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China Southern Airlines' Sky Pearl Club
SKY PEARL CLUB MEMBERSHIP GUIDE Welcome to China Southern Airlines’ Sky Pearl Club The Sky Pearl Club is the frequent flyer program of China Southern Airlines. From the moment you join The Sky Pearl Club, you will experience a whole new world of exciting new travel opportunities with China Southern! Whether you’re traveling for business or pleasure, you’ll be earning mileage toward your award goals every time you fly. Many Elite tier services have been prepared for you. We trust this Guide will soon help you reach your award flight to your dream destinations. China Southern Sky Pearl Club cares about you! 1 A B Earning Sky Pearl Mileage Redeeming Sky Pearl Mileage Airlines China Southern Award Ticket and Award Upgrade Hotels SkyTeam Award Ticket and Award Upgrade Banks Telecommunications, Car Rentals, Business Travel ， Dining and others C D Getting Acquainted with Sky Pearl Rules Enjoying Sky Pearl Elite Benefits Definition Membership tiers Membership Qualification and Mileage Account Elite Qualification Mileage Accrual Elite Benefits Mileage Redemption Membership tier and Elite benefits Others 2 A Earning Sky Pearl Mileage As the newest member of the worldwide SkyTeam alliance, whether it’s in the air or on the ground, The Sky Pearl Club gives you more opportunities than ever before to earn Award travel. When flying with China Southern or one of our many airline partners, you can earn FFP mileage. But, that’s not the only way! Hotels stays, car rentals, credit card services, telecommunication services or dining with our business-to-business partners can also help you earn mileage. -
Chapter Download
www.igi-global.com/ondemand ® InfoSci-ONDemand Chapter Download ® Purchase individual research articles, book chapters, and InfoSci-ONDemand teaching cases from IGI Global’s entire selection. Download Premium Research Papers www.igi-global.com/ondemand This publication is protected by copyright law of the United States of America codifi ed in Title 17 of the U.S. Code, which is party to both the Universal Copyright Convention and the Berne Copyright Convention. The entire content is copyrighted by IGI Global. All rights reserved. No part of this publication may be reproduced, posted online, stored, translated or distributed in any form or by any means without written permission from the publisher. IGI PUBLISHING ITB14169 701 E. Chocolate Avenue, Suite 200, Hershey PA 17033-1240, USA Tel: 717/533-8845; Fax 717/533-8661; URL-http://www.igi-pub.com 6 MertenThis paper appears in the publication, Information and Communication Technologies in Support of the Tourism Industry edited by W. Pease, M. Rowe and M. Cooper © 2007, IGI Global Chapter.IV The.Transformation.of.the. Distribution.Process.in.the. Airline.Industry.Empowered. by.Information.and. Communication.Technology Patrick S. Merten, International Institute of Management in Technology, Switzerland Abstract This chapter reviews the historical evolution of the airline market and its first-gen- eration airline reservation and distribution systems. The development and diffusion of computer reservation systems (CRS) and global distribution systems (GDS) is discussed extensively in order to provide a comprehensive overview of the state of business in the 2000s. Based on this evaluation, the influence of modern information and communication technology (ICT) on the airline distribution system environ- ment is discussed. -
Skyteam Timetable Covers Period: 01 Jun 2021 Through 31 Aug 2021
SkyTeam Timetable Covers period: 01 Jun 2021 through 31 Aug 2021 Regions :Europe - Asia Pacific Contact Disclaimer To book, contact any SkyTeam member airline. The content of this PDF timetable is for information purposes only, subject to change at any time. Neither Aeroflot www.aeroflot.com SkyTeam, nor SkyTeam Members (including without Aerolneas Argentinas www.aerolineas.com limitation their respective suppliers) make representation Aeromexico www.aeromexico.com or give warranty as to the completeness or accuracy of Air Europa www.aireuropa.com such content as well as to its suitability for any purpose. Air France www.airfrance.com In particular, you should be aware that this content may be incomplete, may contain errors or may have become Alitalia www.alitalia.com out of date. It is provided as is without any warranty or China Airlines www.china-airlines.com condition of any kind, either express or implied, including China Eastern www.ceair.com but not limited to all implied warranties and conditions of China Southern www.csair.com merchantability, fitness for a particular purpose, title and Czech Airlines www.czechairlines.com non-infringement. Given the flexible nature of flight Delta Air Lines www.delta.com schedules, our PDF timetable may not reflect the latest information. Garuda Indonesia www.garuda-indonesia.com Kenya Airways www.kenya-airways.com By accessing the PDF timetable, the user acknowledges that the SkyTeam Alliance and any SkyTeam member KLM www.klm.com airline will not be responsible or liable to the user, or any -
How Do Airlines Perceive That Strategic Alliances Affect Their Individual Branding?
Journal of Air Transportation Vol. 11, No. 2 -2006 HOW DO AIRLINES PERCEIVE THAT STRATEGIC ALLIANCES AFFECT THEIR INDIVIDUAL BRANDING? Konstantinos Kalligiannis Cranfield University Bedford, United Kingdom Kostas Iatrou Hellenic Aviation Society Athens, Greece Keith Mason Cranfield University Bedford, United Kingdom ABSTRACT Much research has been carried out to evaluate the impact of strategic alliance membership on the performance of airlines. However it would be of interest to identify how airlines perceive this impact in terms of branding by each of the three global alliance groupings. It is the purpose of this paper to gather the opinion of airlines, belonging to the three strategic alliance groups, on the impact that the strategic alliance brands have had on their individual brands and how do they perceive that this impact will change in the future. To achieve this, a comprehensive survey of the alliance management and marketing departments of airlines participating in the three global strategic alliances was required. The results from this survey give an indication whether the strategic airline alliances, which are often referred to as marketing agreements, enhance, damage or have no impact on the individual airline brands. Konstantinos Kalligiannis is a Ph.D. candidate at Cranfield University (on Airline Branding inconsistencies within the Airline Alliances) and holds a M.Sc. in Airport Planning and Management from Loughborough University, a M.Sc. in Air Transport Management from Cranfield University and a B.A. in Business Administration from Luton University. Konstantinos is also working as an aviation consultant and airport planner. His key areas of expertise include air traffic forecasts, airport planning, feasibility studies and business plans for start up airlines. -
AF KL PPT Template Sales External
VISIT USA 2019 AIR FRANCE / KLM / DELTA 1 VISIT USA 2019 AIR FRANCE / KLM / DELTA 2 WE CONNECT SWITZERLAND TO THE WORLD UP TO 38 FLIGHTS AND 5,000 SEATS FROM SWITZERLAND – EVERY DAY Daily flights from Zurich: • 5x CDG, 6x AMS, 1x JFK (A330) 1x ATL (seasonally) Daily flights from Basel/Mulhouse: • 3x CDG, 3x ORY, 4x AMS Daily flights from Geneva: • 9x CDG, 6x AMS … and connect to destinations around the world: more than 200 destinations on Air France, 160 on KLM and 320 on Delta Air France & KLM & Delta Air Lines (& Virgin Atlantic, Alitalia) Biggest Airline Joint venture from/to North Atlantic All Carriers are combinable To all destinstions to North Atlantic AND world wide AMS NYC ZRH BSL PAR GVA VIRGIN ATLANTIC JOINS AF KL DL TRANSATLANTIC JOINT VENTURE • DL hält 49%, AF KL halten 31% Anteile an Virgin Atlantic (VS) • AF / KL / DL / VS ist der grösste Airline-Verbund zwischen Europa und Nordatlantik • 300 tägliche Flüge von/zu 60 Destinationen zwischen Europa und Nordatlantik 5 CDG HUB ZRH / GVA BSL AMS HUB At JFK airport – T4 • SkyPriority® Services : • Exclusive check-in areas • Priority boarding and baggage delivery • Priority service at ticket/transfer desks • Accelerated security and passport clearance • Delta Sky Club® lounge: • New Sky Deck terrace with unprecedented runway views • Free Wi-Fi • Personalized flight assistance • Refreshments and snacks • Magazines and newspapers NEW DESTINATIONS & ROUTES RAPIDLY EXPANDING GLOBAL NETWORK New KLM destinations (from AMS): • Boston (as of MAR19) • Las Vegas (as of JUN19) New Air France -
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. -
Skyteam Timetable Covers Period: 01 Jun 2021 Through 31 Aug 2021
SkyTeam Timetable Covers period: 01 Jun 2021 through 31 Aug 2021 Regions :North America - Asia Pacific Contact Disclaimer To book, contact any SkyTeam member airline. The content of this PDF timetable is for information purposes only, subject to change at any time. Neither Aeroflot www.aeroflot.com SkyTeam, nor SkyTeam Members (including without Aerolneas Argentinas www.aerolineas.com limitation their respective suppliers) make representation Aeromexico www.aeromexico.com or give warranty as to the completeness or accuracy of Air Europa www.aireuropa.com such content as well as to its suitability for any purpose. Air France www.airfrance.com In particular, you should be aware that this content may be incomplete, may contain errors or may have become Alitalia www.alitalia.com out of date. It is provided as is without any warranty or China Airlines www.china-airlines.com condition of any kind, either express or implied, including China Eastern www.ceair.com but not limited to all implied warranties and conditions of China Southern www.csair.com merchantability, fitness for a particular purpose, title and Czech Airlines www.czechairlines.com non-infringement. Given the flexible nature of flight Delta Air Lines www.delta.com schedules, our PDF timetable may not reflect the latest information. Garuda Indonesia www.garuda-indonesia.com Kenya Airways www.kenya-airways.com By accessing the PDF timetable, the user acknowledges that the SkyTeam Alliance and any SkyTeam member KLM www.klm.com airline will not be responsible or liable to the user, -
Air Transport Industry Analysis Report
Annual Analyses of the EU Air Transport Market 2016 Final Report March 2017 European Commission Annual Analyses related to the EU Air Transport Market 2016 328131 ITD ITA 1 F Annual Analyses of the EU Air Transport Market 2013 Final Report March 2015 Annual Analyses of the EU Air Transport Market 2013 MarchFinal Report 201 7 European Commission European Commission Disclaimer and copyright: This report has been carried out for the Directorate General for Mobility and Transport in the European Commission and expresses the opinion of the organisation undertaking the contract MOVE/E1/5-2010/SI2.579402. These views have not been adopted or in any way approved by the European Commission and should not be relied upon as a statement of the European Commission's or the Mobility and Transport DG's views. The European Commission does not guarantee the accuracy of the information given in the report, nor does it accept responsibility for any use made thereof. Copyright in this report is held by the European Communities. Persons wishing to use the contents of this report (in whole or in part) for purposes other than their personal use are invited to submit a written request to the following address: European Commission - DG MOVE - Library (DM28, 0/36) - B-1049 Brussels e-mail (http://ec.europa.eu/transport/contact/index_en.htm) Mott MacDonald, Mott MacDonald House, 8-10 Sydenham Road, Croydon CR0 2EE, United Kingdom T +44 (0)20 8774 2000 F +44 (0)20 8681 5706 W www.mottmac.com Issue and revision record StandardSta Revision Date Originator Checker Approver Description ndard A 28.03.17 Various K. -
Prof. Paul Stephen Dempsey
AIRLINE ALLIANCES by Paul Stephen Dempsey Director, Institute of Air & Space Law McGill University Copyright © 2008 by Paul Stephen Dempsey Before Alliances, there was Pan American World Airways . and Trans World Airlines. Before the mega- Alliances, there was interlining, facilitated by IATA Like dogs marking territory, airlines around the world are sniffing each other's tail fins looking for partners." Daniel Riordan “The hardest thing in working on an alliance is to coordinate the activities of people who have different instincts and a different language, and maybe worship slightly different travel gods, to get them to work together in a culture that allows them to respect each other’s habits and convictions, and yet work productively together in an environment in which you can’t specify everything in advance.” Michael E. Levine “Beware a pact with the devil.” Martin Shugrue Airline Motivations For Alliances • the desire to achieve greater economies of scale, scope, and density; • the desire to reduce costs by consolidating redundant operations; • the need to improve revenue by reducing the level of competition wherever possible as markets are liberalized; and • the desire to skirt around the nationality rules which prohibit multinational ownership and cabotage. Intercarrier Agreements · Ticketing-and-Baggage Agreements · Joint-Fare Agreements · Reciprocal Airport Agreements · Blocked Space Relationships · Computer Reservations Systems Joint Ventures · Joint Sales Offices and Telephone Centers · E-Commerce Joint Ventures · Frequent Flyer Program Alliances · Pooling Traffic & Revenue · Code-Sharing Code Sharing The term "code" refers to the identifier used in flight schedule, generally the 2-character IATA carrier designator code and flight number. Thus, XX123, flight 123 operated by the airline XX, might also be sold by airline YY as YY456 and by ZZ as ZZ9876. -
Delta Air Lines Ecosystem Atlanta, GA 30320 Phone: (404) 715-2600 Delta.Com
Delta Air Lines 1030 Delta Blvd, Delta Air Lines Ecosystem Atlanta, GA 30320 Phone: (404) 715-2600 delta.com Outside Relationships Working Capital; Term Outside Relationships Loan Financing; Fuel, Delta Air Lines, Inc. (A Delaware Corporation) Regulators Capital Suppliers Customers Interest Rate and Securities Regulation Customers Suppliers Capital Regulators Foreign Currencies Debt Structure Equity Structure and Stock Exchange Hedging Programs US and Foreign Commercial Debt ($27.974 B @ 12/31/20) Credit Ratings: S&P – BB; Fitch – BB+; Moody’s – Baa3 Equity Listing Rules Securities Regulators Regulators Banks Secured by Slots, Secured by SkyMiles Assets Common Stock Unsecured 2022 – 2045 NYTDC Special Facilities 2021-2023 3.75% Revolving Secured by Aircraft Equity Capital Significant US Securities U.S. & Other Public Debt Bond Financing Gates and/or Routes 2023-2028 4.5% - 4.75% SkyMiles Notes $6.0B Authorized: 1,500,000,000 Shareholders 2021 – 2029 2.90% - 7.38% Revenue Bonds 4.00% - 5.00% $2.89B Credit Facility $2.65B (Undrawn) 2021-2032 0.81% - 5.75% Notes $1.28B Dividends and Exchange Environmental Holders Issued: 647,352,203 Unsecured Notes $5.35B 2030 1.00% Unsecured CARES Act 2021-2023 5.75% Term Loan 2025 7.00% Senior Secured (Currently Suspended) The Vanguard Commission Protection 2021-2028 2.00% - 8.02% Certificates $2.63B 2023-2027 4.75% SkyMiles Term Loan $3.0B Outstanding: 638,146,665 (SEC) JFK Airport Terminal #4 Payroll Support Program Loan $1.65B $1.49B Notes $3.5B Group Agencies (Air, New York Construction Financing (Financial Water, Soil, and Recordholders: 2,300 Professional Transportation (10.1%) Reporting, GHG Emissions Services Disclosure Development BlackRock Regulation and Governance Finance and Accounting Sales Marketing and Network and Revenue Firms Requirements; Permits) Corporation Communications Management Corporate Matters Fund Advisors Board of Directors Financial Planning Worldwide Customer King & Anti-Corruption U.S. -
TAROM Selects ATR 72-600 to Renew Its Regional Fleet
TAROM selects ATR 72-600 to renew its regional fleet Major fleet upgrade with nine modern turboprops providing increased seat capacity, lowest operating costs and best environmental performance Toulouse, 26 June, 2019 – TAROM, the Romanian national air carrier, will introduce nine new ATR 72- 600 aircraft, the market-leading product of the world’s number one regional aircraft manufacturer, into its fleet. The ATR 72-600 will be leased from NAC, the world’s number one regional aircraft lessor. Deliveries will commence in October 2019 through to 2020. TAROM has been very successful in its domestic market operations by using ATRs to allow it to compete with low cost carriers. This upgrade will ensure that the airline is equipped with the latest generation of turboprops burning 40% less fuel and emitting 40% less CO2 than regional jets. New ATRs will offer TAROM an additional 330,000 seats every year at the same operating cost as its previous seat level, improving short haul connectivity in Romania and supporting the development of local and more isolated communities. This will provide TAROM with the possibility to further expand and consolidate their position in the market. TAROM Chief Executive Officer Madalina Mezei said: “We have selected ATR after a comprehensive review of competing aircraft, with the ATR 72-600s demonstrating they are the best aircraft to meet our ambitious targets regarding efficiency, modern technology and environmental responsibility. With this aircraft, we will be able to develop new routes and increase frequency and seat availability, whilst introducing the highest levels of comfort and the latest technology into our domestic network.” “We are very proud to welcome TAROM as our newest customer,” said Martin Møller, Chairman of Nordic Aviation Capital “we are confident that the ATR 72-600 aircraft will ensure efficiency in their network for many years to come. -
Start of Season Report Nice Côte D'azur Airport Summer 2018 Page 1
Start of Season Report Nice Côte d’Azur Airport Summer 2018 Nice Côte d’Azur Airport NCE/LFMN Summer 2018 - Start Of Season Report Report data extraction date: 27 March 2018 Table of contents Evolution of allocated slots at the Start Of Season (SOS) .................................................................................................................. 2 Total slots by operator – TOP15 ......................................................................................................................................................... 2 Slots distribution per alliance .............................................................................................................................................................. 4 Size of aircraft ..................................................................................................................................................................................... 5 Allocated slots by destination ............................................................................................................................................................. 6 Geographical distribution of allocated slots ........................................................................................................................................ 8 Slots distribution by service type ........................................................................................................................................................ 8 NCE S18 - Airport Coordination Parameters .....................................................................................................................................