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They were lined up 300 deep before the store opened at 8 a.m.

Fans of Maple Leaf Gardens and Loblaws came to see how Canada’s most famous hockey arena looked now that it’s home to the supermarket chain’s newest urban grocery store.

They came from outside the city, from places like Malton, or from Toronto neighbourhoods, like Forest Hill and Riverdale. Ordinary citizens, hockey players and local politicians were among the first customers.

They weren’t disappointed.

The store, with its soaring ceilings, blonde wood, grey concrete and black tiles, forms a hip urban backdrop to a smorgasbord of fresh and prepared food the company hopes will cement its reputation as a leader in food retailing.

“The Loblaw store you’re about to shop, in our judgment, re-imagines a large urban supermarket at once recognizing the diversity of the neighbourhood that surrounds it and the national significance of the site,” Loblaw executive chairman Galen G. Weston said just prior to the opening.

The store pays homage to its past as Canada’s best known hockey arena, from the original lights, exposed brick and Maple Leaf-shaped wall sculpture in the atrium made from arena seats to the red dot on the floor in aisle 25 that marks centre ice.

But it’s also Loblaw’s biggest bet on its future since Weston took over from his father, W. Galen Weston, five years ago.

The store is the first full-service conventional grocery store the company has built in 12 years, Weston told reporters. It follows an ill-fated expansion into superstores that carried both food and general merchandise.

“I’m a Leaf fan. I’ve been a season ticket holder for over 30 years. I saw games here. This has great memories for me. I’m really happy they left a big historical site,” said Mike Seiden, who lives in Forest Hill but came down to see what the buzz was all about.

“I met Galen Weston. And his wife. I got a picture with him. He was signing autographs,” Seiden added. “He’s a great guy. I love him.”

Paula Firmino and Reg McLean, who live in Toronto’s Riverdale neighborhood, also stopped to congratulate Weston on the store and get their picture taken with him payday loan.

“After all the hype I wanted to see what it was really like. I love it. What they’ve done here is make it an experience to shop,” Firmino said.

“There was such a shortage of grocery stores downtown for many years. Now, with all the condos being built, it’s nice to have a place to walk to and shop, other than those tiny little places everywhere where everything is very expensive and you don’t get much of a selection,” McLean added.

Former city councilor Kyle Rae, who represented the area, said he was delighted with how the store had turned out. “The attention to detail is remarkable. For the community, it’s a real win, a great grocery store. For the rest of the city it’s going to be a destination to come and see what’s been done here.”

Former Toronto Maple Leafs hockey player Dickie Duff recalled how the Gardens was home to him for the 10 years he played with the Leafs in the 1950s and ‘60s.

“The Loblaw guys deserve a lot of credit. They’ve done a super nice job,” said Duff, who clinched the 1962 Stanley Cup for the Leafs when he scored the winning goal against the Chicago Blackhawks in Game 6.

Some of the store’s features, such as its in-house executive chef and kitchen, will be unique to the Gardens location, said Jane Marshall, executive vice-president of Loblaw Properties division.

The kitchen serves the “Canteen,” which serves “prêt-a-manger” style fresh ready made sandwiches and salads.

The store features a sushi bar run by its subsidiary T&T Supermarkets, an Asian food chain.

The store serves a potential market of about 100,000 people, who live in the area, and another 25 to 30 per cent who work in the surrounding office towers and retail outlets, Marshall said.

It’s also the only downtown grocery store with parking, she noted. One of the biggest challenges of the renovation was digging under the building to add 154 underground parking spaces, she said.

At 82,000 square feet, the store is considered large by inner city standards though Loblaw operates bigger stores in suburban markets.

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The newspaper coverage was troubling: London’s huge international showcase was beset by planning problems, local opposition and labor woes _ and the transport was a mess.

It sounds like the 2012 Olympics, but this was the Great Exhibition of 1851 generating stories of late trains, unscrupulous landlords and dangerous overcrowding.

Coverage of the event is found in 4 million pages of newspapers from the 18th and 19th centuries being made available online Tuesday by the British Library, in what head of newspapers Ed King calls “a digital Aladdin’s Cave” for researchers.

The online archive is a partnership between the library and digital publishing firm Brightsolid, which has been scanning 8,000 pages a day from the library’s vast periodical archive for the past year and plans to digitize 40 million pages over the next decade.

A glance at the stories of crime and scandal shows some things haven’t changed _ including grumbling letter-writers complaining about disruption caused by the 1851 exhibition, held inside a specially built Crystal Palace in London’s Hyde Park.

“People were saying, ‘This isn’t good, I can’t ride my horse in Hyde Park,’” said King. One regional newspaper editor complained that the “celebrated p.m. fast train service to London” arrived two hours late and warned visitors “not to trust themselves to the tender mercies of the numerous private housekeepers” renting out rooms at exorbitant prices.

The library hopes the searchable online trove will be a major resource for academics and researchers. The vast majority of the British Library’s 750 million pages of newspapers _ the largest collection in the world _ are currently available only on microfilm or bound in bulky volumes at a newspaper archive in north London, where the yellowing journals cover 20 miles (32 kilometers) of shelves.

“We’ve got 200 years of newspapers locked away,” King said. “We’re trying to open it up to a wider audience.”

There will be a cost to download articles online, though they can be accessed for free at the library’s London reading rooms.

Most of the first batch of 4 million pages are from the 19th century, and include stories about huge international events, freak accidents and local crimes, as well as articles about Victorian celebrities such as Florence Nightingale, whose nursing of troops in the Crimean War made her famous.

There are stories of war and famine, crime and punishment, alongside birth and death notices, family announcements and advertisements for soap, cocoa, marmalade, miracle cures and treatments for baldness.

Crime columns provide a glimpse at rough 19th-century justice. Newspapers printed lists of people transported to Australia for stealing money, silver, cloth, hay and, in one case, “seven cups and five saucers.”

The archive includes national and regional newspapers from Britain and Ireland, as well as more specialized publications. The Cheltenham Looker-On reported on society, fashions and gossip in the genteel English spa town. The Poor Law Unions’ Gazette contained vivid accounts of workhouse life, and descriptions of inmates who had absconded.

King said the library hopes the archive will also help amateur genealogists find information about their ancestors.

Library staff have already highlighted a few links to the famous, including an 1852 appearance in insolvency court by Simon Cowell’s great-great-great grandfather, Michael Gashion, and a local newspaper item about the great-great grandfather of actress Kate Winslet, who was “embedded in a mass of bricks and timber” when a hotel facade fell on him in 1903.

Bob Satchwell of press trade group the Society of Editors welcomed the archive _ some good news for newspapers amid all the negative press from Britain’s ongoing phone hacking scandal.

He said the website “opens up a magical new window on a magnificent treasure trove of real history, recording the lives of ordinary people doing extraordinary things in vibrant communities, rather than merely the cold facts of politics and pestilence.”

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If all goes as planned, the long-vacant Jefferson Arms will pulse with activity after a $106 million transformation that will convert it to a home for hundreds of young educators and a regional headquarters of Teach for America.

Work could begin next summer if McGowan Brothers Development meets its timetable for getting federal new markets tax credits and other public incentives as part of the financing to renovate what is among downtown’s largest empty buildings. Construction would take about 18 months, said Tim McGowan, who runs the company with brothers Bill, Seamus and Sean.

“The plan for the building is pretty much to bring it back to its original form,” McGowan said.

Removal of exterior panels installed in the 1950s on the two lower floors and replication of the terra cotta beneath is part of the plan, he said. McGowan Development also plans to restore the two-level lobby atrium, damaged from a leaky roof, and install a rooftop pool.

Key to the project is the agreement by Teach for America to move its St. Louis operation to the building, which is on the National Register of Historic Places. Scott Baier, the organization’s executive director in St. Louis, said Teach for America had agreed to occupy 5,000 square feet of space at the rehabbed Jefferson Arms. The agreement includes plans to later increase the space by an additional 6,000 square feet. Baier said Teach for America was outgrowing its current office at 1204 Washington Avenue.

Even more important to McGowan Development than filling some office space is the potential of renting hundreds of Jefferson Arms apartments to young teachers. McGowan said those doing their two-year Teach for America commitment to teach in inner-city schools would be able stretch their $36,000 salaries by paying cut-rate rent of about $675 a month for a two-bedroom, two-bathroom loft apartment.

Baier said as many as 150 new teachers would arrive in St. Louis in 2014, when the redone Jefferson Arms should be ready. McGowan said he hopes 250 teachers will eventually live in the building. The rehabbed building would have 450 to 500 apartments. Those not rented to teachers will be offered at market rates, McGowan said.

Pyramid Construction, the once high-flying downtown developer, paid $19 million for Jefferson Arms in 2006 and had planned to convert it to condos for senior housing. Pyramid collapsed in 2008 without starting work on the project although it cleared the building of tenants. Since then, the building has sat empty.

McGowan Development is trying to revive the building with David Jump, the investor who bought the 13-story, 500,000-square-foot building last year. An arm of Citicorp, which foreclosed on the block-wide building in 2009 for $5.5 million, sold it to AB Acres, a corporation held by Jump.

The building occupies a prime spot on Tucker Boulevard and is among downtown’s most historic structures. Built as the Hotel Jefferson, it went up in time for the 1904 World’s Fair. The then-posh, 400-room establishment was the headquarters hotel for the 1904 and 1916 Democratic Party national conventions. It was later expanded to more than 900 rooms and hosted a who’s who of notable visitors for decades before sliding into disrepair.

McGowan said the building’s 360-car garage, part of the hotel’s 1920s expansion and remarkable then for its innovative design, was an important part of the new project. The garage’s parking fees cover the current debt service and taxes on the Jefferson Arms, he said.

But the project is more about people than cars. McGowan said he hoped Teach for America would draw additional education-related nonprofits that would fill one-time hotel space and provide business for a conference center planned in what had been the hotel’s “grand hall.” A charter school would be another welcome component, he said.

Availability of a large conference center would increase the number of meetings Teach for America holds in St. Louis, Baier said. Cost is a big factor, said Baier, adding that a conference site this year in Kansas City was a $55 cab ride from the airport. In comparison, downtown St. Louis has competitive hotel rates and is a $3.75 MetroLink ride from Lambert-St. Louis International Airport, he noted.

Baier said the decision to move to the Jefferson Arms grew out of conversations with U.S. Bancorp’s Community Development Corp., which has invested in several downtown projects. Zack Boyers, the corporation’s chief executive, put Baier in touch with the McGowans.

“For us, it’s a win-win,” Baier said. “We love working with these guys.”

Matt Philpott, director of the development corporation’s New Markets program, said the redone Jefferson Arms “would bring a lot of people and activity to downtown” and increase demand for more services nearby.

The St. Louis project is modeled in part after Teach for America’s home in Baltimore.

Seawall Development of Baltimore spent about $20 million to renovate an abandoned can factory near Johns Hopkins University as Miller’s Court, which houses Teach for America’s Baltimore office, other nonprofits and about 100 apartments. Thibault Manekin, a Seawall principal, said the McGowans visited Miller’s Court this year.

“They spent the day with us, just touring around and brainstorming,” Manekin said.

New markets, plus state and historic preservation tax credits, are essential to such projects, said Manekin, adding that in exchange for incentives, the developments spur neighborhood revitalization.

Miller’s Court, opened in 2009, brought together from across the country new teachers who had been unfamiliar with Baltimore before joining Teach for America. The project also returned an abandoned building to active use and helped revive what had been a “forgotten” neighborhood, Manekin said.

Courtney Cass, Teach for America’s leader in Baltimore, said teachers with her group occupy about 70 apartments at Miller’s Court. The building has a waiting list, she added.

She and Baier said that many teachers stayed in their new cities after they completed their Teach for America work. Some continue to teach; others start businesses. In any event, the young, college-educated people energize their new home cities, Cass and Baier said.

“Getting top talent to stay here is what is really important,” Baier said.

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Virgin America CEO David Cush believes flying doesn’t have to be painful. He remembers when boarding a plane was exciting and wants to bring back that joy.

That is why every job applicant, including pilots, flight attendants and baggage handlers, takes a personality test. He wants employees who are hard-wired with positive outlooks on life.

Virgin America, which is partly owned by Richard Branson, the founder of the edgy British airline Virgin Atlantic, doesn’t aim to be the biggest carrier. It only flies between big cities, such as Los Angeles, Chicago and Boston, serving about 5 million passengers annually _ a tiny fraction of the size of major airlines like Delta and United.

But Cush wants Virgin America to be recognized for superior quality _ and he appears to be succeeding. The airline, based near San Francisco, has routinely ranked at the top of customer surveys.

The past month has been a little rocky, though. Since the airline switched to a new reservation system on Oct. 28, customers have not been able to change or cancel flights online or select seats on Virgin America’s website. Instead, they’ve had to call the airline or wait until they got to the airport. Cush emailed a letter to the 56,000 passengers affected apologizing for the problem and the airline says it hopes to have it fully resolved by the first week in December.

Virgin America’s fleet is made up of brand-new Airbus A319s and A320s, fuel-efficient aircraft that seat 119 and 146. Each is equipped with TVs for every passenger, colorful mood lighting and Wi-Fi. Instead of flight attendants dictating meal times, passengers buy food when they want it by pressing a few buttons on their TV.

“If you talk to people about what is most frustrating about air travel, what comes out is the loss of control,” Cush says. “We’ve been pushing to give people control again.”

Virgin isn’t the first U.S. airline to use TVs and friendly service to attract customers. Cush acknowledges some copying as he works to create the California version of New York-based JetBlue.

“JetBlue came around and had a different type of service. That opened my eyes,” he says.

But his quest to create a fun airline has been stymied by more serious concerns like high fuel prices and a recession whose impact is still being felt.

Since it started flying in August 2007, Virgin America has lost $661.4 million. Cush expects to become profitable in 2012, a year later than originally planned.

The privately held company is owned by a New York hedge fund, Richard Branson’s Virgin Group and private investors, including Donald J. Carty, the former head of American Airlines’ parent company, AMR Corp.

Cush, 51, spent most of his career at American and left to head up Virgin America just four months after the airline started flying.

The Shreveport, La.-native is a graduate of Southern Methodist University _ yet a giant Louisiana State University football fan.

In his spare time, Cush likes to swim and fish. In college, he was a DJ, spinning Bruce Springsteen and Pink Floyd tunes.

Cush visited The Associated Press in New York. Below are excerpts, edited for clarity, of the interview where he spoke about the health of American, his favorite seat and why risk-taking is necessary to survive.

Q: How is Virgin America different?

A: The biggest difference is our in-flight entertainment system. It’s a nine-inch screen _ larger than JetBlue. We’ve got live TV, on-demand movies, about 3,000 MP3s. We have food and drink on-demand. We’re the only airline in the world that has it. You order from the seatback, swipe your credit card. They see seat 12C wants a turkey sandwich and a Heineken and bring it to you on a tray. Carts aren’t blocking the aisles.

Q: Who came up with that?

A: This was designed before my time but as I tell people, as time goes on and memories fade it will become my idea.

Q: How much more are people willing to pay for these services?

A: The model is getting them to pay the same amount with a much lower production cost.

Q: How can you attract business travelers when your miles can’t be redeemed for Hawaii, Europe or other places you don’t serve?

A: The mile problem will be solved early next year. We have basic agreements with Virgin Atlantic and Virgin Australia that will be fully reciprocal. We also have agreements with Cathay Pacific, Singapore and Emirates that will develop into frequent flier relationships.

Q: In Dallas, you’re telling fliers to “dump your older airline for a younger, hotter one.” American responded by slashing fares to San Francisco and Los Angeles. Can you survive this fare war?

A: We’ll survive. At current fares, it will not be a profitable route but it wouldn’t be such a loss-making one where we would consider any type of reduction. You have to be in Dallas-Fort Worth if you’re going to be a business airline.

Q: In one ad you refer to American as running a cattle car. If you feel that way, how could you have worked there for 22 years?

A: It wasn’t always that way. The industry, out of survival, did a lot of things. One of the reasons I left was because I didn’t think the industry had to operate that way.

Q: Why did you get into the business?

A: I don’t think anyone knows why they get in unless they are a pilot or an aviation enthusiast. I wanted to live in Dallas. American was a big employer. Young, single, the ability to fly around anywhere you wanted to, it all sounded pretty good. Once you get in, you find it so intellectually demanding that you can’t see yourself doing anything else.

Q: Do you think that American is on the right path?

A: It’s hard to tell. There’s a culture there that is perhaps a bit risk-averse. In the past, it was always an airline that was willing to accept risk. The industry’s consolidated around it and all of a sudden American finds itself in third place. I don’t know if they have the answer. I do know their top guys. They’re smart, capable but at some point you need to stick your neck out a little bit if you’re going to get out of a rut.

Q: Are you a risk-taker?

A: Absolutely. But I don’t take unnecessary risk and I always have an exit strategy.

Q: Mile for mile, airplanes burn more fuel than cars, trucks or trains. Do you think this poses a problem for the industry?

A: If we don’t find a way to clean up air travel, we’ll become a pariah. We’ll be what the coal companies used to be.

Q: You’re in 14 markets. Where would you like to fly to next?

A: We’ve been trying to get into Newark, (N.J.) since the day we started. This is a huge policy issue _ slots and gates are tied up by legacy carriers. The economics of keeping us out of Newark are huge for United so they’ll fly unprofitable (regional jets) just to occupy slots. When we go into markets, fares drop by 30 or 40 percent.

Q: When you fly your own airline you always pick the second row of coach. Why?

A: I get to watch the interaction between our in-flight teammates and the customers in first. It’s a nice seat, 4A.

Q: A window.

A: I’m a window guy. Our in-flight entertainment system has Google Maps. You zoom in when you see something on the ground you’re interested in.

Q: How would you describe yourself as a boss?

A: I’m probably a tough guy to work for. I’m pretty demanding and part of the reason is the airline business is a demanding business. We have very little margin for error in building this into a successful company. We have 2,500 people that rely on us for a paycheck.

Q: Do you ever get overshadowed by Richard Branson?

A: All the time. People want to talk to him, they want to see him. When he’s around, I’m just the hired help.

Q: How much patience do you have for unprofitable routes?

A: We stopped service to two different places. One because we needed the aircraft, that was Orange County, (Calif.). We didn’t see that as a big strategic need. The other is Toronto. We misjudged the market.

Q: Did you fire the guy who pushed that route?

A: That was me, so no.

Q: In ten years, do you see Virgin America being a full-blown national airline?

A: That’s not our goal. The biggest discipline we need to have is not outgrowing the model. That means maybe 100, 150 aircraft, probably no more. The goal would be to be consistently profitable, the highest quality airline where we can hopefully make a few hours of people’s day a little bit nicer.

Q: Will you go public?

A: As much as it’s nice being private _ because you don’t have to manage to the short term and there are a lot of burdensome regulations that come from being public _ ultimately we need to (do an initial public offering.) It’s a capital-intensive business. We need to tap public markets and our investors want to take some money off the table. It could be 2013 if the market is ready.

Q: How do you unwind after leaving the office?

A: I do a lot of yoga. It’s a nice way to separate the mind from what you’ve gone through all day.

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Concordia honored

LONDON — The collapse of talks aimed at reducing the staggering U.S. budget deficit weighed on world markets Tuesday but failed to stifle a rebound in Europe.

Stocks took a pummeling on Monday after a so-called supercommittee in Congress failed to reach a deal to cut the U.S. federal budget deficit by $1.2 trillion over 10 years. While not entirely unexpected, the failure heightened worries that political bickering — in the U.S. and Europe — will hurt efforts to cut debt during a period of declining economic growth.

European countries are locked in a debate over how to provide a lasting solution to their debt crisis, which is causing borrowing rates to rise to dangerous highs for ever-larger countries.

Many countries would like the European Central Bank to step up its bond purchases, which have the effect of keeping down borrowing rates. It currently buys bonds in limited amounts, but experts say it needs to expand the program significantly if it is to be effective.

Germany, however, opposes such a move for fear it would create inflation and saddle the central bank with bad loans.

Berlin is also against issuing eurobonds — debt backed by all 17 eurozone nations — that the European Commission is pushing for this week. Chancellor Angela Merkel is worried it would expose German taxpayers to irresponsible spending in other countries and erode pressure on governments to reform their economies.

As the leaders struggle to find common ground, the markets remained on edge.

Spain was forced to pay sharply higher interest rates in an auction of short-term debt, suggesting investor remain wary of the country’s financial prospects despite a new, center-right government coming to power this week.

European stocks were up slightly after huge losses on Monday, as some investors sought bargains. Britain’s FTSE 100 added 0.6 percent to 5,251.46 while Germany’s DAX rose 1.1 percent to 5,664.73 and France’s CAC-40 gained 1.0 percent to 2,922.81.

Wall Street was headed for a soft opening, with Dow Jones industrial futures flat to 11,519 and S&P 500 futures up 0.5 percent at 1,196.

Shares in Asia struggled to make headway after Monday’s losses on Wall Street. Japan’s Nikkei 225 index fell 0.4 percent to 8,314.74, its lowest close since March 2009.

Australia’s S&P/ASX 200 dropped 0.7 percent to 4,133. China’s Shanghai Composite Index edged 0.1 percent lower to 2,412.63. Benchmarks in Taiwan, Malaysia and New Zealand also fell.

But Hong Kong’s Hang Seng erased early losses, rising 0.1 percent to end at 18,251.59 and South Korea’s Kospi index rose 0.3 percent to 1,826.28.

Clouds are gathering in Asia, where Singapore — seen as a bellwether of Western demand because of its very high reliance on trade — said Monday its economy would likely suffer a sharp slowdown in 2012 as export orders from developed countries wane.

“I think we are looking at maybe 2 percent growth for the entire world. For a normal year, global economic growth will be like 4 percent, but now it has to revise down to about 2 percent, so you are taking out a big chunk of the GDP … around the world,” said Francis Lun, managing director of Lyncean Holdings in Hong Kong.

Losses among Asian stocks were broad-based and included banks and consumer shares.

Hong Kong-listed China Construction Bank and Australia & New Zealand Banking Group both fell 1.1 percent. Hong Kong-listed GOME Electrical Appliances slid 1.9 percent and China Garments Co. lost 2.3 percent.

Mainland Chinese shares in power, food and travel companies led the gains while shares in chemical, aviation and auto companies weakened. Air China Ltd. lost 5.5 percent while Bright Food (Group) Co. gained 3 percent.

In currency trading, the euro rose to $1.3533 from $1.3496 late Monday in New York. The dollar was roughly unchanged at 76.93 yen.

Benchmark crude for January delivery was up 93 cents at $97.85 a barrel in electronic trading on the New York Mercantile Exchange. The contract fell 75 cents to settle at $96.92 in New York on Monday.

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Tropical Storm Kenneth is strengthening in the eastern Pacific Ocean, with forecasters calling it a rare late-season tropical storm.

The U.S. National Hurricane Center in Miami said Sunday that Kenneth had maximum sustained winds near 50 mph (85 kph). The storm was centered about 505 miles (810 kilometers) south of Manzanillo, Mexico, but was moving away from the coast.

Projections show Kenneth moving west out to sea, away from land, over the next several days.

The eastern Pacific hurricane season ends Nov. 30.

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Boeing is starting to fly right.

An Indonesian airline’s commitment to buy $21.7 billion worth of new planes is the latest good news for the company after a year when some things could have gone better.

Earlier this week, Emirates Airlines ordered $18 billion worth of 777s. Both deals come shortly after Boeing finally began delivering its two newest planes, the next-generation 787 and the latest version of the iconic 747.

Just a year ago, the outlook was dicier.

The new 787 was already running nearly three years late when an electrical fire on a test plane in November 2010 forced it to suspend flight tests. The revamped 747 was running late, too. And Airbus announced plans to put a new engine on its A320, making the plane more fuel efficient and a more potent competitor to Boeing’s 737.

The Airbus move forced Boeing to switch gears and offer a new-engine version of its 737 rather than build an all-new plane as it had originally expected to do.

Boeing needed some successes, and it found them in Asia and the Middle East, where rising wealth is turning more people into travelers.

Boeing expects demand for 11,450 planes in the Asia-Pacific region over the next 20 years, more than in any other part of the world. That number includes planes made by Boeing and competitors such as Airbus and new entrants into the market. Airbus has already booked 1,268 firm orders for its A320neo, so named for its “new engine option.”

The commitment by Indonesia’s Lion Air announced on Thursday is for 230 Boeing 737s. Lion Air also has options for 150 more planes, valued at $14 billion, bringing the deal’s total potential value to $35 billion.

The order would be Boeing’s largest ever in terms of both volume and dollars.

“This order is a big deal,” RBC Capital Markets analyst Robert Stallard wrote in a research note to clients. The deal “gives a meaningful boost to Boeing’s backlog.”

Most of the planes are the 737 Max, a new version of Boeing’s most popular plane with more fuel-efficient engines. It won’t be delivered to its first customer until 2017. Boeing has said it has about 600 commitments for the 737 Max.

But the Lion Air deal is not a certainty. The airline still has to finalize the order, and it’s struggling no teletrek payday advance. The Jakarta Post reported in August that Lion Air was ordered to ground 13 planes so it would have more in reserve because it had too many late flights.

“There’s always a risk that a deal’s going to fall through,” Citi analyst Jason Gursky said. “It’s a brutal industry, and when we go through periods of slower economic growth, there will be failures. It’s Boeing’s job to pick the winners and losers. But I think they’re pretty agnostic right now as to who they sell to.”

Gursky said Boeing went on “order holiday” in 2011 because it didn’t have a product to sell. That has changed now that it decided to put a new engine on the 737. He expects Boeing’s deliveries to increase by 27 percent next year, compared with a 9 percent increase at Airbus.

“That’s why we think this year is going to be the year of Boeing,” he said.

Even before Lion Air announced its plans, Boeing has been ramping up production to try to meet demand for the 737 as well as the 777, a larger plane used mostly on international routes. It already has a backlog of 2,191 737s that have been ordered by airlines around the world but not yet built.

Boeing already completes about one 737 every day in Renton, Wash. It is raising that to 42 per month in 2014. It has not yet said whether the 737 Max will be assembled in Renton or somewhere else, perhaps in South Carolina, where it is opening a second assembly line for its new 787.

Boeing already employs some 80,000 people in Washington state. Gursky, the analyst, has written that the biggest risk to Boeing’s planned rate increases appears to be its ability to hire the thousands of new workers it will need.

Lion Air already has orders for 125 more Boeing 737-900ERs. Its fleet currently stands at 73 planes, according to Airfleets.net. Sixty-five of those are Boeing 737s.

Also Thursday, Boeing said that aircraft leasing company Aviation Capital Group had ordered 20 of its 737-800s and committed to buy 35 of the planned 737 Max.

Shares of Chicago-based Boeing fell 25 cents Thursday to close at $66.09.

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ROME

Prime Minister-designate Mario Monti of Italy says he is ready to present his new government to the president on Wednesday after winning wide backing from political, business and union leaders.

Monti expressed his “serenity” and “conviction” in Italy’s ability to overcome the difficult phase of its economic crisis. He told reporters Tuesday evening that he had received assurances from various parties that they would endure sacrifices for the greater good of the country.

The economics professor tapped to head Italy’s next government has been holding intense talks for two days, seeking support for his mission to steer the eurozone’s third-largest economy through its debt crisis.

Monti’s government must then win confidence votes in both houses of Parliament, expected later this week.

THIS IS A BREAKING NEWS UPDATE. Check back soon for further information. AP’s earlier story is below.

ROME (AP) _ Italy’s prime minister-designate is ready to present his new government on Wednesday after winning wide backing from political, business and union leaders for his Cabinet and economic reforms during intense consultations aimed at steering the euro zone’s third-largest economy through its debt crisis.

Italian news reports said Monti would present details of his government on Wednesday morning. Monti’s government must then win confidence votes in both houses of Parliament, expected this week.

Monti, a respected economist and former European commissioner, is under pressure to quickly reassure markets that Italy will avoid a default that could tear apart the 17 countries that use the euro currency and push the global economy back into recession.

Monti, 68, has already shown his determination to press through deep reforms by making it clear he intends to serve until regularly scheduled elections in 2013, rejecting calls for an early vote.

On Tuesday, after rounds of meetings, Monti garnered support from the center-left Democratic Party, Silvio Berlusconi’s People of Freedom party and the Confindustria, a powerful business lobby.

“We strongly support the birth of this government because for us it is the last chance to regain credibility,” Confindustria leader Emma Marcegaglia said.

Union leader Raffaele Bonanni said Monti was close to completing his Cabinet at the time of their meeting Tuesday afternoon.

“Monti told us that he has reached an agreement with the main political forces that will give him a consistent parliamentary majority that will support him and he will very quickly be in a position to present the list of ministers,” said Bonanni, leader of the powerful CISL union no credit check payday loans.

Despite reports of progress, European markets closed lower Tuesday as investors worried that politicians might pull their support in the future if austerity measures proved unpalatable.

Amid the uncertainty, the yield on Italy’s 10-year bonds jumped again to 6.94 percent. Last week’s spike above 7 percent _ a level considered unsustainable in the long term _ raised fears Italy would eventually need a bailout like Greece, Ireland and Portugal.

But a financial debacle in Italy raises a whole new set of problems, because the country is considered too big for Europe to bail out.

Monti was asked to form a government Sunday after Berlusconi resigned amid weeks of market turmoil over Italy’s stagnant growth and high public debt, which at euro1.9 trillion ($2.6 trillion) is nearly 120 percent of GDP.

Many of those debts are coming due soon, with Italy having to roll over more than euro300 billion ($410 billion) of its debts next year alone.

Monti met Tuesday with the head of the Democratic Party and Angelino Alfano, leader of the Peoples of Freedom party.

“We think, in light of the facts and after this latest conversation, that Professor Monti’s attempts are destined to turn out well,” Alfano told reporters afterward.

Previously, his party had conditioned its support on the shape of Monti’s cabinet, his government agenda and the duration of his term.

Pierluigi Bersani, head of the Democratic Party, pledged support and placed no timeframe on Monti’s tenure.

Only the Northern League, Berlusconi’s allies, have refused to support his government. They wanted early elections this spring, something Monti has rejected.

The EU, meanwhile, says said new measures will be necessary for Italy to balance its budget as promised by 2013. The eurozone avoided contracting in the third quarter, thanks mainly to Germany and France, but is widely expected to fall into recession imminently as a result of its raging debt crisis.

Monti says Italians will have to make some sacrifices to get through the crisis but “not tears and blood.”

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