Hong Kong based low-cost airline 'Hong Kong express' today revealed a complete re-newed brand and livery. The carrier also announced its future growth plans: it will enter the Seoul market from March and increase the A320 fleet from currently 5 to 11 by end of 2014. Additionally the route network will grow to 20 destinations (up from 6 today).
Within 5 years the Ryanair brand might be seen at Schiphol Amsterdam Airport. That is what Michael O'Leary has said. He is negotiating with Schiphol.
O'Leary published the news during a press meeting in Belgium. Yesterday's news leak learned us that Ryanair is going to fly via Zaventem, Brussels. From February 2014 Ryanair is going to operate flights from Brussels to 10 destinations, among them are Rome, Barcelona and Lisbon.
In the Netherlands Ryanair operates from Endhoven, Maastricht and Groningen.
PROVIDENCIALES, Turks & Caicos Islands/PRNewswire/ – Air Turks & Caicos, the national airline of Turks & Caicos Islands announces the changing of its name to InterCaribbean Airways. The “interCaribbean” name was chosen to reflect the greater Pan-Caribbean expansion of air service in the Western Caribbean in the coming months. With this a new slogan adopted to reflect the mission…. Connecting you and the Caribbean.
For the first time, travelling between the islands of Western Caribbean may take an hour or two instead of a day or two. For years the ability for business and leisure explorers to travel between the islands has been nearly impossible. With the forthcoming expansion of air services, the citizens, residents and visitors will be able to travel faster and easier to create new business and leisure opportunities.
Mr. Lyndon Gardiner, the chairman of Air Turks & Caicos said “it is important for us to capture the life and the color of the Islands. We believe our new brand and colors represent all of the Caribbean.” Air Turks & Caicos selected design firm, Lila Design Associates, to create the development of the new brand. “An important part of this process was to translate the airline’s vision in producing a Pan-Caribbean brand that reflects the route expansion and growth of network plans.” says Norbert Lambriex, the founding partner and creative director of Lila Design. The lively and joyful Caribbean colors are renowned worldwide and should be recognized while our brand matures into a timeless and powerful image. The logo represents elements of the sea, air, palm trees and flamingos.
About Lila Design - Lila Design is a Netherlands based boutique branding company specializing in airline and corporate jet designs. Lila Design focuses solely on aircraft exterior paint scheme (livery), brand design solutions, specification of personal jets and commercial airliners. To learn more about this creative design firm, visit www.liladesign.com
About Air Turks & Caicos - Air Turks & Caicos is the national carrier of Turks & Caicos Islands, operating a fleet of Embraer 120 and Beech 99 aircrafts, servicing flights domestically to Grand Turk and South Caicos, and International flights to Santo Domingo, Puerto Plata, Santiago in the Dominican Republic, Cap Haitien and Port Au Prince in Haiti, Kingston in Jamaica and Nassau in the Bahamas. Flights may be booked online at www.flyairtc.com or by visiting our call centers, airport locations as well as your local travel agent.
Airline Brand NewsPosted by The Blog Owner Thu, May 30, 2013 12:35:45 Avianca of Colombia has introduced a total new re-branding. The logo as well as the aircraft livery design and all other brand assets has been changed. Maybe the livery is in a kind of 'Eurohwite'-scheme but the tail fin livery makes is all okay. A very spic and span looking branding. Nice, congratulations Avianca!
Airline Brand NewsPosted by The Blog Owner Thu, May 30, 2013 12:17:59 A sad day for Maastricht Aachen Airport. The airport suffers from economical downturn and now it also loses its home based carrier. Without having flown a single mile, the brand new airline Maastricht Airlines ceased its activities. The airline should have started on March 25 but due to technical problems on the Fokker 50s and the withdrawal of the major shareholder the airline was forced to be declared bankrupted. Until now the airline sold 4000 tickets. All customers got their money back.
Three mysterious branding-type photos are raising questions on whether the airline is moving to align its image with parent Cathay.
A new image may be in the works for Dragonair, judging from three photographs that appear to herald a brand relaunch. One of the pictures shows a model standing in front of a plane with the words "Cathay Dragon" emblazoned across it. Industry insiders say the images are part of a genuine effort to sort out the future relationship between Cathay Pacific and its wholly owned subsidiary. The pictures have been circulating among Dragonair employees. The airline said: "The photos are not from us," but would not say if it had commissioned the photography.
When Cathay Pacific bought Dragonair for HK$8.22 billion in 2006, it said it would allow Dragonair to operate under its own brand for six years. The deadline passed last year.
One airline source said: "Dragonair is much better known in [mainland] China than Cathay Pacific, whereas in the rest of world it's the other way around, so there are reasons why maintaining the status quo makes sense."
Michael Wong Kai-wo, chairman of the 1,200-strong Dragon Airlines Flight Attendants Association, said his colleagues found the images on a website in December. Now employees were abuzz with talk about a prospective makeover, said Wong, who did not supply the pictures to the South China Morning Post. He identified the woman in one photo as a Dragonair flight attendant and one of the two men as a company pilot. The lettering is partly obscured, but it leaves little doubt as to the name or new dragon design on the planes. The photos may reflect an attempt to align the airlines' corporate images, down to the Cathay-like shade of green lettering in the words Cathay Dragon on the fuselage.
A Dragonair spokesman said it had been "looking at design propositions in enhancing the airline's image and service positioning, which is a rather lengthy process, and no decision on any design has yet been made". Separately, Wong said: "We asked the company in a meeting last month if it would be renamed. The company said if it really happened, we would be informed. They said they had no such plan so far." Airline insiders said the images had been published on online flight crew forums, and were among various options the Cathay management had studied to consider how the carrier could go forward with Dragonair. No decision had been taken, they said.
The source said there were various reasons why the two airlines maintained their individual air operator's certificates. The certificates are issued by the Civil Aviation Department, which has to establish whether airlines have the resources and experience to operate aircraft safely. "I guess it's not surprising that under the same group banner, they are looking at how best to handle branding questions," the insider said. But he pointed out that Dragonair had recently introduced a new uniform and was starting a cabin revamp of its aircraft costing hundreds of millions of dollars, "so any branding changes that might happen are presumably at least three to five years away". Cathay declined to answer Post inquiries and said it would pass the questions to Dragonair.
An image showing a model posing in front of the words 'Cathay Dragon'. Photo: SCMP Pictures
Germanwings (2nd) (Cologne/Bonn) this morning announced the details on its new brand. The subsidiary of Lufthansa issued the following statement:
Germanwings, your German budget airlines, is about to revolutionize the low-cost market in Europe by offering the highest-quality airline experience in this sector in Europe. On July 1, 2013 ‘new Germanwings’ will introduce a completely new brand and product concept allowing passengers to fly ‘à la carte’.
Our passengers will be able to put together individualized packages ranging from budget, no-frills travel to a more refined passener experience with more advantages and extra services, all of which will be tailored to your specific needs. In the broader context of economy class, ‘new Germanwings’ will have three fare brackets with differing services provided in each.
The ‘Best’ bracket is our top category with business travellers in mind principally, but also non-business passengers. The ‘Smart’ bracket includes some extra services and the possibility to purchase others. The ‘Basic’ bracket is the purely low-cost category.
As of January 1, 2013 ‘new Germanwings’ will included Lufthansa’s decentralized European routes not operating out of our Frankfurt or Munich hubs. Our aim is a smart, dynamic and innovative service. From July 1, 2013 the new airline will officially be launched. From that point onwards Lufthansa aircraft to be incorporated into ‘new Germanwings’ will gradually be re-equipped and transferred.
Our logo is also going to change to reflect this new brand and product concept. The key element will be a stylized burgundy and yellow ‘W’, transforming the wings in Germanwings into a succinct icon. All of the airline’s aircraft will gradually be painted in the new livery after the brand is launched on July 1, 2013.
‘New Germanwings’ aims at being even more attractive to our customers. We will be deveoping our mobile booking and information systems, thereby ensuring direct and spontaneous interaction with passengers. All our fares will be displayed fairly with no hidden costs and our new cheaper 0180 number will replace the old 0900 number. Germanwings will continue to offer our enticing €33 starting fare for one-way tickets.
New African airline FastJet features parrot identity
SomeOne has branded African budget airline FastJet, using an identity based around an African Grey Parrot.
FastJet, which is backed by easyjet founder Sir Stelios Haji-Ioannou and based in London, will operate across Africa as a low-cost carrier from bases in Kenya, Tanzania, Ghana and Angola.
SomeOne co-founder Simon Manchipp says, ‘They are aiming to do for Africa what low-cost airlines did for Europe. And because it’s run by a London-based team, it will do this with European standards of safety and service.’
He adds, ‘For example on the Dar es Salaam to Nairobi route, a flight at the moment costs around $200 and the other option is to take a bus, which costs $20 but takes more than 14 hours.
‘A FastJet flight between Dar es Salaam and Nairobi will only cost $20.’
The identity for the new airline features an African Grey Parrot, which is used on the plane livery and other touchpoints. Manchipp says, ‘Not only is the African Grey Parrot considered to be one of the most intelligent animals on the planet, in African mythology it’s said to be one on the kindest and most generous-hearted.
‘It’s also a very common family pet across Africa, so it has a real resonance.’
SomeOne, which was appointed to the project following a three-way pitch in the summer, has created an identity which will be used on plane livery, staff uniforms and elsewhere, as well as working on sound design, animation, films, and advertising, with AccessLeoBurnett in Nairobi, Kenya.
FastJet has recently bought African airline Fly540, and the new FastJet identity is set to roll out across this airline’s 10 aircraft.
FastJet chief executive Ed Winter says, ‘We hope that our friendly new mascot and logo will soon become universally recognised as symbols of reliability, efficiency and safety.’
The airline’s website (www.fastjet.com) is set to launch next week, and FastJet’s fleet, which includes three Airbus A319 aircraft, is currently being painted with the new livery prior to going into service. The first FastJet flight is set to take place at the end of the month and the airline is planning to bring in a fleet of 40 planes over the next four years.
Airline Brand NewsPosted by The Blog Owner Sun, October 14, 2012 20:26:28 Congratulations Felix Baumgartner with your highest parachute jump, fastest free fall and highest manned-baloon record!! Photo: Baumgartner just after his safe touch down.
To eliminate the existing near-monopoly where two airlines are dominating the domestic services, the Federal Government is facilitating the registration of four additional airlines, which would fully commence operation by next year.
The Nigeria Civil Aviation Authority (NCAA) has been urged to register airlines that met outlined conditions without impediments or delays as Nigerian air passengers are suffering and paying exorbitant fares for local travel.
Since Dana Air was grounded in June and First Nation Airways stopped operation, air fares have skyrocketed and people scramble to buy tickets and sometimes have to bribe their way to get seats in flights, especially in Abuja where touts hold sway and at peak periods fares could rise as high as N40,000 for one hour flight.
Although it is expected that Dana Air would resume operation by end of October and Med View Airlines, which recently joined scheduled air operation, would also resume this month but these airlines have few aircraft in their fleet so they would not have enough capacity that could help to cut down the fares.
Presently air transport is the costliest in Nigeria, which is the highest in any peaceful country in the world and why this is considered anti-development is because the country has a safe airspace with modern instrument landing system and radar and the high cost of fuel is not peculiar to Nigeria.
An industry insider told THISDAY on Wednesday that if government carries this plan out it would encourage the development of the domestic market and sharpen competition among the domestic carriers and of course, knock down fares.
“In the last few months the situation has been dramatic due to the grounding of Air Nigeria, Dana Air and when Arik stopped operation for three days Aero’s lack of capacity led to the suffering of passengers.”
The source said that Nigeria is quickly losing the West and Central African market to Asky and Kenya Airways which now operate as local airlines in the region because it is only one Nigerian airline that operates in the sub regional routes.
“Also in the domestic routes Arik and Aero can be described as a duopoly because of their relatively higher capacity. IRS does not have the capacity now so if anything happens to one of its aircraft it will shut down its routes like when that truck damaged its flight on Wednesday.”
The source said that it would be a welcome development if government would encourage the establishment of more airlines, “as long as the issue of effective regulation is there.”
Also by next year the Ministry of Aviation must have concluded plans to give single digit long terms loans to airlines to assist them to acquire aircraft.
It has outlined plans to assist the operators, including those that have temporarily stopped services, to acquire modern aircraft from manufacturers and lessors with funds that would be made available by that arrangement.
This fund, THISDAY gathered, would be provided solely for aircraft acquisition and the bank and the Ministry of Aviation would monitor its disbursement and the acquisition of the aircraft.
At this moment the Dutch airline brand development and design company Lila Design Associates is assisting a new-entrant Nigerian airline.
WestJet announces name of its new regional airline
CALGARY, Oct. 11, 2012 /CNW/ - Following a vote by WestJetters, WestJet today announced that the name of its new regional airline will be WestJet Encore. The regional airline will launch in the second half of 2013, using Bombardier Q400 aircraft to serve smaller Canadian communities.
"We are excited to launch WestJet Encore, leveraging the phenomenal strength of the WestJet brand delivered through our WestJetters," said Bob Cummings, WestJet Executive Vice-President, Sales, Marketing and Guest Experience. "Encore reinforces that our WestJetters are ready to repeat the success of WestJet, liberating Canadians in many communities from the high cost of travel."
WestJet will announce a schedule for WestJet Encore, including the first group of communities it will serve, in early 2013.
WestJet is Canada's most preferred airline, offering scheduled service to 81 destinations in North America, Central America and the Caribbean. Powered by an award-winning culture of care, WestJet has pioneered low-cost flying in Canada. Recognized nationally as a top employer, WestJet now has more than 8,600 WestJetters across Canada. Operating a fleet of 99 Boeing Next-Generation 737 aircraft with future confirmed deliveries for an additional 36 Boeing Next-Generation 737 aircraft through 2018 and plans to launch a low-cost regional airline in 2013, WestJet strives to be one of the five most successful international airlines in the world.
New African start-up Air Cote d’Ivoire has announced its initial network plans after the Abidjan-based carrier took delivery of its first aircraft earlier this month.
The new carrier, a joint venture between the government of the Ivory Coast, Air France and the Aga Khan Fund for Economic Development says it plans to initially start operations from the end of October, at the start of the Northern Winter schedules.
The airline was originally planning to launch operations on regional routes in July 2012 before adding domestic links later in the year.
However, a delay in the pre-launch phase has meant that its first aircraft, an Airbus A319 leased from shareholder Air France, only arrived in Abidjan earlier this month. This will be used for a period of crew training ahead of the inauguration of scheduled services next month.
In a presentation to the local market, Air Cote d’Ivoire has confirmed it will look to serve an initial seven international destinations comprising Accra, Ghana; Bamako, Mali; Conakry, Guinea; Cotonou, Benin; Dakar, Senegal; Lagos, Nigeria and Ouagadougou, Burkina Faso. This will be supplemented by a domestic network covering Bouna, Bouaké, Bondoukou, Korhogo, Man, Odienné, San Pedro and Yamassoukoro.
Air Cote d’Ivoire was officially established in May this year after Air France, a strategic partner with the Aga Khan Fund for Economic Development (AKFED) and the economic development agency of the Aga Khan Development Network (AKDN) signed a partnership framework agreement and a shareholders agreement for the creation of the airline. The company is 65 per cent owned by the State of the Ivory Coast and 35 per cent by the Strategic Partner made up of Air France Finance (20 per cent) and Aérienne de Participation-Côte d’Ivoire (15 per cent), the airline holding company covered by Ivorian law and representing the AKFED. It was initially formed with a capital investment of CFAF 2.5 billion, rising to CFAF 25 billion in the short-term.
Speaking at the time of the incorporation of the airline, general Abdoulaye Coulibaly, chairman of the steering committee said: “The president Alassane Ouattara has informed me a few months ago that the Ivorian people are eagerly awaiting the setting up of this airline.
“I am delighted and I think that thanks to Air Côte d’Ivoire, our country will regain its place as an airline in West Africa. I remain convinced that we have just created a viable and sustainable airline, and that especially at the outset, we will benefit from cooperation with Air Burkina and Air Mali from the AKFED Group, our partner.”
The no-frills airline was established in March 2002, but IAG, the parent company of British Airways, chose to shut it down following its takeover of BMI in June. The final service, flight WW5330 from Malaga to East Midlands airport, landed at 10.45pm last night, and was an apt finale – Bmibaby’s maiden flight was between the same places. Around 450 staff will be made redundant, although Monarch is taking over a number of Bmibaby’s routes, and hopes to create 150 jobs. Other routes are being taken over by Jet2.com and Flybe.
Following its launch, the airline became Britain’s third-largest low-cost carrier. At its height, it served destinations such as Prague, Alicante, Rome, Barcelona and Amsterdam from its headquarters at East Midlands airport in Leicestershire. It opened further bases in Cardiff in October 2002, Manchester and Durham Tees Valley in 2003, and Birmingham in 2005, but insufficient passenger numbers caused it to cease operations at Durham Tees Valley after just three years. It was sold to German airline Lufthansa in 2008, but its decline continued, with services from Cardiff and Manchester terminated in 2011. The airline was losing an average of around £25 million annually during its last four years, and was sold to IAG, paving the way for its closure.
Ten other defunct British airlines
Zoom Airlines - Launched in 2006 as a low-cost transatlantic airline. Filed for bankruptcy protection just two years later.
Silverjet - All business-class airline based in Luton. Launched in 2006, and also lasted just two years.
Laker Airways - The first long-haul, low-cost airline, launched in 1966 by Sir Freddie Laker. Fell victim to the recession in the early Eighties, filing for bankruptcy in 1982.
Go Fly - Stansted-based no-frills carrier purchased by EasyJet IN 2003, after five years in service.
Flyglobespan - Ceased trading in 2009, after seven years. Based in Scotland, where it served destinations in Europe, North America and Africa.
XL Airways - Low-cost airline, formerly called Sabre Airways, that ceased trading in 2008.
Air Southwest - Regional airline with hubs in Plymouth, Newquay and Bristol. Served 12 European destinations before closing in 2011.
BOAC - The first British state airline, created in 1940. It merged with BEA to become British Airways in 1974.
Astraeus Airlines - Founded in 2002 as a charter airline, Astraeus provided ad-hoc services to clients including Manchester United and Arsenal, the military, and showbusiness firms such as Disney and Warner Bros. Ceased operations in 2011.
Air 2000 - Charter airline that operated from 1987 until 2004, when it was renamed First Choice Airways.
Qantas Airways and Emirates have entered an extensive partnership that will see the pair collaborate on routes and frequent flyer benefits, with Qantas to switch its hub for European flights to Dubai from Singapore.
The partnership will commence in April 2013 and run for 10 years, said Qantas in a statement.
While the alliance marks a major strategic shift for both carriers, rumours of the alliance have circulated for two weeks.
"The 10-year partnership will go beyond codesharing and includes integrated network collaboration with coordinated pricing, sales and scheduling as well as a benefit-sharing model," said Qantas.
The deal stops short, however, of the pair taking equity stakes in each other. It will also see Qantas terminate its joint business with International Airlines Group, parent of British Airways and Iberia.
Qantas will launch daily A380 services from Sydney and Melbourne to London through Dubai. Combined, the two will operate 98 weekly services between Australia and Dubai. Qantas will be the only carrier other than Emirates to operate from Dubai International Airport's Terminal 3.
Qantas passengers transiting Dubai will gain access to Emirates' destinations in Europe and Africa; Emirates passengers will gain access to Qantas's domestic network in Australia.
The carriers' frequent flyer programs will be aligned, with passengers of the respective airlines gaining reciprocal access to benefits such as lounge access, priority check-in, priority boarding, and other services.
This is the most significant partnership the Qantas Group has ever formed with another airline, moving past the traditional alliance model to a new level," said Qantas Group chief executive Alan Joyce. "It will deliver benefits to all parts of the Group."
"We currently have an Asian flying schedule based on travelling via Asia to Europe," Joyce said. "But our Australian business customers want better access to Asia, and we have been looking to address this for some time."
"With European services transiting through Dubai, Qantas' Asian services will no longer be a subsidiary of the 'Kangaroo Route,'" he added. "Instead they will be dedicated to connecting Australians with our region, and Asian visitors to Australia."
Brazilian airlines Azul Linhas Aereas Brasileiras and Trip Linhas Aereas said Thursday they expect regulatory approval for their merger by the end of this year and have filed code-sharing requests to begin integrating their flights.
Azul, the airline headed by JetBlue Airways Corp. (JBLU) founder David Neeleman, and Trip said Thursday the merged company, which would be Brazil's third-biggest airline with a 16% market share, would operate under the Azul brand. The companies have started the gradual shift to the unified brand, but because they are awaiting antitrust approval, they aren't carrying out a full integration as they must be able to reverse those steps should the merger not be given the go-ahead.
To start integrating the companies, Azul and Trip have formalized code-sharing requests with civil-aviation authorities, which allow each company to sell seats on the other company's flights.
Azul and Trip announced in May they planned to merge to better compete with bigger rivals Gol Linhas Aereas Inteligentes SA (GOLL4.BR, GOL), which recently took over regional carrier WebJet, and Tam SA, which in June finalized its merger with Chile's Lan to form Latam Airlines Group (LAN.SN).
During a Thursday presentation, the combined Azul said it also had requested additional flights at Guarulhos international airport in Sao Paulo. It is seeking 20 pairs of slots, or take-off and landing times, at Brazil's biggest airport.
In July 2012, Hawaii’s Island Air regional airline revealed their new business model featuring a complete image and brand overhaul. This new brand coincides with the arrival of the airline's new aircraft fleet.
The comprehensive rebranding touches every aspect of the airline; from an enhanced website to a newly inspired aircraft livery design, including an exciting new logo mark and identity.
Along with the new look, Island Air is upgrading its fleet with ATR42 and ATR72 aircraft. The new aircraft are more fuel efficient, and carry more passengers than the Dash 8 aircraft that are being replaced.
"We've been working on our new business model for well over a year," said Lesley Kaneshiro, CEO of Island Air. "We will be the first to operate ATR72 jet-prop aircraft in Hawaii and with additional aircraft delivery on the horizon, we'll be Hawaii's fastest growing inter-island carrier."
The changes and additions to Island Air's brand will take place incrementally with the complete rebranding targeted for completion in the fall. For a sneak peak of the livery and rebranding, visit the company’s website at www.islandairgroup.com.
Founded in 1980 to provide scheduled service between Princeville and Honolulu, the airline now offers 352 weekly flights between the Hawaiian islands.
Los Angeles Times - At 91, Ted Vallas has a lofty ambition: starting an airline. Ted Vallas is the man behind California Pacific Airlines, which he is working hard to get off the ground with flights out of northern San Diego County.
At a time when major air carriers are filing for bankruptcy and merging to stay in business, is there anyone crazy enough to pull a Richard Branson and launch a new airline from scratch?
There is — and he's old enough to be Branson's father.
Ted Vallas, 91, is the man behind California Pacific Airlines, which he hopes will soon be flying out of Carlsbad in northern San Diego County.
In case you think he's kidding — and the serious-minded nonagenarian doesn't joke about business — he has already invested $6.2 million of his own money. Vallas has secured a gate at McClellan-Palomar Airport and has leased one airplane, a new 72-passenger, narrow-body Embraer jet.
The plan is to start with service to not-too-distant cities such as San Jose, Oakland and Sacramento and eventually expand to more distant destinations.
Vallas, who made a fortune building and running golf courses, has no illusions about enjoying a long career in the airline industry.
"I'm at the end of my line," said Vallas, whose sky-blue eyes give him the spry look of a younger man. "This is going to be, in a sense, my legacy."
Airline analysts say his chances of success are slim. The industry is littered with failed airlines and idealists whose big dreams never took flight. Vallas was one of those dreamers. He owned a charter airline that he sold in 1997 after he became a victim of an embezzlement scheme.
"It's not the most sane way to make a living," said Henry Harteveldt, an airline analyst with Atmosphere Research Group in San Francisco. "But if you do your homework and take a disciplined approach, then maybe you can make some money."
Vallas' target market is the 1 million or so residents of northern San Diego County who must drive to San Diego International Airport, John Wayne Airport in Santa Ana or even Los Angeles International Airport to catch flights.
It's an underserved market, he said, and he has the cost advantage of being nonunion, unlike most major airlines.
Several years ago, Vallas funded his own marketing survey, which found that 40% of passengers who fly out of San Diego's airport live in northern San Diego County.
"I'm only doing it because there's a golden opportunity here," he said. "The demand is here, and that is a proven demand."
If Vallas' airline flops, it won't be because his work ethic. He puts in nine hours a day at his office in an industrial park about a mile from the airport. He spends an additional four hours nightly at his home in Encinitas crunching numbers and studying Federal Aviation Administration regulations.
And even then, he said, he has energy to play a round of golf each Saturday.
June, his wife of 62 years, doesn't complain, Vallas said. "She has never objected to what I do."
Vallas, who grew up in Iowa, traces his passion for planes to his enlistment in the Navy at age 18 during World War II. "A Navy pilot was considered choice back then," he said.
Even now his neatly furnished office is adorned with drawings of airplanes. There is also a black-and-white portrait of him, looking clean-cut and serious, in his Navy uniform. But he was never a Navy pilot.
Vallas said he had just started in pilot training school when he was deployed to a new aircraft carrier and eventually assigned to gunner duty on dive bombers and torpedo planes. The war ended without him getting back to pilot training.
After the Navy, Vallas earned a master's degree in business administration from California Western University in San Diego, now called California Western School of Law, and launched a series of business endeavors, including a wind tunnel and instrumentation firm.
The first aircraft, an Embraer 170, shows off the beautiful aircraft livery design of California Pacific Airlines with Mr. Ted Vallas in the foreground.
By Angus Montgomery, Mon 20 Aug 2012 - Fijian airline Air Pacific is set to rebrand as Fiji Airways, with the new identity created by a local artist and based on traditional Masi artwork. The new Fiji Airways branding is set to launch next year and will see a revival of the Fiji Airways name, which was last used in 1951.
The airline worked with Fijian Masi artist Makereta Matmosi to develop the Masi symbol for the new identity. Masi art is created on fibrous cloth made from the inner bark of the Masi tree and features finely stencilled geometric motifs (masikesa). These are printed from the outer edges of the cloth into its centre.
Matmosi created a special Masi for Fiji Airways, which features a series of specially designed motifs ‘that carry individual meanings about the people of Fiji, their relationship with the stunning natural beauty of the islands and the country’s national airline.’
Fijian Masi artist Mrs. Makereta Matmosi is proudly showing her artwork
This builds towards the ‘Teteva’ at the centre of the Masi, which is used on the Fiji Airways identity. This features crosses at the four corners to represent connection, as well as petals in the inner circle to represent community.
Matemosi says, ‘What I’ve created is something entirely different, which has never been seen in any of the Masi designs in Fiji.’
Air Pacific chief executive Dave Pflieger says, ‘When we started this process a little over a year ago, our goal was to create a new symbol that was distinctly Fijian and one that would stand out even at the most crowded international airport. ‘With a tall order like this, we knew we could not take the usual creative development route and successfully meet our new brandmark’s requirements. So we rejected the normal corporate route and instead asked a highly respected local Fijian artisan to help create our new symbol.’
Air Pacific says it also worked with ‘a couple of internationally renowned firms’ on the branding, who will be announced on 10 October (Fiji Day), which is when the new Fiji Airways livery and interiors will be unveiled.
RUS Aviation launched a new corporate identity and logo proving the innovativeness and creativity of aviation giant.
New style, new horizon
The new corporate identity is created using such stylish and contrasting colors as: dark blue, light blue and orange which compiled in absolutely new style. In the diamond-shaped logo with airplane inside designers proficiently scripted the word "RUS" in the lines of airplane, so it creates the idea that airplanes are the entity of RUS Aviation. This eye-catching and innovative idea is in line with the company's stated vision to make its mark in air cargo solutions, simultaneously leaving no stone unturned to further improve services and strive for excellence by constantly maintaining on-time performance, providing quality services and upgrading its teams skill sets.
The updates were reflected on company's web-site showing to the public all the adjustments and improvements. Now after visiting the web-site you can easily make sure how the convenience, navigation level, information value and appearance raised up to support the pillars of RUS Aviations trustworthiness : punctuality, flexibility and transparency. Adopting an innovative approach and throwing up custom-made solutions, are the brand values on which the company revolves.