Finding Optimal Airport Hubs
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IATA CLEARING HOUSE PAGE 1 of 21 2021-09-08 14:22 EST Member List Report
IATA CLEARING HOUSE PAGE 1 OF 21 2021-09-08 14:22 EST Member List Report AGREEMENT : Standard PERIOD: P01 September 2021 MEMBER CODE MEMBER NAME ZONE STATUS CATEGORY XB-B72 "INTERAVIA" LIMITED LIABILITY COMPANY B Live Associate Member FV-195 "ROSSIYA AIRLINES" JSC D Live IATA Airline 2I-681 21 AIR LLC C Live ACH XD-A39 617436 BC LTD DBA FREIGHTLINK EXPRESS C Live ACH 4O-837 ABC AEROLINEAS S.A. DE C.V. B Suspended Non-IATA Airline M3-549 ABSA - AEROLINHAS BRASILEIRAS S.A. C Live ACH XB-B11 ACCELYA AMERICA B Live Associate Member XB-B81 ACCELYA FRANCE S.A.S D Live Associate Member XB-B05 ACCELYA MIDDLE EAST FZE B Live Associate Member XB-B40 ACCELYA SOLUTIONS AMERICAS INC B Live Associate Member XB-B52 ACCELYA SOLUTIONS INDIA LTD. D Live Associate Member XB-B28 ACCELYA SOLUTIONS UK LIMITED A Live Associate Member XB-B70 ACCELYA UK LIMITED A Live Associate Member XB-B86 ACCELYA WORLD, S.L.U D Live Associate Member 9B-450 ACCESRAIL AND PARTNER RAILWAYS D Live Associate Member XB-280 ACCOUNTING CENTRE OF CHINA AVIATION B Live Associate Member XB-M30 ACNA D Live Associate Member XB-B31 ADB SAFEGATE AIRPORT SYSTEMS UK LTD. A Live Associate Member JP-165 ADRIA AIRWAYS D.O.O. D Suspended Non-IATA Airline A3-390 AEGEAN AIRLINES S.A. D Live IATA Airline KH-687 AEKO KULA LLC C Live ACH EI-053 AER LINGUS LIMITED B Live IATA Airline XB-B74 AERCAP HOLDINGS NV B Live Associate Member 7T-144 AERO EXPRESS DEL ECUADOR - TRANS AM B Live Non-IATA Airline XB-B13 AERO INDUSTRIAL SALES COMPANY B Live Associate Member P5-845 AERO REPUBLICA S.A. -
Competition for Hub Dominance: Some Implications to Airline Profitability and Enplanement Share
Journal of Aviation/Aerospace Education & Research Volume 2 Number 1 JAAER Fall 1991 Article 5 Fall 1991 Competition for Hub Dominance: Some Implications to Airline Profitability and Enplanement Share Atef Ghobrial Follow this and additional works at: https://commons.erau.edu/jaaer Scholarly Commons Citation Ghobrial, A. (1991). Competition for Hub Dominance: Some Implications to Airline Profitability and Enplanement Share. Journal of Aviation/Aerospace Education & Research, 2(1). https://doi.org/10.15394/ jaaer.1991.1053 This Article is brought to you for free and open access by the Journals at Scholarly Commons. It has been accepted for inclusion in Journal of Aviation/Aerospace Education & Research by an authorized administrator of Scholarly Commons. For more information, please contact [email protected]. Ghobrial: Competition for Hub Dominance: Some Implications to Airline Profi COMPETITION FOR HUB DOMINANCE: SOME IMPLICATIONS TO AIRLINE PROFITABILITY AND ENPLANEMENT SHARE Atef Ghobrial ABSTRACT The phenomenon ofairline competition for hub dominance in terms offrequency concentration has been on the rise since deregulation. Using cross-sectional time-series data, this study explores the impact of hub dominance on airline profitability and enplanement share at the hub airport. The regression analysis finds a significantpositive relationship between airline profitability and hub dominance. The relationship between an airline's share ofpassenger enplanements and its hub dominance seems to follow an S-curve indicating that high frequency shares are associated with even higher enplanement shares, and conversely. INTRODUCTION exists a positive and strong and hub dominance using Deregulation has led to relationship between airline regression analysis. The second radical changes in airline hubbing and profitability. -
Aviation Week & Space Technology
STARTS AFTER PAGE 34 Using AI To Boost How Emirates Is Extending ATM Efficiency Maintenance Intervals ™ $14.95 JANUARY 13-26, 2020 2020 THE YEAR OF SUSTAINABILITY RICH MEDIA EXCLUSIVE Digital Edition Copyright Notice The content contained in this digital edition (“Digital Material”), as well as its selection and arrangement, is owned by Informa. and its affiliated companies, licensors, and suppliers, and is protected by their respective copyright, trademark and other proprietary rights. Upon payment of the subscription price, if applicable, you are hereby authorized to view, download, copy, and print Digital Material solely for your own personal, non-commercial use, provided that by doing any of the foregoing, you acknowledge that (i) you do not and will not acquire any ownership rights of any kind in the Digital Material or any portion thereof, (ii) you must preserve all copyright and other proprietary notices included in any downloaded Digital Material, and (iii) you must comply in all respects with the use restrictions set forth below and in the Informa Privacy Policy and the Informa Terms of Use (the “Use Restrictions”), each of which is hereby incorporated by reference. Any use not in accordance with, and any failure to comply fully with, the Use Restrictions is expressly prohibited by law, and may result in severe civil and criminal penalties. Violators will be prosecuted to the maximum possible extent. You may not modify, publish, license, transmit (including by way of email, facsimile or other electronic means), transfer, sell, reproduce (including by copying or posting on any network computer), create derivative works from, display, store, or in any way exploit, broadcast, disseminate or distribute, in any format or media of any kind, any of the Digital Material, in whole or in part, without the express prior written consent of Informa. -
The Competitive Position of Hub Airports in the Transatlantic Market
Journal of Air Transportation Vol. 11, No. 1 -2006 THE COMPETITIVE POSITION OF HUB AIRPORTS IN THE TRANSATLANTIC MARKET Guillaume Burghouwt SEO Economic Research Jan Veldhuis SEO Economic Research Amsterdam, The Netherlands ABSTRACT This article puts forward the argument that the measurement of connectivity in hub- and-spoke networks has to take into account the quality and quantity of both direct and indirect connections. The NETSCAN model, which has been applied in this study, quantifies indirect connectivity and scales it into a theoretical direct connection. NETSCAN allows researchers, airports, airlines, alliances and airport regions to analyse their competitive position in an integrated way. Using NETSCAN, the authors analysed the developments on the market between northwest Europe and the United States (US) between May 2003 and May 2005. One of the most striking developments has certainly been the impact of the Air France-KLM merger and the effects of the integration of KLM and Northwest into the SkyTeam alliance on the connectivity of Amsterdam Schiphol. Direct as well as indirect connectivity (via European and North American hubs) from Amsterdam to the US increased substantially. The main reason for this increase is the integration of the former Wings and SkyTeam networks via the respective hub airports. Moreover, the extended SkyTeam alliance raised frequencies between Amsterdam and the SkyTeam hubs (Atlanta, Houston, for example), opened new routes (Cincinnati) and boosted the network between Amsterdam and France. As a result of the new routes and frequencies, Amsterdam took over Heathrow’s position as the third best-connected northwest European airport to the US. _____________________________________________________________ Guillaume Burghouwt completed his PhD-research ‘Airline network development in Europe and its implications for airport planning’ in 2005. -
Dual-Hub Connectivity: a Case Study on China Eastern Airlines in Shanghai Huijuan Yang* and Weiwei Liu
Yang and Liu European Transport Research Review (2019) 11:25 European Transport https://doi.org/10.1186/s12544-019-0364-6 Research Review ORIGINAL PAPER Open Access Dual-hub connectivity: a case study on China Eastern Airlines in Shanghai Huijuan Yang* and Weiwei Liu Abstract To deal with slot constraints and insufficient capacity, emerging multi-airport systems have been under construction in China. This paper chose China Eastern Airlines as a case study, evaluating its hub connectivity under a dual-hub circumstance in Shanghai. The paper detected that the biggest constraint of China Eastern Airlines’ dual-hub situation lied in Shanghai’s location and the restricted transfer options on international routes. Contributions from alliance partners were assessed and benchmarked with China Eastern Airlines. With China Southern Airlines quit SkyTeam alliance, China Eastern Airlines faced more challenges on the domestic market. The empirical study also pointed out the shortcoming of operating at two hubs in the same catchment area, where the quality of connectivity of inter-hub connections cannot be maintained as high as a single-hub transfer. However, the market potential of inter-hub connections in Shanghai was identified with a considerable amount of viable connections. Keywords: Hub connectivity, Dual-hub operation, China Eastern Airlines 1 Introduction Multi-airport system largely expands the catchment area Airports have experienced pressures on operational cap- and capacity in the region. It provides better accessibility acity and congestion due to the worldwide effects of explo- for passengers, and attracts and generates more traffic for sive passenger growth, particularly in high-growth regions airlines and airports. -
Free Trade in Airline Services: Assessing the Proposals to Liberlize the Canada - U.S
Free Trade in Airline Services: Assessing the Proposals to Liberlize the Canada - U.S. Air Transport Bilateral David W. Gillen Mark Hansen Robson Ramos Working Paper UCTC No. 407 The University of California TransFortafion Center Urfiver~ity of California Berkeley, CA94720 The University of California Transportation Center The University of California Center activities. Researchers Transportation Center (UCTC) at other universities within the is one of ten reg/onal units region also have opportunities mandated by Congress and to collaborate with UCfacul~ established in Fall 1988 to on selected studies. support research, education, and training in surface trans- UCTC’seducational and portation. The UCCenter research programs are focused serves federal Region IX and on strategic planning for is supported by matching improving metropolitan grants from the U.S. Depart- accessibility, with emphasis ment of Transportation, the on the special conditions in California Department of Region IX. Particular attention Transportation (Caltrans), and is directed to strategies for the University. using transportation as an instrument of economic Based on the Berkeley development, while also ac- Campus, UCTCdraws upon commodatingto the region’s existing capab~htJes and persistent expansion and resources of the Institutes of while maintaining and enhanc- Transportation Studies at ing the quality of life there. Berkeley, Davis, Irvine. and Los Angeles; the Insumte of The Center distributes repots Urban and Re~ionaI Develop- on its research in working ment at Berkeley. and several papers, monographs, and in academic departments at the reprin:s of published artic!es Berkeley, Davis. Irvine. and It also pubhshes Access, a Los Angeles campuse.,.. ma_~,azine presennng sum- Faculty and students on other maries of selected studies. -
Information on Airline Fees for Optional Services
United States Government Accountability Office Report to Congressional Requesters September 2017 COMMERCIAL AVIATION Information on Airline Fees for Optional Services GAO-17-756 September 2017 COMMERCIAL AVIATION Information on Airline Fees for Optional Services Highlights of GAO-17-756, a report to congressional requesters Why GAO Did This Study What GAO Found Since 2008, U.S passenger airlines Since 2010, selected U.S. airlines have introduced a variety of new fees for have increasingly charged fees for optional services and increased some existing fees. For example, each of the 11 optional services that were previously U.S. airlines that GAO examined introduced fees for “preferred” seating, which included in the price of a ticket, such may include additional legroom or a seat closer to the front of the economy as checked baggage or seat selection. cabin. Some of these airlines have also introduced new fees for other optional Consumer advocates have raised services, such as fees for carry-on baggage and priority boarding. Since 2010, questions about the transparency of many of the selected airlines have also increased existing fees for some optional these fees and their associated rules. services, including fees for checked baggage and for changing or cancelling a In April 2011, DOT issued a final rule reservation. From 2010 to 2016, U.S. airlines’ revenues from these two fees— requiring, among other things, that the only optional service fees for which revenues are separately reported to the certain U.S. and foreign airlines disclose information about optional Department of Transportation (DOT)—increased from $6.3 billion in 2010 to $7.1 service fees on their websites. -
ATIS01) for Discussion, Consensus, and Acceptance by the Industry
ATPCO TRAVEL INDUSTRY STANDARD ATIS-01 The Standard for Standards An industry foundation for innovating at scale Version 1.0, 29 May 2020 atpco.net ATIS-01 | The Standard for Standards Published 29 May 2020 The information contained in this document is the property of ATPCO. No part of this document may be reproduced, stored in a retrieval system, or transmitted in any form, or by any means; mechanical, photocopying, recording, or otherwise, without the prior written permission of ATPCO. Under the law, copying includes translating into another language or format. Legal action will be taken against any infringement Copyright © 2020 by ATPCO. All rights reserved. 2 29 May 2020 ATIS-01 | The Standard for Standards Contents About this document .................................................................................................................................. 4 1. Introduction .................................................................................................................................... 5 2. Document Scope ............................................................................................................................ 5 3. Terms and Definitions ................................................................................................................... 6 4. ATPCO’s Standards Approach ..................................................................................................... 9 4.1. The Purpose of Standards .............................................................................................................. -
Annex2: Glossary PDF 339Kb
Global Report 2015 A business, financial and sustainability overview Annex 2_Glossary 142 Amadeus Global Report 2015 Annex 2_Glossary Annex 2_Glossary Amadeus Global Report 2015 143 Ancillary services: additional services provided CMMI: Capability Maturity Model Integration, a process A to customers beyond the ticket. Typical examples improvement training and appraisal programme used A4A: Airlines For America of airline ancillary services include extra baggage, to guide process improvement across a project, division priority seating, catering on board, etc. or an entire organisation. AACO: Arab Air Carrier Organisation APAC: Asia-Pacific CNMV: Comisión Nacional del Mercado de Valores, ACH: Airlines Clearing House API: Application Programming Interface, a language that the Spanish Securities Market Regulator. It is the agency ACO: Amadeus Commercial Organisation enables communication between computer programs. in charge of supervising and inspecting the Spanish Adjusted EPS (earnings per share): EPS corresponding stock markets and the activities of all the participants ASTA: American Society of Travel Agents to the adjusted profit for the year attributable to the in these markets. parent company. Calculated based on weighted average ATOC: Association of Train Operating Companies Code sharing: an aviation business arrangement outstanding shares less weighted average treasury where two or more airlines share the same flight, shares of the year. improving airlines’ network capacity and efficiency. Adjusted profit: the profit for the year adjusted -
Loyalty Programs: the Vital Safety Feature for Airlines to Survive COVID-19
The current issue and full text archive of this journal is available on Emerald Insight at: https://www.emerald.com/insight/2516-8142.htm Airline loyalty Loyalty programs: the vital programs safety feature for airlines to survive COVID-19 Manuel E. Pascual Chaplin School of Hospitality and Tourism, Florida International University, Miami, Florida, USA, and Received 9 March 2021 Revised 13 April 2021 Lisa Nicole Cain Accepted 14 April 2021 Hospitality and Tourism Management, Florida International University Biscayne Bay Campus, North Miami, Florida, USA Abstract Purpose – The airline industry has been severely impacted by COVID-19 due to widespread travel restrictions. Its current response is crucial to ensure continued operations after the global pandemic is resolved. One resource the airlines are leveraging is loyalty programs. This study aims to examine the viability of leveraging loyalty programs in times of crisis. Design/methodology/approach – This study employs a case study methodology to examine how one company, American Airlines, has used its loyalty program to survive a pandemic and alleviate the financial costs associated with limited and restricted travel. Findings – American Airlines’ AAdvantage loyalty program structure may be used as a benchmark to understand how airlines can anchor their loyalty base to reinvigorate travel interest and use these programs as safeguards in critical instances that may arise in the future. Research limitations/implications – The case was bound by the fact that the pandemic was still a threat during the time of analysis. The findings of this case study go beyond the airline industry and may inform other hospitality and tourism organizations on the benefits of loyalty programs in times of financial distress. -
Skyteam: Caring More About You a Conversation with É Leo Van Wijk, Chairman, Skyteam Pg
A MAGAZINE FOR AIRLINE EXECUTIVES 2011 Issue No. 1 Taking your airline to new heights SkyTeam: Caring More About You A Conversation With É Leo van Wijk, Chairman, SkyTeam Pg. 10 18 Strategic commercial planning 46 Avianca-TACA merger changed Latin 63 Merchandising through GDS gives airlines increases airline revenues America aviation additional storefront © 2011 Sabre Inc. All rights reserved. [email protected] ASCEND I PROFILE Peacock Proud SriLankan Airlines continues making moves to prosper, such as the recent implementation of a revenue integrity system that generated more than US$11M during the fi rst four full months of use. By Lynne Bowers-Dodson | Ascend Staff Photo: Shutterstock 6 ascend ASCEND I PROFILE pplause! Applause! The Platinum A ward from the International Air as co-host to the ICC Cricket W orld Cup in accolades keep coming in for Transport Association as one of the first 2011, the country anticipates 750,000 visi- SriLankan Airlines Limited. airlines in the world to introduce a major tors this year . The Sri Lankan government Last December, the carrier innovation to tickets; doesn’t expect the numbers to drop and featuring a stylized peacock A Merit Award at the National Best Quality has declared a target of 2.5 million tourists inA its logo was the proud winner of the Software Awards 2010 (NBQSA). annually through 2016. United States EFFIE award for travel and The awards are remarkable considering that To prepare for the influx of tourists dur - tourism for its hot-seat marketing cam- its home country has recently emerged from a ing the next few years, the tear -dropped paign. -
The Airline Industry. Air Service. Kansas City International Airport
The Airline Industry. Air Service. Kansas City International Airport. September 2013 What We’ll Cover Today • Airline Industry Overview • Importance of Kansas City International • Air Service Realities • What the Future May Bring • Questions, Answers, and Discussion The Airline Industry Today Airlines – Hard Realities • There are not many left – mergers and consolidation • They are not even a single company – Delta Air Lines flights are operated by at least four certificated operators • Example: Over half of United Airlines flights are not operated by United itself • It’s not more passengers airlines look at – it’s the cost/revenue equation • Airlines are looking for revenue streams. Not to pick fights with competitors Let’s Cut To The Chase: There’s No Airline “Store” Majors Regionals AIR CAL AIR ILLINIOIS ALASKA AIR MIDWEST AMERICA WEST AIR NEW ORLEANS AMERICAN AIR OREGON CONTINENTAL AR WISCONSIN DELTA ASA 1983 Today, EASTERN ASPEN FRONTIER ATLANTIS MIDWAY BAR HARBOR Consumers could Airports can turn to NEW YORK AIR BRITT book & buy on at just none large jet NORTHWEST CASCADE OZARK CHAPARRAL least 21 large jet operators, and PAN AM COMAIR operator brands, none of the PIEDMONT IMPERIAL plus over two regionals who were PSA MALL dozen independent REPUBLIC MESA around in 1983 are SOUTHWEST METRO regional airline in the retail airline TWA MIDSTATE brands. business. UNITED NEW AIR US AIRWAYS PBA WESTERN PLIGRIM PRECISION RIO Virgin America ROCKY MOUNTAIN jetBLUE ROYALE SPIRIT SKYWEST Not a complete list. The Airline Turf Is Now Decided… There’s