR MST/B/TVL
MST/I/RCS
Panamerican Games costing $290 million - Dominican leader
SANTO DOMINGO, Dominican Republic, April 23 (Reuters) -
Construction costs for August's Panamerican Games, to be held in
the Dominican Republic, have soared above estimates and will
cost some $200 million, the government said on Wednesday.
President Hipolito Mejia said the last estimate for
investment in infrastructure had been around $150 million.
In addition, the two-week regional games, which start on
August 1, will cost about $90 million to stage, Mejia told
reporters. He did not give details of how the costs for the
event are being funded.
Most of the construction in the Caribbean nation of about
8.5 million people is taking place in Santo Domingo, while some
events are taking place in Santiago, 100 miles (160 km) north
of the capital. Mejia has said all the facilities will be
completed by June.
((Writing by Frances Kerry; Editing by Pritha Sarkar; Reuters
Messaging: frances.kerry.reuters.com@reuters.net; Miami
newsroom, +1 305 810-2688 or e-mail miami.newsroom@reuters.com))
(C) Reuters 2003. All rights reserved. Republication or redistribution of
Reuters content, including by caching, framing or similar means, is expressly
prohibited without the prior written consent of Reuters. Reuters and the Reuters
sphere logo are registered trademarks and trademarks of the Reuters group of
companies around the world.
nN23254848
Apr-23-2003 15:09 GMT
Source RTRS Reuters News
Categories:
RSF DO US LEN RTRS SPO RNP DNP PSP MST/R/DO MST/R/US MST/L/EN
one more thing.
I have been in contact with Javier F. Bobadilla for a while now. He is one of the "Iberian Spotters" - guys whose hobby it is to photograph every plane they see and post the pics on http://airliners.net He is on the lookout at SDQ (santo domingo) for any VIVA super27 that shows up. As soon as one does, you can bet it will be on the net and posted here by me. Anyway he has taken recent shots of a Transmeridian 727 (which had dealings with Queen)
http://www.airliners.net/open.file?id=340138&WxsIERv=Qm9laW5nIDcyNy0yODcvQWR2&WdsYXMg=VHJhbn...
And also AeroContinente Dominicana's 737 Also at SDQ Which is the plane that VIVA is supposed to get in that deal.
http://www.airliners.net/open.file?id=324597&WxsIERv=Qm9laW5nIDczNy0yMjI%3D&WdsYXMg=QWVybyBD...
Morning art___and wow, talk about a complaint board, that was it. Thanks for finding the plane, tho.
looks like this NE Airlines is a phantom company.... at least the plane is real... lol
Ponce Airlines Services P.A.S.
Lazaro Canto
(787)253-3535
Organization:
P.A.S.
Edwin Rodriguez
World Cargo Bldg. Terminal D Base Muniz
Carolina, PR 00979
PR
Phone: 787-253-3535
Email: exrodriguez@hotmail.com
Registrar Name....: Register.com
Registrar Whois...: whois.register.com
Registrar Homepage: http://www.register.com
Domain Name: FINA-AIR.COM
Created on..............: Thu, Feb 13, 2003
Expires on..............: Sun, Feb 13, 2005
Record last updated on..: Fri, Mar 14, 2003
Administrative Contact:
P.A.S.
Edwin Rodriguez
World Cargo Bldg. Terminal D Base Muniz
Carolina, PR 00979
PR
Phone: 787-253-3535
Email: exrodriguez@hotmail.com
Technical Contact, Zone Contact:
Register.Com
Domain Registrar
575 8th Avenue - 11th Floor
New York, NY 10018
US
Phone: 902-749-2701
Fax..: 902-749-5429
Email: domain-registrar@register.com
msohre, here's how JetBlue Finances their planes, fron their 10 K
".. Financing activities.
On April 17, 2002, we completed our initial public offering of 10,120,000 shares (as adjusted for the December 2002 3-for-2 stock split) of our common stock with net proceeds of $167.4 million. We invested the net proceeds in short-term, investment-grade, interest bearing instruments, pending their use to fund working capital and capital expenditures, including capital expenditures related to the purchase of aircraft and the acquisition of LiveTV. Additionally during 2002, our financing activities included (i) $416 million of 10- to 12- year floating rate equipment notes issued to various European banks secured by 12 aircraft and a 5-year floating rate equipment note secured by a spare engine, (ii) the sale and leaseback over 18 years of one aircraft for $38.5 million financed by a Japanese institution, (iii) the sale and leaseback over 20 years of three aircraft for $111.5 million by a U.S. leasing institution, (iv) net repayment of short-term borrowings of $7.1 million and (v) the repayment of $71.4 million of debt. None of our lenders or lessors are affiliated with us. Our short-term borrowings are part of a floating rate facility with a group of commercial banks to finance aircraft predelivery deposits.
Financing activities for the year ended December 31, 2001 consisted primarily of (i) the incurrence of $185.0 million of 10- and 12-year floating rate equipment notes secured by five aircraft and five-year floating rate equipment notes secured by two spare engines, (ii) the sale and leaseback over 18 years of two aircraft for $72.0 million, (iii) net short-term borrowings of $13.6 million and (iv) the repayment of debt of $35.3 million. All the aircraft equipment notes were issued to various European banks and the two sale and leasebacks were financed by a Japanese institution, none of which are affiliated with us. To ensure that we had adequate liquidity following the terrorist attacks, we issued 4,053,586 shares of Series B-1 and Series B-2 preferred stock in the fourth quarter of 2001 to our existing investors, including some of our directors and officers, at a purchase price of $7.387 per share and an aggregate purchase price of $29.7 million.
..."
I would assume that VIVA would use a similar technique
http://www.sec.gov/Archives/edgar/data/1158463/000104746903005952/a2102273z10-k.htm
AXGI/VIVA business Plan ----->
The following is the business plan for Viva Airlines, Inc., our only active
subsidiary:
On September 17, 2002, Viva Airlines, Inc., was incorporated as a Puerto Rico
Corporation. It's principal office are located in Traverse City, Michigan.
The founders of Viva have extensive experience in consumer aviation.
The intent of Viva is to introduce a new consumer airline being organized to
take advantage of a specific gap in the Caribbean air travel market and the
Caribbean to the United States air travel market. Presently, there is a gap
that exists in low cost service out of Puerto Rico and the Dominican Republic
to the United States and other Caribbean destinations. The gap in the
availability of low cost service in and out of these hubs coupled with the
local demand for passenger travel on selected routes from the Caribbean
indicates that a new entrant airline is needed for current air travel business
from those hubs. Viva's research and projections indicate that air travel to
and from the Caribbean hubs in San Juan, Puerto Rico and the Dominican Republic
is sufficient to establish a new carrier utilizing eight aircraft and selected
routes. The Viva plan has the potential for a more rapid ramp-up due to the
nature of the routes, the demand for travel currently in the targeted markets
served and the proposed acquisition of Aerocontinente Dominica, S.A. On
February 19, 2003, Viva formed Viva Dominicana, Inc., S.A., a Dominican
Republic corporation and agreed to acquire Aerocontinente Dominica, S.A.
on or before April 30, 2003. The proposed agreement provides for the
acquisition of 100% of the issued and outstanding common stock in exchange of
$1,200,000 in cash.
In the first year of formative operations of Aerocontinente Dominica, we expect
that we will burn excessive cash until revenue can fall into place as
additional routes are established. This is due to the organizational and
regulatory obligations of a new air carrier. Investment activity is needed
to handle the expenses of this phase of the business.
Viva has the following objectives:
1.To obtain required D.O.T. and F.A.A. certifications on or before May 1,2003.
2.To commence revenue service on or before May 15, 2003.
3.To raise sufficient "bridge" capital in a timely fashion to financially
enable these objectives.
4.To commence operations with two Boeing 727 series aircraft in month one,
five aircraft by the end of month three, and eight aircraft by the end of month
four. Viva Airlines has a mission to provide safe, efficient, low-cost consumer
air travel service. Its service will emphasize safety as its highest priority,
will strive to operate timely flights and will provide friendly and courteous
"no frills" service.
Viva believes that the keys to success are:
Obtaining the required governmental approvals.
Securing financing.
Experienced management and crews.
Marketing; either dealing with channel problems and barriers to entry; or
solving problems with major advertising and promotion budgets. Targeted market
share must be achieved even amidst expected competition.
Product quality. Always with safety foremost.
Services delivered on time, costs controlled, marketing budgets managed.
Rapid growth will be curtailed in order to keep maintenance standards both
strict and measurable.
Cost control. The over-all cost per ASM (available seat mile) is pegged
at 10 cents or less in 2003 dollars.
In the second year of operations, Viva intends to add flights to the most
demanded and popular routes in current operation. This will serve to make its
schedule the most convenient to these destinations. The expected expanded
routes will initially include Chicago, Boston, and Orlando. Second level
expansions would include Mexico City, Madrid and Rome.
The following sections describe Viva's description of service, competitive
comparison, technology, fulfillment, and future services.
Service Description
Viva is in the business of providing lower cost, "price competitive" air travel
to selected destinations from their Caribbean hubs. The service approach is
"no frills" with emphasis on safe, courteous handling of domestic and
international passenger travel. All consumer surveys still indicate that the
air travel customer's preference is for "low fares." However, he or she is not
willing to compromise on issues of safety or on-time performance. Customers
will however, settle for lower levels of in-flight service in order to reduce
the cost of travel.
Viva provides the type of service today's air travel passenger demands.
Competitive Comparison The primary competition in our market is American
Airlines and Continental Airlines, which account for 80% of the air travel
volume in this market. This is as high a single market dominance that exists
in any United States market. Also, this results in the highest fares in the
nation for travel in-and-out of the Caribbean. Viva feels that it can obtain
a significant portion of this business. Our costs will be lower than either
airline (10 cents per ASM vs. 12 cents per ASM). American Airlines is already
in financial difficulty. This identifies a gap for only a "hub-based" carrier
in the Caribbean market. Operation of a single type of aircraft will have
significant cost, maintenance, and training expense reduction.
Viva's aircraft will operate out of these two hubs with high utilization based
on price advantage. Viva will have an over-all competitive advantage since we
don't have aircraft or operations outside of our limited focus. Other airlines
must maintain "system-wide" load factors and utilization, while Viva will
operate profitably within its "niche" market. This will serve as a barrier to
entry from other competitors once Viva is entrenched in this market. It is
unlikely that larger airlines will be able to compete with Viva's low fares
nor will they probably have the desire as they focus on more profitable
"long-haul" routes with larger airplanes.
Viva will achieve its target cost of $0.10 cents or less per available seat
mile by a combination of cost saving measures. Savings will come in the areas
of labor costs and from operational economies. Viva will utilize its flight
crews significantly more than its competition. Flight crew utilization will
be 60% above industry average. Both pilots and flight attendants will be
deployed an average of 85 hours per month vs. an industry average of 50-60
hours per month. Viva will realize additional savings in the insurance and
benefits areas by virtue of having fewer crew members. Efficiently operating
the meal service in-flight will save approximately $3.00 per seat
per flight. It is Viva's goal to utilize its fleet an average of
11 hours per day, 7 days per week.
All aircraft will be configured to a coach seating capacity of 131 seats
and a business class seating of 10 seats. This will maximize revenue on
short-haul flights. Boeing 727 series will be the only aircraft initially
operated by Viva. Our state-of-the-art reservations system will save time,
allow us to employ fewer reservation employees, and save training costs for
new reservation personnel.
Fulfillment
Aircraft will be obtained on a "dry lease" basis (without fuel) from one of
several aircraft lessors at an approximate cost of $100,000 per month. Viva
management has already been in contact with ROHR, a division of Goodrich.
Generally, first and last month's lease payments are required in advance.
Lease is usually a five-year operating lease and most often qualifies as an
expense item to the lessee. Terms of renewal are negotiable and no buy-out
provision is included. There may or may not be an additional deposit required
by the lessor as a maintenance reserve. Viva management feels that this will
not be a requirement but is prepared to make such a deposit if it becomes
required to obtain necessary aircraft for operations. It is expected that up
to 20 airplanes will be available over the next two years with
an average of 120 days lead-time required.
Outsourcing of services are as follows:
Maintenance:
All regular "A" and "B" maintenance will be performed by Falcon Air Express
personnel at their own facilities in Miami Florida. Viva management feels that
it is both necessary and prudent in today's regulatory environment to outsource
this regular and routine maintenance. Periodic "C" and "D" overhauls and major
maintenance will also be outsourced. Costs are budgeted at $452 per flight
hour for maintenance reserves and $500 per flight hour for line maintenance
and parts. It is common for many carriers in the aviation industry
(including some large carriers) to "sub-out" "C" and "D" scheduled maintenance.
Thus, it is not viewed as a competitive or regulatory disadvantage to Viva to
do likewise.
Ground Handling:
Airplane parking services, baggage loading and unloading, and baggage and
freight handling services will be outsourced at all airports other than the
Caribbean hubs where these services will be performed by Viva personnel.
Food Service:
All condiments and beverages served on Viva flights will be purchased from
in-flight food service providers.
Technology
All equipment and systems that will be utilized by Viva have been carefully and
diligently evaluated. Management feels that it is an advantage to be starting
an airline today vs. using many of the systems that burden even the largest
domestic carriers with extra cost due to outmoded technology. The technological
advantages to management's choices are outlined below:
Airplane advantages:
Management is well acquainted with all facets of operation of its airplanes
from prior experience.
Reservation advantages:
The predominate reservations systems in the airline industry today, "Sabre"
and "Apollo," are outmoded and obsolete. The major carriers are slow to change
because of the huge capital requirement to "roll over" their entire
reservations system at one time. Therefore, they keep using the old and
outdated systems. The GABRIEL reservations system that Viva will use has
three main advantages that all contribute to cost savings: 1) Speed,
2) Learning Curve, and 3) Integration. Since today's PC's operate much faster
than earlier versions, Viva's reservation employees will be able to complete
a typical reservation procedure up to 75% faster than industry averages.
Most reservations will be completed in two minutes or less (as opposed to the
frequent 8 to 10 minutes that almost everyone has experienced from time to
time). The system simply searches and retrieves data faster. The result
is not only higher levels of customer satisfaction but also substantial
savings in communications cost to Viva.
Training costs are also reduced exponentially. There is characteristically high
turnover among airline reservation employees. "Sabre" and "Apollo" take two
weeks to learn. Viva's use of GABRIEL will enable a basic computer literate
employee to learn the system in only one day.
The GABRIEL system also integrates with other management information systems
used by Viva. It is also designed to operate in a "ticketless" environment,
something the other
systems have difficulty accomplishing.
Operational advantages:
Over-all operations will be seamless from area-to-area of Viva's management
information systems as a whole. Most systems utilized by the major carriers
today were put in place more than 20 years ago. Thus, there is a constant
need for each operational area to "talk" or "re-transmit" essential data.
Not only will Viva's information systems operate "seamlessly" but they will
also enhance the ability to conform to all FAA compliance requirements.
The biggest and toughest compliance issue facing carriers today is
"record keeping." It is not enough to comply, but one must be able to prove
compliance as well as have full and clearly defined and documented internal
accountability.
Future Services
Viva's service will be coach and business class with all aircraft configured
for a seating capacity of 131 coach class passengers and 10 business class
passengers. Reservations will be handled predominately by Viva's own
reservation system (even though Viva has budgeted travel agent commissions
as 10% of sales). Paid service will be for alcoholic beverages only. Meals
will be served on long-haul flights, and Viva has allowed a $7.50 cost for
all coach seats sold.
Market Segmentation
The airline industry is dominated by the major carriers. It is an industry
characterized by merger, acquisition, and consolidation. Like so many other
industries it has quickly evolved into an industry that has room only for
major players and smaller "specialty" or "niche" participants. There are two
specialty segments that have characteristically been exploited by new entrants.
One is the "price" niche and the other is the "route" niche. One focuses on
charging less, the other on providing either the only service between two
given points (the "commuter" or "feeder" concept) or else superior or more
convenient or less costly service between two heavily traveled destinations.
In today's marketplace the "price" positioning, in and of itself, is no longer
a sufficient concept on which to build an airline. Since de-regulation the
flying public has been inundated with low fares. Low fares have become an
expectation, not a promise. Thus, the true market segment opportunities today
have become a combination of service mix, price, and route selection. The
more critical decision has become one of deciding on service mix and price in
conjunction with length of route. The specialty carrier is now relegated to
either "short-haul" or "long-haul" concentration. There is room for a
long-haul carrier who efficiently serves limited routes with only the
equipment designed to serve those routes and, conversely, there is room for a
short-haul carrier to take advantage of similar economies available with new
technology and the proper equipment. Viva feels that the likelihood of
competition from major carriers is less likely in the Caribbean segment.
This enables consolidation of services and economies of down-sized scale.
At the same time, the revenues available from short hauls are comparatively
higher than long hauls on a per-passenger-mile basis.
Thus Viva may be said to target the short-haul, dual hub, discount fare
Caribbean market segment. This is a new segment defined by the demands of
today's traveler.
Service Business Analysis
The Federal Government de-regulated the airline industry in 1978. Prior to
that time the government virtually guaranteed the profitability of the airline
industry, at the expense of the consumer. Routes were restricted. Fares were
fixed. Costs got out of control. Today some of the major carriers still
continue to operate at less than optimum efficiency. This has spawned the
success of various "discount" carriers, most notably
Southwest Airlines and the Jet Blue.
The low cost carriers have proven that they can operate profitably, can garner
market share, and have even spawned an increase in travel by luring those who
would previously have traveled by bus, rail, or automobile or who would not
have traveled at all. Many major airlines today are experiencing significant
losses.
The management of Viva feels that these losses can be traced directly to the
high cost of labor, operational inefficiency, and poor management. Management
further believes that the major carriers cannot profitably compete against
start-up carriers with limited and specific market focus and lower over-all
cost structures. In retrospect, de-regulation has succeeded in providing air
travelers with better service but has not necessarily provided service at a
lower price. In the recent times of financial trouble many airlines have
complained of an under supply of air travelers, when in fact there is an under
supply of affordable seats. It is Viva's goal to provide these affordable seats
while maintaining a profitable airline.
Business Participants
The major air carriers in the U.S. are not the focus of Viva's business plan.
They are not viewed as competition to a single hub, short-haul, low cost
entrant.
The following three airlines are our competition: Southwest, Jet Blue and
US Air. Southwest Airlines is the model for operating a safe and successful
discount carrier. Even though Southwest has the lowest cost per ASM in the
airline industry for short-haul carriers they have never experienced a fatal
crash in more than 25 years of operation. Viva management has studied
extensively the history of the above three airlines. All three have grown
to substantial revenue size amidst the major airlines. None of the three
existed in the not-too-distant past. Viva has taken the best parts of each
growth story. The result is Viva Airlines plan. Distributing a Service
Sales of airline tickets have historically been either direct from the
airline itself or through various travel agents. Modern computer technology
and communications capability are changing the mix dramatically. Travel
agents once accounted for 80% of ticket sales. This channel of distribution
has been one of very high cost to the airlines. Travel agent commissions at
one time became the highest individual cost item to an airline. The physical
cost of printing and distributing tickets is also substantial. Travel agents
estimate that it costs them an average of $30 in total cost to originate an
airline ticket. Many of them have begun to add their own service fees to
the actual cost of a ticket.
Available technology has now afforded the opportunity both to sell one's own
tickets and to eliminate the physical ticket altogether. The critical element
for both strategies to be successful for an airline is simply to create the
demand for travel on one's airline. If the airline makes it desirable for the
consumer to want to fly it then it is just as easy to order tickets directly
from the airline as it is from any other source. Viva will have its own
reservations agents available via an 800 number (the service will be 24 hours
from an available pool of 90 agents in total). In addition, we will have an
Internet site where schedules are available and customers
can book their own reservations and buy tickets via credit card.
Viva expects to sell as much as 90% of its air travel "direct" and
"ticketless." It has budgeted 10% of sales as commission to sales agents.
"Ticketless" travel has an additional advantage since Viva will not wait 30
days for collection of clearinghouse funds from other airlines on
combined-carrier tickets.
Also, it is not expected to be a competitive disadvantage for Viva's
passengers to connect to other airlines. They will want to fly Viva to
available destinations to save money even if they need to buy a paper ticket
on another airline. Viva flights will be listed in all available flight
information systems.
Competition and Buying Patterns
The most critical factor for Viva or any new airline to overcome is the issue
of brand awareness and name recognition. Customers prefer to fly with carriers
they know and trust. There is little doubt that Viva will need to spend heavily
and frequently to advertise and promote its product. The needed amounts are
budgeted in this plan. The advantage is that local media can be utilized which
is more cost effective on a per-impression basis. It can also be highly
targeted. It has been proven in the past that market share can be achieved for
a new airline.
Critical in today's environment is safety. Consumers will switch for lower
costs, but not at the expense of a perception of a safety risk, or not at the
expense of expected on-time performance. Viva will emphasize these two main
themes. In the Caribbean market, Viva expects to appeal to a mix of business
oriented travelers and personal travelers. One issue is whether or not
"frequent flier miles" are needed to compete and sell tickets. Management feels
they are not. Industry estimates show that as many as 10% of occupied seats on
domestic flights are currently "no revenue" as a result of redemption of
premiums earned. It is also very expensive for an airline to administer its
frequent flyer program. Viva feels that our cost advantage in our market will
outweigh the lack of "incentive" rewards. It expects that casual and personal
travelers don't fly often enough for "points" to be significant. At the same
time, Viva will initiate a concerted sales effort directly to all major
corporations in our market.
Main Competitors
In the past, a major competitor in our market was US Air. At one time Eastern
Airlines and Piedmont dominated the market. Eastern Airlines went out of
business and Piedmont was acquired by US Air. US Air was highly vulnerable
because of its high operating costs. ASM short-haul cost is currently the
highest in the United States.
US Air's problems can be traced to two main factors. The first is the fact that
their growth strategy was by acquisition. The consolidation of these carriers
did not produce the operational cost advantages that were anticipated.
Secondly, and most important, has been out-of-control labor costs. US Air's
stronghold was in the Northeastern United States. The strongest labor unions
are located in this part of the country and prior management was completely
ineffective in obtaining any concessions from these unions.
In spite of high costs, US Air had grown to become the nation's sixth largest
carrier. However, bankruptcy and recent press articles indicate a large measure
of uncertainty in their future path.
Viva concludes that the Caribbean opportunity is likely to be free from
imposing competition unless it comes from another start-up. If Viva is
able to attack the market first with sufficient capitalization, it feels it
will be difficult to overcome and should be able to build critical mass
within two years.
Strategy and Implementation Summary
Viva's market presence will be achieved by relying on the strategy of
identifying and serving a specialized niche market well.
Media executions will utilize local media, which is highly targeted and cost
effective on a cost-per-impression basis.
Air operations will be centralized and cost effective.
Reservations will be centralized and cost effective.
Marketing will be media generated to the leisure market and combined
media/direct sales generated to corporate accounts.
Marketing Strategy
Marketing is targeted locally. The advantage of a local and highly identifiable
market is that media selections can be limited in scope. There is no need for a
national media program to launch Viva. The most effective media is expected to
be outdoor billboards and radio.
Other media will be local spot TV on highly visible programs such as local news
and sports and local radio. Newspapers and other print will not be used.
Pricing Strategy
Due to its low cost operating structure Viva will be able to offer service at
25% less than the competitive airfares to its selected destinations from
Caribbean hubs.
Projected round trip fares are as follows:
ROUTE ADVANCE
SDQ-JFK $309
MIA-SDQ $289
STI-JFK $309
MIA-STI $329
SDQ-SJU $199
SDQ-HAV $779
SDQ-CUN $643
SDQ-GEO $359
Promotion Strategy
Promotion will be primarily outdoor advertising, radio and TV targeted at the
business and leisure traveler.
In addition, Viva will employ a public relations firm for both consumer and
financial purposes. The combined amount budgeted for advertising, public
relations, and reservations will be held under 5% of sales. Thus, the first
year expenditure in these categories is expected to be $1.8 million.
Past experience has demonstrated that this expenditure is sufficient to launch
airline service in a dual hub.
Distribution Strategy
In addition to other marketing programs outlined, Viva will also market via the
World Wide Web. It will establish its own website with reservation, purchase,
and payment capability.
Sales Strategy
In order to attract the business traveler without the use of frequent flyer
miles, Viva will make direct sales contacts with the travel departments
based corporations and businesses. It is expected that its cost structure
will be attractive to these businesses. It expects business travel to amount
to at least 25% of its over-all revenue.
update Share Structure >>>
1,000,000,000 Authorized.
671,211,566 Issued and outstanding
236,291,066 from 11/19/02 10-q filing
246,000,000 Restricted (Viva Acq. B Scott et. al)
102,012,221 issued 12/20/02 for convertible notes payable (PHDC, I'm guessing)
18,773,478 issued 12/20/02 for interest on above
Those last two are in page f23 inthe .pdf version of the filing
3,000,000 issued for the attornies
15,000,000 (1.5MM preferred at 1 for 10 conversion to common)
It looks like the float is 410,211,566 shares.
Still missing 50,134,801 shares,, probably from S-8's and Sb-2's that were issued by Geno last year.
Share Structure >>>
1,000,000,000 Authorized.
671,211,566 Issued and outstanding
236,291,066 from 11/19/02 10-q filing
246,000,000 Restricted (Viva Acq. B Scott et. al)
102,012,221 issued 12/20/02 for convertible notes payable (PHDC, I'm guessing)
18,773,478 issued 12/20/02 for interest on above
Those last two are in page f23 inthe .pdf version of the filing
3,000,000 issued for the attornies
It looks like the float is 425,211,566 shares.
Still missing 65,134,801 shares,, probably from S-8's and Sb-2's that were issued by Geno last year.
Auxer to Acquire Wide Body Aircraft
4/14/03
TRAVERSE CITY, Mich., Apr 14,
2003 (BUSINESS WIRE) --
THE AUXER GROUP, INC.
(OTCBB: AXGI) announced today
it has signed a Letter of Intent and
to purchase, One (1) Lockheed
L1011-385-50 wide-body
passenger aircraft (Mfg. Serial
Numbers 193C-1066 current
registry 3D-NEG), 2 spare Rolls
Royce RB211 engines and
associated spares from TRISTAR
CAPITAL LLC of Carson City,
Nevada.
This is the first of 3 planned wide-body aircraft planned for acquisition by
Auxer.
This L1011 aircraft was formerly operated by Trans World Airlines ('TWA')
and has recently undergone a heavy maintenance work package, strip and repaint,
avionics upgrades and interior reconfiguration/modifications to seat 300 (28 in
Business Class and 272 in Economy Class) at HAMILTON AEROSPACE
TECHNOLOGIES in Tucson, Arizona. The work included updates to the
avionics, fresh custom paint, and recertification of all safety and over water
equipment and interior refurbishment. The maintenance work package and
revitalization of the aircraft took TRISTAR CAPITAL LLC about 120 days.
The subject L1011 is a DASH 50 with a 450,000-pound in the gross take off
weight that give the aircraft about 7 hours.
Robert J. Scott, Auxer's President and CEO stated, 'This aircraft acquisition is
planned for our Viva subsidiary and indicates that our business plan is requiring
larger aircraft and seating capacity. We also intended to have this aircraft
operated and managed by Tropical International Airways of St. Kitts and Nevis.
Forward-looking statements in this news release are made pursuant to the 'safe
harbor'provisions of the Private Securities Litigation Reform Act of 1995.
Investors are cautioned that such forward-looking statements involve statements
involve risks and uncertainties, including, without limitation, continued
acceptance of the company's products, compensation, competition, new products,
and technological changes, intellectual property rights and other risks.
The Auxer Group, Inc. Robert J. Scott, 231/943-4343 Fax: 231/943-3492
http://www.businesswire.com
Today's News On The Net - Business Wire's full file on the Internet with
Hyperlinks to your home page.
Copyright (C) 2003 Business Wire. All rights r
Time to buy more!!
gm. New here thanks to Art. Just after I picked up one mil. shares @.0061 yesterday just after the trade the mm took the ask down to .0059 and now they are walking this one down to try and cover as much as possible. Deep pockets need to buy and really kill the MM!!!
good trading to all
penypauly
If you didn't see this yet..
That DATE tourism exchange http://www.drdate.net looks like a great place for a brand new airline to get exposure..... Is it a coincidence that they going to have the formal agreement signed on 4/9 for the queen deal?? I would think that given the Aero-con-Dom deal is supposed to close by 4/30, that perhaps they might in fact make a little appearance at the booth for aero-con-dom.......
This could drive some serious new blood into AXGI in the next couple weeks.....
Perhaps this is when they will begin their marketing blitz???
What do you guys think??? nice bunch of suppliers on hand..
http://www.drdate.net/about_date/2003_participants/2003_suppliers.pdf
Not much activity here.... I think this one has possibilities especially at this price.... but what's up with the authorized and outstanding numbers?
Good luck to you all.
Dave Munday
ditto that art__now lets find some new info...and welcome cash.
Cash, welcome... This place is much better than the wild west of RB...
Hello All
AXGI is going to have quite a month IMO.
Good Luck to the Longs!
Cash
morning art__new look here, haven't been here for a while.
Airline industry finally gets dose of good news
http://www.chicagotribune.com/business/chi-0304010082apr01,0,2459018.story?coll=chi-business-hed
Airline industry finally gets dose of good news
Labor deals could avert bankruptcy
AMERICAN AIRLINES
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By Robert Manor
Tribune staff reporter
Published April 1, 2003
Earning a respite from an immediate threat of bankruptcy, American Airlines said Monday that three of its unions had agreed to wage cuts of $1.8 billion.
The tentative accords with the carrier's pilots, mechanics and flight attendants are far reaching and touch on nearly every aspect of pay, benefits and work rules, the company said.
"By taking these decisive actions, the union leadership and our employees have demonstrated an unwavering commitment to the future of the company and have enabled us to avoid an immediate filing with the bankruptcy court," said American Chairman and Chief Executive Don Carty.
American, the world's largest airline, had set Monday as the deadline for its unions to agree to cut wages and to relax work rules for their members. The airline said it will soon announce pay cuts for its non-unionized workforce as well.
Without the cuts, American warned, it would file for Chapter 11 bankruptcy. In a sign of how close to bankruptcy American was edging, talks for $1.5 billion in debtor-in-possession financing led by Citibank were close to complete by late afternoon, according to Reuters news service.
Citibank agreed to put up $750 million backed by American's giant frequent-flier credit card business, along with another $250 million that would be part of a more standard debtor-in-possession loan shared with two other institutions.
CIT Group committed to $250 million, and Merrill Lynch & Co was prepared to take the final $250 million, Reuters said.
The airline industry is in the midst of its worst financial crisis ever, with losses of nearly $30 billion worldwide since the Sept. 11, 2001, attacks slashed the demand for air travel as a weak economy kept fares down.
UAL Corp.'s United Airlines, the world's second-largest carrier, has been in bankruptcy since December.
Industry analysts said American bought time for itself, but there is no guarantee it won't follow United, US Airways and Hawaiian Air into bankruptcy court.
American's accords call for mechanics and baggage handlers to take cuts of $620 million a year. The Transport Workers Union covers 34,500 workers at American. The Association of Professional Flight Attendants, with 26,000 American members, has agreed to cuts of $340 million. And the Allied Pilots Association, which has 13,500 members at American, has agreed to cuts of $660 million.
Management and support staff will take cuts equal to $100 million. Carty himself will take a 33 percent base pay cut and decline a bonus for the third consecutive year.
Carty said that while these agreements are a "critical step" to its survival, they still must be approved by union employees, who are expected to vote in two weeks.
Danger still lurks
Analysts said it was unclear if the cuts will be enough to avoid bankruptcy.
"If this is a six-month war, they are in trouble," said John Pincavage, president of Pincavage & Associates, which provides business planning to airlines.
Although based in Ft. Worth, American and its American Eagle subsidiary employ 11,000 people in the Chicago area. American is the second-largest carrier serving O'Hare International Airport, with 1,000 flights in and out each day.
James Corridore, an analyst with Standard & Poor's, said some of American's traditional strengths in business and international travel are handicaps today. Business and international travelers are by far the two most profitable segments for any airline.
"Business travelers are not flying or they are flying in coach," Corridore said, as companies cut travel.
And business and leisure travelers alike are skipping overseas destinations.
The outbreak of severe acute respiratory syndrome, or SARS, a mysterious lung illness, in Asia is curtailing travel to many destinations there as well, analysts say.
Union cooperation
But airline analyst Michael Boyd said American is lucky because its unions have offered their own proposals to management on ways to cut costs and improve operations.
"Their attitude was, `Let's make [American] survive,'" Boyd said.
Details of the agreements were not available Monday.
Concessions recently obtained by United might give a glimpse at what American workers can expect. Lower-paid employees like flight attendants saw a smaller cut in salary than highly paid workers like pilots. For example, United's pilots, who with several years of seniority can be paid as much as $300,000 a year, have agreed to a 30 percent cut.
Investors cheered the developments, sending American's stock up 52 cents, to $2.10. The stock has traded as high as $26.11 over the past year.
American was not in danger of immediate collapse. The airline has $1.9 billion in cash and nearly $3 billion in assets such as aircraft that could be used as collateral for loans.
But in 2001 and 2002 the company recorded losses of nearly $5.5 billion, and this year American is said to be losing $5 million a day.
- - -
US Airways' and American's cost-cutting results differ
In the past year, US Airways has cut its employee payroll and costs while in Chapter 11 bankruptcy. Even though American Airlines has cut its payroll, its labor costs increased 5 percent from 2001 to 2002.
In billions
OPERATING REVENUES In billions
US Airways, 2001: $8.3
US Airways, 2002: $7.0
Change: -16%
American Airlines, 2001: $19.0
American Airlines, 2002: $17.3
Change: -9%
OPERATING EXPENSES In billions
US Airways, 2001: $10.0
US Airways, 2002: $8.3
Change: -17%
American Airlines, 2001: $21.4
American Airlines, 2002: $20.6
Change: -4%
LABOR COSTS In billions
US Airways, 2001: $3.7
US Airways, 2002: $3.2
Change: -13%
American Airlines, 2001: $8.0
American Airlines, 2002: $8.4
Change: 5%
OPERATING LOSS In billions
US Airways, 2001: -$1.7
US Airways, 2002: -$1.3
Change: $400 million
American Airlines, 2001: -$2.5
American Airlines, 2002: -$3.3
Change: $800 million
US Airways American Airlines OPERATIONS 2001 2002 CHANGE 2001 2002 CHANGE Airplanes 342 280 -18% 881 819 -7% Employees 35,232 30,585 -13% 97,900 93,500 -4% Passengers (millions) 56.1 47.1 -16% 94.1 99.2 -5% Pass. miles (billions) 45.9 40 -13% 120.6 121.7 1% Load factor 69% 71% +2 pts. 69% 71% +2 pts. Break-even load factor 81% 86% +5 pts. 79% 87% +8 pts.
Note: Passenger operations data are for American Airlines only. Load factor defined as percentage of seats filled with paying passengers.
Source: AMR Corp. and US Airways Group
Chicago Tribune
E_to_the_T is this who you're talking about??
http://66.34.191.26/services.asp?svid=22
Miami, FL (MIA)
--------------------------------------------------------------------------------
General Manager Terminal Svcs.
Worldwide Flight Services
6105 NW 18h Street
Bldg., 716C, Suite 405
Miami, FL 33126
Office: (305) 871-0518
Fax: (305) 871-2282
Looks like here’s our Rudy…
“…………..We provide airlines, leasing
companies and aircraft operators with the flexibility and convenience of a
one-stop source where they have access to a wide range of services,
including engineering services, structural maintenance (scheduled and
non-scheduled), trial runs and repairs of engines, and avionics
inspections and repairs' , says Rudy Dominguez, Vice President of
Commercial Jet Inc., commenting on their many capabilities to offer
general technical support to international operators. 'We provide regular
and major maintenance, interior refurbishing, avionics services,
installation of wide loading doors, inspection and repair of combining
materials, as well as non-invasive inspections with magnafluz, parasitic
currents, ultrasound and X-Rays………”
http://www.fsplanet.com/ditano1.htm
This is his company… http://www.commercialjet.com
Commercial Jet Inc. is a FAA approved Repair Station No. OMJR606K and JAA accepted JAA5289 Aircraft Maintenance and Modification Center. Strategically located at Miami International Airport, Miami, Florida. We specialize in complete airframe inspections, passenger to freighter conversions, heavy maintenance repair and modifications, executive interior modifications and avionics upgrade programs for a wide variety of aircraft including Boeing 707, 727, 737, 757, DC8, DC9 and MD80/90.
We offer a comprehensive technical capability for the accomplishment of “A”, “B”, “C”, “D” checks, block overhauls, aging aircraft, corrosion repair, component overhaul, freighter conversion and aircraft painting. We meet and exceed FAA guidelines while meeting the unique requirements of our airline, charter operator, freight carrier, and leasing company clients. Commercial Jet, Inc. employs a dedicated staff of FAA certified structural, electrical, avionics, and A&P technicians along with specialists to accomplish aircraft modifications and maintenance programs within scheduled time frames. These professionals account for our high standard of quality control, efficiency, and on-time delivery while remaining within the budget guidelines.
We have developed a work force that is highly skilled, technically competent, and extremely motivated while continually upgrading our capabilities to remain at the forefront of the aerospace industry. We take pride in maintaining a high standard of quality, workmanship, and reliability for our customers worldwide.
Another Short Seller Bites the Dust
March 20, 2003. (FinancialWire) A number of other public companies associated with the naked short seller wars have emerged on the FinancialWire radar today, bringing the number now to an astounding 74. The news was topped by an announcement that a judgment of liability has now been entered against Mark Valentine, former chair of Thomas Kernaghan & Co. Ltd. in favor of Hyperdynamics Corp. (OTCBB: HYPD), with litigation support by Litidex, a unit of ITIS Holdings Inc. (OTCBB: ITHH). The attorneys for Hyperdynamics, John M. O’Quinn, Esq., and Christian, Smith and Jewel, also represent Eagle Tech Communications (OTC: EATC), Nanopierce Technologies (OTCBB: NPCT), Endovasc Ltd. (OTCBB: ENVC), RTIN Holdings, Inc. (OTCBB: RTNH) and ATSI Communications, Inc. (AMEX: AI) in cases against alleged illegal stock manipulators and naked short sellers.
Also new on the screen is The Auxer Group, Inc. (OTCBB: AXGI), which announced that it is considering “exiting” the Depository Trust and Clearing system to combat what it believes is illegal naked short selling. Edgetech (OTCBB: EDGH) said it is now investigating whether illegal manipulation of its stock is occurring, and is considering exiting the DTC. In another development, Continental Energy (OTCBB: CPPXF) contacted FinancialWire to join six others listed by Financial News USA as part of its “network” to say that the release was unauthorized, and that the company is “not” part of a “network.”
That brings to seven, or almost half, who have now disclaimed the release. Meanwhile, FNUSA has reissued the press release without attributing it to the prior list, and has invited professionals and public companies to join its effort. Unless extended, it is believed that the comment period for the DTC’s request for SEC authorization to limit defections from its system will end today.
There are now 74 companies named to date on one side or another of the naked short selling controversy, including A.G. Edwards, Inc. (NYSE: AGE), ATSI Communications, Inc. (AMEX: AI), Federal Agricultural Mortgage Corp. “Farmer Mac” (NYSE: AGM), Allied Capital (NYSE: ALD), American Motorcycle (OTC: AMCYV), American International Industries (OTCBB: AMIN), Ameri-Dream (OTCBB: AMDR), Adirondack Pure Springs Mt. Water Co. (OTCBB: APSW), Auxer Group, Inc. (OTCBB: AXGI), Bluebook International (OTCBB: BBIC), Blue Industries (OTCBB: BLIIV), Bentley Communications (OTCBB: BTLY), Biocurex (OTCBB: BOCX). Critical Home Care (OTCBB: CCLH), Composite Holdings (OTC: COHIA), Eagle Tech Communications (OTC: EATC), Edgetech Services (OTCBB: EDGH);
Also, Endovasc Ltd. (OTCBB: ENVC), Enviro-Energy Corporation (OTCBB: ENGY), Environmental Products & Technologies (OTC: EPTC), Flight Safety Technologies (OTCBB: FLST), FreeStar Technologies (OTCBB: FSRCE), GeneMax Corp. (OTCBB: GMXX), Global Path (OTCBB: GBPI), Goldman, Sachs & Co. (NYSE: GS), Group Management (OTCBB: GPMT), Hop-On (OTC: HPON), H-Quotient, Inc., (OTCBB: HQNT), Hyperdynamics Corp. (OTCBB: HYPD), International Biochem (OTCBB: IBCL), Intergold Corp. (OTCBB: IGCO), InternetStudios, Inc. (OTCBB: ISTO), ITIS Holdings (OTCBB: ITHH), Jag Media Holdings (OTCBB: JGMHA), Knight Securities, LP (NASDAQ: NITE), Lair Holdings (OTCBB: LAIR), Life Energy & Technology (OTCBB: LETH), MBIA (NYSE: MBI);
Also, MetaSource Group, Inc. (OTCBB: MTSR), M. H. Myerson & Co., Inc. (NASDAQ: MHMY), Midastrade.com (OTC: MIDS), Make Your Move (OTCBB: MKMV), MSM Jewelry Corp. (OTC: MSMJ), Nanopierce Technologies, Inc. (OTCBB: NPCT), Nutra Pharmaceutical (OTCBB: NPHC), Nutek (OTCBB: NUTK), Navigator Ventures (OTCBB: NVGC), Pitts & Spitts (OTCBB: PSPP), Sales OnLine Direct (OTCBB: PAID), Pacel Corp. (OTCBB: PACC), Presidential Air Corp. (OTCBB: PDAR), PayStar Corporation (OTCBB: PYST), Petrogen Corp. (OTCBB: PTGC), PrimeHoldings.com, Inc. (OTC: PRIM), Resourcing Solutions (OTC: RESG), Reed Holdings (OTC: RDHC), Rocky Mountain Energy Corp. (OTCBB: RMEC), RTIN Holdings (OTCBB: RTNH), Sedona Corp. (OTCBB: SDNA);
Also, Sionix Corp. (OTCBB: SINX), Starmax Technologies (OTC: SMXIF), Soundcomm Technologies (OTC: STEH), Sports Resorts International (NASDAQ: SPRI), Technology Logistics (OTC: TLOS), Ten Stix, Inc. (OTCBB: TNTI), Tidelands Oil (OTCBB: TIDE), Toronto-Dominion (NYSE: TD), Trezac Corp. (OTCBB: TREZV), US West Homes (OTCBB: USWH), Vega Atlantic (OTCBB: VATL), vFinance, Inc. (OTCBB: VFIN), Vtex Energy (OTCBB: VXEN) and Wizzard Software (OTCBB: WIZD).and WorldTradeShow.com (OTC: WTSW).
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http://www.investrend.com/articles/defaultFinancialWire.asp?level=160
I think that is the most recent figure available? From before the "gag order" was put in place.
If he was really serious the "gag order" would have been removed.
um, where are you getting the 30MM float figure?
Short selling? Yeah, right, and I'm 19 years old. What a bunch of B/S. The float is suppossed to be 30 million and we've traded 41 million so far today. Looks more like the printing presses are running overtime. Jerk still hasn't removed the gag order from the T/A. POS All JMO
TRAVERSE CITY, Mich.--(BUSINESS WIRE)--March 19, 2003--The Auxer
Group, Inc. (OTCBB:AXGI) announced today that it is considering
exiting the Depository Trust and Clearing (DTC) system and moving to
"custody trading" only in order to combat suspected short selling.
Such a move would also identify shareholders as part of a plan to
prepare for a possible BBX listing.
"The stock of our Company has been under unusually high selling
pressure in recent weeks. Accordingly, this pressure has caused the
stocks trading prices to decline. This is inconsistent with the
expectations of management and the Board of Directors," said Robert
Scott, President and CEO of Auxer.
Mr. Scott further stated, "We believe that the development of our
wholly owned subsidiary Viva Airlines, Inc. has been favorable.
Despite recent news that Viva would not become operational until late
April or early May 2003, we believe that significant progress has been
made in assembling Viva. Further, our business plan indicates that the
seasonal peak demand for passenger and cargo services to our targeted
customer will begin approximately May 15th and run through September.
Accordingly, we are targeted to link our expected start up of
operations with strong customer demand."
Mr. Scott also commented, "Despite Viva's positive developments,
the stock prices have recently fallen. This has caused the Board of
Directors to consider the possibility that illegal "naked shorting" of
Company stock may be occurring. Therefore, the Board has passed a
resolution instructing me to investigate the costs, benefits, and any
potential negatives involved in existing the DTC system, as has been
done by other companies to combat short selling."
"Exiting the DTC system, would force brokers to actually have and
deliver certificates as needed for transactions. This makes shorting
more difficult. I have already begun discussions with third parties to
determine if exiting the DTC system is in the best interest of the
Company's shareholders."
"Our goals are to have the market ultimately reflect value but not
sacrifice liquidity. Accordingly, we do not want to make it more
difficult for legitimate investors to buy or sell Company securities.
Our preliminary inquiries to several brokerage firms have indicated a
willingness to execute transactions for ex-DTC securities."
Mr. Scott said, "As part of management, I realize that human
emotions are a part of investing. Investors overreact, and so do
markets. If our recent stock activity reflects manipulation, then we
must seek methods to reduce its effect and the potential adverse
emotional reaction by our shareholders. If our recent stock activity
reflects pessimism by the investment community and/or our investors,
it is important to realize that when universal pessimism exists the
potential for remarkable buying opportunities exists."
"Our Viva plan is a good idea, a long-term perspective, and its
implementation is sure to bring prosperity. We would love to have
unanimous support now and to be popular but it is more important to
build value that will sustain the Company and its shareholders for
years to come. By following this strategy, the opportunity for the
Company's great investors will be to outdistance those who are lucky
or have profited by using unacceptable methods of trading."
Forward-looking statements in this release are made pursuant to
the "safe harbor" provisions of the Private Securities Litigation
Reform Act of 1995. Investors are cautioned that such forward-looking
statements involve risks and uncertainties, including, without
limitation, continued acceptance of the Company's products,
competition, new products, and technological changes, intellectual
property rights and other risks.
--30--NF/ny*
CONTACT: The Auxer Group, Inc.
Robert J. Scott, 231/946-4343
KEYWORD: MICHIGAN
INDUSTRY KEYWORD: BANKING
SOURCE: The Auxer Group, Inc.
Today's News On The Net - Business Wire's full file on the Internet
with Hyperlinks to your home page.
URL: http://www.businesswire.com
This is interesting....re: Solaris
Well it looks like maybe Venture Telecom, LLC is being reborn as SolarisTelecom.com (perhaps, imho)
If you look at the registrant for solaris:
Registrant:
Venture Telecom LLC
1495 Bonhill Road
Unit 1
Mississauga, ON L5T1M2
CA
Domain name: SOLARISTELECOM.COM
Administrative Contact:
Wheeler, Randall rswheeler@rsglobal.net
157 Harris St.
Griffin, GA 30223
US
770-227-0036 Fax: 770-229-1021
Technical Contact:
Support, Technical techdns@registersite.com
2, Tamarack Circle
Fishkill, NY 12524
US
1.8458964602 Fax: 1.8458962535
Registration Service Provider:
RegisterSite.com (Nitin Networks), support@registersite.com
845-896-4602
845-896-2535 (fax)
http://www.RegisterSite.com
This company may be contacted for domain login/passwords, DNS/Nameserver changes, and general domain support questions.
Registrar of Record: TUCOWS, INC.
Record last updated on 20-Dec-2002.
Record expires on 13-Dec-2003.
Record Created on 13-Dec-2002.
I found this early on, of course, and looked up Venture Telecom on google and got some fairly good sized website of what looked like a decent sized telecom provider, based in ontario... I thought, sheesh, something doesn't click here, and for whatever reason thought I had hit a dead end. Well, if you look at the whois for Venture:
Registrant:
Venture Telecom, Corp. (VENTURETELECOM-DOM)
3851 Holcomb Bridge Road, Suite 200
Norcross, GA 30092
US
Domain Name: VENTURETELECOM.COM
Administrative Contact:
Read, Bruce (AJKLZNAAAI) b.read@VENTURETELECOM.COM
1495 Bonhill Road Unit 1
Mississauga
ON
L5T 1M2
CA
905 564 3699
Technical Contact:
Wheeler, Randall (NKHIXNKOVI) rswheeler@rsglobal.net
157 Harris St.
Griffin, GA 30223
US
770-227-0036 770-229-1021
Record expires on 12-Aug-2004.
Record created on 12-Aug-1999.
Database last updated on 10-Mar-2003 22:16:03 EST.
Same technical contact... Randall Wheeler. Emailed him for info, but he forwarded my request to Oscar Hasan.
What is interesting though is that the http://venturetelecom.com website is down now...... but luckily google caches these pages when it does its webcrawl...
http://216.239.57.100/search?q=cache:Gg-nY1Dw7rUC:www.venturetelecom.com/+&hl=en&ie=UTF-8
this could get interesting soon
Art the PR said nothing. Shuda, whuda, chuda.
Temporary, considering, nothing solid.
I love it, today ... they get a temporary CERT, have a plane finishing up refurb, ready for inspection, and the price goes down 21% ..... that is nutso, imho ....
Art did you see the news today on BOCX?
NEWS RELEASED AT 3:50 pm and the stock jumped 30%.
This is the same thing that will happen to AXGI buy all you can.
UE
http://www.aerocontinentedominicana.com.do/
which is the link off of here http://www.caribbeanaviation.com/airlines.htm
Domain Name : AEROCONTINENTEDOMINICANA.COM.DO
Organization : Virgilio Mendez Amaro
Phone Number : 476-0726
Administrative Contact : Andy Fritsche
Phone Number : 937-0243
Technical Contact : Andy Fritsche
Phone Number : 937-0243
Billing Contact : Virgilio Mendez Amaro
Phone Number : 476-0726
Date of Registry : 31 de May del 2001
Date of Expiration : 31 de May del 2003
Primary Server : ns1.dnshosting.net 212.172.46.155
Secondary Server : ns2.dnshosting.net 62.144.204.131
No I never contacted stockpatrol because the story was about L-air holdings, not AXGI. I was just alerting Scott that this story was out there and for him to be alert about the possibility of them coming around AXGI. That last post was a response to Billbasic on the RB board. Sometimes I post info here and a link for RB since that freaking POS RB won't let me post a lot of things there...
Did you ever contact stockpatrol to correct them?Just curious,they've been getting a lot of press this week.
Bill, its funny you alerted them... check out this email I sent on the 17th.
>From: "Robert Scott" <rscottXXXX@hotmail.com>
>To: aphoenix31@hotmail.com
>Subject: Re: public information.
>Date: Mon, 17 Feb 2003 15:38:44 -0500
>MIME-Version: 1.0
>X-Originating-IP: [64.68.239.243]
>Received: from 64.68.239.243 by lw9fd.law9.hotmail.msn.com with HTTP;Mon, 17 Feb 2003 20:38:44 GMT
>
>The similarities are rubbish. The founders of Viva Airlines, Inc
>have an abundance of airline industry experience. I need not say
>further. Thanks for passing this information on to me. I will be
>out of the office the rest of the week working on the Viva project
>for the benefit of all the shareholders of Auxer.
>
>
>
>
>
>
>>From: "Art Gecko" <aphoenix31@hotmail.com>
>>To: rscottxxxx@hotmail.com
>>Subject: public information.
>>Date: Mon, 17 Feb 2003 16:13:12 +0000
>>
>>Mr. Scott,
>>
>>I respect your desire to work on the nuts and bolts of creating
>>VIVA, and that is fine until you have a PR function. However, as an
>>FYI, I just came across a new article from the folks over at
>>http://stockpatrol.com who have a story out on L-Air holdings
>>
>>http://www.stockpatrol.com/schlock/articles/lair.html
>>
>>Whether it deserves it or not, this story could bring negative
>>sentiment to VIVA/AXGI because of some of the similarities in
>>business plans and available public info. I have done my research
>>on VIVA and related parties and am confident that things will
>>progress here. I just wanted to send along this heads up about
>>L-air to alert you that they may perhaps come sniffing around AXGI,
>>so the quicker those amended financials are filed the better. I
>>would hate to see VIVA saddled by bad publicity before planes
>>even get off the ground.
>>
>>
>>Thanks, and no need to respond.
>>
>>Art Gecko
>>
RE: the auxer website..
Auxer Industries (AUXER-DOM)
30 Galesi Drive Suite 304
Wayne
NJ,07470
US
Domain Name: AUXER.COM
Administrative Contact:
Shaver, Ron (RS5084) RMShaver@AOL.COM
Auxer Industries
30 Galesi Drive, Suite 304
Wayne, NJ 07470
201-890-1331
Technical Contact:
Cruse, Michael (MC3943) mcruse@NOESISINC.COM
Noesis Consulting Group
7525-G Jerez Court
Carlsbad, CA 92009
US
(858) 481-0205 (760) 942-2449 760-744-7916
Record expires on 21-Feb-2003.
Record created on 20-Feb-1997.
Database last updated on 21-Feb-2003 08:48:29 EST.
Domain servers in listed order:
NS1.SENATRON.COM 64.77.100.194
NS2.SENATRON.COM 64.77.100.195
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