Monday, United Airlines (UAUA) announced that its December traffic matched last year's traffic, but that planes were more crowded. Confused? UAUA had fewer flights this year compared to a year ago, so matching traffic from last year meant that the planes had more passengers.

The air carrier announced that paying passengers flew 9.21 billion miles last month and capacity shrank to 11.24 billion available seat miles from 11.60 billion in December 2008. All this totaled up to average occupancy of 81.9%, up from 79.4% a year earlier. Average occupancy for the year increased to 81.2% from 80.4%. Taking regional operations out of the equation, average occupancy on UAUA flights came in at 83%, up from 79.9% in the prior year.

No profit no bonus -- hell, make that no salary. The new CEO of Continental Airlines (CAL), Jeffery Smisek, says he won't take any salary or annual bonus until he brings the airline to profitability.

Smisek took the top job at Continental after the previous CEO, Lawrence Kellner, left the gig to go to a private equity firm. Last year, the firm lost $367 million in the first three quarters. A Thomson Reuters survey of analysts expects a fourth quarter loss of at least $38 million, though they're looking for a profit of at least $190 million for this year. So, Wall Street has already set Smisek's goal for him.

For years, it's been evident that smaller airlines have had an operating advantage, particularly when they use less expensive airports. They've been able to post better numbers as a result, and in the current travel slump, they've outperformed the larger carriers. Well, they've also picked up a considerable amount of market share.

According to a report by USA Today, low cost carriers now have 30% of the market in the United States. Price-sensitive consumers are turning to cheaper alternatives, even if it means (for fliers with elite status) giving up the perks they've earned through years of customer loyalty.

Company attitudes toward social media sites vary. Some swing the doors wide open, allowing employees to tend to their Facebook farms and update Twitter statuses throughout the day. Others lock 'em down, keeping non-business site access to a minimum.

A recent study found that, in the United States, 77% of employees with Facebook accounts check in with the community from the office. And, the amount of time they're spending in this part of the online world is growing. In the United Kingdom, another study found that 57% log in regularly from work, costing their employers 40 minutes a day.

Philip Wicks, a consultant at Morse PLC, a technology research firm in London, "It isn't just something you can do for half an hour during a lunch break but all through the day and because of that, it has a huge impact because people aren't necessarily concentrating on what they should be doing during the day." He estimates that this translates to lost productivity of $2.25 billion a year.

It seems like the obvious move would be to block the sites, but William Beers of PricewaterhouseCoopers disagrees. "Instead of trying to shut it down, I think we should try to embrace these technologies, put in a nice policy that governs it and explain to users the risks related to it, provide some training and then see what business benefits we can have from it," he said.

Across the country, big jets are disappearing -- nudged shoved aside by the little guys, which are cheaper to operate and don't require as many butts to fill seats.

The number of empty seats falls, and revenue per available seat-mile (RASM) goes up. It's pretty straightforward. But, for crowded flights, this could leave a few people stuck without their preferred routes. The alternative, of course, is an unsustainable status quo, in which a few passengers remain happy ... until the airline folds.

American Airlines had yet another difficult quarter, not unexpected in what has become an incredibly deep travel slump. The carrier's parent company, AMR Corp. (NYSE: AMR), reported a third quarter loss of $359 million, largely because there aren't as many business travelers taking to the skies. Corporate travel budgets in all industries are having an effect on all airlines, including AMR.

Revenue plunged 20.2% year-over-year for the third quarter for the nation's second airline. The loss comes after a $31 million gain last year. This quarter's losses would have been slightly better if write-downs for sold or grounded aircraft were excluded -- the loss would have been $265 million (93 cents a share) on revenue of $5.09 billion. With the write-downs, revenue clocked in at $5.13 billion. Cheaper fuel made the quarter a little easier for AMR to bear, as well, with this expense down 47% year-over-year.

If you think all those new airline fees were a temporary measure to help these beleaguered companies through an economic crisis, you're out of your mind. Now that they've had a taste of how much they can make by charging you for an extra bag or a little more leg room, they're hooked. More important, the fees are making up a meaningful portion of airline revenues and profits, so investors aren't likely to be satisfied with a return to normal – well, they can't. Extra fees are the new "normal."