High Hopes for Lower Fares Fantasy Becomes Reality

Total Page:16

File Type:pdf, Size:1020Kb

High Hopes for Lower Fares Fantasy Becomes Reality April 30 2014 I No. 2299 SOUTHERN AFRICA’S Travel NEWS Weekly TRAVEL NEWS WEEKLY TNW6138SD NEWS FEATURE FEATURE ONLINE TravEL AGENTS CONFERENCE VENUES Tough times ahead for high-end venues Learn from online retail shopping! Unique position offers huge on-tap market INSIDE Page 2 Page 7 Page 13 High hopes for lower fares Fantasy becomes reality CHANA BOUCHER any peak are between R6 500 big enough to sustain SAA, and R8 000 in economy class, Mango, BA, kulula, SAX, SA HILE Comair is still so there is an opportunity for Airlink, FlySafair, etc. They fly disputing the granting anyone to win on price.” old planes that guzzle gas Wof FlySafair’s domestic Chris Zweigenthal, ceo of and then they try and sell at air service licence, the travel Aasa, says the industry and reduced rates? That doesn’t trade in general has welcomed market has been expecting sound like a viable business the prospect of a new low-cost the launch of a new LCC model.” carrier in SA’s skies, which for some time. “FlySafair He adds that because the will help drive down air ticket will enter a very competitive consumer is price sensitive, prices. market and one would expect FlySafair will get a fair share FlySafair is set to launch a lot of interest in the new of customers. “If the price early in the second half of airline from consumers with is right people will fly. The this year, says chief financial the expectation of lower fares consumer, however, will get officer, Elmar Conradie. He and a new flight offering. I am caught at some stage and says the airline will most likely sure that the existing airlines then cry foul when the airline launch a schedule of six daily will respond. The appearance shuts down over a long flights between Johannesburg of the new entrant, FlySafair, weekend or a busy travel time. and Cape Town, building up which is also an Aasa member, But don’t worry, we travel With the launch of the fourth season of the Game of to the 10 flight flights a day it is welcomed and we wish agents will be there to pick up Thrones on April 18, Tourism Ireland SA has announced originally planned to operate them well.” the pieces,” says Jonathan. that enthusiasts can now visit the show’s production last year. Initially, booking will Elmar doesn’t think locations and film sets. A number of tours explore the only be possible on FlySafair’s FlySafair’s grounding last show’s locations in Belfast where filming takes place in website, but Elmar says the “A new LCC entrant year will dissuade people the Titanic Studios and across numerous other locations airline is looking at GDS will be a welcome from booking flights on the in Northern Ireland. One such tour is the Causeway options. relief to the domestic airline. “We believe the Coast and Glens three-day Game of Thrones trip across “A new LCC entrant will way we handled the whole Northern Ireland. Ready to conquer, are Tourism Ireland’s be a welcome relief to the traveller, especially in situation last year will probably Helen Fraser (left) and Gail Gilbert. Photo: Shannon Van Zyl domestic traveller, especially the leisure sector.” strengthen our position in in the leisure sector,” says the market. We refunded all Eric Sakawsky, Flight Centre’s tickets within two or three days gm of corporate. He adds that Garth Wolff, ceo of eTravel, and passengers were offered Risky business increased competition should agrees that there is enough tickets on Comair,” he says. see a significant reduction demand to warrant a new Eric says although travellers CHANA BOUCHER Etna Risk Advisories. in domestic airfares making player in the market, as the will naturally be sceptical of Many travel companies, travel more affordable in a current flights are often full. any new entrant because AFTER losing a significant particularly SMEs, cannot tough economic client. “This “The question is whether the of the turbulent history SA amount of money due to necessarily afford to incur the will certainly help stimulate new entrant has the aircraft has experienced with local internal fraud and poor costs linked to implementing travel demand.” that will be as efficient as the airlines, he believes FlySafair corporate governance, owner traditional risk management Sean Hough, ceo of current market players. This could be a serious contender of travel agency, First Travel, systems, says Doné Joubert, Pentravel, says: “Competition will play a role in the long-term in the LCC space in the next Andree Venter, and gm Leon ceo of the company. Based on is important and we viability,” he says. few years. “If we look at the Malan, saw an opportunity this, Etna Risk Advisories has need the capacity in high But Jonathan Gerber, last 10 years we have seen to introduce professional risk developed an online ‘plug and season. Return fares from director at TAG Travel, isn’t Nationwide, 1time, Velvet Sky, management services to the play’ risk management system Johannesburg to Cape Town at convinced. “The market is not To page 16 travel industry, and launched To page 16 TNW6131SD NEWS Learn from online retail shopping! DORINE REINSTEIN capture impulse holiday take notice of you if you can buys. Travel companies offer them simplicity.” LTHOUGH it seems should also make the most Travel companies can obvious that shopping of mobile GPS capabilities take action by making their Afor a pair of shoes by using hyper local targeting search bar prominent on differs greatly from shopping and assist travellers with their website and include for that perfect holiday, online local attractions, nearby upsells in the search results, travel agents can learn a lot hotels with available rooms along with adding in industry- TNW6153SD from other online retail sites and local car hire options. specific filter functionalities. about how to hook and retain customers – and convert 2. Pay per click – an 4. Use cart ® By Leigh Rubin sales. untapped opportunity abandonment to your Rubes This is according to a Pay-per-click advertising is advantage recent report, Travel vs an underused marketing Travel sites have a much Retail, conducted by Qubit tool in the travel industry, bigger issue with abandoned (a US-based website despite the fact that pay-per- check-outs, with nearly 90% optimisation company). click traffic is approximately of visitors leaving before Survey results show that 50% higher for travel than confirmation, compared with retail sees a much higher for retail. Travel companies only 28,4% in retail. Carol conversion rate, lower should wake up to this and says travellers use the cart average order values, and capitalise on this opportunity. as part of their search. They a much shorter path to see the website’s cart as a purchase than travel. The way of calculating the final report found that: “Travel websites should price of a product with all the Travel sees conversion be looking to optimise ancillaries included. rates of 0,75% whereas According to Matt, cart retail converts at 5,9% their search bar abandonment presents a Travel clients see a 10 and search filters to real opportunity to drive times greater order value generate conversions.” conversion rates. Travel when compared with retail. visitors are three times more Paths to purchase are a likely to look at the basket great deal longer for travel Banners on affiliate websites, than retail. This implies (13,2 days) compared with although representing a that travel retailers need retail (6,5 days). smaller percentage of traffic, to optimise the basket and are also a huge opportunity check-out sections of their 1. Mobile offers for travel companies as they websites. They can use site unlimited opportunities have very high conversion abandonment as a tool to for travel businesses rates. catch their users as they Although conversion rates for leave. travel on mobile platforms 3. Optimise your site are considerably lower than search 5. Work on first for retail, travel customers For travel businesses, impressions Founding Editors: are twice as likely to browse visitors spend, by far, the Travel visitors tend to see John H Marsh (1914-1996) Leona Marsh (1923-2003) on mobile devices. most amount of time on fewer pages on their first EDITORIAL Carol Savage, marketing the search pages, with an visit than retail visitors, TRAVEL NEWS WEEKLY Editor: Natasha Tippel [email protected] director of Exodus Travel, average of seven seconds but more in later sessions. www.etnw.co.za Features Editor: Michelle Colman [email protected] says customers might not be per page view. Retail visitors On the first visit, travel Published by Contributors: booking on mobile platforms on the other hand spend visitors convert half as often Travel & Trade Publishing (Pty) Ltd Mandy Watson Debbie Badham but they are inspired by a longer time on product compared with retail, which Printed by Juka Printing (Pty) Ltd Hilka Birns Chana Boucher Dorine Reinstein browsing on their mobile pages. This means that is the biggest difference Phone: (011) 327-4062 Photographer: Shannon Van Zyl devices, which is why travel travel websites should be through the purchase cycle. Fax: (011) 327-4094 companies need to make looking to optimise their The fact that travel visitors E-mail: [email protected] Production Editor: Ann Braun Web: www.nowmedia.co.za PUBLISHER sure their website pictures search bar and search filters browse for longer on their Address: Now Media Centre, Kate Nathan [email protected] are optimised for mobile. to generate conversions. third, fourth and fifth visits 32 Fricker Road, Illovo Boulevard, Matt Pollock, travel lead Carol says it is important implies that this latter Illovo, Johannesburg.
Recommended publications
  • An Assessment of Key Success Factors in the South African Low Cost Airline Industry
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by University of Johannesburg Institutional Repository An assessment of key success factors in the South African low cost airline industry Authors Davids S. (University of Johannesburg) Mapinga T. (University of Johannesburg) Mtimkulu Z. (University of Johannesburg) Dhliwayo S. (University of Johannesburg) Contact author Dhliwayo Department of Business Management Johannesburg Business School University of Johannesburg. P.O. Box 524, Auckland Park, 2006 Johannesburg. South Africa Phone: 027 11 559 1698 Abstract Deregulation of the South African Low Cost Airline lowered entry barriers which resulted in 11 airlines entering the market between 1990 and 2018 but only 6 are still operating. Using a literature and qualitative method, the study found that there are key success factors that actors in the industry have to adhere to enhance their survival. These include having support from a full service parent airline, modern fleet and tapping into the market of those who normally would not fly, among many others. The key success factors seem to have been applied by those that succeeded in the industry. BACKGROUND The deregulation of the South African airline industry in 1990, created opportunities for low cost airlines to emerge and compete within the industry (Paelo & Vilikazi 2016). According to the South African Low Cost Airline Industry study carried out by Mhlanga (2017) deregulation as “an act or process of eliminating regulations and restrictions from a given industry, or the reduction or removal of centralised power in a particular industry usually enacted to create more competition within the industry”.
    [Show full text]
  • Overview of the Developments in the Domestic Airline Industry in South Africa Since Market Deregulation
    Page 1 of 11 Original Research Overview of the developments in the domestic airline industry in South Africa since market deregulation Authors: Deregulation or liberalisation of air transport has had major global impacts on the domestic 1 Rose Luke air transport markets, with effects ranging from stimulation to changes in the structure and Jackie Walters1 functioning of these markets. In South Africa, deregulation has had wide-reaching effects on Affiliations: the domestic market. The purpose of this article was to investigate the current domestic air 1Institute of Transport and transport market. A literature review was performed to examine the effects of deregulation in Logistics Studies (Africa), other domestic air transport markets around the world. This was followed by a review of the University of Johannesburg, South Africa South African domestic air transport market prior to deregulation in order to determine the changes that were made following deregulation. The ten-year period immediately following Correspondence to: deregulation was also examined; this period was characterised by relatively large numbers of Rose Luke market entries and exits. A database was obtained from the Airports Company South Africa; Email: air traffic movements, passenger numbers and load factors were evaluated. The study showed [email protected] that the market is still characterised by regular market entries and exits. Also that the entry of the low-cost carriers has stimulated the market, resulting in increased air traffic movements, Postal address: higher passenger numbers, higher load factors in general and the opening of a secondary PO Box 524, Auckland Park, Johannesburg 2006, airport in Gauteng, Lanseria International.
    [Show full text]
  • Global Volatility Steadies the Climb
    WORLD AIRLINER CENSUS Global volatility steadies the climb Cirium Fleet Forecast’s latest outlook sees heady growth settling down to trend levels, with economic slowdown, rising oil prices and production rate challenges as factors Narrowbodies including A321neo will dominate deliveries over 2019-2038 Airbus DAN THISDELL & CHRIS SEYMOUR LONDON commercial jets and turboprops across most spiking above $100/barrel in mid-2014, the sectors has come down from a run of heady Brent Crude benchmark declined rapidly to a nybody who has been watching growth years, slowdown in this context should January 2016 low in the mid-$30s; the subse- the news for the past year cannot be read as a return to longer-term averages. In quent upturn peaked in the $80s a year ago. have missed some recurring head- other words, in commercial aviation, slow- Following a long dip during the second half Alines. In no particular order: US- down is still a long way from downturn. of 2018, oil has this year recovered to the China trade war, potential US-Iran hot war, And, Cirium observes, “a slowdown in high-$60s prevailing in July. US-Mexico trade tension, US-Europe trade growth rates should not be a surprise”. Eco- tension, interest rates rising, Chinese growth nomic indicators are showing “consistent de- RECESSION WORRIES stumbling, Europe facing populist backlash, cline” in all major regions, and the World What comes next is anybody’s guess, but it is longest economic recovery in history, US- Trade Organization’s global trade outlook is at worth noting that the sharp drop in prices that Canada commerce friction, bond and equity its weakest since 2010.
    [Show full text]
  • Amended Master AFI RVSM Height Monitoring 9 Mar 2020.Xlsx
    AFI RVSM DATABASE CURRENT AT 13 Mar 2020 ICAO Acft Type Reg. No. Operator Acft Op ICAO RVSM Yes/No RVSM Approval Date Operator Country B772 D2TED TAAG DTA Yes 23/09/2008 Angola B772 D2TEE TAAG DTA Yes 23/09/2008 Angola B772 D2TEF TAAG DTA Yes 23/09/2008 Angola B773 D2TEG TAAG DTA Yes 01/11/2011 Angola B773 D2TEH TAAG DTA Yes 01/11/2011 Angola B773 D2TEI TAAG DTA Yes 25/06/2014 Angola B773 D2TEJ TAAG DTA Yes 10/05/2016 Angola B773 D2TEK TAAG DTA Yes 15/02/2017 Angola B737 D2TBF TAAG DTA Yes 23/09/2008 Angola B737 D2TBG TAAG DTA Yes 23/09/2008 Angola B737 D2TBH TAAG DTA Yes 23/09/2008 Angola B737 D2TBJ TAAG DTA Yes 23/09/2008 Angola B737 D2TBK TAAG DTA Yes 19/12/2011 Angola C750 D2EZR Angolan Air Operator DCD Yes 18/02/2009 Angola E145 D2FDF AeroJet IGA Yes 23/07/2018 Angola C560 D2EBA AeroJet IGA Yes 29/07/2009 Angola E145 D2EBP AeroJet IGA Yes 29/08/2013 Angola C550 D2EPI EMCICA IGA Yes 30/11/2016 Angola F900 D2ANT Government of Angola IGA Yes 05/11/2014 Angola GLEX D2ANG Government of Angola IGA Yes 23/04/2008 Angola GLEX D2ANH Government of Angola IGA Yes 04/12/2017 Angola C550 D2GES Humbertico IGA Yes 19/12/2017 Angola E135 D2FIA SJL Aeronautica IGA Yes 08/02/2019 Angola C680 D2EPL Socolil-Aeronautica SOR Yes 28/03/2018 Angola B737 D2EWS Sonair SOR Yes 07/12/2010 Angola B737 D2EVW Sonair SOR Yes 07/12/2010 Angola B721 D2ESU Sonair SOR Yes 13/09/2006 Angola BE40 A2WIN NAC Botswana NAC Yes 29/04/2011 Botswana BE40 A2DBK FT Meat Packaging Processing IGA Yes 13/05/2011 Botswana GLEX OK1 Botswana Defence Force BDF Yes 21/10/2009 Botswana C550 A2BCL BCL BCL Yes 06/10/2011 Botswana H25B A2MCB Kalahari Air Services IGA Yes 23/01/2013 Botswana B722 XTBFA Government of Burkina Faso IGA Yes 12/04/2007 Burkina Faso E170 XTABS Air Burkina VBW Yes 29/12/2017 Burkina Faso E170 XTABT Air Burkina VBW Yes 29/12/2017 Burkina Faso E190 XTABV Air Burkina VBW Yes 27/06/2019 Burkina Faso E190 XTABY Air Burkina VBW Yes 27/06/2019 Burkina Faso E190 XTABZ Air Burkina VBW Yes 27/06/2019 Burkina Faso B752 D4CBP TACV.
    [Show full text]
  • Project Management MBAPM/16A/17A/PT Master Of
    Programme COHORT Master of Business Administration - MBAPM/16A/17A/PT Project Management Master of Business Administration - MBAFI/16B/PT Finance and Investment Master of Business Administration - MBAG/17A/PT General Examinations for Academic Year 2017 – 2018 Semester II / Academic Year 2018 Semester I MODULE: STRATEGIC MANAGEMENT(MBA) MODULE CODE: MGMT5310 DURATION: 3 HOURS Instructions to Candidates: 1. This paper consists of Sections A and B. 2. Section A is compulsory. 3. Answer any two questions from Section B. 4. Always start a new question on a fresh page. 5. Total marks 100. This question paper contains 5 questions and 4 pages. This Question Paper is printed on BOTH SIDES. Page 1 of 4 STRATEGIC MANAGEMENT(MBA)- MGMT5310-SBMF4444ran SECTION A: COMPULSORY QUESTION 1: (40 MARKS) Read the case below and answer questions that follow: Velvet Sky grounded after failing to pay service providers Velvet Sky’s board has assured chief operating officer Gary Webb that flights will resume on Friday EDWARD WEST, Published: 2012/02/24 WHILE expressing hope it would resume flights today, low-cost airline Velvet Sky stopped flights yesterday due to a "contractual dispute" with a service provider, barely a year after taking to the sky, chief operating officer Gary Webb said yesterday. The cessation of flights for the Durban-based airline followed delays in its flights between Cape Town, Durban, Johannesburg and Port Elizabeth on Wednesday. The airline started flying last March. Velvet Sky’s majority shareholder is Excalibur Aerospace, an aviation industry service provider owned by Excalibur Private Equity, which claims to be black-owned.
    [Show full text]
  • 00 Coverf NEW.Indd
    NOVEMBER 2011 AIRLINE GROUND AGS SERVICES www.evaint.com LUFTHANSA: TURKISH GROUND AIR CARGO HANDLING IATA TRAINING: HANDS OFF SERVICES EYES HANDLING IN DIVERSITY OUT ENHANCING BUT IN CHARGE EXPANSION PICTURES OF AFRICA THE OFFERING CONTENTS | /07&.#&3 PUBLISHER/EDITOR CONTENTS +P.VSSBZ T: +44 (0)1992 424193 2 Handling update &KP!FWBJOUDPN 4 IT update HEAD OF FINANCE/ADMINISTRATION 6 Cargo update 4UFWF.VSSBZ T: +44 (0)1992 424193 8 Routes update &TUFWF!FWBJOUDPN 10 -VGUIBOTBIBOETPGGCVUlSNMZ SALES MANAGER .BY3BKB in charge on the ground T: +44 (0)208 668 1420 Jo Murray speaks to Nils Ecke, Vice President Product Management Airport & &NBY!FWBJOUDPN Passenger Services, and Oliver Widmann, Head of Commercial Airport Relations, Lufthansa, about the airline’s penchant for outsourcing the handling function and yet ADVERTISING SALES EXECUTIVE remaining firmly in charge of all the important parameters on the ground (SBDF)FXJUU T: +44 (0)208 660 2371 14 Turkish Ground Services: &HSBDF!FWBJOUDPN FZFJOHFYQBOTJPOBUIPNFBOEBXBZ Turkish Ground Services comprises more than 3,000 pieces of equipment and 6,000 INTERNATIONAL MEDIA AND Airline Ground Services CONFERENCE PRODUCER staff. It offers ramp, passenger and cargo handling services. Parveen Raja finds out more from Bayram Özçelik, General Manager of TGS T: +44 (0)208 660 9116 F: +44 (0)208 660 3008 16 /PSXFHJBOTUSJWJOHUPXBSETCFJOHMFBO &QBSWFFO!FWBJOUDPN Norwegian Air Shuttle is the second largest airline in Scandinavia, and has a route network that stretches across Europe into North Africa and the Middle
    [Show full text]
  • Investigation Into Passenger Volumes and Financial Performance of the Low-Cost Carriers in the Southern African Development Community Region
    Investigation into passenger volumes and financial performance of the low-cost carriers in the Southern African Development Community region Michael E. Mononga University of Westminster January 2020 A dissertation submitted to the University of Westminster in partial fulfilment of the requirements of the degree of Masters of Science, Air Transport Planning and Management Left blank i Abstract Since the emergence of the first low cost carrier (LCC) back in 2002 on the African continent in the South African Development Community (SADC) region, LCC activity has been moderate. Compared to LCC activity, from other parts of the world, such as Europe, North America and South East Asia, LCC activity has increased to the extent it the market has neared maturity and has made a huge impact to the passenger market. As for Africa, industry experts still consider that the air transport market is yet to experience further growth, as, as of 2017, Africa only represented 2.2% of the global market share according to a report on passenger demand and load factors by the International Air Transport Association (IATA). The main objective of this research is to investigate passenger volumes and financial performance of the LCCs in the Southern African Development Community region. The existing literature for the LCC market has resulted in limited knowledge about the impact to the passenger market for this specific business model at regional economic bloc level. Analysis of secondary data; passenger traffic volumes, seat capacity and load factors and airline case studies were conducted to identify growth in passenger volumes from 2000 to 2017, and financial performance of two airlines against industry global levels.
    [Show full text]
  • SAA Annual Report 2017
    INTEGRATED REPORT FOR THE YEAR ENDED 31 March 2017 CONTENTS 01 02 03 CREATING SUSTAINABLE VALUE STRATEGY FOR 2016/2017 REVIEW Key Metrics for 2016/2017 4 FINANCIAL SUSTAINABILITY CEO’s Report 46 Mandate, Vision and Mission 5 Message from the Chair 38 Key Operations 47 Our Strategic Objectives 5 SAA’s Operating Context 40 Subsidiaries 56 Our Values 5 Implementation of SAA’s Shared Services 61 Milestones 6 Long-Term Turnaround Strategy 41 Definitions 77 Our Network and Fleet 8 Strategy for 2017/2018 SAA Group 10 Financial Year 42 Shared Services 26 Creating Sustainable Value 28 Value-added Statement 30 Our Board 32 Executive Committee 34 OUR INTEGRATED REPORT This integrated report seeks to inform our stakeholders of our business activities, performance against strategic objectives and management focus during the year 1 April 2016 to 31 March 2017. The report covers all entities and divisions within the SAA Group as reported in the annual financial statements. It combines information related to the financial, social, environment and governance aspects of our organisation. The integrated report is published in line with the King III Code on Corporate Governance, the Companies Act, Act No 71 of 2008, the Public Finance Management Act, Act No 1 of 1999 and with reference to the IR Framework defined by the International Integrated Reporting Council. Our approach to integrated reporting is to communicate how our organisation’s strategy, governance, performance and prospects lead to the creation of value over the short-, medium- and long-term. We are committed to embracing and furthering our advancement in integrated reporting in the years to come.
    [Show full text]
  • International Air Service Act: Grant
    14 No.34493 GOVERNMENT GAZETTE, 5 AUGUST 2011 NOTICE 513 OF 2011 DEPARTMENT OF TRANSPORT INTERNATIONAL AIR SERVICE ACT, (ACT N0.60 OF 1993) GRANT /AMENDMENT OF INTERNATIONAL AIR SERVICE LICENSE Pursuant to the provisions of section 17 (12) of Act No.60 of 1993 and Regulation 15 ( 1) and 15 (2) of the International Air Regulations,l994, it is hereby notified for general infonnation that the applications, detail of which appear in the Schedules hereto, will be considered by the International Air Services Council (Council) .Representation in accordance with section 16(3) of the Act No. 60 of 1993 and regulation 25(1) of International Air Services Regulation, 1994, against or in favour of an application, should reach the Chainnan of the International Air Services Council at Department of Transport, Private Bag X 193, Pretoria, 000 I, within 28 days of the application hereof. It must be stated whether the party or parties making such representation is/ are prepared to be represent or represented at the possible hearing of the application APPENDIX I (A) Full name, surname and trade name ofthe applicant. (B) Full business or residential address of the applicant. (C) Class of licence applied for. (D) Type oflnternational Air Service to which application pertains. (E) Category or kind of aircraft to which application pertains. (F) Airport from and the airport to which flights will be undertaken. (G) Area to be served. (H) Frequency of flight. (A)Velvet Sky Aviation (Pty) Ltd; Velvet Sky. {B) 3rd Floor, Standard bank House, 1 Millenium Boulavard Gateway, Umhlanga Rocks, (C) Class I.
    [Show full text]
  • Barriers to Entry for Low Cost Carriers in the South African Airline Industry
    Working Paper 8/2016 Barriers to entry for low cost carriers in the South African airline industry: Competitive dynamics and the entry, expansion and exit of 1Time Airline Anthea Paelo and Thando Vilakazi [email protected] and [email protected] Abstract This paper examines the barriers to entry and expansion of competitor airlines in South Africa. The exit of 1Time from the market as well as the experience of FlySafair, a recent entrant, are used to draw lessons about competitive conditions and constraints that new airlines face in the market. The assessment shows that while the exogenous barriers to entry are not prohibitively high in South Africa (partly evidenced by the number of entrants), a history of repeated anti-competitive conduct by the national carrier, South Africa Airways, has contributed to these challenges. The analysis of price data covering 2014 and 2015 and information drawn from detailed firm-level interviews demonstrates the positive effects of entry in the South African market, including through reducing prices and increasing frequencies to smaller routes which has benefits for local economies. There is preliminary evidence that the entry of LCCs has also contributed to increased passenger volumes, although there are limitations in the data which is available to assess this further. JEL Classification L1, L4, O1 1 Contents Executive summary ............................................................................................................... 4 1. Introduction .................................................................................................................... 6 2. Benefits of competition and rivalry in South Africa’s airline industry ............................... 6 2.1. Timeline of entry and exit of airlines in South Africa ................................................ 7 2.2. Prices and demand in the airline market ............................................................... 10 3. 1Time’s entry, financial performance and exit .............................................................
    [Show full text]
  • Strategic Plan 2012/13 - 17 Table of Contents
    SOUTH AFRICAN CIVIL AVIATION AUTHORITY STRATEGIC PLAN 2012/13 - 17 TABLE OF CONTENTS FOREWORD BY CHAIRPERSON 3 FOREWORD BY DIRECTOR OF CIVIL AVIATION 4 OFFICIAL SIGN-OFF 5 PART A: STRATEGIC OVERVIEW 7 1. Situational analysis 7 External Factors 7 2. Legislative and other mandates 15 3. Vision 16 4. Mission 16 5. Values 16 6. Strategic Outcome-Oriented Goals 17 PART B: STRATEGIC OBJECTIVES 19 1. STRATEGIC OBJECTIVES 19 Programme One: Financial Sustainability 19 Programme Two: Corporate Governance 20 Programme Three: Industry Development and Transformation 21 Programme Four: Aviation Safety and Security 22 Programme Five: Organisational Capability, Capacity and Culture 23 2. RISK MANAGEMENT 24 3. RESOURCE CONSIDERATION 25 PART C: LINKS TO OTHER PLANS 27 TURNAROUND STRATEGY 27 CRITICAL SUCCESS FACTORS 29 2 FOREWORD BY CHAIRPERSON It is a great pleasure for me to present this Strategic Plan on behalf the South African Civil Aviation Authority. The process of crafting the strategy was inclusive and took into consider- ation the views and ideas of my colleagues in the Board and the entire Management team of the Authority. We sought to define a strategy for SACAA that is implementable and achievable, taking into account our current industry forces and our internal dynamics. The process yielded a new strategic focus for the organization that provides for a step change in performance. The new vision of the organization, places emphasis on being a “model” regulator, which means striving for excellence will become the “SACAA-Way”. This strategic direction is fully aligned with our legislative mandate as well as our stakeholder’s expectations.
    [Show full text]
  • AASA 2018/19 Annual Report
    Image credit: WikiMedia. Public Domain. 2018/19 Annual Report Airlines Association of Southern Africa (AASA) The Airlines Association of Southern Africa (AASA), is an organisation which was formed in 1970 to represent the mutual interests of its Members. Membership is open to all airlines based in countries south of the equator, including the Indian Ocean Islands. There are currently 20 Airline Members. In addition, Associate Membership is open to airline partner organisations. There are currently 37 Associate Members, including infrastructure service providers, several oil companies, major aircraft manufacturers, engine manufacturers, ground handling companies, service providers, other industry associations and partners. AASA is the representative airline organisation within Southern Africa working together with the leaders of the aviation industry and senior public and government officials on matters of policy, legislation, regulation, planning, operational efficiency, safety, security and finance, affecting the overall profitability of the airlines and their continued sustainability. AASA also leads and coordinates the airline industry position on airport, airspace and civil aviation issues, as well as consumer legislation, environmental and tourism matters, and provides media response to important industry issues. AASA’s responsibility includes the representation of SADC-based airlines on the SADC Civil Aviation Committee as the Airline Consultative Member. AASA is a regular participant and contributor to the International Civil Aviation
    [Show full text]