GAO-04-835 Transatlantic Aviation
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Taking Britain Further Heathrow’S Plan for Connecting the UK to Growth
VOLUME 1 Taking Britain further Heathrow’s plan for connecting the UK to growth #BritainsHeathrow Disclaimer This document has been prepared by Heathrow Airport Limited solely in response to an invitation from the Airports Commission. It should not be used for any other purpose or in any other context and Heathrow Airport Limited accepts no responsibility for its use in that regard Contents Volume 1 - Technical submission Contents ........................................................................................................................ 3 Foreword ....................................................................................................................... 8 Executive Summary ................................................................................................... 11 Connecting for growth ................................................................................................................... 12 Listening to what our stakeholders say ........................................................................................... 18 Our vision for a world-class hub airport ........................................................................................... 20 Connecting all of the UK ................................................................................................................ 24 Building a sustainable Heathrow ..................................................................................................... 29 The deliverable solution ................................................................................................................. -
SWOT Analysis
WESTJET&PRODUCT&STRATEGY! TEAM%B:%BRAZEN%BILLIONAIRES% ALEX%GREENE% ANDREW%BARR% BRIAN%TANG% MKTG%1102%–%SET%1F% ELYSIA%LAM% ANNE%MARIE%WEBB=HUGHES% MALISHA%VIRK% 10/16/2014% PAIGE%APPENHIEMER% ! Table of Contents Introduction*............................................................................................................................................*1* Marketing*Challenge*............................................................................................................................*1* Key*Findings*...........................................................................................................................................*1* Current*State*.....................................................................................................................................................*1! Sustainability*(CSR)*........................................................................................................................................*1! Market*Trends*..................................................................................................................................................*2! Shares/Stocks*...................................................................................................................................................*2! Unique*Selling*Proposition*..........................................................................................................................*2! Awards*................................................................................................................................................................*3! -
Systems Integration at London Heathrow Terminal 5
CMR 420, 02/01/09 Winter 2009 | Vol.51, No.2 | REPRINT SERIES CaliforniaReview Management Innovation in Megaprojects: Systems Integration at London Heathrow Terminal 5 Andrew Davies David Gann Tony Douglas © 2009 by The Regents of the University of California Innovation in Megaprojects: SYSTEMS INTEGRATION AT LONDON HEATHROW TERMINAL 5 Andrew Davies David Gann Tony Douglas growing number of infrastructure projects are being proposed and built throughout the world. A megaproject is an investment of $1B or more to build the physical infrastructures that enable people, resources, and information to move within buildings and betweenA locations throughout the world. Organizations responsible for produc- ing megaprojects face a “performance paradox.” Despite the growth in number and opportunities to benefit from learning, megaprojects continue to have poor performance records.1 Most are unsuccessful measured against their original time, cost, quality, and safety objectives, as well as their expected revenue predictions. The construction of airport infrastructure provides examples of how megaprojects can go wrong. When Denver’s $5B international airport opened in 1995, it was almost 200 per cent over the original budget, 16 months late, and passenger traffic achieved only half the predicted revenues. The opening of the airport was plagued by problems with the baggage handling system, which was eventually abandoned in August 2005. Although Hong Kong’s $20B Chek Lap Kok airport opened on time in July 1998, severe disruptions were experienced for six months after opening due to computer problems with the baggage han- dling system. The authors thank Jennifer Whyte, Catelijne Coopmans, and Tim Brady, who worked on a larger study of the T5 project with us, and four anonymous referees who helped to develop our conceptual approach. -
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. -
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. -
The Business of Heathrow Airport Limited
CAP 1133 Appendix C: The business of Heathrow Airport Limited APPENDIX C The business of Heathrow Airport Limited C1 This appendix provides an overview of the current ownership and history of Heathrow and the business of Heathrow Airport Limited (HAL). In particular, this appendix examines the: . services HAL provides to different users; and . sources of HAL's revenue. The ownership of Heathrow C2 Heathrow is owned by Heathrow Airport Holdings Limited (previously BAA), which is privately managed on behalf of its shareholders, with the major shareholders currently being: . FGP Topco Limited, a consortium owned and led by the infrastructure specialist Ferrovial S.A.– 33.6 per cent; . Qatar Holding LLC – 20.0 per cent; . Caisse de dépôt et placement du Québec –13.3 per cent; . the Government of Singapore Investment Corporation – 11.9 per cent; . Alinda Capital Partners –11.2 per cent; and . China Investment Corporation – 10 per cent.1 The development of Heathrow2 C3 Heathrow has two parallel east-west runways and is located around 14 miles west of London.3 It sits on a site that covers 1,227 hectares. C4 The airport started operations in 1930 as a private airport to assemble and test aircraft. 1 HAL, Company Information, http://www.heathrowairport.com/about-us/company-news-and- information/company-information (accessed 30 October 2013). 2 HAL, http://www.heathrowairport.com/about-us/facts-and-figures/heathrow's-history (accessed 30 October 2012). 3 Liaison Group of UK Airport consultative committees, http://www.ukaccs.info/profiles.htm#LHR (accessed 20 December 2012). 1 CAP 1133 Appendix C: The business of Heathrow Airport Limited C5 In 1944, as part of the World War Two war effort, it was requisitioned by the Air Ministry for development into a Royal Air Force transport base. -
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. -
Episode 6, NC-4: First Across the Atlantic, Pensacola, Florida and Hammondsport, NY
Episode 6, NC-4: First Across the Atlantic, Pensacola, Florida and Hammondsport, NY Elyse Luray: Our first story examines a swatch of fabric which may be from one of history’s most forgotten milestones: the world's first transatlantic flight. May 17th, 1919. The Portuguese Azores. Men in whaling ships watched the sea for their prey, harpoons at the ready. But on this morning, they make an unexpected and otherworldly sighting. A huge gray flying machine emerges from the fog, making a roar unlike anything they have ever heard before. Six American airmen ride 20,000 pounds of wood, metal, fabric and fuel, and plunge gently into the bay, ending the flight of the NC-4. It was journey many had thought impossible. For the first time, men had flown from America to Europe, crossing the vast Atlantic Ocean. But strangely, while their voyage was eight years before Charles Lindbergh's flight, few Americans have ever heard of the NC-4. Almost 90 years later, a woman from Saratoga, California, has an unusual family heirloom that she believes was a part of this milestone in aviation history. I'm Elyse Luray and I’m on my way to meet Shelly and hear her story. Hi. Shelly: Hi Elyse. Elyse: Nice to meet you. Shelly: Come on in. Elyse: So is this something that has always been in your family? Shelly: Yeah. It was passed down from my grandparents. Here it is. Elyse: Okay. So this is the fabric. Wow! It's in wonderful condition. Shelly: Yeah, it's been in the envelope for years and years. -
The Opening of Heathrow Terminal 5
House of Commons Transport Committee The opening of Heathrow Terminal 5 Twelfth Report of Session 2007–08 Report, together with formal minutes, oral and written evidence Ordered by The House of Commons to be printed 22 October 2008 HC 543 Published on 3 November 2008 by authority of the House of Commons London: The Stationery Office Limited £0.00 The Transport Committee The Transport Committee is appointed by the House of Commons to examine the expenditure, administration and policy of the Department for Transport and its associated public bodies. Current membership Mrs Louise Ellman MP (Labour/Co-operative, Liverpool Riverside) (Chairman) Mr David Clelland MP (Labour, Tyne Bridge) Clive Efford MP (Labour, Eltham) Mr Philip Hollobone MP (Conservative, Kettering) Mr John Leech MP (Liberal Democrat, Manchester, Withington) Mr Eric Martlew MP (Labour, Carlisle) Mr Mark Pritchard MP (Conservative, The Wrekin) David Simpson MP (Democratic Unionist, Upper Bann) Mr Graham Stringer MP (Labour, Manchester Blackley) Mr David Wilshire MP (Conservative, Spelthorne) The following were also members of the Committee during the period covered by this report: Mrs Gwyneth Dunwoody MP (Labour, Crewe and Nantwich) Mr Lee Scott (Conservative, Ilford North) Powers The Committee is one of the departmental select committees, the powers of which are set out in House of Commons Standing Orders, principally in SO No 152. These are available on the Internet via www.parliament.uk. Publications The Reports and evidence of the Committee are published by The Stationery Office by Order of the House. All publications of the Committee (including press notices) are on the Internet at www.parliament.uk/transcom. -
Transatlantic Airline Fuel Efficiency Ranking, 2014 Irene Kwan and Daniel Rutherford, Ph.D
NOVEMBER 2015 TRANSATLANTIC AIRLINE FUEL EFFICIENCY RANKING, 2014 IRENE KWAN AND DANIEL RUTHERFORD, PH.D. BEIJING | BERLIN | BRUSSELS | SAN FRANCISCO | WASHINGTON ACKNOWLEDGEMENTS The authors would like to thank Anastasia Kharina, Xiaoli Mao, Guozhen Li, Bill Hem- mings, Vera Pardee, Benjamin Jullien, Tim Johnson, and Dimitri Simos for their review of this document and overall support for the project. We would also like to thank Professor Bo Zou (University of Illinois at Chicago) for his contribution to statistical analyses included in the report. This study was funded through the generous support of the Oak and ClimateWorks Foundations. International Council on Clean Transportation 1225 I Street NW, Suite 900 Washington DC 20005 USA [email protected] | www.theicct.org © 2015 International Council on Clean Transportation TaBLE OF CONTENTS EXECUTIVE SUMMARY ............................................................................................................ iii 1. INTRODUCTION ......................................................................................................................1 2. METHODOLOGY .................................................................................................................... 2 2.1 Airline selection .................................................................................................................................. 2 2.2 Fuel burn modeling ......................................................................................................................... -
Early Developments in Commercial Flight
LESSON 3 Early Developments in Commercial Flight HARLES A. LINDBERGH was one of many Quick Write young men and women learning to fl y C in 1922. He toured as a wing walker and parachutist in a barnstorming act, and then as a pilot. He joined the Charles Lindbergh did not have modern navigation Army in 1924 and graduated fi rst in his fl ying class equipment or another in 1925, but did not receive a regular commission. pilot when he made his He joined the Army Reserve and returned to civilian famous New York-to-Paris fl ight. After reading the life. He then spent a year as a pilot for the new story about his fl ight across airmail service. the Atlantic Ocean, name three things that make In September 1926 he decided to try to fl y across this solo fl ight a historical the Atlantic. He had his eye on the Orteig prize— accomplishment. $25,000 for the fi rst pilot to fl y solo nonstop from New York City to Paris, France. Lindbergh knew that other pilots were after the same prize, so he moved fast. He had $2,000 of his own Learn About savings, plus $13,000 he’d collected from businessmen • why Charles Lindbergh’s in St. Louis. He struck a deal with Ryan Aircraft Inc. contribution to aviation to build him a plane. He wanted a high-wing became famous monoplane with a single air-cooled 220-horsepower • the signifi cance of Wright Whirlwind engine. Amelia Earhart’s transatlantic fl ights Just 60 days after the contract was signed, Ryan • how early developments delivered the aircraft.