Abstract
This paper provides a brief history of Continental Airlines, the challenges facing customer service in the airline industry, the human resource issues at Continental and how the airline has handled those issues.

From the Paper
"The airline industry has gone through significant changes in the past years in the United States. Deregulation followed by the terrorist attacks have resulted in an environment that is at once less regulated and more regulated with regard to security and route selection. Today's carriers face far fewer competitors but today's competitors are stronger financially. New low-cost airlines such as Southwest have changed customer expectations and airlines that have filed bankruptcy are..."

Tags:human resources, continental airlines

Abstract
This paper includes generic benchmarking on two companies--General Mills and Continental Airlines--that have had employee motivation and compensation problems similar to those in the Riordan scenario. The companies' problem, solution, and results are described and analyzed.

From the Paper
"General Mills is an organization that had to address compensation problems similar to those of Riordan. The issue at General Mills was that it had introduced a new concept, Squeez-it, for which it had developed new processes and built new leaner plants. The concept was a difficult one for employees to acclimate to, as it meant fundamental changes in the way manufacturing was done. Manufacturing employees were accustomed to punching a time clock and earning an hourly wage, but the Squeez-it employees had no time..."

Tags:Riordan, General Mills, Continental Airlines, incentive pay, pay-for-skills, employee motivation

Abstract
This paper examines the case of Continental Group, Inc., and assesses the four business divisions it has diversified into to determine what its next course of action should be. Alternatives are proposed and recommendations made.

From the Paper
"The Continental Group case presents a number of critical issues for the company. The primary issue is the diversification into four business areas-packaging financial services energy and forest products. "

Tags:business, Continental Group, critical issues, recommendations

Abstract
This paper looks at the reasons why the Second Continental Congress (1775) was the most significant event in history between 1492 and 1876. Philosophical resonance and political implications are explored. It also examines the enduring basic principles that emanated from the congress.

Tags:second continental congress, constitutional convention, independence, 1775, American Revolution, Thomas Jefferson, Declaration of Independence

Abstract
The purpose of this work is to show whether or not Continental Illinois rescue and restructuring efforts were successful and if so, why. The paper also attempts to discover if the decision to restructure was justified and explains why or why not. Furthermore, this work attempts to discover to what extent did the OCC contribute to the management failing of Chairman and CEO, Mr. Roger E. Anderson and the management team of Continental Illinois and what short and long-term benefits were expected from appointing David Taylor as the new CEO and Edward Bottum as President in the run-up to the restructuring of Continental Illinois. Finally, the current status of Continental Illinois is is examined as well the main sectors of banking and how these sectors have changed since the collapse of Continental Illinois National Bank and Trust Company.

Introduction
Background and Overview of Continental
Results of the Method used by FDIC in the Rescue
Critics Opinion of the Open Bank Assistance
Summary and Conclusion

From the Paper
"Continental employed over 12,000 and held the approximate amount of $40 billion in assets. In May of 1984, at the time of near collapse the company had office in 14 states as well as 29 foreign countries with offices numbering 57. During the years 1976 and 1981 CCI experienced a jump in lending from $5 billion to over $14 billion with the company's total assets increasing from $21.5 billion to $45 billion with the loans-to-assets ration increasing from 57.9 percent to 68.8 percent between 1977 and 1981. The organizations return on assets stayed at 0.5 percent during the same time span and the return on equity was approximately 14.4 percent during those same years. (FDIC, 1997) The problems came under notice during 1982 when the Penn Square Bank, N.A. in Okalahoma City closed. The loans were underwritten poorly and it was clear that Continental had not used due diligence on the purchasing of the loans as well as Continental's loan portfolio beginning to experience problems specifically in the energy sector. It was reported by Continental in the second quarter of 1982 an amount of $1.3 billion in loans and assets that were 'nonperforming.'"

Tags:big, fail, federal, deposit, insurance, company, fdic, runs, collapse, comptroller, assets

Abstract
In this article, the writer points out that Continental Airlines was established in 1934 under the name of "Varney Speed Lines", after Walter T. Varney, its initial owner. The writer then notes that on July 1, 1937, Robert Six, the new owner, changed its name to Continental. The writer relates that the marketing strategy of Continental Airlines is based on emphasizing its strengths, such as the variety and quality of the services offered. The writer looks at Continental's strategies and awards that have been received. The writer concludes that all in all, Continental Airlines is trying to apply a strategy based on establishing deep customer relationships, in order to create customer loyalty and brand affinity.

From the Paper
"RewardOne is a free business program designed by Continental in order to reward companies for business travel on Continental Airlines. However, this program does not apply for travel agencies, wholesalers, consolidators or other resellers of travel. Through RewardOne the companies are rewarded valuable points each time its employees travel on business with Continental Airlines. He rewards include: Silver OnePass Elite Status, Presidents Club membership, travel certificates and many others."
"For U.S. residents that want to save some money, Continental offers the Continental Airlines Credit Card from Chase. Customers that apply for this card will receive 15,000 OnePass bonus miles after their first purchase, get a 5% discount on all published Continental fares, two Presidents Club passes every year, two travel discount certificates (up to $200 in savings) every year."

Tags:travel, AirPlus, RewardOne, product

Abstract
This paper discusses the current status of The Continental Group, Inc., from strategic viewpoint. It focuses on each of Continental's divisions, financial services, energy, packaging, and forest products is examined vis-a-vis Continental's long-term growth and particularly its 5-year strategic outlook. The paper makes a final recommendation that Continental should sell its packaging and forest products divisions in order to finance the capital investments necessary for its financial services and energy divisions to grow.

From the Paper
"Strategic Planning--Continental Situational Overview The Continental Group, Inc. is a company that has been winnowed down to four primary divisions. These divisions form a corporation that is in desperate need of a corporate identity. While Continental has been somewhat successful managing its enterprises in the past, its seeming lack of a unified corporate vision will impede profitability and growth over the next decade unless a cohesive strategy is formulated and a corporate culture founded on a more unified business structure can be instilled in the corporation moving forward. Continental's 4 primary divisions at the present time are: * Financial Services: this division includes American Life Insurance Company which is a network of brokerage agents and representatives. It also contains a mortgage company, mortgage insurance, and real-estate related financial services. "

Tags:financial, forest, strategic

Abstract
This paper examines how the term continental philosophy is related to the philosophical traditions that originated in Europe. It looks at how the historical development and particular philosophical style or styles of continental philosophy emerged most prominently in the works of Marin Heidegger and the existential philosophers such as Jean-Paul Sartre, as well as in the postmodern or post-structuralist thinkers such as Derrida. In particular, this paper discusses how much of the development of modern continental philosophy can be related to the attempt to create a post-Hegelian understanding of reality.

From the Paper
"However, there are many aspects of Hegel's thought that are incorporated into modern Continental philosophy. One example of this is philosophy as the production of crisis. This refers to the sense that philosophy is involved with the question of the praxis of being embedded in history and culture. In other words, we are dealing with problems that are of our own making and philosophical inquiry is a critique of our present conditions; as well as a search for emancipation from these conditions. (Critchley, 2001, 72) This mood or trend in Continental thinking can, according to many critics, be traced back to Hegelian thought. "

Tags:marx, reality, europe

Abstract
The writer of this paper details Southwest's low-fare no-frills policy, which is just one of the reasons it's the most profitable airline in the U.S. This paper examines why Southwest was rated #1 in on-time arrivals, departures and overall quality despite the fact that flights are usually overcrowded, seats are crammed together and there's no advance seat reservation system. This paper contains a brief history into Southwest and Continental Airlines as well as the initial goals of both companies. This paper details Continental's less than impressive marketing and business achievements as well as the company's past financial struggles to stay afloat, which eventually paid off when it merged with Air Canada.

From the Paper
"In 1990, December 3 was a dark day when Continental slid into its second bankruptcy, but this time a white knight appeared. Continental and Air Canada became "partners", and Air Canada put some $450 million into rescuing Continental, allowing the airline to emerge from bankruptcy by 1993. Its marketing strategy- again concentrating on the business traveler, both domestically and overseas to more than 60 destinations- has made it possible for Continental to be profitable now for the last 24 reporting quarters. Its stock was named, by Business Week, as the "Best New York Stock Exchange Stock of the year in 1995." (Continental.com) The reason was obvious to see, from a low in January that year of $6.50 a share, by the end of December, the stock had risen to $47.50."

Tags:aviation, industry, business, marketing, applied, practice, finance, stock, market

Abstract
This paper is an in-depth analysis of the bankruptcy of Continental Airlines in 1990. It provides at least both long-term and short-terms analysis of the bankruptcy, relying for the former on an analysis of the state of the American airlines industry in 1990 and for the short term specific economic information relevant to Continental at the time. The author discusses what caused the bankruptcy and whether it could have been foreseen.

From the Paper
"The major overall economic element affected the entire American transportation industry in 1990 (this included not simply the airlines industry) was the issue of deregulation. For many years, the transportation system of the United States existed within an economic system of a high degree of regulation. That this should have been so should not surprise us if we look only at the legal and not the economic context of the transportation system.

The transportation network of the United States has been, since 1789, subject to a high degree of management by the federal government for the simple reason that this is one of the primary functions of the federal government - to oversee those activities that cross state borders."

Tags:airline, transport, america, deregulation, company