Delta Air Lines! O fundo estará nos 2.50?
Resultados do 2Q de 2005 (até 30 junho):
Resultados acumulados de 2005 (até 30 de junho):
Para uma informação mais completa:
http://news.delta.com/print_doc.cfm?article_id=9797
JCS
Resultados acumulados de 2005 (até 30 de junho):
Para uma informação mais completa:
http://news.delta.com/print_doc.cfm?article_id=9797
JCS
---Tudo o que for por mim escrito expressa apenas a minha opinião pessoal e não é uma recomendação de investimento de qualquer tipo---
https://twitter.com/JCSTrendTrading
"We can confidently predict yesterdays price. Everything else is unknown."
"Every trade is a test"
"Price is the aggregation of everyone's expectations"
"I don't define a good trade as a trade that makes money. I define a good trade as a trade where I did the right thing". (Trend Follower Kevin Bruce, $5000 to $100.000.000 in 25 years).
https://twitter.com/JCSTrendTrading
"We can confidently predict yesterdays price. Everything else is unknown."
"Every trade is a test"
"Price is the aggregation of everyone's expectations"
"I don't define a good trade as a trade that makes money. I define a good trade as a trade where I did the right thing". (Trend Follower Kevin Bruce, $5000 to $100.000.000 in 25 years).
-
- Mensagens: 4582
- Registado: 15/7/2003 14:59
- Localização: Lisboa
Penso ter sido esta a razão que originou a queda que começou por volta dos $7,50:
Os resultados foram um completo desastre (aqui vai a apresentação de resultados do 4Q de 2004):
"Remarks by
Jerry Grinstein - CEO
Fourth Quarter 2004 Financial Results
January 20, 2005
**AS PREPARED, NOT NECESSARILY AS DELIVERED**
Good morning, everyone, and thank you for joining us today. Let me begin with a brief review of Delta's financial results for the December 2004 quarter and the year:
Delta reported a fourth quarter net loss of $2.2 billion, or $16.58 loss per share. Full year 2004 net loss was $5.2 billion
, or $41.07 per share.
These results include a $1.9 billion goodwill impairment charge recorded in the fourth quarter and other unusual items.
Excluding unusual items, the fourth quarter net loss was $780 million, or $5.88 loss per share. Full year net loss for 2004, excluding unusual items, was $2.3 billion, or $18.10 loss per share.
Delta ended the quarter with $1.8 billion in unrestricted cash.
Delta's financial results continue to be disappointing. Importantly, though, our company is engaged in making significant core changes based on our understanding that the airline industry has altered radically, structurally, and permanently. If Delta is to survive, we must develop a fundamentally different way of doing business –and that's what we're doing.
In this portion of the call, I'd like to step back and briefly review the distance Delta has come so far, and the road still ahead.
Looking back to the beginning of 2004, Delta had just started a strategic reassessment. Our costs were too high, our balance sheet was severely strained, and passengers felt they could no longer trust us to provide the best value. We had lost some of our customer focus and we were too complicated in general, including our operations, fleet, fare structure, and SkyMiles loyalty program.
Since then, Delta has developed, launched, and is now aggressively pursuing a comprehensive transformation plan.
Our goal is to create the right airline for the new era -- a viable carrier that is customer focused and profitable on a sustained basis. Implementation of the first phase of supporting initiatives is well underway. And let me add here that the progress we're making would not be possible without the courage, commitment, and professionalism of the entire Delta team, from the front line to the officer group.
Michael and Paul will review some of our 2004 steps forward in more detail, but briefly noted, Delta achieved the following:
We accomplished almost half of our $5 billion annual savings effort that began in 2002, including pilot cost savings.
As evidence of that, our Mainline non-fuel unit costs will be down 14% in 2005 compared to 2004 and down 20% versus 2003.
We improved our liquidity position through crucial financial agreements with Delta partners, including G.E to American Express.
We continued efforts to create a simpler, more efficient airline that customers can trust, and that they find is easier to do business with. Included in these initiatives were the expansion of Simplifares, the streamlining of SkyMiles, and the addition of time-saving technology at the airport and delta.com.
Delta also laid groundwork for this month's transition to a continuous hub operation at Atlanta's Hartsfield Jackson International Airport. Our industry-leading operational redesign will include the restructuring of 51% of Delta's network in a single day.
Customers will benefit with fewer delays and less airport congestion.
And for Delta, faster turn times and other related efficiencies will improve aircraft utilization, providing the equivalent of 19 additional aircraft to our network. With this increased capacity, Delta can grow in customer-preferred markets and continue our fleet simplification.
And Delta did grow in 2004, as we will in 2005
. In addition to planes gained through better utilization, Delta is also reallocating aircraft from lower-yield markets to higher-potential destinations, as in the de-hubbing of Dallas/Ft. Worth.
During 2004, our airline expanded domestically and across the Atlantic, as well as in the Caribbean and Latin America. Also, Song launched international service, from New York-JFK to Nassau, and announced that its fleet will grow by 12 aircraft in 2005
**************
Looking to the future, we know the road ahead is at least as long and difficult as the distance we've already come.
Five U.S. airlines, accounting for 25% of all domestic seats, are in bankruptcy; high industry capacity continues to foster a depressed fare environment; fuel remains volatile, in keeping with the situation in the Middle East; and low-cost carriers, who currently have a total of 180 aircraft on firm order, are growing.
For Delta, issues related to debt and liquidity remain challenging. Our company also will face significant pension funding obligations.
Because of our commitment to Delta people and the company's desire to fulfill its pension obligations, our airline is working with the Air Line Pilots Association, or ALPA, and other airlines in support of legislative reform.
These changes will help Delta continue to provide earned retirement benefits to its employees while also moving ahead with our transformation process.
If achieved, the new rules would permit funding to be stretched out over a longer time period
Clearly, Delta must confront these and other issues as we move forward, creating a simplified, efficient, customer-focused airline that is also a fierce competitor.
Already, the Delta team is meeting the challenges of 2005 with the strength and determination that characterized their performance in 2004. Based on their drive and the plan we are executing, I continue to believe we will succeed in preserving this great airline. "
O gráfico:
JCS
Os resultados foram um completo desastre (aqui vai a apresentação de resultados do 4Q de 2004):
"Remarks by
Jerry Grinstein - CEO
Fourth Quarter 2004 Financial Results
January 20, 2005
**AS PREPARED, NOT NECESSARILY AS DELIVERED**
Good morning, everyone, and thank you for joining us today. Let me begin with a brief review of Delta's financial results for the December 2004 quarter and the year:
Delta reported a fourth quarter net loss of $2.2 billion, or $16.58 loss per share. Full year 2004 net loss was $5.2 billion
, or $41.07 per share.
These results include a $1.9 billion goodwill impairment charge recorded in the fourth quarter and other unusual items.
Excluding unusual items, the fourth quarter net loss was $780 million, or $5.88 loss per share. Full year net loss for 2004, excluding unusual items, was $2.3 billion, or $18.10 loss per share.
Delta ended the quarter with $1.8 billion in unrestricted cash.
Delta's financial results continue to be disappointing. Importantly, though, our company is engaged in making significant core changes based on our understanding that the airline industry has altered radically, structurally, and permanently. If Delta is to survive, we must develop a fundamentally different way of doing business –and that's what we're doing.
In this portion of the call, I'd like to step back and briefly review the distance Delta has come so far, and the road still ahead.
Looking back to the beginning of 2004, Delta had just started a strategic reassessment. Our costs were too high, our balance sheet was severely strained, and passengers felt they could no longer trust us to provide the best value. We had lost some of our customer focus and we were too complicated in general, including our operations, fleet, fare structure, and SkyMiles loyalty program.
Since then, Delta has developed, launched, and is now aggressively pursuing a comprehensive transformation plan.
Our goal is to create the right airline for the new era -- a viable carrier that is customer focused and profitable on a sustained basis. Implementation of the first phase of supporting initiatives is well underway. And let me add here that the progress we're making would not be possible without the courage, commitment, and professionalism of the entire Delta team, from the front line to the officer group.
Michael and Paul will review some of our 2004 steps forward in more detail, but briefly noted, Delta achieved the following:
We accomplished almost half of our $5 billion annual savings effort that began in 2002, including pilot cost savings.
As evidence of that, our Mainline non-fuel unit costs will be down 14% in 2005 compared to 2004 and down 20% versus 2003.
We improved our liquidity position through crucial financial agreements with Delta partners, including G.E to American Express.
We continued efforts to create a simpler, more efficient airline that customers can trust, and that they find is easier to do business with. Included in these initiatives were the expansion of Simplifares, the streamlining of SkyMiles, and the addition of time-saving technology at the airport and delta.com.
Delta also laid groundwork for this month's transition to a continuous hub operation at Atlanta's Hartsfield Jackson International Airport. Our industry-leading operational redesign will include the restructuring of 51% of Delta's network in a single day.
Customers will benefit with fewer delays and less airport congestion.
And for Delta, faster turn times and other related efficiencies will improve aircraft utilization, providing the equivalent of 19 additional aircraft to our network. With this increased capacity, Delta can grow in customer-preferred markets and continue our fleet simplification.
And Delta did grow in 2004, as we will in 2005
. In addition to planes gained through better utilization, Delta is also reallocating aircraft from lower-yield markets to higher-potential destinations, as in the de-hubbing of Dallas/Ft. Worth.
During 2004, our airline expanded domestically and across the Atlantic, as well as in the Caribbean and Latin America. Also, Song launched international service, from New York-JFK to Nassau, and announced that its fleet will grow by 12 aircraft in 2005
**************
Looking to the future, we know the road ahead is at least as long and difficult as the distance we've already come.
Five U.S. airlines, accounting for 25% of all domestic seats, are in bankruptcy; high industry capacity continues to foster a depressed fare environment; fuel remains volatile, in keeping with the situation in the Middle East; and low-cost carriers, who currently have a total of 180 aircraft on firm order, are growing.
For Delta, issues related to debt and liquidity remain challenging. Our company also will face significant pension funding obligations.
Because of our commitment to Delta people and the company's desire to fulfill its pension obligations, our airline is working with the Air Line Pilots Association, or ALPA, and other airlines in support of legislative reform.
These changes will help Delta continue to provide earned retirement benefits to its employees while also moving ahead with our transformation process.
If achieved, the new rules would permit funding to be stretched out over a longer time period
Clearly, Delta must confront these and other issues as we move forward, creating a simplified, efficient, customer-focused airline that is also a fierce competitor.
Already, the Delta team is meeting the challenges of 2005 with the strength and determination that characterized their performance in 2004. Based on their drive and the plan we are executing, I continue to believe we will succeed in preserving this great airline. "
O gráfico:
JCS
---Tudo o que for por mim escrito expressa apenas a minha opinião pessoal e não é uma recomendação de investimento de qualquer tipo---
https://twitter.com/JCSTrendTrading
"We can confidently predict yesterdays price. Everything else is unknown."
"Every trade is a test"
"Price is the aggregation of everyone's expectations"
"I don't define a good trade as a trade that makes money. I define a good trade as a trade where I did the right thing". (Trend Follower Kevin Bruce, $5000 to $100.000.000 in 25 years).
https://twitter.com/JCSTrendTrading
"We can confidently predict yesterdays price. Everything else is unknown."
"Every trade is a test"
"Price is the aggregation of everyone's expectations"
"I don't define a good trade as a trade that makes money. I define a good trade as a trade where I did the right thing". (Trend Follower Kevin Bruce, $5000 to $100.000.000 in 25 years).
-
- Mensagens: 4582
- Registado: 15/7/2003 14:59
- Localização: Lisboa
O:K JCS, aguardo as novidades sobre fundamentais!
O.K. JCS, aguardo as novidades sobre fundamentais!
se forem bons poderemos estar perto de um óptimo ponto de entrada!
se forem bons poderemos estar perto de um óptimo ponto de entrada!
- Mensagens: 148
- Registado: 27/3/2005 23:31
Realmente vem a cair abruptamente. Nestas coisas mais vale deixar as coisas acalmarem. "Never catch a falling knife". Sabemos que a aviação está cada vez mais sufocada devido à escalada dos preços do petróleo. A tentativa de manter as margens leva ao aumento de preços das passagens e consequente aumento de quota por parte das low-costs (veja-se a RyanAir por exemplo que apresentou aumentos nos lucros). Primeiro foi o 11 de Setembro que se encarregou de falir umas quantas companhias, agora é o aumento do preço do petróleo que as está a obrigar a violentissimas restruturações e parcerias.
Acho mais prudente esperar por uma reação mais sólida no papel. Vou andar de olho nele
e inteirar-me das dificuldades que a empresa enfrenta para ver se saco alguma coisa dos fundamentais.
Cumprimentos
JCS
Acho mais prudente esperar por uma reação mais sólida no papel. Vou andar de olho nele
e inteirar-me das dificuldades que a empresa enfrenta para ver se saco alguma coisa dos fundamentais.
Cumprimentos
JCS
---Tudo o que for por mim escrito expressa apenas a minha opinião pessoal e não é uma recomendação de investimento de qualquer tipo---
https://twitter.com/JCSTrendTrading
"We can confidently predict yesterdays price. Everything else is unknown."
"Every trade is a test"
"Price is the aggregation of everyone's expectations"
"I don't define a good trade as a trade that makes money. I define a good trade as a trade where I did the right thing". (Trend Follower Kevin Bruce, $5000 to $100.000.000 in 25 years).
https://twitter.com/JCSTrendTrading
"We can confidently predict yesterdays price. Everything else is unknown."
"Every trade is a test"
"Price is the aggregation of everyone's expectations"
"I don't define a good trade as a trade that makes money. I define a good trade as a trade where I did the right thing". (Trend Follower Kevin Bruce, $5000 to $100.000.000 in 25 years).
-
- Mensagens: 4582
- Registado: 15/7/2003 14:59
- Localização: Lisboa
-
- Mensagens: 1168
- Registado: 10/11/2002 12:19
- Localização: Sobreira Formosa/Castelo Branco
Delta Air Lines! O fundo estará nos 2.50?
Gráfico intraday
http://quotes.nasdaq.com/quote.dll?page ... lected=DAL
Gráfico anual
http://quotes.nasdaq.com/quote.dll?mode ... lected=DAL
O que se passa com a companhia de aviação? será a esclada do preço dos combustíveis?
É uma das maiores operadoras do mundo , certo?
Será altura de entrar nos aviões, ou ainda será cedo?!?
http://quotes.nasdaq.com/quote.dll?page ... lected=DAL
Gráfico anual
http://quotes.nasdaq.com/quote.dll?mode ... lected=DAL
O que se passa com a companhia de aviação? será a esclada do preço dos combustíveis?
É uma das maiores operadoras do mundo , certo?
Será altura de entrar nos aviões, ou ainda será cedo?!?
- Mensagens: 148
- Registado: 27/3/2005 23:31
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