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He Power of Partnering A MAGAZINE FOR AIRLINE EXECUTIVES 2007 Issue No. 2 T a k i n g y o u r a i r l i n e t o n e w h e i g h t s TThehe PowerPower ofof PartnePartnerriinngg A CoConversationversation wiwitth AbduAbdull Wahahabb Tefefffahaaha, Secrecretataryry Generaeral Arab Air Carriers Organization. Special Section I NSID E Airline Mergers and Consolidation Carriers can quickly recover 21 from irregular operations Singapore Airlines makes 46 aviation history High-speed trains impact 74 Europe’s airlines © 2009 Sabre Inc. All rights reserved. [email protected] regional Musical Chairs Next-generation regional carriers have advanced from once-junior operators to prominent forces within the U.S. air transport industry. By Michael Clarke | Ascend Contributor nce considered secondary players in the Under these capacity purchase agree- carriers were able to command target opera- U.S. domestic airline system, regional ments, network carriers assume all the market tion margins ranging from 10 percent to 15 Oairlines have evolved to become pow- risk and are responsible for commercial plan- percent under most CPAs, which were usually erhouses that now play a major role in overall ning, revenue management, marketing, sales re-evaluated on an annual basis. network operations. The global airline industry and distribution of the airline product, and they Within the last decade, regional carriers is heavily impacted by external geopolitical and generally assume high risk items such as air- that were once wholly owned and/or managed economic forces that drive its very existence craft ownership and insurance as well as fuel by an individual network carrier now have the and shape the prevailing environment for effi- costs. The regional carrier operates the flight freedom to operate flights for multiple part- cient and profitable operations. and ensures the availability of capacity for ners. This change in policy and operations was As U.S. network carriers tried in earnest the major airline. In their glory days, regional not easily achieved but was an outgrowth of to deal with the aftermath of terrorist attacks, economic downturns and the dramatic rise Photos by shutterstock.com in fuel prices, regional carriers were given a greater role in shaping airlines’ networks. And when major network carriers began focusing on more lucrative international routes, they worked with their regional partners to counter not only the rise in fuel costs but also the advent of low-cost carriers that now have a significant presence. In this ever-chang- ing landscape, the relationship between net- work carriers and their regional partners have evolved from being one of a dominant master and subservient subject to one of business partners sharing a common goal of maximizing profitability through cost-effective and efficient operations. The relationship between network and regional carriers is typically governed by a capacity purchase agreement, or CPA, that usually involves a fixed fee for departure or cost-plus contract. Under the bylaws of these agreements, regional carriers were restricted to operate a limited number of aircraft below an agreed seat capacity and on specific routes through specific pilot scope clauses, and they were, in effect, under the strategic control of the network carrier. When the dominant carri- ers increased the number of outsourced lower- density routes to regional subsidiaries, the Regional carriers have risen above their underdog stereotype to become some of the indus- regional airlines’ profitability increased since try’s most prominent players. Mesa Airlines, Continental Airlines, Northwest Airlines and they were guaranteed a given profit margin in Delta Air Lines all rely on their regional carriers to maintain a successful operation. light of the prevailing market conditions. ascend 79 regional craft and new aircraft deliveries among regional Regional Airline Group Flying Assignment partners, driven, in part, by economics as well as labor considerations. As pilot unions at the Regional Airline Network Partner (Percent of Operating Revenue) mainline carrier started allowing more large-sized (less than 76 seats) regional aircraft, Comair was ExpressJet Continental Airlines (70%) prevented from receiving these aircraft. Delta Air Lines (20%) As network airlines exerted their pres- sure on regional carriers, some regional carriers ExpressJet Brand (10%) devised creative ways to circumvent the agreed- Mesa Airlines Delta Air Lines (17%) upon restrictions. Since most capacity purchase agreements were specific to a given carrier and Mesa/Go! (6%) operating certificate, regional carriers such as Mesa United Airlines (36%) Airlines and Republic Airlines simply set up holding companies that either acquired another existing US Airways (41%) regional carrier and/or started a new subsidiary to Pinnacle Airlines Continental Airlines (12%) fly for another major network carrier. In effect, the cozy relationships between network and regional Northwest Airlines (70%) carriers have given way to very competitive con- United Airlines (8%) tract negotiations and agreements. This phenomenon is now common in US Airways (12%) the marketplace, and there have emerged five major regional carrier powerhouses that dominate Republic Airlines American Airlines (9%) the U.S. domestic system — ExpressJet, Mesa Continental Airlines (14%) Airlines, Republic Airlines, Pinnacle Airlines and Delta Air Lines (30%) SkyWest Airlines. As regional carriers tried to diver- sify their portfolio of operations, network carriers Frontier Airlines (3%) pursued a similar strategy to the point that some United Airlines (20%) network carriers now coordinate regional flying by seven partners, and some regional carriers fly for US Airways (24%) six different network carriers. SkyWest Airlines Delta Air Lines (65%) Regional carriers that once focused their operations on a specific geographical region of United Airlines (35%) the country were now faced with multiple hub Midwest Airlines (new) Source: Company Reports operations and often a diverging fleet with multiple equipment types. With this change in operating conditions came increased infrastructure costs as The percentage of operating revenue the mega-regional carriers receive from each well as greater pilot training needs and associated network carrier is based on their current contract agreements. costs. Nonetheless, many regional carriers have figured out the correct formula to make this new paradigm work for them and maintain profitability the challenging negotiations between network needs, network carriers also consider the impact at acceptable margins. carriers facing bankruptcy reorganization and of labor relations at the regional carrier. Since most Changes in the working relationship regional carriers eager to preserve their high regional carriers enjoy very flexible and favorable between major network carriers and their regional level of profitability. As a result of these contract work rules, their cockpit crews are able to fly partners were also complemented by changes in negotiations and concessions, regional carriers more time than their network carrier counterparts. the overall ownership structure of the regional car- won the right to seek new flying opportunities, Regional carriers that maintain a low cost structure riers. In some cases, such as Continental Airlines diversify their operations and have much more and are not unionized often win more contracts for with ExpressJet and Delta Air Lines with Atlantic control over their future fortune. flying from network carriers. Southeast Airlines, the regional subsidiary was During the reorganization process, net- In light of the labor relationship breakdown partially or fully divested via an initial public offering work carriers such as Delta Air Lines, Northwest and subsequent three-month pilot strike at Comair or a complete sale to another regional carrier. In Airlines, United Airlines and US Airways put in Cincinnati, Ohio, in early 2001, network carriers other cases, such as Northwest Airlines, the major out almost all of their existing regional flying for started to re-evaluate the sole regional carrier network carrier decided to secure complete own- bidding, and other regional airlines were quick reliance at major hub airports. As one of the larg- ership of some of its regional partners (Mesaba to compete for the contracts. Regional carri- est regional carriers in Delta Air Lines’ network, Airlines) and at the same time set up an entirely ers were forced to accept lower profit margin the shutdown of Comair severely impacted its new regional carrier (Compass Airlines) to fly larger targets (less than 10 percent) on new contracts operations at its secondary hub and resulted in lost regional jets. Each business decision has been or face the complete loss of flying for a given market share. In the aftermath of this prolonged driven by the desire to achieve lower operating network carrier. In addition, some regional strike, Delta Air Lines chose to fully diversify its costs and better terms and conditions under the carriers were required to share in the risk of regional operations at all of its existing hub airports, capacity purchase agreements between major fuel and insurance costs. As a result, many including Atlanta, Georgia; Cincinnati; Dallas/Forth network carriers and their regional partners. network carriers now have multiple regional Worth, Texas; New York, New York; and Salt Lake The strength of the new-generation mega- partners serving multiple airports within their
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