## Before the United States Department of Transportation

July 12, 2011

Proposal to Provide Essential

Air Service at

El Dorado, Arkansas

Harrison, Arkansas

Hot Springs, Arkansas

Jonesboro, Arkansas

Under 49 U.S.C. 41731 et seq. Docket OST 1997

- 2935

Proposal of SeaPort Airlines, Inc.

to Provide Essential Air Service

Pursuant to Order 2011

- 6

- 25, SeaPort Airlines, Inc. ( “ SeaPort ” ) respectfully submits this

proposal to continue to provide subsidized essent ial air service to the communities and

residents of El Dorado, Harrison, Hot Springs, and Jonesboro, Arkansas.

Correspondence regarding this proposal should be directed to:

Rob McKinney

President

SeaPort Airlines, Inc.

7505 NE Airport Way

Portland, OR 97218

(971) 340

- 1711

www.seaportairlines.com

Background

By Order 2009

- 6

- 25, the Department selected SeaPort Airlines to provide essential air

service at El Dorado, Harrison, Hot Springs, and Jonesboro, Arkansas. The expiration

date of the EAS contract is October 30, 2011.

In anticipation of that expiration, on April 15, 2011, the Department issued order 2011

- 4

- 15 requesting proposals for essential air s ervice at the above referenced cities in

Arkansas. On May 25, 2011, SeaPort Airlines submitted a timely response that included

separate two

- year and four

- year option s for each of the communities. There was no

assertion in SeaPort’s proposal that it was pre sented as an “all or nothing” bid. In fact, it

was SeaPort’s intention that each community proposal was to stand on its own.2

Docket 1997

- 2935

July 21, 2011 The Department posted in the docket SeaPort’s proposal as well as the proposals of two

other airlines, one of which subsequent ly withdrew its proposal. Although not invited to

do so, the communities of El Dorado and Harrison submitted written responses urging

the Department to re

- select SeaPort as the communities’ essential air service provider

for the next term (see Exhibit A).

By Order 2011

- 6

- 25, the Department noted that the subsidy proposals for the

communities of Hot Springs and Jonesboro exceed the $200 per passenger cap and

stated that carriers did not address the per passenger subsidy issue “either with lower

subsidy requ irements or specific plans to address the issue at Hot Springs or

Jonesboro... ” Although the Department’s concern was focused solely on those two

communities, it not only rejected the proposals for those two communities, it inexplicably

re

- solicited proposa ls for El Dorado and Harrison, which were not implicated by the per

passenger subsidy issue.

While SeaPort recognizes that the Department retains discretion on how to proc e ed with

EAS proposals, we submit that the process employed in this docket undermi nes the

integrity of the carrier

- selection process. The foundation of the Department ’ s EAS

selection process is essentially a blind bid process involving contemporaneous “best and

final” submissions to the DOT staff which then publishes the submissions in the docket

at the same time. That process ensures that applicants do not see other carrier

proposals before filing with DOT to avoid allowing applicants to tailor their proposal to

“beat the competition.” In this case, we believe it would have been better if the

Department resolicited bids before having disclosed the bids in the public document. We

believe that SeaPort, as the incumbent, is particularly adversely impacted by the

Department’s resolicitation of bids, particularly with respect to El Dorado and Harrison,

were not subject to the per passenger cap.

Notwithstanding the foregoing, SeaPort hereby submits its proposals for each

community independently to enable it to continue the reliable and affordable air service it

ha s been providing for the past 20 months.

Traffic Improvements

The four communities in this docket went without any air service for over sixteen (16)

months, and suffered inferior air service prior to this hiatus. This past service history put

SeaPort, as the new provider of essential air service in these communities, at a

disadvantage. SeaPort spent its first year in the Arkansas communities reestablishing

affordable air service that residents and businesses could trust and upon which they

could rely.

SeaPort’s efforts are yielding results as evidenced by enplanemen ts during the month of

June 2011 compared to the same period one year prior. Enplanements in El Dorado

increased by 26%, in Hot Springs by 4%, in Harrison by 67%, and in Jonesboro by

192%. The Company is confident that these are not anomalies, but rather i ndicative of a

trend directly related to SeaPort’s service and demonstrated commitment to the

communities.3

Docket 1997

- 2935

July 21, 2011 This is best reflected in the bar chart below which shows Compound Annual Growth

Rate (CAGR) for enplanements at each of the Arkansas communities from March 2010

through June 2011. This growth was not shown in the Department’s order re

- soliciting

proposals for these communities, which included passenger data for only the first 15

months of Seaport’s service, ending January 31, 2011.

Based on the above data, it is clear that SeaPort is experiencing success in

reestablishing air service in these communities. SeaPort also believes that it is

reasonable to expect that enplanement numbers will continue to incr ease at a rate that

will meet (or exceed) the projections in this proposal. In fact, SeaPort is basing its

subsidy proposal on its reasonable expectation that traffic will in fact increase over the

next term.

A n important contributing factor to the incre ase in enplanements has been SeaPort’s

willingness to work with our community partners to ensure that air service is responsive

to their needs. Illustrating this was the Company’s add ition of service to destinations and

connecting hubs as additive alternat ives to Memphis International Airport (MEM).

Harrison and Jonesboro have enjoyed access to Kansas City International Airport (MCI)

over the past few months. Unlike MEM, MCI is not dominated by a single carrier

, and

therefore has stronger competitive dynami c s resulting in lower fares to connecting

markets. This is reflected on the bar chart on the next page.4

Docket 1997

- 2935

July 21, 2011 SeaPort believes the stronger pricing environment at MCI has positively contributed to

recent enplanement growth and the Company intends to expand this practice.

To this point, e ffective July 18, 2011, with the support of the communities , SeaPort

Airlines will initiate nonstop and d irect service from El Dorado, Hot Springs, and Harrison

to Dallas Love Field (in addition to MEM) that will provide access to the Dallas

- Fort

Worth metroplex and to Southwest Airlines, the nation’s largest low

- fare carrier. 1

Schedule Enhancements

While alternative connecting points (i.e., MCI, DAL, and STL) where customers can

access the national air transportation system have be en noted to this point, SeaPort

remains committed to Memphis as an integral part of its network. A key component of

this propos al is adjustments to the Company’s schedule that better aligns with the

connecting banks of Delta Air Lines flights at Memphis International Airport. This is

illustrated on the graphic on the next page.

1 While SeaPort Airlines (along with every other U.S. based airline) does not have an interline ticketing and

baggage agreement with Southwest Airlines, Internet sav v y consumers figured out long ago how to build

“end to end” connecting itineraries with this carrier , as well as others.5

Docket 1997

- 2935

July 21, 2011 With the exception of Jonesboro, each of the Arkansas communities hits at least one

arrival and departure bank of flights at Memphis ensuring good connectivity throughout

the nation. In the case of Jonesboro, as outlined later in this proposal, SeaPort bel ieves

that enplanement improvements will result by refocusing that community’s connecting

portal to the air transportation system from MEM to Lambert International Airport in St.

Louis.

Marketing Plan

In February 2010 , the Department awarded the communities of Harrison, El Dorado, and

Jonesboro a grant in the amount of $150,000 under the Small Community Air Service

Development (SCASD) Program , with an additional $15,000 in matching community

funds

. 2

There was delay in deciding on how best t o use this money, but consensus was reached

and these funds are presently being used i n a mix of traditional marketing outlets,

including billboards in each community, newspapers, radio in all markets, monthly print

advertisements in local magazines, and d irect mail pieces with codes for promotional

fares.

2 Order 2010

- 2

- 126

Docket 1997

- 2935

July 21, 2011 Other marketing activities SeaPort has implemented that will help increase traffic at each

of the communities and help address the per cap subsidy issue at Hot Springs and

Jonesboro include the followi ng:

Online Advertising

Current trends in consumer behavior demonstrate that the Internet is increasingly used

by consumers as a major, if not primary, resource for travel information & booking

reservations. With this in mind, SeaPort Airlines has implem ented an aggressive online

marketing campaign with plans to expand reach & visibility through a variety of channels.

Factoring in the positive trends that SeaPort has experienced in the Arkansas

communities during the past six months, the company anticipa tes that such activities will

contribute positively to maintaining recent enplanement trends.

 Website: The majority of SeaPort pas senger’s book their reservations through the

Company’s websit e ( www.SeaPortAir.com ) which is currently undergoing a

comprehensive redesign intended to improve user navigation, reduce bounce rates,

and facilit ate an easier booking process. The new site will feature more user

- friendly

content, and is anticipated to include resources such a s destination pages and an

itinerary building search engine, allowing users to book complete itineraries including

connections on other carriers . The new site will also be compatible with mobile

phones for the conveni ence of mobile phone bookings and optim ized to enhance its

plac ement in organic search results further ing our reach into the online community.

 Online B log. In January 2011, SeaPort Airlines launched a well

- optimized blog

(“The SeaPort RePort”) to strengthen our online presence. SeaPort has used this

blog to increase brand awarenes s, promote the Company’s service, and implement

unique promotions targeting specific markets, including the Arkansas communities in

this docket. Unique site visits and the “opt

- in” subscriber base continue to climb as

we build content.

 Online Booking P ortal. In 2011, SeaPort developed a “stand alone” booking engine

that can be easily im bedded in any outside website or social media site for direct

booking on any SeaPort Airlines flight . This booking engine has bee n distributed to

each website of each Arkansas airport included in this docket

, as well as the local

Chamber of Commerce and several local travel/hotel websites in each community

. The Company intends to continue distribution of this portal to local travel and event

sites (i.e., festivals, sporting events, etc.) to ease the reservation process and

encourage use of the airport in each Arkansas community.

 Social M edia Strategy

. From 2010

- 2011, SeaPort Airlines has managed a

successful social media campaign, allowing the Company to dynamically engage our

Arkansas customers in a two

- way conversation through sites like Facebook, Twitter,

FourSquare & LinkedIn

. We have found social m edia to be an excellent tool for

generating passenger referrals and information sharing, and intend to enhance this

effort through availabilit y of our direct booking portal combined with community

targeted advertising.7

Docket 1997

- 2935

July 21, 2011  Online Local L istings. SeaPort Airlines has implemented a campaign to create

online business listings for each community

. Establishing local business listings

online for each market in Arkansas will be vital to increasing visibility in local search

results and we believe that th is will further optimize use of the SeaPort Airlines

website.

Incentive P rograms

SeaPort Airlines has implemented loyalty programs and corporate accounts to generate

repeat business by providing incentives to passengers at local airports, including Hot

Springs, El Dorado, Harrison, and Jonesboro. These include:

 Corporate Value Accounts. SeaPort encourage s businesses to make a long

- term

investment in Arkansas air serv ice by offering Corporate Value Accounts that provide

a variety of benefits and saving s , including 5 %

- 15% reductions off published fares.

 FlyerFlex Customer Rewards

. During 2011, SeaPort launched a new and im proved

customer loyalty program called “ FlyerFlex .” This program, which is available to all

passengers including those in the Arkansas communities in this docket, provides the

following benefits:

• Free flights

• Fee waivers

• Bonus points

• Gift memberships

• Personalized cards or bag tags

SeaPort anticipates rolling out phase two of the FlyerFlex program by the end of 2Q

2012 that will include a wider choice of travel rewards. It is important to note that this

program is new throughout our system, but is expected to cultivate new and repeat

business in the Arkansas communities in this docket.

Other Promotion al Activities

SeaPort Airlines has offered various promotions in each of the Arkansas communities, a

practice that we intend to carry f orward into the next EAS term. First Time Flyer specials,

contests/sweepstakes, promo tional codes, and SeaPort branded item giveaways a re just

a few examples of promotions that have brought SeaPort new customers. Other

promotional activities include :

 Local Event M arketing. Establishing a presence through visible participation in local

events has been tremendously successful for both lega cy and low

- cost airlines and

SeaPort has implemented a similar strategy, taking full advantage of such

opportunities to engage and educate consumers and com munity partners. These

activities have ranged from SeaPort Airlines community egg hunts to presentin g at

business expos to hosting “ after hours ” events at local Chamber of Commerce

meetings. The Company plans significant continued event marketing over the next

24 months.8

Docket 1997

- 2935

July 21, 2011  Cooperative L ocal M arketing. SeaPort has recently obtained the capability to

create travel packa ges with other local businesses and the company is formulating a

detailed plan to offer packaging with hotels, spas, and local attractions. The

Company intends that Arkansas communities of Hot Springs, El Dorado, Harrison

and Jonesboro w ill be offered destinations, along with “weekend getaway” packages

to each of the hubs served from these communities.

Enhanced Distribution

Since the time of inception of this service, SeaPort has invested heavily in improving our

inventory distribution abilities. We are now in all five major global distribution systems.

We have distribution on all major online travel agencies and meta

- searchers. SeaPort

has an interline ticketing agreement with US Airways (which serves MCI

, MEM

, and

STL ) and the Company has placed additional interline agreements among its highest

priorities for the balance of 2011.

Clearly, SeaPort has implemented a comprehensive marketing program that, with the

aid of SCASD grant funds, has contributed to dramatic passenger growth duri ng the past

six months. SeaPort strongly believes that by building on this foundation we can

continue to increase enplanement levels at each of the Arkansas communities included

in this docket.

Examples of marketing materials and activities referenced abo ve are provided in Exhibit

B of this proposal.

Service Proposal

SeaPort Airlines is submitting proposals for each community on an individual and stand

alone basis for a two

- year term

.

At the proposed service levels, the Company’s margin is very small and we are

concerned about significant cost inflation in coming years that might outstrip increased

traffic and reasonable fare increases. However, SeaPort is offering the Department the

op tion to contract the proposed annual subsidy for any of these cities for a four year

period.9

Docket 1997

- 2935

July 21, 2011 

## El Dorado/Camden

SeaPort proposes two daily round trips from El Dorado (ELD) to Dallas, TX (DAL), and

one daily round trip from El Dorado to Memphis (MEM). This service would be six (6)

days per week resulting in eighteen (18) total round trips just as the community w ill be

receiving July 15, 2011. El Dorado has seen a continual increase in enplanements. As

illustrated on the graph below. 3



## Seaport Airlines Enplanement Trend: El Dorado/Camden, AR

March 2010

– June 2011

This improvement represents only passengers traveling to Memphis. As has been

experienced at Harrison, as result of the additional option of Kansas City, SeaPort

expects tha t the addition of service to a second hub (i.e., Dallas Love Field) for El

Dorado will achieve the passenger and revenue numbers that we propose.

SeaPort is proposing fares as low as $59 each way between El Dorado and Memphis

and as low as $79 each way between El Dorado and Dallas Love Field, inclusive of all

taxes and fees.

3 In reviewing enplanement trends in all of the markets, we would remind the Department that air travel in

the Eastern United States experienced severe disruptions during the December 2010 through February

2011 timeframe due to an unusually “tough” winter. CAGR = + 27.5%10

Docket 1997

- 2935

July 21, 2011 SeaPort Airlines, Inc.

El Dorado/Camden, AR

2 RT ELD

- DAL + 1 RT ELD

- MEM

18 Weekly Round T rips (3 x 6/day week)

Departures 1,825

Block Hours 2,062.5

Projected Annual Passengers 5,500

REVENUES

Operating Revenue $425,410

Other Revenue $4,680

TOTAL Revenue $430,090

EXPENSES

Direct

Insurance $ 73,269

Fuel/Oil $ 860,413

Flying Operations $ 765,363

Maintenance $ 575,689

Total Direct $ 2,274,734

Total Indirect $ 454,947

TOTAL Expenses $ 2,729,681

Operating Loss ($ 2,299,590)

Return (5%) $ 136,484

Annual Compensation Requirement $ 2,436,07411

Docket 1997

- 2935

July 21, 2011 

## Harrison

SeaPort proposes two round trips to Memphis and one round trip to Kansas City (MCI)

per day, six (6) days per week resulting in eighteen (18) round trips per week. Again, the

same as the community is receiving now.

On April 19, 2010, with the permission of the Department, SeaPort added a second hub

to its Harrison service. On August 19, 2010 we added an additional daily round trip from

Harrison to Kansas City at our own risk. Enplanements increased dramatically, and

continue to increase to this day as demonstrated by the traffic nu mbers illustrated on the

graph below.



## Seaport Airlines Enplanement Trend: Harrison , AR

March 2010

– June 2011

On July 15, 2011 , SeaPort will be adding a daily segment from Harrison to Hot Springs

to provide connectivity to Dallas. This same level of service is contemplated in our

calculations for future passenger traffic. The extra and u nsubsidized service is not

included in the cost calculations for this proposal, and associated expenses are being

undertaken at SeaPort’s risk. The increased enplanements are included since the

community would get credit for those passengers regardless of which route they chose.

Once again this demonstrates SeaPort’s unparalled commitment to the success of air

service at these communities.

SeaPort is proposing fares as low as $59 each way between Harrison and Memphis and

as low as $79 each way b etween Harrison and Kansas City, inclusive of all taxes and

fees. CAGR = +44.0 %12

Docket 1997

- 2935

July 21, 2011 SeaPort Airlines, Inc.

Harrison, AR

2 RT HRO

- MEM + 1 RT HRO

- MCI

18 Weekly Round Trips (3 x 6/day week)

Departures 1,825

Block Hours 1,904.3

Projected Annual Passengers 7,000

REVENUES

Operating Revenue $595,791

Other Revenue $6,554

TOTAL Revenue $602,345

EXPENSES

Direct

Insurance $ 67,650

Fuel/Oil $ 794,423

Flying Operations $ 735,489

Maintenance $ 531,536

Total Direct $ 2, 129,098

Total Indirect $ 425,819

TOTAL Expenses $ 2, 129,098

Operating Loss ($ 1,952,572 )

Return (5%) $ 127,746

Annual Compensation Requirement $ 2, 080,31813

Docket 1997

- 2935

July 21, 2011 

## Hot Springs

As pointed out by the Department, Hot Springs enplanement numbers were troubling

through January 31, 2011

. Since then, however, due to the combined efforts of SeaPort

and the community, the traffic numbers have been steadily improving as evidenced on

the graph below.



## Seaport Airlines Enplanement Trend: Hot Springs , AR

March 2010

– June 2011

The addition of service to Dallas, which service commences July 15, was primarily

driven by SeaPort’s desire to increase enplanement levels at Hot Springs. The Company

recognized a year ago that service to Memphis alone was not going to build at a rate

that would be acceptable to DOT upon renewal. We began the effort to reroute to Dallas

a full year ago. It has tak en SeaPort an entire year to accomplish this service change

due to the need to develop a mechanism to address TSA screening requirements.

There is no TSA screening at Hot Springs and therefore we had to develop a special

arrangement at Dallas to provide f or screening of Hot Springs’ pa ssengers on arrival at

Dallas.

There is historic traffic data to indicate that traffic will quickly increase to the level we are

projecting in our proposal. In addition to the Dallas destination, the segment discussed

above connecting Harrison to Hot Springs will also give Hot Springs one stop service to

Kansas City. Seaport feels strongly that offering three hubs to Hot Springs will be a key

to the community’s continued reduction in per passenger subsidy, and eventual future

sustainability.

That being said, we are sensitive to effo rts to reduce the amount of subs idy needed for

this community. Typical language in Essential Air Service RFP’s states that for aircraft

that are less than 15 seats the service proposed should be three (3) non

- stop round trips

per day. To that end we are of fering two options for Hot Springs. The first option

conforms to this directive, and the second, linear flight pattern option does not, but

provides dramatic savings in the requested subsidy without sacrificing available seats

. CAGR = +19.0 %14

Docket 1997

- 2935

July 21, 2011 SeaPort’s proposal is based on offering fares as low as $59 between Hot Springs and

Memphis and as low as $77 between Hot Springs and Dallas Love Field.

 Option One : SeaPort would offer two round trips from Hot Springs to Dallas Love six

day per week, and one round trip from Hot Springs to Memphis six days per week

. These eighteen (18) weekly round trips will be identical to service this community will

receive effective on July 15, 2011.

SeaPort Airlines, Inc.

Hot Springs, Arkansas

2 RT HOT

- DAL + 1 RT HOT

- MEM

18 Weekly Round T rips (3 x 6/day week)

Departures 1,825

Block Hours 2,019.9

Projected Annual Passengers 6,200

REVENUES

Operating Revenue $ 740,425

Other Revenue $ 8,145

TOTAL Revenue $ 748,570

EXPENSES

Direct

Insurance $ 71,757

Fuel/Oil $ 842,647

Flying Operations $ 795,538

Maintenance $ 5 63,801

Total Direct $ 2, 273,743

Total Indirect $ 454,749

TOTAL Expenses $ 2, 728,492

Operating Loss ($ 1, 979,922 )

Return (5%) $ 136,425

Annual Compensation Requirement $ 2, 116,43515

Docket 1997

- 2935

July 21, 2011  Option Two : This option would be similar to option one, except instead of two

nonstop flights to Dallas, SeaPort would offer one non

- stop to Dallas and a second

round trip to Dallas wou ld be a one stop via El Dorado. This option still provides the

community with eighteen (18) round trips per week, however six (6) would be a one

stop instead of a non stop

.

SeaPort Airlines, Inc.

Hot Springs, Arkansas

1x HOT

- DAL + 1x HOT

- ELD

- DAL + 1x HOT

- MEM

18 Weekly Round Trips (3 x 6/day week)

Departures 1,825

Block Hours 1,545.3

Projected Annual Passengers 6,200

REVENUES

Operating Revenue $740,425

Other Revenue $8,145

TOTAL Revenue $748,570

EXPENSES

Direct

Insurance $ 54,898

Fuel/Oil $ 644,676

Flying Operations $ 633,336

Maintenance $ 431,342

Total Direct $ 2,764,252

Total Indirect $ 352,851

TOTAL Expenses $ 2,117,103

Operating Loss ($ 1,368,533)

Return (5%) $ 105,855

Annual Compensation Requirement $ 1,474,38816

Docket 1997

- 2935

July 21, 2011 

## Jonesboro

Rebuilding Jonesboro’s air traffic has been SeaPort’s greatest challenge. On January

30, 2011, with the permission of the Department, the Company began operating one of

the three daily flights bet ween Jonesboro and Kansas City. This new service has had a

dramatic improvement to enplanement numbers, and all of these numbers are

subsequent to those passenger numbers cited by the Department in its request for

proposals. This impact is illustrated on the graph below.



## Seaport Airlines Enplanement Tre nd: Jonesboro , AR

March 2010

– June 2011

As a result of the service pattern changes, per passenger subsidy has been reduced by

roughly 40% and is now in the range of $500 per passenger (down from the approximate

$800 level cited by the Department in this RFP). Although we believe that traffic would

continue to grow for Jonesboro to Kansas City, the distance is considerable, making the

cost of operation for this route high. In an effort to be responsive to the Department’s

request for way s to reduce the cost, SeaPort Airlines is proposing to replace Kansas City

with St. Louis and offer a great er number of flights to STL than to MEM.

SeaPort proposes two round trips from Jones boro to St. Louis, and one round t rip from

Jonesboro to Memphis. This service would be six days per week, resulting in a total of

eighteen round trips weekly. This proposal is based on offering fares as low as $39

between Jonesboro and Memphis and fares as low as $94 between Jonesboro and St.

Louis. CAGR = +89.0 %17

Docket 1997

- 2935

July 21, 2011 SeaPort Airlines, Inc.

Jonesboro , Arkansas

2 RT JBR

- STL + 1 RT J BR

- MEM

18 Weekly Round Trips (3 x 6/day week)

Departures 1,825

Block Hours 1405.4

Projected Annual Passengers 4,000

REVENUES

Operating Revenue $ 371,777

Other Revenue $ 4,089

TOTAL Revenue $ 375,866

EXPENSES

Direct

Insurance $ 49,927

Fuel/Oil $ 586,299

Flying Operations $ 533,159

Maintenance $ 392,283

Total Direct $ 1,561,699

Total Indirect $ 234,251

TOTAL Expenses $ 1,795,920

Operating Loss ($ 1,420,054 )

Return (5%) $ 89,796

Annual Compensation Requirement $ 1, 509,85018

Docket 1997

- 2935

July 21, 2011 Again, these four cities are offered as separate and stand

- alone proposals, under the

single docket OST

- 1997

- 2935.

Respectfully submitted,

Robert L. McKinney

President

SeaPort Airlines, Inc.

ATTACHMENTS

EXHIBIT A

– LETTERS & NEWSCLIPPINGS ENDORSING SEAPORT AIRLINES AS

PROVIDER OF SCHEDULED AIR SERVICE AT ARKANSAS EAS COMMUNITIES

EXHIBIT B

– ILLUSTRATIVE MARKETING MATERIALS19

Docket 1997

- 2935

July 21, 2011 EXHIBIT A

– LETTERS & NEWSCLIPPINGS ENDORSING SEAPORT AIRLINES AS

PROVIDER OF SCHEDULED AIR SERVICE AT ARKANSAS EAS COMMUNITIES20

Docket 1997

- 2935

July 21, 2011 From: Mayor of El Dorado

Sent: Thursday, June 23, 2011 3:39 PM

To: Dennis.DeVany@dot.gov

Cc: ‘ Jeff Teague ’ ; ‘ Henry Florsheim ’

Subject: EAS

Dear Mr. DeVany: Sir, on behalf of the City of ElDorado,AR., our Airport Commission and the

ElDorado Chamber of Commerce,I wish to request that Sea

- Port Airline be granted continued

funding to serve our region. Collectively,we have examined possible service from another air

provider, but believe Sea

- Port provides the best routes and services for our specific needs. Sea

Port has been an excellent on time carrier and has been very proactive in securing a route to the

Dallas/Ft.Worth area that promises to greatly improve our overall boardings. We have excellent

operational relations with Sea

- Port and believe our economy will benefit greatly with their

continued service. We strongly request your support for continued EAS and Sea

- Port Airline.

Res pectfully, Mayor Frank Hash, City of ElDorado,AR.21

Docket 1997

- 2935

July 21, 2011 EXHIBIT B

– ILLUSTRATIVE MARKETING MATERIALS

S creen shot of the current SeaPort website & the approved mock

- up for the new site.

S creen shot of the SeaPort Airlines blog, SeaPort Report.22

Docket 1997

- 2935

July 21, 2011 Screen shots of the SeaPort “stand alone” booking portal on the South Arkansas

Regional and Boone County Regional airport websites.

Printed flyers used to promote SeaPort’s Corporate Value Account and FlyerFlex

frequent flyer programs.23

Docket 1997

- 2935

July 21, 2011 Advertising and other print samples

– Arkansas market specific

Advertising and other print samples

– General SeaPort Airlines24

Docket 1997

- 2935

July 21, 2011 Social Media Activities25

Docket 1997

- 2935

July 21, 2011 

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