The Airline Business, Second Edition
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The Airline Business Airlines have been suffering from severe turbulence. In recent years the industry has faced its longest and deepest crisis ever: many airlines lost billions of US dollars, several collapsed, while others had to be rescued by their respective governments. This crisis, caused initially by a downturn in the world economy, deepened as a result of external shocks such as the 11 September 2001 terrorist attacks, the Iraq war, the SARS epidemic and oil price hikes after 2003. In a period of turbulence and uncertainty, The Airline Business analyses the key issues that continue to impact on the stability and structure of the airline industry. Special attention is paid to the effect of continued liberalisation and ‘open skies’, to the need to cut labour costs, the impact of alliances and consolidation, the growing threat of low-cost carriers, the e-commerce revolution and the problems faced by state-owned airlines. Finally, Rigas Doganis assesses alternative strategies which could help airlines survive and succeed in a period of uncertainty and structural change within the industry. Rigas Doganis is the doyen of commentators on the airline industry and this second edition of his definitive book on the subject brings the story up to date. This book will be of interest and value to all those working in aviation and to students studying transportation economics or business strategy. Rigas Doganis is a non-executive director of South African Airways and a former chairman/CEO of Olympic Airways in Athens. He is a visiting professor in Air Transport at Cranfield University, UK and the author of Flying Off Course: the economics of international airlines and The Airport Business. The Airline Business Second edition Rigas Doganis Second edition published 2006 by Routledge 2 Park Square, Milton Park, Abingdon, Oxon OX14 4RN Simultaneously published in the USA and Canada by Routledge 270 Madison Avenue, New York, NY 10016 First published 2000 by Routledge Routledge is an imprint of the Taylor & Francis Group This edition published in the Taylor & Francis e-Library, 2005. “To purchase your own copy of this or any of Taylor & Francis or Routledge’s collection of thousands of eBooks please go to www.eBookstore.tandf.co.uk.” © 2000, 2006 Rigas Doganis All rights reserved. No part of this book may be reprinted or reproduced or utilised in any form or by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying and recording, or in any information storage or retrieval system, without permission in writing from the publishers. British Library Cataloguing in Publication Data A catalogue record for this book is available from the British Library Library of Congress Cataloging in Publication Data A catalog record for this book has been requested ISBN 0-203-59680-3 Master e-book ISBN ISBN10: 0–415–34614–2 ISBN13: 9–78–0–415–34614–2 (hbk) ISBN10: 0–415–34615–0 ISBN13: 9–78–0–415–34615–3 (pbk) Contents List of illustrations ix Acknowledgements xi Introduction 1 1 Beyond the crisis: trends and challenges 4 1.1 A cyclical and marginal industry 4 1.2 Crisis turns to disaster 8 1.3 Past trends 12 1.4 Airline challenges in the twenty-first century 17 2 Towards ‘open skies’27 2.1 The three pillars of economic regulation 27 2.2 Bilateralism under pressure 31 2.3 Liberalisation and ‘open markets’ 1978–91 32 2.4 Towards ‘open skies’ – from 1992 onwards 38 2.5 The single European market 45 3 Beyond ‘open skies’51 3.1 Clouds in the ‘open skies’ 51 3.2 The nationality rules: an anomaly in the global economy 54 3.3 Towards clear skies 59 3.4 The European Court changes the rules 63 3.5 A Trans-Atlantic Common Aviation Area? 66 vi Contents 4 Alliances: a response to uncertainty or an economic necessity? 73 4.1 Alliance frenzy 73 4.2 Diversity of airline alliances 78 4.3 The marketing benefits of large scale and scope 86 4.4 Cost synergies and reductions 91 4.5 Reducing competition 95 4.6 Bypassing regulatory barriers 99 4.7 Cementing alliances 100 4.8 Are alliances anti-competitive? 105 4.9 Controlling alliances 110 4.10 A response to economic forces or to uncertainty? 116 5 Labour is the key 118 5.1 The importance of labour costs 118 5.2 The unit cost of labour 120 5.3 Productivity of labour 124 5.4 Growing pressures to reduce the cost of labour 128 5.5 Labour as a cost differentiator 132 5.6 Strategies for reducing labour costs 136 5.7 Sharing the spoils: employees as shareholders 141 5.8 The labour challenge 144 6 The low-cost revolution 147 6.1 A new phenomenon sweeps the world 147 6.2 The Southwest model 150 6.3 The low-cost model catches on in the USA 156 6.4 The impact of low-cost airlines in Europe 159 6.5 The Europeans follow the Southwest model 164 6.6 How great is the cost differential? 170 6.7 A sustainable cost advantage 178 6.8 Revenue advantages 181 6.9 Charters – the other low-cost model 184 6.10 A passing phase or a model for the future? 188 7 [email protected] 196 7.1 Increasing focus on the customer 196 7.2 IT driving the airline business model 197 7.3 The impact of e-commerce on marketing and distribution 201 7.4 Drivers for change 203 Contents vii 7.5 Risks and problems of e-commerce 210 7.6 The role of global distribution systems 214 7.7 Future developments and strategies 217 7.8 Playing by the new rules – customer relations management 220 8 State-owned airlines: a dying species or a suitable case for treatment? 223 8.1 Changing attitudes 223 8.2 Distressed state airline syndrome 227 8.3 Preparing for privatisation 234 8.4 Resolving privatisation issues 240 8.5 State aid and the single European market 245 8.6 The Olympic Airways case 252 8.7 Saving the species! 255 9 Strategies for survival in the twenty-first century 258 9.1 A period of uncertainty 258 9.2 Clarifying the corporate mission 260 9.3 Repairing the network model 263 9.4 Strategies for the low-cost sector 269 9.5 Cost reduction as a long-term necessity 272 9.6 Marketing focused on yield improvement 274 9.7 Developing an alliance strategy 278 9.8 An improved corporate culture 281 9.9 Towards the virtual airline? 282 9.10 The future shape of the airline industry 287 Appendices A Freedoms of the air 292 B Glossary of common air transport terms 294 Bibliography 297 Index 302 Illustrations Figures 1.1 Profit or loss of the world’s airlines, 1988 to 2003 (in US $) 5 1.2 Profit or loss as percentage of revenues – world airlines, 1988 to 2003 7 1.3 Oil prices, 1970 to 2004, in current prices and at constant 2004 dollar values 14 1.4 Average yield per passenger-km of ICAO member airlines, 1989–2003 16 4.1 Alliance categories 81 4.2 KLM’s alliances in January 2000 83 4.3 Phases in cementing an airline alliance 102 5.1 Available tonne-kms (’000) per employee, 2002 125 5.2 Available tonne-kms per $1,000 labour cost, 2002 129 6.1 Penetration of low-cost carriers on intra-European and domestic markets, March 2005 162 6.2 Unit costs and average sector distance on intra-European services: selected European airlines, 2003 177 9.1 Alternative airline business models 284–5 Tables 1.1 Rising fuel prices deepen crisis 12 2.1 Key features of traditional air services agreements 29 2.2 Typical features of post-1978 US-type open market bilaterals 34 2.3 Traditional and post-1985 open market European bilaterals 36 2.4 US open-market and post-1991 open-skies air services agreements 44 4.1 Profile of the major global alliances at the end of 2004 85 4.2 Marketing benefits of large scope and network spread 87 4.3 Impact of US–European alliances on market shares on selected routes, 1994–8 (% of passengers on direct flights) 90 4.4 Air France–KLM merger – potential annual synergies (September 2003) 94 4.5 Impact of the SAS–Lufthansa 1995 alliance on major routes, Germany to Scandinavia 97 x List of illustrations 4.6 Impact of alliances on SAS’s share of scheduled departures from Copenhagen, March 2004 98 4.7 Comparison of connecting services to New York via European hubs, April 2004 108 5.1 Wages and associated costs of labour as a percentage of total operating cost, 2002 119 5.2 Average annual remuneration for pilots and cabin crew of selected major airlines in 2002 121 5.3 Impact of cockpit crew on total labour costs, selected European airlines, 2002 122 5.4 Level and impact of social charges on European airlines’ labour costs in 2002 123 5.5 Index of average annual costs per employee, European scheduled airlines, 2002 134 5.6 Impact of staff cuts on employee numbers, 2000–04 138 6.1 Comparison of Boeing 737–300 operating costs, United States carriers, 2003 154 6.2 The Southwest Airlines low-cost, no-frills model 157 6.3 Market shares of low-cost and network airlines on London–Italy, 2003 164 6.4 Impact of low-cost carriers on London–Toulouse return fares (US $) 166 6.5 Cost advantage of low-cost carriers on short-haul routes – a cascade study showing cumulative cost advantage 171 6.6 Total operating costs on intra-European services in 2003 177 6.7 Impact of seat factor on unit costs of intra-European services in 2003 178 6.8 easyJet’s yield management: London (Luton)–Nice route in January 2005 182 6.9 Cost advantages of charters compared to low-cost scheduled carriers 185 7.1 Key issues for airlines in regard to information technology 198 7.2 Impact of online sales and e-ticketing in 2004 202 7.3 Breakdown of airline distribution costs, 1996 204 7.4 Shifting pattern of US airline distribution channels 206 8.1 Government shareholding in international airlines, July 2004 226 8.2 Symptoms of Distressed State Airline Syndrome 235 8.3 Restructuring a distressed state airline – the Olympic Airways case, 1994–7 237 8.4 State aid and capital injections to airlines of the European Union, 1990–97 246 9.1 British Airways results, financial year 2004/5 264 9.2 Aer Lingus cost reductions, 2001 to 2003 268 9.3 The future shape of the airline industry in each major region or continent 290 Acknowledgements The airline industry is an enigma.