Fotos - 7º SET - Simpósio de Economia dos Transportes

Aconteceu, no dia 25/5 último, a realização do 7º SET SBPT-NECTAR - Simpósio de Economia dos Transportes, em São José dos Campos - SP. Foram apresentados diversos trabalhos na área de Economia e Gestão de Transportes, em um evento informal, mas de alta qualidade e excelente nível de participação da plateia.

Fotos do evento, que contou com a participação de pesquisadores de várias instituições do país, podem ser encontradas no link abaixo.

https://plus.google.com/u/0/photos/112648158067485747694/albums/5746947920975837265

As fotos foram também postadas no site atualizado do evento:

www.transport-literature.org/set

Ao final do evento, foi entregue o “William L. Grossman” de Excelência em Economia dos Transportes aos pesquisadores Valdimir Fernandes Maciel e Ciro Biderman, pelo artigo “The impact of highway construction on land prices: the case of the São Paulo's Beltway (‘Rodoanel’)”, apresentado no 7º SET. O Prêmio “William L. Grossman” de Excelência em Economia dos Transportes  é concedido pelo Núcleo de Economia dos Transportes do ITA (NECTAR/ITA) ao melhor artigo científico apresentado no âmbito Simpósio de Economia dos Transportes (SET). O prêmio é composto por certificado e convite para publicação, com menção de destaque, no JTL|RELIT - Journal of Transport Literature (www.transport-literature.org), periódico Qualis B2. William Grossman é o patrono do Laboratório de Transportes do ITA (LABTAR), tendo sido pioneiro em pesquisas e ensino na área de Economia dos Transportes no Brasil. O vencedor é escolhido com base em análise do Comitê Científico dos SET, com base em critérios de rigor científico, atualidade do tema e qualidade e abrangência dos resultados obtidos.

Foi também anunciado durante o evento, o Prêmio “Excelência na Avaliação Científica - JTL”, concedido ao Pesquisador considerado "Melhor Parecerista" da próxima edição do Journal of Transport Literature (Volume 7, n. 2, 2013, a ser publicada nos próximos meses). O vencedor do prêmio foi o Prof. Dr. Archimedes Azevedo Raia Junior, Professor Associado da Universidade Federal de São Carlos (UFSCAR), Membro Benemérito da Associação Nacional de Transportes Públicos e Membro associado da Associação Nacional de Pesquisa e Ensino em Transportes-ANPET. O Prof. Raia Jr. é também líder do grupo de pesquisa NESTTRAL - Núcleo de Estudos em Trânsito, Transportes e Logística da UFSCAR, núcleo participante da Rede de Pesquisas em Transportes da SBPT - Sociedade Brasileira de Planejamento dos Transportes. O JTL é um dos únicos periódicos do mundo que incentiva a qualidade dos pareceres por meio de uma premiação aos pareceristas. Independente da premiação, todos os pareceristas convidados recebem um certificado dos excelentes serviços prestados ao periódico.

Saudações,

Organização - SET

7º SET SBPT-NECTAR - Simpósio de Economia dos Transportes

www.transport-literature.org/set

Local: ITA, São José dos Campos

Engenharia Civil - Auditório

Data: 25/05/2012 (sexta-feira)

REALIZAÇÃO

Sociedade Brasileira de Planejamento dos Transportes (SBPT)

Núcleo de Economia dos Transportes - ITA (NECTAR)

O SIMPÓSIO

Os Simpósios de Economia dos Transportes (SET) são eventos científicos promovidos pela Sociedade Brasileira de Planejamento dos Transportes (SBPT) e organizados pelo Núcleo de Economia dos Transportes do ITA (NECTAR). Os SET são realizados no Instituto Tecnológico de Aeronáutica (ITA), em São José dos Campos. Visam promover a difusão do conhecimento científico na área de economia e gestão dos transportes, congregando pesquisadores, profissionais e público interessado nos problemas do setor. O SET é um evento informal, aconchegante, com público seleto e reduzido, mas de altíssima qualidade, onde a plateia é convidada a apresentar seu conhecimento acumulado na área, em um ambiente com alto nível de troca de experiências.

Os SET são realizações da SBPT. A SBPT é uma sociedade científica que tem por objetivo ser um ponto de encontro e de ideias de pesquisadores nas seguintes subáreas da Engenharia de Transportes: Planejamento dos Transportes (código CNPQ/CAPES 31001009), Planejamento e Organização do Sistema de Transportes (código CNPQ/CAPES 31001017) e Economia dos Transportes (código CNPQ/CAPES 31001025). 

A organização dos SET fica a cargo do NECTAR/ITA, o Núcleo de Economia dos Transportes do Instituto Tecnológico de Aeronáutica. O NECTAR é o único centro de pesquisas da América Latina com foco exclusivo voltado à economia do transporte aéreo.

Os temas do simpósio incluem, entre outros:

- Gestão e planejamento de transportes e infraestrutura de todos os modais de transporte;

- Operações de transportes e infraestrutura;

- Políticas públicas voltadas para transportes e infraestrutura;

- Economia dos transportes e infraestrutura;

- Logística de transportes;

- Impactos sócio-econômicos, regulatórios e ambientais de transportes e infraestrutura;

- Estudos de setores pertencentes à cadeia produtiva dos transportes, como combustíveis, manutenção e turismo.

COMITÊ CIENTÍFICO

A seleção dos trabalhos estará a cargo do Conselho Editorial do  JTL|RELIT - Journal of Transport Literature, presidido pelo Prof. Alessandro V. M. Oliveira, do ITA.

COMITÊ ORGANIZADOR

O Comitê organizador do congresso é presidido pela Profa. Rogéria Eller, do ITA.

United's dominance at Newark Liberty International Airport brings conveniences and higher fares

Sunday, May 20, 2012, 7:30 AM

By Susan Todd/The Star-Ledger

http://www.nj.com/business/index.ssf/2012/05/uniteds_dominance_at_newark_li.html

The effect of United’s new dominance at Newark Liberty International Airport stunned Norman Levy when he started shopping for a late-summer flight to San Francisco.
Levy, a retired investment banker from Tenafly who had been a longtime Continental flier, priced a United flight for two adults at $1,584. If he was willing to leave from New York’s John F. Kennedy Airport, where United faces more competition, the fare dropped to $986, a difference of nearly $600.
“I’m a fairly careful consumer,” Levy said. “I was shocked at the difference in the fares.”
Levy ended up paying even less — $609 for two round-trip tickets on Virgin America from JFK. If he decides to take a limousine to New York, he said he will still pay much less than the cost of the United flight from Newark.
United Airlines gained a new hold over Newark Liberty after it merged with Continental Airlines, which had controlled nearly 70 percent of the flying business at Newark. United’s dominance is even stronger, providing consumers with a variety of travel conveniences, but also wielding a unique power that travelers and experts say makes flying from Newark more pricey.
To get a sense of the marketshare United commands, consider the snapshot provided by the Port Authority of New York and New Jersey: For all of 2011, Continental and United, which were still operating as separate airlines last year, handled 71 percent of the flying business at Newark Liberty — or nearly 23 million passengers traveling through the airport, according to the Port Authority’s data.
Delta and JetBlue Airways, which were among Newark’s four busiest airlines, each commanded less than 5 percent of the flights at the airport. US Airways is ranked fifth with 3.5 percent of the business.
The dominance of a single airline — Continental was the busiest carrier at Newark for more than a decade — brings some benefits, including the convenience of frequent service and lots of destinations, but price-conscious travelers like Levy grumble that the lack of competition also gives United the ability to set higher fares.
“There’s more frequent service. There are more places where you can fly,” said Richard Butler, an economics professor at Trinity University in San Antonio who is considered an expert on airline hubs. “The less wonderful thing is that the hub carrier has increased pricing power.”
That was evident in 2009, when Continental dominated Newark Liberty. The airline’s average round-trip fare to Houston was $336 compared with United’s average fare of $315, according to data collected by the Department of Transportation’s Bureau of Transportation Statistics. In comparison, American’s average fare to the Texas city was $209, according to the DOT’s data.
power shift
George Hobica, who runs airfarewatchdog.com, a fare-finding website, said Continental’s (previous) dominance always made flying out of Newark more expensive than other airports, including others in the region like JFK, LaGuardia and Philadelphia. “Now it’s United dominating,” Hobica said, “and some of the effects of the dominance have shifted somewhat.”
The most dramatic effect of United’s stronghold may be on flights to the Western part of the country — California, Nevada and Denver — where Continental no longer exists as a competitive force.
A United flight to San Francisco from Newark in September, for instance, would cost about $683, according to prices advertised on United.com last week. American Airlines advertised the same flight from Newark for $605 and flying a less direct route to the West Coast from Newark on JetBlue comes at a price of $566, according to fares on the discount airline’s website.
Travelers shopping for flights to Las Vegas last week would encounter similar pricing differences.
United advertised a round-trip fare from Newark to Las Vegas’ McCarran International Airport — with connections — for $437. A JetBlue flight, also with connections, was advertised at $315. And American Airlines offered a round-trip flight — with one connection — for $275. A traveler willing to fly from John F. Kennedy International to Las Vegas on United could buy a ticket for $412, according to the airline’s website.
supply and demand
Rahsaan Johnson, a United Airlines spokesman, disagreed that domination played a role in pricing. “We are price competitive,” he said.
Johnson said the issue is one of supply and demand. United offers seats priced at fares that compete with those of its rivals, but its low-priced tickets may sell out faster, especially on nonstop flights.
“What they think is a lack of competitiveness,” Johnson said, “is really a function of people booking those flights fast and the supply of lower fares being gone.”
“The same dynamic plays out all around the country,” he said.
Hobica said travelers in the region have choices because the other airlines are also trying to make money. “The more United monopolizes,” he said, “the more other airlines will try to undercut.”
And he said it’s still possible to find deals. “Consumers,” he said, “have to pounce when they see low fares.”
Hobica said United recently discounted fares on many of its coast-to-coast routes, making it possible to travel to San Francisco and Las Vegas for $272. The fares, he said, were good for travel within 330 days — a big window of opportunity for such a sale.
other tricks
Frugal fliers often have other tricks for finding lower fares. Like Levy, they will shop around and drive across the Hudson if it’s possible to save enough money. As Butler pointed out, at John F. Kennedy and LaGuardia airports, there is no one airline than dominates like United does at Newark.
“It’s not an unconstrained monopoly,” Butler said of United’s hold on Newark. “United has some market power over people from New Jersey, but it’s limited by other options.”
In the past, air travelers in the region have seen low-cost carriers like JetBlue enter markets and shake up pricing. Southwest, the Texas-based discount airline, nudged into Newark last year, offering flights to destinations such as Chicago, Denver and Phoenix.
But Butler said it’s becoming more difficult for discount carriers to make an impact. Newark Liberty has capacity issues and runway limitations that make it more difficult for airlines that want to compete from entering the market.
While those things lessen the competition, Bijan Vasigh, a professor of economics at Embry-Riddle Aeronautical University in Florida, said the bigger factor is United’s domination.
“Airport hubs are becoming dominated by a single airline more and more,” Vasigh said, “giving the airline more power over prices and leaving consumers with less choice.”
Susan Todd: (973) 392-4125 or stodd@starledger.com.

Airport bets a billion on future amid USAir concerns

Texto muito interessante sobre a relação entre a demanda de um aeroporto e as decisões da companhia aérea dominante, as incertezas nas projeções, etc.


The Charlotte Observer.

Airport bets a billion on future amid USAir concerns
Expansion plans, however, fuel questions surrounding US Airways


By Ely Portillo
elyportillo@charlotteobserver.com
Posted: Monday, Apr. 09, 2012



http://www.charlotteobserver.com/2012/04/09/3158982/airport-bets-a-billion-on-future.html


Cranes rumbled and smoked last week at Charlotte Douglas International Airport, as workers drove pilings deep into the ground for the airport’s new, $160-million hourly parking deck.

That project, scheduled for completion in 2014, is just a small part of the $1 billion worth of construction planned or proposed for the airport over the next seven years: an eight-lane entrance road, a fifth runway, an expanded main terminal, and a freestanding international terminal where the rental car facility currently stands.

Eventually, the airport could have separate terminals connected by a tram, similar to Atlanta’s Hartsfield-Jackson International Airport.

“You either grow, or risk withering away,” said Jerry Orr, the airport’s aviation director since 1989. He said he believes Charlotte’s airport could one day be bigger than Atlanta’s.

Fueling the airport’s rapid growth in recent years has been a rise in traffic from US Airways, which has increased flights at Charlotte Douglas 22 percent since 2006.

While airport officials and business leaders expect that growth to continue, the expansion plans come amid questions about what Tempe, Ariz.-based US Airways will look like going forward: Will it merge with bankrupt American Airlines? And if it does, will Charlotte Douglas remain a major hub?

US Airways is studying a merger with American, while Delta Air Lines also has been reportedly studying a merger with US Airways. Aviation analyst Henry Harteveldt of Cambridge, Mass.-based Atmosphere Research Group, said it’s risky to invest in more capacity with the future of the airport’s No. 1 carrier up in the air.

“Charlotte’s future is so heavily tied to US Airways’ status as an independent airline, and right now there is a lot of uncertainty,” he said. “There really is a risk.”

Orr says he’s not concerned about the possibility of a US Airways merger. He said there always will be room in the Southeast for a hub besides Atlanta, and Charlotte Douglas can be that hub as long as it is well-run and stays low-cost for airlines.

US Airways CEO Doug Parker says the airline remains committed to a Charlotte hub, even in the event of a merger. “I suspect in any sort of individual scenario that involves US Airways or any other airline in the future, that Charlotte will be a hub airport,” he told the Observer last month.

Orr also has said the airport does stress tests before deciding to embark on new projects, and would be able to cover its debt even if US Airways were to significantly cut back flights.

Upcoming projects will be paid for by airport revenue bonds, the federal government or private funds. Airport bonds are issued against the airport’s credit rating, and repaid with fees the airlines pay to use the airport. Although the airport is owned by the city of Charlotte, it does not receive city tax dollars.

Late last year, Moody’s Investor Service raised the airport’s bond rating to Aa3, one of the highest available. Orr said that will allow Charlotte Douglas to borrow money cheaply to fund the upcoming projects.

But even as it raised the bond rating, Moody’s noted the airport’s primary risk is “reductions to US Airways connecting operations.” US Airways operates almost 600 of the airport’s 670 daily flights.

The airport’s growth has coincided with Charlotte’s. City officials and business leaders often praise Charlotte Douglas, which offers more than 130 direct destinations, a large number for a city of Charlotte’s size.

Chiquita CEO Fernando Aguirre has cited the large number of flights at Charlotte Douglas as one of the reasons the company decided to relocate to Charlotte from Cincinnati last year.

“The airport was very important,” he told a group of Charlotte executives last month. “As a global company, we needed global connections. The Cincinnati airport went down from 600 flights a day to about 120, and hardly any direct flights to key destinations.”

Moving the chess pieces

Directly across from Orr’s desk stands a photo of the airport, nearly as big as the wall. Orr uses a laser pointer to show how he plans to move infrastructure around like chess pieces.

“So after we build this (fourth parallel) runway, we’d close this one,” he says, pointing to the diagonal runway, “and build another one over here. Then we’d have a footprint exactly like Atlanta, same size, same footprint.

“Once you close that, you can extend that concourse all the way across there and have 50 gates on one concourse, take these two concourses out, put a people mover in between,” he says, showing how he would demolish parts of existing concourses and build two concourses parallel to the terminal.

“Then there’s room in here to build another one of those, and another one,” he said, making four parallel concourses connected by a tram.

A record 39 million passengers flew through Charlotte Douglas last year, up about 2 percent from 2010. The FAA forecasts total operations at the airport will continue to grow at an annual rate of just under 2 percent.

Charlotte Douglas is one of the most concentrated hub airports in the country, with US Airways and US Airways Express operating almost 90 percent of the airport’s daily flights.

Other airports with expansion plans have met resistance from the airlines, who end up bearing much of the cost. A proposed runway and terminal expansion project at Philadelphia International Airport carries a reported price tag estimated between $6.4 billion and $10.5 billion.

US Airways has said it might reduce its operations in Philadelphia, its second-busiest hub, due to the cost. Airlines ultimately bear much of that cost through the fees they pay to use airports.

By contrast, US Airways executives praise Charlotte Douglas freely, in part because Charlotte’s expansion plans are cheap compared with other airports’. For example, Orr’s proposal for a fourth parallel runway carries an estimated price tag of about $120 million, compared with somewhere between $1.8 billion and $3 billion for a new runway at Philadelphia.

When asked if US Airways and Charlotte would clash over the cost of Orr’s proposed expansions, Parker said no. “We’ve never had an issue with Charlotte,” the US Airways CEO told the Observer. “The airport is very efficient. It doesn’t spend money it doesn’t need to spend.”

Expanding the airport can benefit consumers by offering more choices and potentially more competition from other carriers, said Rick Seaney, CEO of airfare tracking website FareCompare.com. But he warned that consumers will ultimately pay the tab for any expansion.

“Airlines operate on thin profit margins, so when airports pass along costs to airlines, airlines turn around and pass those costs on to passengers” in the form of higher airfare or increased fees, Seaney said.

When airports lose hubs

What if a merger changes Charlotte’s status as a hub? Other hub airports have suffered as their main carriers slashed flights:

• Pittsburgh International Airport, a former US Airways hub, was stuck with a new, $1 billion terminal after US Airways cut hundreds of flights there. Airport officials have said they expect to be paying back debt for the expansion until 2018. That, in turn, has kept its operating costs high.

• Lambert-St. Louis International Airport started on a $1 billion expansion plan in 2001, the same year American Airlines bought bankrupt TWA, which had dominated the airport. Despite pledges to keep St. Louis as a hub, American cut hundreds of flights there and soon discontinued the hub, costing St. Louis direct service to many destinations.

Harteveldt sees such stories as cautionary tales for Charlotte Douglas.

“If I were the airport, I’d want to have a lot more confidence into what US Airways’ future is before I start building more terminal capacity,” he said.

Parker, the US Airways CEO, said he expects growth at Charlotte Douglas to outpace the national average in coming years.

Orr brushes aside any suggestion that a US Airways merger could jeopardize airport expansion plans or Charlotte’s air service.

Analysts have said a combined US Airways-American could use Charlotte as a hub. American lacks a strong hub on the East Coast.

“I think that there will always be two hubs in the Southeast and I think it’s Charlotte’s destiny to be one of those two hubs,” Orr said.



MORE INFORMATION
AIRPORT PROJECTS UNDER WAY OR ON THE DRAWING BOARD
New hourly/rental car parking deck

The 7,000-space deck, adding to the airport’s current 26,700 parking spaces, is being built in two halves. The first, being constructed now behind the current hourly deck, is scheduled to open in July 2013. In November, the airport will start tearing down the current hourly deck in front of the terminal to build the second half of the new deck.

Completion date: December 2014.

Funding: $85 million rental car facility charges, $75 million in airport bonds.

Expansion to terminal’s east side

Adding 56,000 square feet to terminal, fifth security checkpoint, larger international arrivals area.

Completion date: July.

Funding: $20.5 million in airport bonds.

Intermodal rail yard

Building a facility for transferring freight between trucks, trains and planes. It will replace Norfolk Southern’s existing rail yard north of uptown.

Completion date: Late 2013.

Funding: $74.3 million from Norfolk Southern, $15.7 million in state and federal grants.

New entrance road

Will connect Little Rock Road interchange at I-85 directly to terminal.

Dates: Starting this month, completed by October 2013.

Funding: $21.5 million in airport bonds

TO BEGIN LATER
Terminal expansion/roadway expansion

The airport will tear down and rebuild the roadway in front of the terminal, expanding the road by three lanes to a total of eight, and will expand the terminal’s lobby, adding space for security, ticketing and baggage claim areas.

Dates: Expected to start in 2013.

Funding: $245 million in airport bonds.

In-line baggage system

Two miles of automated conveyor belts to speed baggage handling.

Dates: Starting in June, completed by June 2014.

Funding: $45 million federal grant, $5 million in airport bonds.

E Concourse expansion

Adding 12 gates to the US Airways Express E Concourse, which currently has 36 gates.

Dates: Expected to start later this year.

Funding: $18.5 million in airport bonds.

West terminal expansion

Will provide additional space for concessions, house part of the new baggage system.

Dates: Starting in June, completed within 12 months.

Funding: $8 million in airport bonds.

Second business valet parking deck

Proposed 3,200-space parking deck would be built next to current business valet deck on Wilkinson Boulevard.

Dates: Could begin this summer, completed in 18 months.

Funding: $50 million in airport bonds.

New international terminal

A proposed separate, 25-gate international terminal with more capacity could be built where the rental car facility currently sits.

Dates: Construction could begin in spring 2015, completed in two years.

Funding: $175 million in airport bonds.

Fifth runway

A new runway could be built in between existing runways to increase the airport’s capacity. It would be the airport’s fourth parallel runway, bringing the total to five.

Dates: Not set.

Funding: $120 million in airport bonds.

New control tower

A control tower to replace the airport’s current tower next to the daily parking deck.

Dates: Under study, could be completed by 2019.

Funding: $60 million, paid for by the Federal Aviation Administration.




Read more here: http://www.charlotteobserver.com/2012/04/09/3158982/airport-bets-a-billion-on-future.html#storylink=cpy

Earn Southwest Airlines rewards by watching advertisements

http://www.tnooz.com/2012/05/17/news/earns-southwest-airlines-rewards-by-watching-advertisements/

Perhaps at some point the latest intrusion by advertisers into travelers lives will lead to the creation of a website called FlyerBalk.

Not FlyerTalk, but FlyerBalk, and the domain is apparently available.

Word comes that Southwest Airlines has added e-Miles as a partner in Southwest Rapid Rewards.

What this means is that members of Southwest’s frequent flyer program now have a new option for earning miles — watching and responding to advertisements.

Now, to be sure, enrolling in e-Miles is a voluntary so no one is forcing Southwest passengers to subject themselves to more advertising.

And, with airfares rising, you have to earn your rewards miles somehow.

In fact, Southwest says every time you earn 500 e-miles, you can redeem them for 500 Rapid Rewards points.

When you enroll in the e-Miles program, you indicate your interests and preferences, and fill in demographic data. You get a personal homepage and then select the ads on the homepage which you wish to view.

Participating advertisers include the likes of Groupon, iTunes, Nordstrom, Adobe Systems, Johnson & Johnson, Walmart and The Walt Disney Co.

e-Miles members view the ads they desire to see and then click to the advertisers’ website to engage with the company and answer questions.

e-Miles says its members “enjoy reading and responding to advertisers’ marketing messages and offers, while being rewarded for their time.”

Can you imagine the joy?

For advertisers, this becomes targeting on steroids.

More than 300 data points are given up when users enroll, e-Miles says

e-Miles says the average household income of members is $100,000, 94% are college-educated and 75% are homeowners. There is a 50-50 split of the sexes, e-Miles says.

One software-maker got “1,400 B2B decision-makers” to download its new software and notched a 25% engagement rate, e-Miles says.

This type of program isn’t entirely new for Southwest Rapid Rewards.

In 2011, Southwest’s frequent flyer program partnered with Research Now through the airline’s relationship with e-Miles’ parent company, e-Rewards.

With Research Now, Southwest Rapid Rewards members earn points by participating in market research studies and “sharing their opinions,” Research Now says.

FlyerBalk anyone?

Judge: American Airlines can cut workers' pay, benefits ahead of union vote

http://www.bizjournals.com/charlotte/news/2012/05/17/judge-says-amr-can-cut-pay-benefits.html

Lance Murray
Digital Content Producer- Dallas Business Journal

American Airlines    can cut wages and benefits of some employees who are considering joining a union, Bloomberg reports. U.S. Bankruptcy Judge Sean Lane denied a request from passenger service agents for an order prohibiting American from changing employment terms just ahead of their vote on joining a union.
American's parent company, Fort Worth, Texas-based AMR Corp.    is seeking $1.25 billion in annual labor savings for the airline as it moves through Chapter 11 bankruptcy.
AMR (PK:AAMRQ) proposed new contracts for all of its unions in February as part of its restructuring plan. It has argued in court to have its current contracts voided.
But the unions, with thousands of jobs on the line, are not giving up without a fight. Some groups recently published an “open letter” advertisement expressing support for a merger with US Airways Group Inc. And others have demonstrated at the bankruptcy court in New York and at AMR’s headquarters.
The groups that make up the Transport Workers Union are split on American's latest offer, with five ratifying new agreements and two refusing. The Allied Pilots Association has asked the judge to keep its contracts intact, saying American has asked for too much.
Meanwhile, US Airways (NYSE:LCC) has made clear that it wants to merge with American. American maintains that it intends to exit bankruptcy as a stand-alone carrier, but the company has said it will consider a merger as it navigates the court.
US Airways is the dominant carrier at Charlotte Douglas International Airport, where the airline operates its largest hub.
Lance Murray can be reached at 214-706-7106