Tourism in the Age of Alliances, Mergers and Acquisitions (English Version)

Total Page:16

File Type:pdf, Size:1020Kb

Tourism in the Age of Alliances, Mergers and Acquisitions (English Version) Tourism in the Age of Alliances, Mergers and Acquisitions Delivered by http://www.e-unwto.org Georgios Drakopoulos (307-99-294) Tuesday, March 01, 2011 8:32:21 AM Copyright © 2002 World Tourism Organization TOURISM IN THE AGE OF ALLIANCES, MERGERS AND ACQUISITIONS Original: French ISBN: 92-844-0514-9 Published by the World Tourism Organization All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, electrostatic, mechanical, magnetic tape, photocopying, recording, or otherwise, in whole or in part, without the prior permission of the World Tourism Organization. The appellations employed in this publication are not to be construed as a stand on the part of the Secretariat of the World Tourism Organization with respect to the legal status of the countries, territories, cities or regions, or their authorities, nor to the location of their borders or boundaries. Supervised by the Market Intelligence and Promotion Section of the World Tourism Organization Printed by the World Tourism Organization Madrid, Spain Delivered by http://www.e-unwto.org Georgios Drakopoulos (307-99-294) Tuesday, March 01, 2011 8:32:21 AM NOTE TO READERS.........................................................................................................i FOREWORD ................................................................................................................. iii INTRODUCTORY REMARKS RELATING TO THE EVENTS OF SEPTEMBER 11, 2001...................................................................................................v PART 1: AN OVERVIEW OF THE CONSOLIDATION PHENOMENON AND ANALYSIS OF THE THREE SECTORS ........................................................................ 1 I.1 TOURISM AND THE TREND TOWARDS CONSOLIDATION ............................................... 1 I.1.1 THE EMERGENCE OF A GLOBAL MARKET............................................................. 1 I.1.2 MERGER MANIA................................................................................................ 1 I.1.3 STRATEGIC ALLIANCES ..................................................................................... 3 I.1.4 THE TRAVEL BOOM: A MAJOR CHALLENGE FOR THE INDUSTRY ............................ 3 I.1.5 THE GROWTH OF TECHNOLOGY: THE INTERNET REVOLUTION .............................. 4 SE-COMMERCE: THE WAVE OF THE FUTURE..................................................... 4 SMOBILE COMMERCE (M-COMMERCE).............................................................. 5 I.1.6 DEVELOPING ALLIANCES TO MEET THE DEMANDS OF TOURIST TRAFFIC ................ 6 I.2 THE AIRLINE INDUSTRY............................................................................................ 8 I.2.1 BACKGROUND AND ISSUES................................................................................ 8 SRESTRICTIONS ON SHARE-HOLDING............................................................... 8 I.2.2 A TYPOLOGY OF INTERNATIONAL ALLIANCES ...................................................... 9 SVARIOUS TYPES OF ALLIANCES ..................................................................... 9 SINTERLINING: THE ANCESTOR OF MODERN ALLIANCES .................................... 9 SCODE SHARING: AN AGREEMENT ON SPECIFIC ROUTES................................... 9 SCODE SHARING: HEALTHY COMPETITION?.................................................... 10 SANTITRUST IMMUNITY: A STEP TOWARDS INTEGRATION ................................ 10 SALLIANCES BASED ON RESOURCE SHARING.................................................. 10 I.2.3 PORTRAIT OF THE BIG FIVE INTERNATIONAL ALLIANCES ..................................... 10 SWINGS ...................................................................................................... 13 SSTAR ALLIANCE ......................................................................................... 13 S Delivered by http://www.e-unwto.org Georgios Drakopoulos (307-99-294) Tuesday, March 01, 2011 8:32:21 AM QUALIFLYER .............................................................................................. 13 SONEWORLD................................................................................................ 13 SSKYTEAM .................................................................................................. 14 I.2.4 ALLIANCES, MERGERS AND ACQUISITIONS IN THE AIRLINE INDUSTRY.................. 14 I.2.5 FROM CODE SHARING TO EQUITY INVESTMENT ................................................. 15 STHE NORTH AMERICAN MARKET.................................................................. 15 STHE EUROPEAN MARKET ............................................................................ 16 STHE ASIA-PACIFIC MARKET ......................................................................... 17 STHE MIDDLE EAST MARKET......................................................................... 17 I.2.6 THE FUTURE OF ALLIANCES............................................................................. 17 STHE ALLIANCE WALTZ: CHOOSE YOUR PARTNER!.......................................... 17 STOWARDS A COMMON IDENTITY................................................................... 18 SINCREASED SURVEILLANCE ......................................................................... 18 I.2.7 ALLIANCES WITH OTHER SECTORS................................................................... 18 I.3 THE DISTRIBUTION NETWORK................................................................................. 19 I.3.1 THE DOMINANCE OF CONGLOMERATES ............................................................ 19 I.3.2 PORTRAIT OF THE MAJOR CONGLOMERATES .................................................... 19 STHE U.S. MARKET ...................................................................................... 23 STHE CANADIAN MARKET.............................................................................. 24 STHE ASIA-PACIFIC MARKET ......................................................................... 25 I.3.3 ELECTRONIC TOURISM: A NEW DISTRIBUTION CHANNEL .................................... 26 STHE NORTH AMERICAN MARKET.................................................................. 27 STHE EUROPEAN MARKET ............................................................................ 28 SDEVELOPING REGIONS ............................................................................... 28 I.3.4 GLOBAL DISTRIBUTION SYSTEMS: THE PIONEERS OF ELECTRONIC DISTRIBUTION............................................................................................... 29 I.3.5 ALLIANCES, MERGERS AND ACQUISITIONS IN THE DISTRIBUTION NETWORK......... 30 SVERTICAL INTEGRATION: NECESSARY FOR PROFITABILITY............................. 30 STHE DOMINATION OF GERMANY AND THE UNITED KINGDOM .......................... 31 STHE RACE TO CONSOLIDATE CONTINUES...................................................... 31 I.4 THE ON-LINE TRAVEL SECTOR................................................................................ 33 I.4.1 OVERVIEW OF THE TOP PLAYERS IN ON-LINE DISTRIBUTION ............................... 33 STHE NORTH AMERICAN MARKET.................................................................. 33 STHE EUROPEAN MARKET ............................................................................ 34 I.4.2 NEW METHODS OF ELECTRONIC DISTRIBUTION ................................................. 34 S“CLICK-AND-MORTAR” AGENCIES................................................................. 34 SNAME-YOUR-PRICE SYSTEMS: NEW BUSINESS MODELS ................................ 35 I.4.3 VIRTUAL CONSOLIDATION................................................................................ 35 SAMERICAN DOMINATION .............................................................................. 37 I.4.4 THE AIRLINES AND ON-LINE TRAVEL DISTRIBUTION ............................................ 37 SORBITZ STIRS UP CONTROVERSY................................................................. 37 SHOTWIRE: DISCOUNT PORTAL ..................................................................... 38 SOPODO TAKES OFF..................................................................................... 38 SREDUCED COMMISSIONS ........................................................................... 38 I.4.5 THE HOTEL INDUSTRY IN THE ERA OF ON-LINE RESERVATIONS ........................... 39 I.4.6 ELECTRONIC PROCUREMENT: A NEW TYPE OF ALLIANCE................................... 40 Delivered by http://www.e-unwto.org Georgios Drakopoulos (307-99-294) Tuesday, March 01, 2011 8:32:21 AM I.5 THE HOTEL INDUSTRY............................................................................................ 41 I.5.1 A GUIDE TO THE VARIOUS TYPES OF HOTEL-RELATED ACTIVITIES....................... 41 I.5.2 REITS: ANOTHER WAY OF DOING BUSINESS...................................................... 41 I.5.3 LARGE INTERNATIONAL GROUPS: DOMINATED BY THE U.S................................ 42 I.5.4 THE TITLE OF “BIGGEST INDUSTRY PLAYER”: A DIFFICULT CHOICE ...................... 44 I.5.5 ALLIANCES, MERGERS AND ACQUISITIONS IN THE HOTEL INDUSTRY.................... 44 SHOTEL GROUPS, LARGE AND SMALL, GET BIGGER......................................... 44 SUNEXPECTED VERTICAL INTEGRATION ........................................................ 47 SCONSOLIDATION THROUGH MARKET GLOBALIZATION..................................... 47 SBIGGER GIANTS.........................................................................................
Recommended publications
  • About Hotels
    Dan Tel Aviv Distinguished by its special hospitality and service, the Dan offers close proximity to the city’s center, a resort-style About setting and beach access. There are beautiful indoor and outdoor swimming pools with Hotels... sundecks and extraordinary sea On the following tours: Prelude, views. The hotel’s restaurants Minuet, Overture, Rhapsody, and lobby lounge offer diversified cuisine and superb Serenade, Fantasia, Symphony dining. (DCL) Our Opal Plan and Israel Plus Eilat & Petra features the deluxe city view room with access to the The Escorted Tours (Pages 16-39) feature a choice exclusive King David Crowne of Hotel Plans, pre-combined to compliment each other in the cities where the tour overnights: Tel Aviv, Lounge (adults only). (E) Emerald Haifa and Jerusalem. We’ve provided detailed Plan utilizes the executive sea descriptions of the hotels, so just choose the plan view rooms with access to the that best suits your preference and budget. Rest King David Lounge as well assured that all of the hotels selected are the finest (adults only). Free Wi-Fi is available in Israel. available throughout the hotel. And…should you choose to change the hotels in Tel Aviv or Jerusalem, we offer you complete flexibility with the MIX & MATCH HOTEL ALTERNATIVE Herods Tel Aviv It’s simple. Combine the hotels you prefer and our A touch of nostalgia staff will be happy to price it for you accordingly. sweeps over you as Need help? Call one of our Experts today to answer you enter the Herods all your questions and give you prices for your Tel Aviv which has kept choice of hotels.
    [Show full text]
  • 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.
    [Show full text]
  • TWA's Caribbean Flights Caribbean Cure for The
    VOLUME 48 NUMBER 9 MAY 6, 1985 Caribbean . TWA's Caribbean Flights Cure for The Doldrums TWA will fly to the Caribbean this fall, President Ed Meyer announced. The air­ line willserve nine Caribbean destinations from New York starting November 15; at the same time, it will inaugurate non-stop service between St. Louis and SanJuan. Islands to be served are St. Thomas, the Bahamas, St. Maarten, St. Croix, Antigua, Martinique, Guadeloupe and Puerto Rico. For more than a decade TWA has con­ sistently been the leading airline across . the North Atlantic in terms of passengers carried. With the addition of the Caribbean routes, TWA willadd an important North­ South dimension to its internationalserv­ ices, Mr. Meyer said. "We expect that strong winter loads to Caribbean vacation destinations will help TWA counterbalance relatively light transatlantic traffic at that time of year, . and vice versa," he explained. "Travelers willbenefit from TWA's premiere experi­ ence in international operations and its reputation for excellent service," he added. Mr. Meyer emphasized TWA's leader­ ship as the largest tour operator across the Atlantic, and pointed to the airline's feeder network at both Kennedy and St. Louis: "Passengers from the west and midwest caneasily connect into these ma- (topage4) Freeport � 1st Quarter: Nassau SAN JUAN A Bit Better St. Thomas With the publication of TWA's first-quar­ St. Croix ter financial results,· the perennial ques­ tion recurs: "With load factors like that, how could we lose so much money?" Martinique As always, the answer isn't simple. First the numbers, then the words.
    [Show full text]
  • AIR LIBERTÉ : UN ESSAI D’INTERPRÉTATION ÉCONOMIQUE Alain SAUVANT
    AÉRIEN LES DIFFICULTÉS FINANCIÈRES D’AOM - AIR LIBERTÉ : UN ESSAI D’INTERPRÉTATION ÉCONOMIQUE Alain SAUVANT L’année 2000 a vu une forte dégradation des résultats comptables d’AOM et d’Air Liberté, alors que les principaux concurrents (Air France et la SNCF) présentaient cette année là leurs meilleurs résultats depuis long- temps. Cette note présente une tentative d’explication économique des princi- pales causes de cette divergence qui a mené AOM et Air Liberté à déposer leur bilan en 2001. Elle montre en particulier la difficulté, pour un nouvel entrant dans le transport aérien, de mener une stratégie de concurrence frontale sur les grands axes face aux opérateurs historiques que sont Air France et la SNCF. De graves L’ensemble des filiales françaises de Swissair a connu en 2000 des difficultés difficultés financières importantes. Ces difficultés, qui se sont poursuivies en 2001, ont économiques amené ces compagnies à déposer leur bilan. Le montant des pertes (avant en 2000, alors que restructuration et régularisation) a, en effet, atteint 2,6 milliards de francs en 2000 les concurrents pour l’ensemble des trois filiales françaises de Swissair (Air Liberté, AOM et Air Littoral) pour un chiffre d’affaires de 9,1 milliards de francs, soit un taux de perte se portaient bien de 29 % du chiffre d’affaires. Dans le même temps, la santé financière d’autres transporteurs aériens ou ferroviaires situés, en première approche, sur le même marché a été plutôt bonne. Ainsi, Air France a pu afficher un résultat positif de 2,76 milliards de francs pour son exercice 2000/2001 et la SNCF son premier résultat positif depuis longtemps, à hauteur de 444 millions de francs, pour l’exercice 2000.
    [Show full text]
  • 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.
    [Show full text]
  • Rps Horeca.Pdf
    SAMBONET PADERNO INDUSTRIE S.P.A. 2 COMPANY PROFILE HOTEL SAMBONET PADERNO INDUSTRIE S.P.A. FACTORY ENG ITA The company based in Orfengo, between Novara and Con sede ad Orfengo tra Novara e Vercelli, è il Gruppo Vercelli, is a leading Italian manufacturer of top quality italiano leader nella produzione di articoli di design di designer items for the tabletop and kitchen, both for alta qualità per la tavola e la cucina, destinati sia al the home as well as for the catering sector. Sambonet settore home sia al canale Ho.re.ca. Paderno Industrie S.p.A. was established in 1997 Sambonet Paderno Industrie S.p.A. nasce nel 1997 following the purchase of Sambonet by Paderno and in seguito all’acquisizione di Sambonet da parte di merging. Sambonet has always been very dynamic in Paderno. the pursuit of modernity for its products. Sambonet ha dimostrato negli anni una decisa The work of Roberto Sambonet - a key designer at aspirazione verso la modernità che si esplica con Sambonet from the ‘50s through the ‘80s - is a valuable l’attività di Roberto Sambonet, designer dell’azienda testimony to this undertaking. Through the design and dagli anni ‘50 alla fine degli anni ‘80. Per questo la functionality of our products; our company’s ability to ricerca dello stile, della forma, della funzionalità e adapt to new lifestyles has always been the key to l’adattamento ai nuovi stili di vita è sempre stata our market identification. In order to accomplish this imprescindibile dalla ricerca del riconoscimento del Design-Industry-Market synergy, we have established mercato.
    [Show full text]
  • Food Service - Hotel Restaurant Institutional
    Required Report: Required - Public Distribution Date: October 21,2020 Report Number: IS2020-0019 Report Name: Food Service - Hotel Restaurant Institutional Country: Israel Post: Tel Aviv Report Category: Food Service - Hotel Restaurant Institutional Prepared By: Jessica Shay, Agricultural Marketing Specialist and Olutayo O. Akingbe, Agricultural Attaché Approved By: Ali Abdi, Minister-Counselor for Agricultural Affairs Report Highlights: Prior to the COVID-19 outbreak, the Israeli Hotel Restaurant Institutional (HRI) sector was generally stable. The economy’s growth over the past decade led to an increase in spending on dining out. Sales at hotels and resorts grew. The restaurant sector evolved and shifted from full service restaurants towards fast food outlets as restaurateurs sought to minimize their risk in the face of financial strains due to high fixed costs. In addition, the rapid construction of shopping centers encouraged growth in food service in retail centers. Institutional sales were strong and steady as a few large firms vied for control of a limited market. The impact of the COVID-19 on the Israel HRI sector has been nothing short of devastating. Due to restriction measures to curb the spread of COVID-19, the Israel restaurant and café sector estimates that during the first half of calendar year 2020, about 2,000 businesses have closed. Under the current scenario, the sector expects a total of 4,500 establishments will permanent. THIS REPORT CONTAINS ASSESSMENTS OF COMMODITY AND TRADE ISSUES MADE BY USDA STAFF AND NOT NECESSARILY STATEMENTS OF OFFICIAL U.S. GOVERNMENT POLICY Market Fact Sheet: Israel Quick Facts CY 2019 Executive Summary Israel is a technologically advanced, market-oriented economy.
    [Show full text]
  • Only Yesterday in Jakarta: Property Boom and Consumptive Trends in the Late New Order Metropolitan City
    Southeast Asian Studies, Vol. 38, No.4, March 2001 Only Yesterday in Jakarta: Property Boom and Consumptive Trends in the Late New Order Metropolitan City ARAI Kenichiro* Abstract The development of the property industry in and around Jakarta during the last decade was really conspicuous. Various skyscrapers, shopping malls, luxurious housing estates, condominiums, hotels and golf courses have significantly changed both the outlook and the spatial order of the metropolitan area. Behind the development was the government's policy of deregulation, which encouraged the active involvement of the private sector in urban development. The change was accompanied by various consumptive trends such as the golf and cafe boom, shopping in gor­ geous shopping centers, and so on. The dominant values of ruling elites became extremely con­ sumptive, and this had a pervasive influence on general society. In line with this change, the emergence of a middle class attracted the attention of many observers. The salient feature of this new "middle class" was their consumptive lifestyle that parallels that of middle class as in developed countries. Thus it was the various new consumer goods and services mentioned above, and the new places of consumption that made their presence visible. After widespread land speculation and enormous oversupply of property products, the property boom turned to bust, leaving massive non-performing loans. Although the boom was not sustainable and it largely alienated urban lower strata, the boom and resulting bust represented one of the most dynamic aspect of the late New Order Indonesian society. I Introduction In 1998, Indonesia's "New Order" ended.
    [Show full text]
  • Why Some Airport-Rail Links Get Built and Others Do Not: the Role of Institutions, Equity and Financing
    Why some airport-rail links get built and others do not: the role of institutions, equity and financing by Julia Nickel S.M. in Engineering Systems- Massachusetts Institute of Technology, 2010 Vordiplom in Wirtschaftsingenieurwesen- Universität Karlsruhe, 2007 Submitted to the Department of Political Science in partial fulfillment of the requirements for the degree of Master of Science in Political Science at the MASSACHUSETTS INSTITUTE OF TECHNOLOGY February 2011 © Massachusetts Institute of Technology 2011. All rights reserved. Author . Department of Political Science October 12, 2010 Certified by . Kenneth Oye Associate Professor of Political Science Thesis Supervisor Accepted by . Roger Peterson Arthur and Ruth Sloan Professor of Political Science Chair, Graduate Program Committee 1 Why some airport-rail links get built and others do not: the role of institutions, equity and financing by Julia Nickel Submitted to the Department of Political Science On October 12, 2010, in partial fulfillment of the Requirements for the Degree of Master of Science in Political Science Abstract The thesis seeks to provide an understanding of reasons for different outcomes of airport ground access projects. Five in-depth case studies (Hongkong, Tokyo-Narita, London- Heathrow, Chicago- O’Hare and Paris-Charles de Gaulle) and eight smaller case studies (Kuala Lumpur, Seoul, Shanghai-Pudong, Bangkok, Beijing, Rome- Fiumicino, Istanbul-Atatürk and Munich- Franz Josef Strauss) are conducted. The thesis builds on existing literature that compares airport-rail links by explicitly considering the influence of the institutional environment of an airport on its ground access situation and by paying special attention to recently opened dedicated airport expresses in Asia.
    [Show full text]
  • Rapport N° 2020/E7/386
    COLLECTIVITE DE CORSE RAPPORT N° 2020/E7/386 ASSEMBLEE DE CORSE 7 EME SESSION EXTRAORDINAIRE DE 2020 REUNION DES 21 ET 22 DÉCEMBRE 2020 RAPPORT DE MONSIEUR LE PRESIDENT DU CONSEIL EXECUTIF DE CORSE RAPORTU D'INFURMAZIONE INTERMEDIARIU IN QUANTU À U PUNTU DI TAPA DI U CARTULARE AERIU È U CUNTESTU "COVID-19" RAPPORT D'INFORMATION RELATIF AU POINT D'ETAPE DU DOSSIER AERIEN ET LE CONTEXTE "COVID-19" COMMISSION(S) COMPETENTE(S) : Commission du Développement Economique, du Numérique, de l'Aménagement du Territoire et de l'Environnement RAPPORT DU PRESIDENT DU CONSEIL EXECUTIF DE CORSE 1. L’évolution de la crise « COVID-19 » en France. ............................................ 2 2. ANALYSE DE LA PREMIERE VAGUE DE LA « COVID-19 » EN CORSE : ... 4 2.1. Les dates clés de la crise première vague « COVID-19 » en Corse : ...... 4 2.2. Synthèse épidémiologique en France et en Corse : ................................. 6 2.3. Impact de la crise sur les données macroéconomiques en France : ....... 7 2.4. Analyse de l’activité aérienne réalisée entre Avr il et Ao û t. 2020 par rapport à 2019 : ......................................................................................... 8 2.5. Impact financier pour les délégataires de la crise « COVID-19 » : ......... 11 2.6. Retour d’expérience de la gestion de la première vague de la COVID-19 : .......................................................................................... 15 3. ANALYSE DE LA DEUXIEME VAGUE DE LA « COVID-19 » EN CORSE : . 15 3.1. Situation pendant la période de Septembre et Octobre 2020 : .............. 15 3.2. Situation à compter du mois de Novembre 2020 : .................................. 17 2 L’évolution de la crise « COVID-19 » en France. La crise « COVID-19 » a évolué mois après mois en France dès le début de l’année 2020.
    [Show full text]
  • Monthly OTP July 2019
    Monthly OTP July 2019 ON-TIME PERFORMANCE AIRLINES Contents On-Time is percentage of flights that depart or arrive within 15 minutes of schedule. Global OTP rankings are only assigned to all Airlines/Airports where OAG has status coverage for at least 80% of the scheduled flights. Regional Airlines Status coverage will only be based on actual gate times rather than estimated times. This July result in some airlines / airports being excluded from this report. If you would like to review your flight status feed with OAG pleas [email protected] MAKE SMARTER MOVES Airline Monthly OTP – July 2019 Page 1 of 1 Home GLOBAL AIRLINES – TOP 50 AND BOTTOM 50 TOP AIRLINE ON-TIME FLIGHTS On-time performance BOTTOM AIRLINE ON-TIME FLIGHTS On-time performance Airline Arrivals Rank No. flights Size Airline Arrivals Rank No. flights Size SATA International-Azores GA Garuda Indonesia 93.9% 1 13,798 52 S4 30.8% 160 833 253 Airlines S.A. XL LATAM Airlines Ecuador 92.0% 2 954 246 ZI Aigle Azur 47.8% 159 1,431 215 HD AirDo 90.2% 3 1,806 200 OA Olympic Air 50.6% 158 7,338 92 3K Jetstar Asia 90.0% 4 2,514 168 JU Air Serbia 51.6% 157 3,302 152 CM Copa Airlines 90.0% 5 10,869 66 SP SATA Air Acores 51.8% 156 1,876 196 7G Star Flyer 89.8% 6 1,987 193 A3 Aegean Airlines 52.1% 155 5,446 114 BC Skymark Airlines 88.9% 7 4,917 122 WG Sunwing Airlines Inc.
    [Show full text]
  • Effects of Airlines Alliances and Mergers on Fair Competition and Monopoly Prevention
    ATConf/6-WP/391 International Civil Aviation Organization 14/2/13 WORKING PAPER WORLDWIDE AIR TRANSPORT CONFERENCE (ATCONF) SIXTH MEETING Montréal, 18 to 22 March 2013 Agenda Item 1: Global overview of trends and developments Agenda Item 1.1: Industry and regulatory developments Agenda Item 2: Examination of key issues and related regulatory framework Agenda Item 2.4: Fair competition EFFECTS OF AIRLINES ALLIANCES AND MERGERS ON FAIR COMPETITION AND MONOPOLY PREVENTION (Presented by Egypt) EXECUTIVE SUMMARY This paper addresses one of the developments that have taken place in the field of air transportation, and that relates to the emergence of strong alliances and mergers between airlines. It studies alliances and mergers implications on air transport, and suggests the development of frameworks for their regulation. Action: The Conference is invited to agree to the recommendations presented in paragraph 6. References: ATConf/6 reference material is available at www.icao.int/meetings/atconf6. 1. INTRODUCTION 1.1 Significant developments have occurred in the field of air transport. A large number of countries made remarkable progress in liberalizing international air transport regulations, and became involved in full market-access arrangements. At the same time, the airline industry underwent a major shift and saw the forging alliances and mergers between companies in order to consolidate their presence in a market environment characterized by strong competition. 1.2 Alliances between airlines have become a dominant feature in air transport, and a new global phenomenon unfolding relatively quickly through multiple collaborative business arrangements. Alliance agreements took different forms and included various elements of code-sharing, marketing and pricing cooperation, schedules coordination, and offices and airport facilities sharing.
    [Show full text]