32,00 €
Fin de la vente : 06/04/2024
Etat : Neuf (Excellent état)
Compagnie aérienne : Swissair
Organisation : Aviation civile
Type : Doc technique
Type d'appareil : Convair Metropolitan
SWISSAIR
Horaire d'été - 1re édition préliminaire valable du 22/4 au 6/10 1956
avec la brochure tarifs valable à partir du 1er avril 1956
présentation au dos du Convair Metropolitan
excellent état - malgré quelques légères notes sur la partie Barcelone Palma dimensions : 42 x 60 cm environ déplié
Concernant les envois / about sending the items
:
En cas d'achats multiples/groupés, les frais d'envois sont ajustés. Pour les envois en Autriche, Belgique, Allemagne, Hollande/Pays-Bas, Italie, Portugal et Espagne, les réductions peuvent être très intéressantes. Par exemple pour l'Allemagne, l'envoi coûte 11 euros de 101 gr à 1 kg
If you purchase multiple items, I will combine shipping. For shipping in the following countries: Austria, Belgium, Germany, Holland, Luxembourg, Italy, Portugal & Spain,
the reduction can be very interesting. For example, for Germany,
shipping is 11 euros from 101 gr to 1 kg. Please wait for me to send the
invoice with the combined shipping price
Pour la France métropolitaine (hors Monaco et Andorre), à
partir de 250 grammes, les envois sont proposés en Mondial Relay. Ceci dit, tous les
envois peuvent se faire par la Poste si préférée ; à
ce moment-là, me demander le prix avant de payer. Ce n’est pas le même
prix que
Mondial Relay surtout pour les livres lourds.
Pour les envois à Monaco, en Andorre et dans les DOM-TOM, l’envoi se fera
par la Poste ; merci de bien vouloir demander le prix avant de payer.
Pour la Belgique et le Luxembourg, envoi par Mondial Relay
For Austria, Belgium, Germany, Holland, Luxembourg, Italy, Portugal & Spain, shipping trough Mondial Relay from 100 grs.
If
you are
based outside of France, there are various possibilities. I always do my
best
to offer the best shipping price. In Europe, when possible I will go
through Mondial Relay. Outside Europe, purchases have to be sent by La
Poste.
Please ask the exact price as it depends on your location, I usually
give the
price for the most expensive sending (like for New Zealand)
N'hésitez pas à poser des questions si vous avez
besoin de plus de détails / don’t hesitate to ask questions for more details
you can write in your own language, Google Translate is very efficient (even for Japanese or Chinese)
remise en mains propres sur Paris 8ème - secteur
Europe/Rome/Liège
About Swissair (source wikipedia) : Swissair AG/S.A. (German:
Schweizerische Luftverkehr-AG; French: S.A. Suisse pour la Navigation Aérienne)
was the national airline of Switzerland between its founding in 1931 and
bankruptcy in 2002
It was
formed from a merger between Balair and Ad Astra Aero (To the Stars). For most
of its 71 years, Swissair was one of the major international airlines and known
as the "Flying Bank" due to its financial stability, causing it to be
regarded as a Swiss national symbol and icon. It was headquartered at Zurich
Airport, Kloten.
In 1997 the
Swissair Group was renamed SAirGroup (although it was again renamed Swissair
Group in 2001), with four subdivisions: SAirlines (to which Swissair, regional
subsidiaries Crossair and Balair, and leasing subsidiary FlightLease belonged),
SAirServices, SAirLogistics, and SAirRelations.
Burdened by
over-expansion as a result of the controversial “Hunter Strategy” in the late
1990s, its aviation accident Swissair Flight 111 in 1998 which killed all 229
people on board and generated a costly lawsuit and negative publicity for the
airline, and after the economic downturn following the September 11 attacks,
Swissair's assets dramatically lost value, grounding the already-troubled
airline in October 2001. The airline was later revived and kept alive until 31
March 2002 by the Swiss Federal government. The final Swissair flight landed in
Zürich on 1 April 2002.
On 1 April
2002 former regional subsidiary Crossair renamed itself Swiss International Air
Lines and took over most of Swissair's routes, planes and staff. Today,
Swissair Group still exists and is in the process of being liquidated. Swiss
International Air Lines was taken over by the German airline Lufthansa in 2005.
On March
26, 1931, Swissair – Schweizerische Luftverkehr AG (English: Swissair – Swiss
Air Transport) was founded through the fusion of the airlines Ad Astra Aero
(founded in 1919) and Balair (1925). The founding fathers were Balz Zimmermann
and the Swiss aviation pioneer Walter Mittelholzer. In contrast to other
airlines, it did not receive support from the government. The name
"Swissair" was the proposal of Dr. Alphonse Ehinger, president of the
directorial board of the Balair, although "Swissair" was first deemed
"un-Swiss". In the first operational year, 64 people were employed
including ten pilots, seven radio operators, and eight mechanics. In total,
their planes offered 85 seats and operation was maintained only from March to
October. The route network had a length of 4,203 kilometres (2,612 mi).
On April
17, 1932, Swissair bought two Lockheed Orions, making them the second European
airline to use American planes, after the Czechoslovak operator CSA purchased a
Ford Trimotor in 1930. The Orion was the fastest commercial airplane of its
time and was put to use on the "Express line", Zurich-Munich-Vienna.
This led Lufthansa to ask Heinkel for a model that could top Orion's speed,
leading to the Heinkel He 70. In 1933, the first trans-Alpine route was
introduced in 1933: Zurich-Milan.
For the
first time in Europe, flight attendants were employed aboard the Curtiss Condor
beginning in 1934. Nelly Diener, the first flight attendant of Europe, became
world-famous. She lost her life after just 79 flights in a crash near
Wurmlingen, Germany, on July 27, 1934. The cause of the crash was material
fatigue.
In 1936,
Douglas DC-2s were acquired and London was added to the route network. In 1937,
the bigger Douglas DC-3 was bought. In the same year, both founding fathers
died: Walter Mittelholzer during mountaineering in the Steiermark, Austria, and
Balz Zimmermann succumbed to an infectious disease.
On August
27, 1939, days before World War II broke out, the airspace over Germany and
France was closed. Swissair was forced to suspend service to Amsterdam, Paris,
and London. Two days later, Swissair service was closed completely. Of 180
employees, 131 had to serve in the army. In spite of the war, some routes were
re-introduced, such as Munich, Berlin, Rome and Barcelona. In 1940, an invasion
of Switzerland was feared, and Swissair moved their operations to the Magadino
plains in Ticino. Operations were suspended in August 1944, when a Swissair
DC-2 was destroyed in Stuttgart during an American bombing raid.
On July 30,
1945, Swissair was able to resume commercial aviation.
In 1947 the
rise of shareholder capital to 20 million Swiss francs enabled long haul
flights to New York, South Africa, and South America with Douglas DC-4s. The
modern Convair 240, the first Swissair plane with a pressurized cabin, was used
for short- and medium-range flights from late 1948. The first Swissair DC-4
flight to New York was routed via Shannon, Ireland, and Stephenville,
Newfoundland, on May 2, 1947, although it actually ended in Washington, D.C.,
due to fog at New York's LaGuardia Airport. The total elapsed time was 20 hours
and 55 minutes.
The public,
including the federal government, the states of Switzerland (Cantons),
municipalities, the Swiss Federal Railways, and the Swiss postal services took
over 30.6% of the shares and enabled Swissair to get a credit of 15 million
Swiss Francs to purchase the airline's first two Douglas DC-6B airliners for
delivery in 1951. By that act, Swissair became the national flag carrier of
Switzerland. The new pressurized aircraft were to replace the DC-4 on
transatlantic routes.
In 1948,
the airport in Dübendorf, which served as the base of Swissair, was relocated
to Zurich-Kloten. Military aviation continued in Dübendorf. The next year
Swissair plunged into a financial crisis due to a sudden devaluation of the
British Pound because fares, except traffic to the United States, were
calculated in British currency. At that time, the traffic to England made up 40
percent of Swissair's revenue.
In June
1950, Walter Berchtold, manager of Swiss Federal Railways, was elected to the
directorial board of Swissair and served as the director. Until 1971, he
created the corporate culture of Swissair. He grasped the importance of
corporate image and corporate identity, and after the example of BOAC's
"Speedbird", he introduced the arrow-shaped Swissair logo. Giving
flight personnel a distinct uniform was also an important move. At the time,
flight attendants' uniforms resembled the gray-blue ones of the Swiss Women's
Army Corps, so Berchtold introduced ones in a modish marine blue, and Swissair
initiated a veritable fashion competition among European airlines.
In 1952,
the cabin layout on northern trans-Atlantic routes was changed to one with a
first and a tourist class. First class had comfortable chairs in which one
could sleep, given the name "Slumberettes". Those sleeping chairs
were soon succeeded by beds, modelled after the U.S. Pullman railway cars. Two
adjacent seats were moved toward each other and formed a lower berth. The wall
panel could be folded downward, forming the upper berth in which the other
person could sleep. A year later, tourist class was introduced on Europe
flights.
In 1953
Swissair, with the city of Basel, founded a charter company called Balair,
reusing the name of one of its predecessors, a company which initially used
older Swissair aircraft to fly to holiday destinations.
As the
first European customer, Swissair bought the Douglas DC-7C which enabled the
company to provide non-stop flights to the United States. For shorter-range
routes, the Convair Metropolitan was used.
In 1957,
the Far East was added to the route network. Direct flights to Tokyo had
intermediate stops in Athens, Karachi, Bombay, Bangkok and Manila. In that same
year, Swissair helped Aristotle Onassis form the new Greek airline, Olympic
Airways.
While
competitors first looked at turboprop airplanes to replace their piston-engined
craft, Swissair introduced jet airplanes. Together with SAS, Swissair bought
Douglas DC-8s, which were delivered beginning in 1960. For medium- and
short-range routes the Sud Aviation Caravelle was purchased. The aircraft were
maintained in concert with SAS, and manuals for operation and maintenance were
co-written.
Swissair was
one of the few companies to buy Convair 990 "Coronado" aircraft -in
1962- for its medium- and long-range routes. Although the aircraft did not
initially fulfill contractual specifications, they were liked by employees and
customers. They operated on the airline's routes to South America, West Africa,
and the Middle and Far East.
1966 saw
the introduction of the Douglas DC-9. That aircraft became the backbone of the
short- and medium-range routes, and, after convincing Douglas, on behalf of
Swissair the Douglas Corporation offered a stretched variant: the DC-9-32. For
the first time, Swissair was the launch customer of an aircraft type.
In 1971,
Armin Baltensweiler took over as the president of the directorial board and ran
the enterprise for over two decades. In the same year, the first Boeing 747-200
jumbo jet was acquired, and in the next year, the first McDonnell Douglas
DC-10-30 followed. Both types shaped the long-haul fleet until the 1990s.
Again, the specifications of both aircraft were developed in collaboration with
SAS. Also in 1972, Switzerland introduced a prohibition of night flights, which
led to the cessation of cheaper night fares.
In 1973,
the company struggled with severe turbulence: currency crisis, collective
chaos, an air traffic controllers' strike, the October War and the first oil
crisis were weathered without too much damage. In that same year, the regional
representative of Swissair in Buenos Aires was kidnapped by a revolutionary
group. After 38 days in captivity, he was released after the payment of a CHF
12.4 million ransom. The airline also phased out the CV-990s during that time.
Swissair
was the second European airline to offer a service to the People's Republic of
China, introducing service to Beijing and Shanghai in 1975. In the same year,
Swissair was the launch customer for the DC-9-51. In 1977, Swissair was the
launch customer for the third DC-9 type, the DC-9-81 variant, now called the
MD-80. Armin Baltensweiler had traveled to a meeting of McDonnell-Douglas'
directorial board in St. Louis to convince them to further stretch the fuselage
of the DC-9-51. Baltensweiler was called the “Father of the MD-80". In
1979, Swissair was the first company to order the Airbus A310-200, and the
jumbo jet variant with a stretched upper deck, the Boeing 747-300. Also, the
Fokker 100 short-range aircraft and the three-engined MD-11 were aircraft for
which Swissair was the launch customer. 1983 saw the replacement of the older
DC-9s by MD-83s.
Since the
1960s, Swissair had been a world leader in the development of cargo reservation
systems (CRS). PARS and CARIDO were examples for booking passenger seats and
freight space.
After the
1960s, air traffic increased quickly and allowed many airlines – many of which
were quasi-monopolists on their routes – to yield high revenues. Especially
Swissair profited from its excellent reputation as a quality airline and from
the fact that the political neutrality of Switzerland allowed the company to
fly to exotic, but lucrative destinations in Africa and the Middle East. In
geographic terms, the central position of Switzerland in Europe helped it to
generate revenue from transfer passengers. By the early 1970s, Swissair was
thus called "The flying bank", appealing to the large hidden assets and
the huge liquidity Swissair had. Secondary, the "flying bank" was the
designation for a corporate group which cared more about financial management
than about flying airplanes.
With the
beginning of deregulation and liberalization, airlines felt growing financial
pressure. In 1978, Moritz Suter founded a regional airline named Crossair,
which put Swissair under additional stress. To counter these changes, Swissair
invested their large financial reserves into takeovers and into flight-related
trades like baggage handling, catering, aircraft maintenance, and duty-free
stores. This strategy diversified economic risks at the expense of the core
business of Swissair – commercial aviation.
Regarding
the furthering liberalization of Europe's airline market, Swissair focused more
on commercial aviation and extended its partnerships. As the first European
airline, Swissair signed in 1989 a cooperation treaty with Delta Air Lines and
Singapore Airlines to form the alliance "Global Excellence". In 1990,
together with SAS, Austrian Airlines and Finnair, the "European Quality
Alliance" was founded. The latter alliance was later renamed to
"Qualiflyer". Because of the weak economy, the Gulf War and its
aftermath, and rising operational costs, many airlines lost money in 1990 and 1991.
Additionally, on-going liberalization of the industry strengthened the
competition. Consequently, Swissair lost 99 million Swiss Francs in the first
half-year and was unable to pay dividends to its shareholders. In the years
1991 and 1992 Swissair had to dissolve financial reserves to cushion the losses
from the commercial aviation sector.
On January
1, 1991, commercial aviation in Europe was completely liberalized and the
existing capacities led to aggressive competition among the airlines. In a national
referendum on December 6, 1992, Swiss citizens rejected taking part in the
European Economic Area, EEA. This referendum was a significant disservice to
Swissair, an airline with a minute domestic market: Its planes were not allowed
to take up passengers during intermediate landings in EEA countries (e.g.,
Zurich – Frankfurt – New York), and Swissair was not allowed to offer tickets
for sections that fully lie in EEA member countries (e.g., Zurich – Frankfurt –
Paris).
Like other
airlines of smaller countries, Swissair now was under significant pressure.
More and more national airlines affiliated themselves with airline alliances to
maintain a worldwide market presence. But to be interesting for American
alliance partners, an airline must have a critical size in terms of passenger
numbers. To meet that goal, in 1993 an alliance between Swissair, KLM, SAS, and
Austrian Airlines was proposed. This project bore the name "Alcazar"
to create a single Central European airline. But in various countries, this project
was criticized. In Switzerland itself, it was thought that the huge financial
assets were too precious to merge Swissair with the other airlines.
In the late
1980s, as well as throughout the early 1990s, Swissair tried to merge with Air
France, Lufthansa, and British Airways to get access to a wider European
market. Finally, after deregulation, Swissair tried to expand beyond its home
Swiss market; after the Alcazar project was cancelled, Swissair hoped to be a
major force in European aviation.
In the
1990s Swissair initiated the disastrous “Hunter Strategy”, a major expansion
programme devised by the consulting firm McKinsey & Co. Using this
strategy, Swissair aimed to grow its market share through the acquisition of
small airlines rather than entering into alliance agreements. Swissair decided
to acquire 49.5 percent of the very successful Italian charter airline Air
Europe, the unprofitable Belgian flag carrier, Sabena, and significant stakes
in the carriers Air Liberté, AOM, Air Littoral, Volare, LOT, Turkish Airlines,
South African Airways, Portugália and LTU, and planned to acquire stakes in Aer
Lingus, Finnair, Malév, as well as Brazilian carriers TAM and Transbrasil.[7]
By mid-2000, it was predicted that Swissair would lose between CHF 3.25 billion
and 4.45 billion over the next three fiscal years. The management however
maintained in classical restructuring, the Board approved the reorganization of
LTU for approximately CHF 500 million. Also, there were plans to take over
Alitalia.
In summer
2000, the CEO Philippe Bruggisser came under public pressure, as the press
published the financial situation of the group. Swissair and Sabena were each
losing one million francs per day, and another million were lost every day at
LTU and the French investments. The Board for the first time began to consider
scenarios for phasing out the existing participations in other airlines, as
Swissair looked to withdraw from their foreign investments. In January 2001
Bruggisser was summarily dismissed. Moritz Suter, the founder of Crossair, was
nominated as the new CEO of SAirLines and thus all Group airlines including
Swissair. After only 44 days, Suter resigned.
In March
2001, two studies by consultants were presented to the Board, which showed the
financial difficulties of SAirGroup. At this point, the Directors resigned,
with only Mario Corti, former CFO of Nestlé, staying behind. The buying spree
created a major cash flow crisis for parent company SAirGroup, and was
exacerbated by the environment caused by the September 11 attacks. Unable to
make payments to creditors on its large debt, and with the refusal of UBS AG to
extend its line of credit, on 2 October 2001 the entire Swissair fleet was
abruptly grounded. Many blamed UBS for the fiasco, causing demonstrators to
take to the streets with signs referring to UBS chairman, Marcel Ospel as
"Bin Ospel", in reference to al-Qaeda leader Osama bin Laden, and
redefining the bank's acronym, "UBS" as the United Bandits of
Switzerland.
Two large
bridge loans from the Swiss government were required to finance the
continuation of flight operations. This notwithstanding, with the resumption of
flight service, it was necessary for flight crews to carry large sums of cash
to purchase fuel at foreign airports.
On 1
October 2001, the public was informed, via a press conference, of project
"Phoenix" and announced that parts of the group sought a payment
delay. However, the continuation of service was secured by the Swiss federal
authorities, as they were willing to pay half of the loan.
2 October
2001 saw an increased necessity for strong liquidity, as all suppliers insisted
on cash payments of outstanding invoices following the request of payment delay
announced the day before. Cash reserves of Swissair filed on this day were
barely sufficient to carry out the first morning flights. During the morning,
fuel suppliers refused to fuel the waiting aircraft. Other accounts were
consolidated on the one hand because of the prior termination of the cash
pooling facility from the UBS, on the other hand, due to the threat of
favoritism regarding debts. The banks refused a credit increase before the
sales proceeded, and insisted on a formal referral validity of the sale
agreement.
At 15:45,
CEO Mario Corti announced a cessation of flight operations due to the security
risks caused by the crossing of the Flight Duty Regulations. This led to the
cancellation of over 230 flights, and thousands of passengers, as well as
flight crews, being stranded around the world. Flight crew corporate credit cards
were blocked by the banks, with some hotels expelling the crews, and having
them return home at their own expense. Also, all tickets sold were voided.
Crossair
shares were only reissued on the evening of 2 October due to the rewriting of
Crossair shares, with their purchase price not arriving until the following day
– the setting of flight operations – into the SAirLines account.
4 October
2001 saw demonstrations by former Swissair employees before the UBS
presentation held in Glattbrugg, and the following day saw demonstrations in
Bern's Federal Square.
At around
the same time, SAirGroup's stake in Crossair was sold to the Swiss banks UBS
and Credit Suisse. Furthermore, Crossair took over various assets of former
Swissair, including its employees, aircraft and most European routes. Swissair
and the SAirGroup were handed over to the liquidation firm of Jürg Hoss
Liquidators and ceased operations on 31 March 2002. Crossair was renamed Swiss
International Air Lines, or Swiss for short, and took over Swissair's
intercontinental routes on 1 April 2002, officially ending 71 years of Swissair
On 5
October, commercial flights on most routes were gradually resumed thanks to a
federal emergency loan of over CHF 450 million. This occurred, in part, to
ensure Switzerland's continued accessibility as a business location, and to
establish a basis for the creation of Swiss. Through preventing the complete
collapse of Swissair, the other airline-related businesses of the group were
spared collapse.
Following
another federal repayable funding commitment of one billion francs, each of the
26 long-haul aircraft (MD-11s and A330s) and 26 medium-haul aircraft (A321s,
A320s and A319s) were able to be transferred to Crossair / Swiss at the end of
the winter schedule of 2001/02. On Easter Monday, 1 April 2002, the last flight
of Swissair, flight SR145 from São Paulo, landed in Zurich. A 71-year-long
chapter of Swiss aviation history thus came to an end. Between 1931 and 2002,
Swissair had transported more than 260 million passengers. The SwissairGroup
(the name change from SAirGroup to SwissairGroup was announced in 2001 but
never officially implemented) still existed as 'SAirGroup in Nachlassstundung'
(German: Swissair in Administration) for several years until all assets were
liquidated, including a large auction where many of the remaining Swissair
assets, such as historic items, were auctioned. Today, Gategourmet continues as
a subsidiary under the parent firm Gate Group.
Like other
airlines that flew to the United States, Swissair's operations and
profitability were disrupted in the wake of the September 11, 2001 attacks. As
several politicians were amongst those included on Swissair's directors,
commentators have pointed to potential conflicts of interest as fundamental to
the demise of Swissair. Media have also suggested that the directorial board
failed to oversee the actions of Philippe Bruggisser (Chief Operating Officer
since 1996) and Eric Honegger (board member since 1993 and later board president),
and that they left behind a convoluted corporate structure and financial
commitments – among others a further purchase of 35.5 percent of Sabena's
stocks – which would only come to light when Mario Corti was trying to save the
airline.
The judiciary
is continuing to examine why Swissair acquired counselling that supported the
Hunter Strategy, and why Swissair continued to make certain payments despite
nearing insolvency. Questions have also been raised about federal aid given to
Swissair and the politicians involved. The highly competitive nature of the
market during the business's final years also precipitated its demise: like
rival company Sabena, Swissair fell victim to the competition of budget
airlines such as Ryanair and EasyJet.
A BBC
correspondent said regarding the collapse "Something did die in
Switzerland that day: not just an airline but an image the Swiss had of
themselves and, more importantly, of their business leaders" and "The
Swiss financial community's reputation for good business sense was already
seriously damaged by the Swissair disaster."
Due to
continued civil proceedings are part of the causes of the collapse of SAirGroup
subject of legal proceedings and are therefore legally unclear. The following
causes are widely recognized as crucial factors:
The management underestimated the dangers
and difficulties in acquisitions and investments of partially ailing airlines.
So the Belgian Sabena and the German LTU were taken despite the significant
capital requirements. Also, the investments in France (AOM, Air Liberté and Air
Littoral) required much capital restructuring. Sabena ultimately ceased
operations, due to the aforementioned financial crisis. The indebtedness created by an
uncompromising and too little adapted to the realities of implementation,
"Hunter strategy" and the lack of monitoring by the Board. The terrorist attacks in the U.S. led to a
slump in demand and consequently to an extreme tightening of liquidity. An orderly transfer of operations at
Crossair was denied by the failure to reach a bridging loan and the delayed
transfer of the share purchase price. Increasing competition from low-cost
carriers such as Ryanair and EasyJet, forced Swissair to lose passenger
revenues. A full merger with Sabena was impossible
due to Swissair's financial crisis. Flight 111 crashed in 1998 killing everyone
on board, lowering customer confidence
In 2002 the
successor Swiss International Air Lines commenced operations. First called
Swiss Air Lines, this Company was based on the former Crossair, and was a
merger of Crossair and former Swissair employees, routes and aircraft. The
Company Swissair continued to exist (in liquidation) but had no further assets.
Due to legal problems with Swissair, the name had to be changed to Swiss
International Air Lines.
Swiss took
over 26 long-haul and 26 medium-haul Aircraft from the defunct Swissair flee
and refurbished the liveries and interiors to turn it into the new Swiss fleet,
together with the former Crossair Fleet consisting of Embraer 145, Saab 2000,
MD-80 Series and Avro RJ. The remainder of the Swissair aircraft that were
grounded and were not taken by Swiss were returned to their lessors.
After
problems with the former Crossair pilot unions, who refused to accept different
conditions than the former Swissair pilots within the same airline, a
subsidiary called Swiss European Air Lines was founded which belongs 100% to
Swiss International Air Lines.
In 2004, it
appeared that Swiss was going to become a member of the Oneworld alliance. It
had codeshares with Oneworld carriers British Airways, American Airlines,
Cathay Pacific, Qantas, Aer Lingus and Finnair, and held a strategic
partnership and joint operation for all service to North America and
AA-operated flights beyond U.S. gateways using American Airlines. Swiss started
to terminate these codeshare agreements but did not terminate the AA alliance.
A theory emerged that Swiss was planning to use its partnerships, the AA
alliance, and its partnership with British Airways, a strong supportive member
of Oneworld, to join Oneworld itself.
However, in
2005 Swiss was taken over by the German airline Lufthansa, the national airline
of Germany. With the merger with Lufthansa, Swiss joined the Star Alliance in
2006, which Swissair planned to join before it failed. With this move, Swiss's
frequent flyer club, Swiss TravelClub became part of Miles & More, which
was originally the Lufthansa Group frequent flyer club. It acts as both
airlines' frequent flyer programme, along with many other Lufthansa Group
airlines.