Glenn Tilton
Glenn Tilton
Glenn Tiltonwas Midwest Chairman and a member of the Executive Committee, at JP Morgan Chase, a position he has held from June 6, 2011 to 2014. Tilton was formerly non-executive Chairman of United Continental Holdings Inc.,, the parent company of United Air Lines, Inc. and Continental Airlines, Inc. as of October 1, 2010. Tilton was formerly Chairman, President, and CEO of UAL Corporation from 2002-2010...
business carriers clear compete customer offering platform service strategy strongest
Today, we have the business platform we need to compete with the strongest carriers and a clear strategy of offering the right service to the right customer at the right price.
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What we can do and what we have done, is improve the operations of our entire company so that we are in the best possible position to respond to the industry changes that we and our competitors will undoubtedly confront,
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We're here today because we're not in denial, ... At United today, we face facts.
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Our plan will have to be more aggressive than it was out of court. We will need more cost savings. Work rules will have to be on the table. We have to take this opportunity to create a different and durable cost structure that allows us to compete and succeed in a different revenue environment.
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other U.S. competitors who provide a commodity product with the barest minimum of service.
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We look forward to continued cooperation with all of our unions and employee groups as we work to reach consensual agreements that will help us redesign our business and compete more effectively in the long term.
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We look forward to competing with Southwest, as we do in other cities, ... a reminder that our challenges will not cease the day we exit Chapter 11.
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Today marks a new chapter for United, and it starts from a renewed position of strength.
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We expect to formally exit bankruptcy in early 2006, with a target exit date of February 1st.
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reflects the financial foundation of the much stronger, much more competitive United that we have built.
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We are focusing on the things that we do best, which means growing our business in engines, landing gear, high-tech components, avionics and line maintenance,
appeals ends customers
We have to broaden our appeal to more customers than simply high-end customers. We have to understand that, in the aggregate, there are fewer customers out there, so we have to appeal to them all,
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These global financial institutions see opportunity in United -- even in the midst of the ongoing brutally competitive industry environment.
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This is a huge step in enabling this airline to emerge from Chapter 11 as a stronger, more competitive company,