Visual Strategy Guide
PAN AM
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Visual Strategy Guide
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Visual Strategy Guide by Alma Kamal
Sections. 4
A Looking Back This section introduces the
Brand History,
Timeline of Pan Am’s major events, as well as its legendary founder Juan Trippe.
[P. 10] Brand History [P. 12] Timeline [P. 20] Juan Trippe
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Looking Forward
Re-branding Opportunities, Mission Statement, our new Audience and Competitors. Planning
[P. 28] Rebranding Opportunities [P. 29] Mission Statement [P. 40] Audience [P. 52] Competitors
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B
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Section — A → Brand History → Timeline → Juan Trippe
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Looking Back
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Pan Am was there first. It was the innovator and should be remembered as that.
—Robert Gandt Pan Am pilot and author
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Captions [1] Juan Trippe, founder of Pan Am.
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The Pan Am most of us knew was born on 28 October 1927, when it began scheduled mail service between Key West and Havana… Pan Am Fokker F-7 General MAchado, October 1927 in Havana, CubaPassenger service started on 16 January 1928. There were few aviation facilities in Latin America, only three weather stations and no aeronautical radio. A radio genius, Hugo Leuteritz joined the company in 1928, and Charles Lindbergh became the company’s Technical Director in 1929. An expansion of miraculous proportions then began, and within two years Pan American routes extended from Miami to Brazil and Buenos Aires, and from both Miami and Brownsville,Texas, via Central America to Panama, connecting with Pan American Grace Airways (Panagra), flying the west coast of South America as far as Chile and Argentina. Subsidiary (Compania Mexicana de Aviaclon, (CMA) was providing air services throughout Mexico. During 1930, the Colombian airline SCADTA (now AVIANCA), and NYRBA (New York, Rio, & Buenos Aires Airline) were acquired (bringing many qualified personnel, nearly 30 almost new multi-engined planes, and the Panair Do Brasil subsidiary). Pan Am S-40 loading passengers 1931In 1931, Sikorsky S-40, four-engined flying boats (the first Clippers) opened a new route to Colombia, via Jamaica, and to Panama. Many of these routes were opened by Charles Lindbergh himself, and by then Hugo Leuteritz had completed a system-wide radio network, and equipped all aircraft with two-way radio. In 1932, new subsidiaries were opened in Alaska and Cuba. In 1933, CNAC, the China subsidiary was acquired, and began new coastal services. The next year a new subsidiary in Peru was formed, and the Mexico subsidiary opened service between Los Angeles and Mexico City. New Douglas DC-2’s, Lockheed Electras, and the famous Sikorsky S-42 four-engined flying boats all entered Latin American service that year. In 1935, the China Clipper opened trans-Pacific schedules to Manila, Electras opened new schedules in Alaska and Cuba, and DC-2s came to CNAC.
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Pan Am Sikorsky S-42 in flight. In 1937 Sikorsky S-42Bs surveyed the Atlantic routes, and opened Bermuda service from New York and Baltimore. Douglas DC-3’s entered Latin American service. In 1939, Boeing 314 Clippers entered Pacific service and opened Atlantic schedules to Europe. In 1940 the world’s first pressurized airliner, Boeing 307 Stratoliner brought new, fast service to Latin America, augmented by new Douglas DC-3As throughout Latin America, Alaska, and China. Early in 1941, new Africa and Air Ferry Divisions were opened to provide assistance to British forces in the Middle East. The flight training school in Miami began training navigators for U.S. and British air forces (training more than 5000 by 1944). At the time of Pearl Harbor, Pan American operated on 88,478 total route miles serving 52 countries, and had 8,750 employees (including new Africa and Air Ferry divisions), with 162 aircraft, 192 radio/weather stations and 300 airports. During the Second World War, Pan American operated many services for the military and other branches of the government, performing many heroic missions. CNAC (who had pioneered the “Hump” route in 1940/41) flew more than 20,000 Hump flights during the war. In the postwar era, PAA re-opened its Pacific and Atlantic routes, using new long-range land planes for services to Africa, Europe, and Asia. On 17 June 1947, Juan Trippe realized perhaps his greatest dream, by opening new Round-the-World schedules. New aircraft included the Constellations, Boeing 377 Stratocruiser, DC-6B, DC-7C (Seven Seas), then opened the new “”Jet Era” in October 1958. The B-747 opened a new “wide-body” era in 1970, with more comfort and efficiency. Internal German Services helped lead to an economic boom in Western Europe. Technical assistance projects were undertaken to many countries, such as Afghanistan, Turkey, and Pakistan, bringing modem airlines into being in many countries. Like the Latin American subsidiaries and affiliates, these gave their hosts technical skills, and corporate structures providing travel capabilities, to the benefit of local citizens. Pan Am’s return from these was a more technically advanced world, and additional traffic feeds for our main routes. A fair exchange, thought Mr. Trippe, and most of us would agree. By the mid-1950s, major expansions were over, and efforts were concentrated on superior service and economy fares, while cargo services were improved and expanded. The 1970s soon brought major increases in worldwide fuel prices, and declining travel. followed by deregulation and huge increases in competition. Despite Pan Am’s being a leader in low operating costs, deficits grew.
HI
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Section – A
Brand History
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The magic era ended with the passing on of Juan Trippe in 1981, and a succession of managements were unable to regain profitability. The rapid rise of world terrorism, culminating in the tragedy of Lockerbie, was the final deathblow. All the treasures had been sold, many at bargain-basement prices-yet the deficits remained. The end came on 4 December 1991. The airline of many “firsts,” a world leader in technology and innovations, was gone, mourned by many across a world that will not see its like again.
ISTORY
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Timeline
Some of the most important events in the history of Pan Am since its born in 1927
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Captions [1] Pan Am Boeing 707, known as “Clipper America.” [2] A Pan Am Boeing 377 over San Francisco.
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Section – A
Timeline
Visual Strategy Guide
→ 1935 Pan Am would begin Trans-Pacific service to Manila in the Philippines via Hawaii, Midway Island, Wake Island and Guam. Soon thereafter the Manila service would be extended onto Macau and then Hong Kong. PAN AM
→ 1939
Pan Am looked to re-establish its pre-war route network—which had been exclusively international. Additionally, Pan Am wanted to add some key domestic “trunk” routes such as; New York-Miami & New York-Chicago-Los Angeles/San Francisco.
→ 1947 Pan Am launched “Round the World” service with a Constellation departing New York and flying to San Francisco via points in Europe, The Middle East, India & Asia.
→ 1949 Pan Am introduced the world to the Boeing 377, “Stratocruiser.” This double deck piston aircraft offered sleeper seats & berths as well as a lower level lounge.
→ 1950s
→ 1958 Pan Am was the first US airline to begin jet service with the Boeing 707 from NYC to Paris.
Pan Am would add Douglass DC6s & DC7s to the fleet. These highly economical aircrafts allowed Pan Am in 1952 to be the first airline to petition for and inaugurate “tourist” (economy class) service on many international routes while continuing to expand it list of international destinations.
→ 1960s Pan Am would add both the Boeing 720 and Boeing 727-100.
→ 1970 Pan Am was the first airline to introduce the Boeing 747, “ jumbo jet” to the world with service from New York to London.
→ 1978 Pan Am proposed a merger with National Airlines to allow the company to quickly acquire domestic routes with the advent of airline deregulation in the United States.
→ 2017+ Pan Am will takes people on beautiful adventures around the world without putting them on a plane.
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→ 1945
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Pan Am would initiate Trans Atlantic service with the Boeing 314 “Yankee Clipper”. Two different routes were operated depending on the season. The northern route included stops in Newfoundland & Ireland en route to South Hampton, England. The southern route operated via Bermuda & the Azores en route to Lisbon, Portugal & Marseille, France.
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[1] George Hambleton at Moscow with a Pan American 707. [2] Pan Am ad from the late 1960s.
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Captions
[1]
16 [3]
[2]
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Section – A
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[1968–1969]
Harold E. Gray
[1969–1971]
Najeeb E. Halaby Jr
[1971–1981]
William T. Seawell
[1981–1988]
C. Edward Acker
[1988–1991]
Thomas G. Plaskett
[1991]
Captions [1] Pan Am at Miami terminal, 1940. [2] The Pan Am flight experience began with cocktails in the terminal lounge, 1962. [3] Pan Am building on Park Avenue.
Russell L. Ray, Jr.
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Juan T. Trippe
PAN AM
[1927–1968]
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Key People at Pan Am
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By business school standards, Juan Trippe was not a model chief executive. He didn’t delegate well. He made big deals without telling his top managers. He almost single-handedly built a world airline, Pan American, but often acted as if he owned the world. He also had a vision that would change it, at least as regards airline travel. While his Pan Am does not survive today, his vision does. He graduated from Yale in 1921 and worked briefly on Wall Street but got thoroughly bored. Planes fascinated him, though. Trippe was convinced that the future of travel was in the air. With an inheritance, Trippe began a business with Long Island Airways in New York, a taxi service for the well-heeled. When that failed, he raised money from some wealthy Yale pals and joined Colonial Air Transport, which won the first U.S. airmail contract, between New York City
Trippe and Boston. That same crowd liked to play in the Caribbean (excellent choice), where he created Pan American Airways Inc. from a merger of three groups. Trippe began service with a flight from Key West, Fla., to Havana, Cuba, on Oct. 28, 1927. What characterized Trippe thereafter was an uncanny ability to pace his airline’s growth with the range of the airliner as it slowly evolved: first crawling from island to island across the Caribbean and into Mexico, then extending to Central and South America. Finally, it was Trippe’s first Pan Am Flying Clippers, that pioneered global routes: across the Pacific and, in the late 1930s, across the Atlantic. By the end of World War II, Trippe had in place a route system that was truly global. Before anyone else, he believed in airline travel as something to be enjoyed by ordinary mortals, not just a globe-trotting elite. In 1945 other airlines didn’t think or act that way. Trippe decided to introduce a “tourist class” fare from New York to London. He cut the round-trip fare more than half, to $275 ($1,684 in today’s dollars, which makes current pricing a bargain, right?). This went over like a lead balloon in the industry, where air fares were fixed by a cartel, the International Air Transport Association; it didn’t want to hear about the tourist class. Incredibly, Britain closed its
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airports to Pan Am flights that had tourist seats. Pan Am was forced to switch to remote Shannon, Ireland. The industry’s aversion to competition and making travel affordable was to have a long life, as Sir Freddie Laker would discover in the 1970s and Virgin Atlantic nearly a decade later. Trippe managed to find one route where the cartel could not thwart him: New York to San Juan, Puerto Rico. Pan Am’s one-way fare was $75, and the flights were packed. Finally, in 1952, Trippe’s relentless attacks on the I.A.T.A. forced all airlines to accept the inevitability of tourist class. But by then his vision had taken off for its next destination. Flying the oceans was still mostly for the rich and famous. For millions of others, it was just a dream or a once-in-a-lifetime binge. Trippe saw that the jets being introduced by Boeing and Douglas could mark the end of that, and he ordered plenty of them. In October 1958, a Pan Am Boeing 707 left New York for its first scheduled flight to Paris. The jet age had begun, and the transformation was dramatic. The 707 flew almost twice as fast, at 605 m.p.h., as the propeller-driven Stratocruiser it had replaced. The 707 carried about twice as many people. And for the first time, it flew mostly “over” the weather: typically at 32,000 ft., much higher than the Stratocruiser, a civilian version of the B-29 bomber. But those were not the numbers that intrigued Trippe. While he brilliantly exploited the glamour of his first jet-set passengers—celebrities and VIPs—he was calculating the new jet-age math of what we call in our business “bums on seats”—the seat-mile cost. The first 707s were flying with five-abreast seating, two on one side of the aisle, three on the other. Trippe switched to six abreast and cut fares, and the Pan Am jet clippers made flying “the pond” far more accessible. By 1965 the company was predicting that 35 million people would be flying international routes and that there would be a 200% increase by 1980. The relentless Trippe had the big idea: he reasoned that mass air travel could come to the international routes only with a larger airplane—a much larger airplane. Trippe put the notion to his old friend Bill Allen, the boss of Boeing, saying he wanted a jet twoand-a-half times the size of the 707. It was a staggering request given the development cost of the 707. And Trippe didn’t stop with size. Trippe set for Boeing the goal of reducing that 30%. “If you build it,” said Trippe, “I’ll buy it.” “If you buy it,” said Allen, “I’ll build it.” Trippe said he would buy 25 airplanes. The price: $450 million, in those days big money. It wasn’t yet called the jumbo (the Brits, I’m happy to say, came up with that one). Pan Am under Trippe always rode shotgun with any new airplane it ordered. Trippe hired Charles Lindbergh to ride his airplanes incognito, and Lindbergh’s ideas helped shape the cabin of the first jets. He also served as a pathfinder, exploring possible commercial air routes across the Atlantic and over the polar regions of Asia. Pan Am engineers crawled all over Boeing as the company conceived the outline for the new jet, the 747. Throughout his career, Juan Trippe had been driven by the great American instinct for seeing a market before it happened— and then making it happen. In a real sense, he fathered the international airline business. To do so, he took on the entire airline industry, and risked his company to see his vision through. You’ve just got to admire a guy like that. Section – A
Juan Trippe
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PAN AM
Captions [1] The “China Clipper”, a huge new Martin M-130 Flying Boat. [2] Trippe smoking cigar in his office.
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Pan Am was much more than a job. Pan Am was a family.
—Averil Dale Pan Am stewardess
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Section — B 24
Looking Forward → Re-branding Opportunities → Mission Statement → Audience → Competitors
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—Roy T. Bennett Author of “The Light in the Heart”
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Until you step into the unknown, you don’t know what you’re made of.
Re-branding Opportunities
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Aiming to completely erase cross-cultural walls and stigmas by creating a safe place for people of all backgrounds to meet and learn about others' cultures, food, music, language, stories, beliefs‌This environment can exist literally anywhere whether at an establishment or in a public space.
Mission Statement
Changing our dreams, aspirations and perceptions of the world through discovery, exploration and sharing.
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Section – B
Mission Statement
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Pan Am, endless journeys leading to discovery.
In the history of American commercial aviation, there is no airline more influential, important, and better known than Pan American Airways. It was not the first American passenger airline, nor did it ever meet with much success in the domestic market, but Pan Am (as it was more commonly known), represented a new adventurous image of the United States to the world. When filmmaker Stanley Kubrick produced his landmark vision of the future in the 1968 movie “2001: A Space Odyssey,” he envisioned Pan Am as the space carrier that would take men and women regularly into space.
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Brand Soul
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Past Pan Am 32
In the past, the only way for Pan Am to provide a cultural experience was to sell people a seat on a plane. However, the world is much more smaller and accessible nowadays and the need to fly in order to experience something is no longer necessary.
PAN AM
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Audience
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34 Pan Am “Globe” Logo, 1957.
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Pan Am “Cultural” Logo, 2017.
Future Pan Am 36
The new Pan Am is about providing and sharing authentic cultural experiences to break stereotypes and grow love and compassion amongst people.
PAN AM
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Our New Audience 40
We’re focusing on people of all ethnicities and from all around the world who have a craving for knowledge of others. Our goal is to create a bridge between all kinds of people in order to raise awareness, compassion and love amongst each other through culture, language, music, food and tradition.
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Audience
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The Self-Conscious One
42 Marco Gonzales 32, IT guy, TX
He rents out his couch on couchsurfing.com because he loves meeting travelers and listening to their stories. He doesn't like his job because he always feels like he wants to be somewhere else. Even though he's always looking up places online and fantasizing about visiting them, he feels like traveling requires so much money and he can't afford it. His only real connection to travel is the people that rent his couch, he loves their stories. He feels like his life is extremely boring and that he would love to spice it up somehow‌ maybe learn a new language or finally quit his job and backpack across Chine. He loves food so much, it's almost his only pleasure sometimes. So, even though he wants to lose weight, he can't seem to cut down on food.
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Audience
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The Social One
26, student, SF
Elida is very comfortable around large groups of people because her family members— no matter how distant—were always around while she was growing up. Her favorite movies are those of discovery and distant cultures, the ones you only read about in a book. She's not a techy person, she prefers talking to people face-to-face. So, if you text her, she's calling you. Elida is a very sweet and caring lady, she's always helping around her neighbors because she believes in karma. She loves dancing and attending music event because it makes her feel connected and alive. Along with English, Elida speaks Swahili and is very proud of her origins. She wishes there was someplace she could go to meet other Swahilis or even people from other countries in Africa.
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Elida Aquinon
The Optimistic Mom
Wulan Suharto 36, intern, Silicon Valley
44 Wulan has moved to California when her husband got a job at a tech company, but—other than her son—she feels lonely and out of place. She tries to keep herself busy all the time with chores and the new baby because she doesn't have many friends. Wulan would love to go to a place where she can meet others like her that are new to the American culture so she can connect. She feels self-conscious talking to Americans because her English is bad. She enjoys cooking all the time because it reminds her of home. She sees herself as an outsider in her new environment because it feels like she has nothing in common with the people around her, which causes depression.
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Section – B
Audience
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The Nature/People Sketcher PAN AM
Alexis Martinez 22, intern, SF
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Extremely quite around new people because she's very shy and needs time to get used to a person. She's currently interning at a small gallery because she loves staying up to date with the latest artists and finding out about new techniques. She would love to have her sketches sold one day because she's very passionate about her art, it's her purest way of expression. Even though she's shy, she's extremely passionate about people and cultures since she loves sketching them. Alexy changes boyfriends a lot because she feels like she doesn't relate to any of them. Even though Alexy grew up with not much to spare, she loves spending all her money on makeup and clothes. Shopping makes her feel good, like she's on a discovery. When she was in high school she always joined the drama and poetry clubs as a way to meet like-minded people.
The Dorky One
Sam—Sammy—Reed
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18, student, LA
Sammy is an extremely sweet and social guy because he doesn't like being alone. People think they can't have a serious conversation with him because he's always making jokes and goofing around. He loves boardgames and fast food much more than beer and partying. He's the friend that's always asking people for rides and tagging along because he doesn't own a car. Even though he has many friends, he's extremely awkward around girls. He loves reading books about ancient aliens and sees himself as an explorer. He was a scouts boy when he was younger because he loved the outfit.
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Audience
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33, graphic designer, NYC
It's very hard for Lisa to find a partner because she works non-stop. She loves being a designer because it's eye-opening and forces you to research things you wouldn't otherwise care about or come across. She's very sweet and dedicated to her work, but lately she's been feeling like she needs something more. On the night she's not at work, she loves watching the Discovery Channel while having a glass of red wine. Lisa loves trying out every new Asian restaurant that opens in town because she loves intense flavors. She loves traveling and exploring, but doesn't have the time or right company for it since she's just started at her new job and isn't the kind of person who enjoys traveling alone. She spent enough time alone to know happiness is sharing with others. She's an only child and, even though she's used to it by now, she always wishes she had someone close she could talk to.
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Lisa Leigh
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The Over-Achiever
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The two characters below are not part of Pan Am’s new audience. However, they fall on both edges of the spectrum so it was important to acknowledge their existence and study how that might affect the brand.
The Youtube Gamer
John Fisher 17, student, CA
John spends all his free time playing video games for his Youtube channel. The only friends he has are the ones he plays online with/ against because his social skills are not that great. The only reason John would ever want to travel is if there was a huge gaming event somewhere. Otherwise, no way! He owns almost every console imaginable and is very invested in the next, hot game. At school, he hangs around his 2 best friends who are equally into gaming and that's all they every talk about. John is saving up the money he makes off of Youtube because he wants to start his own company someday. He's already started sketching what his first game would be about.
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Section – B
Audience
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Shannon Williams 45, construction business, FL
Shannon has taken over the small family construction business after her father retired. She loves traveling and grasps at every opportunity to see a new place. She's very social and friendly and loves meeting people from all over the world and loves sampling authentic street foods. The only reason she misses home when she's on a trip is because of her dog. She promised herself to visit all the continents before she hits 50. She doesn't have a great sense of fashion or even really cares about it, because she prefers to always be comfortable. She's practical.
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The Practical Traveler
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Current Competitors The list below is of airline companies that were or would have been Pan Am’s competition if Pan Am was still in operation today as an airline company.
52 SCADTA The Colombian-German Air Transport Society was the world’s second airline, and the first airline in the Americas, operating from 1919 until World War II. After the war, SCADTA merged with Colombian regional carrier Colombian Air Service. Together, SCADTA and SACO formed Avianca—Aerovías Nacionales de Colombia, the Colombian flag-carrier. After Avianca was purchased by Brazilian entrepreneur German Efromovich’s company Sinergy in 2004, the name of the company was changed to Airline of the American Continent. Avianca still operates to this day. Trans World Airways TWA was a major American airline from 1924 until 2001. It was formed as Transcontinental & Western Air to operate a route from New York City to Los Angeles via St. Louis, Kansas City, and other stops. With American, United, and Eastern, it was one of the “Big Four” domestic airlines in the United States formed by the Spoils Conference of 1930. British Airways British Airways, often shortened to BA, is the flag carrier and the largest airline in the United Kingdom based on fleet size. When measured by passengers carried, it is second-largest in the United Kingdom behind easyJet. The airline is based in Waterside near its main hub at London Heathrow Airport. A British Airways Board was established by the United Kingdom government in 1972 to manage the two nationalized airline corporations, British Overseas Airways Corporation and British European Airways, and two smaller, regional airlines, Cambrian Airways, from Cardiff, and Northeast Airlines, from Newcastle upon Tyne. On 31 March 1974, all four companies were merged to form British Airways.
Emirates Based in Dubai, United Arab Emirates. The airline is a subsidiary of The Emirates Group, which is wholly owned by the government of Dubai’s Investment Corporation of Dubai. It is the largest airline in the Middle East, operating over 3,600 flights per week from its hub at Dubai International Airport, to more than 154 cities in 81 countries across six continents. Cargo activities are undertaken by Emirates SkyCargo. Emirates is the world’s fourth largest airline by scheduled revenue passenger-kilometers flown, the fourth-largest in terms of international passengers carried, and the second-largest in terms of freight tonne kilometers flown. Emirates had the longest non-stop commercial flight from Dubai to Auckland until it was surpassed by Qatar Airways. Lufthansa The largest German airline and, when combined with its subsidiaries, also the largest airline in Europe, in terms of fleet size, and the second largest airline in terms of passengers carried during 2016. It operates services to 18 domestic destinations and 197 international destinations in 78 countries across Africa, the Americas, Asia, and Europe, using a fleet of more than 270 aircraft. Lufthansa is one of the five founding members of Star Alliance, the world’s largest airline alliance, formed in 1997. The name of the company is derived from Luft (the German word for “air”), and Hansa (a Latin term meaning “guild” most commonly used historically in reference to the Hanseatic League). Atlantic Gulf Airlines One the very rare U.S. carriers to operate classic Vickers Viscount turboprops in the 1980s. Starting in 1983, the airline flew the Viscounts and Convair 580s on routes between Atlanta, St. Petersburg, Ft. Lauderdale, Miami, and Tallahassee. BAC 1-11 jets were added to the fleet in 1985 and were flown between Miami and the Caribbean.
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Aer Lingus Aer Lingus is the flag carrier airline of Ireland and the second-largest airline in Ireland. Founded by the Irish government, it was privatized between 2006 and 2015 and it is now a subsidiary of International Airlines Group (IAG), the parent company of British Airways, Iberia and Vueling. The airline’s head office is on the grounds of Dublin Airport in Cloghran, County Dublin, Ireland. Formed in 1936, Aer Lingus is a former member of the Oneworld airline alliance, which it left on 31 March 2007; however, after the takeover by IAG it is expected that Aer Lingus will re-enter Oneworld in the foreseeable future. The airline has codeshares with Oneworld, Star Alliance and SkyTeam members, as well as interline agreements with Etihad Airways, JetBlue Airways and United Airlines. Aer Lingus has a hybrid business model, operating a mixed fare service on its European and North African routes and full service, two-class flights on transatlantic routes. Qatar Airways Qatar Airways Company operating as Qatar Airways, is the state-owned flag carrier of Qatar. Headquartered in the Qatar Airways Tower in Doha, the airline operates a hub-and-spoke network, linking over 150 international destinations across Africa, Central Asia, Europe, Far East, South Asia, Middle East, North America, South America and Oceania from its base at Hamad International Airport, using a fleet of more than 180 aircraft. Qatar Airways Group employs more than 40,000 people, of whom 24,000 work directly for Qatar Airways. The carrier has been a member of the Oneworld alliance since October 2013, the first Gulf carrier to sign with one of the three airline alliances.
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Competitors
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Adjacent Competitors Below is a list of companies that provide similar services to Pan Am today,are culture-related. Such experiences include music, culture, language, culinary classes… etc
54 Discovery Channel American basic cable and satellite television channel that is the flagship television property of Discovery Communications, a publicly traded company. As of June 2012, Discovery Channel is the third most widely distributed cable channel in the United States, behind TBS and The Weather Channel; it is available in 409 million households worldwide, through its U.S. flagship channel and its various owned or licensed television channels internationally. National Geographic NatGeo is one of the largest nonprofit scientific and educational institutions in the world. Its interests include geography, archaeology and natural science, the promotion of environmental and historical conservation, and the study of world culture and history. The National Geographic Society’s logo is a yellow portrait frame—rectangular in shape— which appears on the margins surrounding the front covers of its magazines and as its television channel logo. It also operates a website featuring extra content and worldwide events. Lonely Planet The largest travel guide book publisher in the world. The company is owned by American billionaire Brad Kelley’s NC2 Media, which bought it in 2013 from BBC Worldwide for US$77 million after it was valued at US$250 million in 2008. Originally called “Lonely Planet Publications”, the company changed its name to “Lonely Planet” in July 2009 to reflect its broad travel industry coverage and an emphasis on digital products. After the Let’s Go travel guide series that was founded in 1960, and the BIT Guides from 1970, the Lonely Planet books were the third series of travel books aimed at backpackers and other low-cost travelers.
Airbnb Airbnb is an online marketplace and hospitality service, enabling people to list or rent short-term lodging including vacation rentals, apartment rentals, homestays, hostel beds, or hotel rooms. The company does not own any lodging; it is merely a broker and receives percentage service fees (commissions) from both guests and hosts in conjunction with every booking. It has over 3,000,000 lodging listings in 65,000 cities and 191 countries, and the cost of lodging is set by the host. Like all hospitality services, Airbnb is a form of collaborative consumption and sharing.
Couchsurfing The website operates Couchsurfing.com, a hospitality service and social networking website. The website provides a platform for members to “couch surf” as a guest at someone’s home, host travelers, meet other members, or join an event. Unlike many hospitality services, Couchsurfing is an example of the gift economy; there is no monetary exchange between members and there is no expectation by hosts for future rewards. Like all hospitality services, Couchsurfing is a form of collaborative consumption and sharing.
History History is an American basic cable and satellite television channel that is owned by A&E Networks, a joint venture between the Hearst Corporation and the Disney–ABC Television Group division of the Walt Disney Company. The channel originally broadcast documentary programs and historical fiction series. It has mostly broadcast various reality television series such as Pawn Stars, Ax Men, and other non-history related content. The network is criticized by many scientists, historians, and skeptics for broadcasting pseudo-documentaries, unsubstantiated and sensational investigative programming, such as Ancient Aliens, UFO Hunters, Brad Meltzer’s Decoded and the Nostradamus Effect. International localized versions of History are available, in various forms, in India, Canada, Europe, Australia, Middle East, Africa, and Latin America. The first European version was launched in Scandinavia in 1997 by Viasat which now operates their own channel, Viasat History.
Trip Advisor American travel website company providing reviews of travel-related content. It also includes interactive travel forums. TripAdvisor was an early adopter of user-generated content. The website services are free to users, who provide most of the content, and the website is supported by advertising. (ISEP) Founded in 1979, they’ve grown from a small non-profit organization into one of the largest study abroad membership networks in the world. As a trusted educational community, ISEP are committed to helping students overcome the financial and academic barriers to study abroad. In partnership with their member institutions, they’re able to connect students to high-quality, academic programs at more than 300 universities in over 50 countries.
Expedia Expedia, Inc. is an American travel company that owns and operates several international global online travel brands, primarily travel fare aggregator websites and travel metasearch engines including Expedia.com, Hotels.com, Hotwire. com, trivago, Venere.com, Travelocity, Orbitz, and HomeAway.
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Below is a list of companies that have been providing cultural experiences longer than Pan Am has and have a wide audience. Therefor, Pan Am has to provide winder and more exciting learning opportunities.
ILI The International Language Institute (ILI) was founded in 1970 when it began its operations with four English as a Second Language (ESL) teachers and about 15 students. Over the past 45 years, our company has seen steady growth and developed a strong reputation around the world and locally for quality language training and academic preparation at a superior value. Nafsa Association of International Educators is the world’s largest nonprofit association dedicated to international education and exchange. NAFSA’s 10,000 members are located at more than 3,500 institutions worldwide, in over 150 countries. NAFSA is the largest association of professionals committed exclusively to advancing international higher education. The association provides leadership to its diverse constituencies through establishing principles of good practice and providing professional development opportunities. NAFSA encourages networking among professionals, convenes conferences and collaborative dialogues, and promotes research and knowledge creation to strengthen and serve the field. Intercultural Center, USF As a part of the Cultural Centers, the Intercultural Center provides a welcoming space on campus for students to explore their identities, find community, and work towards social justice. The programs center on racial and ethnic identity, and also provide perspectives on multiple aspects of identity. Inter-cultural Center programs focus on the exploration of culture and its relationship to other aspects of identity. Through the use of workshops, presentations, and dialogue, the Inter-cultural Center provides both current and historical perspectives on the experiences of communities of color.
Queer Cultural Center The Queer Cultural Center was founded in 1993, Qcc is a multiracial community-building organization that fosters the artistic, economic and cultural development of San Francisco’s LGBT community. We implement our mission by operating programs that commission and present Queer artists, that promote the development of culturally diverse Queer arts organizations and that document significant Queer arts events taking place in San Francisco. By presenting, exhibiting, screening and documenting queer artists’ work, Qcc contributes to the development of a multicultural perspective on the LGBT experience. International Culinary Center ICC The International Culinary Center was founded as The French Culinary Institute by Dorothy Cann Hamilton in 1984 and has campuses in New York City and the San Francisco Bay Area. The facilities include professional kitchens for hands-on cooking and baking classes, specialized wine tasting classrooms, a library, theater, and event spaces. ICC has several renowned chefs as its deans including Jacques Pépin, Jacques Torres, André Soltner, Alain Sailhac, David Kinch, Emily Luchetti, Cesare Casella and José Andrés.
California Music Center When Irving Klein arrived in Northern California and set up his teaching studio in 1971, he brought with him a summer music program that he and his colleagues from the North Carolina School of the Arts had begun several years earlier. The Blue Ridge Music Camp brought students and faculty together in a residential setting for 6 weeks of intensive study and coaching, including private lessons, chamber music, and orchestral ensembles. Center for Media, Religion and Culture The Center for Media, Religion, and Culture is a research center in the University of Colorado’s College of Media, Communication and Information, that aims at cultivating knowledge and promoting research on the representation and interpretation of religion in popular media, both inside and outside the U.S. The center was founded in 2006 by Professor Stewart M. Hoover, a Journalism and Mass Communication faculty known for his work on popular media and religions.
Los Angeles Music Center The Music Center is one of the largest performing arts centers in the United States. Located in downtown Los Angeles, The Music Center is home to the Dorothy Chandler Pavilion, Ahmanson Theater, Mark Taper Forum and Walt Disney Concert Hall. Each year, The Music Center welcomes more than 1.3 million people to performances by its four internationally renowned resident companies: Los Angeles Philharmonic, Los Angeles Opera, Los Angeles Master Chorale, and Center Theatre Group (CTG) as well as performances by the dance series Glorya Kaufman Presents Dance at The Music Center.
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Sources
60 Articles everythingpanam.com content.time.come Photography everythingpanam.com pinterest.com belize-travel-blog.com jacobimages.com worldphoto.org fiftythreemm.com
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All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means—digitally or physically—without permission from the owner This book was designed and printed in San Francisco, CA for a project at the Academy of Art University (AAU) The typefaces used in this book are Lab Grotesque and Chronicle Text
© Alma Kamal, 2017.
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Pan Am, endless journeys leading to discovery.
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