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49Th AASA Annual General Assembly 2019 What’S Stopping Us? 10Th - 13Th October 2019 LUX* Saint Gilles Hotel, Reunion
49th AASA Annual General Assembly 2019 What’s stopping us? 10th - 13th October 2019 LUX* Saint Gilles Hotel, Reunion Hosted by Image: Air Austral 49th AASA Annual General Assembly 2019 What’s stopping us? 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 Organization (ICAO) and International Air Transport Association (IATA) initiatives in the region. With AASA’s focus concentrated on any issue impacting the airline business, the regular liaison and good working relationship with its Members and partners is highly valued. -
Competitive Strategies and Entry Strategies of Low Cost Airline Incumbent 1Time Airline
Competitive Strategies and Entry Strategies of Low Cost Airline Incumbent 1time Airline A dissertation submitted in partial fulfilment of the requirements for the degree of Masters in Business Administration of Rhodes University by Diane Potgieter January 2007 Abstract This dissertation reports on the factors that contributed to the successful entry strategy of 1time Airline, a low cost carrier, into the South African airline industry as well as its competitive strategies within this context. Research interviews were conducted in November 2005 and research material gathered until end January 2006. Key issues include an evaluation of 1time's business model in relation to other low cost entrants as well as against material sourced through interviews with 1time Airline management, employees and consumers of the airline's product. Porter's Generic Strategies and Five Forces model are used as a framework in evaluating the airline. It is found that Nohria, Joyce and Robertson's "4+2 Formula" is effectively implemented at the airline, but that further implementation of Game Theory in terms of alliances should be investigated for continued success and sustainability. " \ I Contents Chapter 1 Context ...... ... ....................... ............................. ... .. .................................. 1 1.1 Introduction ................................................. .. .... .................. .. ................ .............. .. ... 1 1.2 The global airline industry ......................................... .. .. ...... .. .. .. ................... -
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”. -
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. -
Why Durban, Kwazulu-Natal Top Reasons to Land Here
DIRECT ACCESS TO DURBAN CONTENTS Destination: Catchment and Demographics page 03 Destination: Air Traffic Statistics - Durban page 21 Destination: Tourism and Trade - KwaZulu-Natal page 29 Cargo: Imports and Exports page 37 King Shaka Int. Airport: Infrastructure and Operations page 49 Route Development: Team and Support page 59 Page 1 WARM BEACHES DESTINATION: CATCHMENT AND DEMOGRAPHICS Page 3 WHERE AFRICA, SOUTH AFRICA, KWAZULU-NATAL (KZN), DURBAN KWAZULU-NATAL (KZN) AFRICA KWAZULU-NATAL-NATAL RICHARDS BAY HARBOUR SOUTH AFRICA DURBAN DURBAN DUBE TRADEPORT DURBAN HARBOUR Destination: Catchment and Demographics Page 4 CURRENT NETWORK DURBAN AFRICA DURBAN, INTERNATIONAL ROUTES SOUTH AFRICA KWAZULU-NATAL REGIONAL ROUTES DOMESTIC ROUTES Destination: Catchment and Demographics Page 5 CURRENT NETWORK EXISTING AIRLINE CUSTOMERS Destination: Catchment and Demographics Page 6 WHY DURBAN, KWAZULU-NATAL TOP REASONS TO LAND HERE POPULATION ECONOMY South Africa’s 2nd most populated: South Africa’s 2nd largest economy: • Province - KwaZulu-Natal: 10.9m • 16% contribution to the country’s GDP in 2015 • City - Durban: 3.5m • One of the fastest growing regions in the 2nd country (avg. GDP growth of 3.6%, 2004-14) TOURISM BUSINESS AND TRADE Diverse and popular leisure destination: • Boasts the 3rd highest export and import • Heritage, Beach, Adventure, Safari propensity and the 2nd highest level of • Attracts 1.3m foreign visitors industrialisation in the country and 13.9m domestic visitors per year • KZN houses the 2 largest seaports in the Southern Hemisphere, -
COMPETITION TRIBUNAL of SOUTH AFRICA Case No
COMPETITION TRIBUNAL OF SOUTH AFRICA Case No: 91/CR/Dec09 2008Apr3682 In the matter between: 1time AIRLINE (PTY) LIMITED Complainant/Applicant And LANSERIA INTERNATIONAL AIRPORT (PTY) LIMITED 1st Respondent COMAIR LIMITED t/a KULULA.COM 2nd Respondent Panel : Norman Manoim (Presiding Member), Yasmin Carrim (Tribunal Member) Thandi Orleyn (Tribunal Member) Heard on : 02 July 2010 Order issued on : 29 July 2010 Reasons issued on : 29 July 2010 Reasons for Decision and Order Introduction 1]This is an application for leave to amend a complaint referral brought in terms of section 51(1). We have decided to grant the application and set out our reasons below. 1 Background 1]The applicant is 1time Airline (Pty) Ltd (“1time”), which offers low-fare scheduled passenger services within South Africa. The first respondent is Lanseria International Airport (Pty) Ltd (“Lanseria”) a company which owns and operates a private airport in Gauteng (“Lanseria Airport”). The second respondent is Comair Limited trading as Kulula.com (“Kulula”). Kulula competes with 1time in the provision of low fare scheduled services within South Africa. 2]On 16 April 2008 1time filed a complaint with the Competition Commission (“the Commission”) against Lanseria and Kulula in terms of section 49B of the Competition Act, 1998, as amended (“the Act”). In its complaint, 1time alleged that certain terms of an exclusive agreement and/or arrangement concluded between Lanseria and Kulula relating to Kulula’s usage of Lanseria constituted a contravention of section 8(c), alternatively section 5(1), of the Act, and that this had the effect of substantially preventing or impeding 1times’ growth within the relevant market. -
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. -
South Africa Travel Guide
South Africa Travel Guide A Natural Landscape from South Africa South Africa tours offer an enigmatic experience. This country is situated at the southernmost edge of the African continent and in its north there is Botswana and Zimbabwe, it is bounded on the northeast by Mozambique and Swaziland, while Namibia is there in the northwest. The Indian Ocean washes its shore on the eastern side, on the southern part there is the confluence of the Indian and Atlantic Oceans, and the Atlantic Ocean is there on the western side. Here, you will find a variety of land forms like desert dunes, Savannah, subtropical forests, and white-sandy coast. You can indulge in exploring wildlife, which is considered the best in Africa. The place is full of penguins and elephants as well as 1000 bird species, while Western Cape has the richest floral kingdoms in the world. South Africa travel cannot be complete without going to Cape Town, where you will find the Table Mountain. This is an integral part of the nature reserve and here you will find wooden paths which allow you to roam without causing any harm to unique plant life. Here Dassies (rock Hyrax), which resemble giant guinea pigs, are found lazing on the rocks in the sun. The Cape Town has a laid back attitude of the city. Getting In Reaching South Africa is always convenient for the visitors as there are plenty of options of getting into this country. This southern part of the continent is vast in size, and thus provides a lot of opportunities to the tourists. -
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 -
Network Planning Exclusive Insight, Powered by Data from the Flightglobal Portfolio 2015
NETWORK PLANNING Exclusive insight, powered by data from the Flightglobal portfolio 2015 Top 100 airlines African aviation focus World’s leading airports Infographics and analysis Visit us on booth N229 flightglobal.com NETWORK PLANNING 2015 CONTENTS ABOUT US 3 AIRLINES Airlines keep steady traffic pace 5 Top 100 passenger operations 6 Focus on African airlines 8 AIRPORTS The world’s top airports (traffic) 12 Top 10 African airports 14 Building African capacity 15 Airport analysis: focus on growth 16 The world’s top 20 airport groups (revenue) 17 Find out more at: flightglobal.com ABOUT US Flightglobal connects professionals to intelligence and data across aerospace, aircraft finance and air transport. Powered by the world’s most comprehensive fleets data, aircraft values and airline schedules, Flightglobal delivers intelligence, analysis and insight to drive the strategies of leading aviation companies, enabling them to generate growth, find new opportunities and make informed investment decisions. Flightglobal now includes Innovata, a leading source of airline schedules data covering more than 800 carriers worldwide, providing our customers with unparalleled schedules data. Visit us on booth N229 to find out more about us and to pick up a copy of Airline Business magazine, the leading journal for senior airline executives Flightglobal provides insight and analysis to drive growth: Analysis tools Flexible data feeds Mapping solutions New and ceased routes Schedule data Airline intelligence flightglobal.com Flightglobal | 3 FG-Dashboard.qxp_AmerAirlines-Advert-197x267-FINAL 08/09/2014 15:38 Page 1 NETWORK PLANNING 2015 From industry trends to detailed routes and airline data, Flightglobal can help you to build your growth strategy DASHBOARD AD Illustration shows conceptual data only Professionals in aviation and aerospace rely on Flightglobal to inform business opportunities in route development and market growth through its unique combination of fleets, aircraft schedules data, airline and traffic data, together with news, analysis and insights. -
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. -
The Importance of Choice Attributes and The
The importance of choice attributes and the positions of the airlines within the South African domestic passenger airline industry as perceived by passengers at Durban International Airport B. Campbell & D. Vigar-Ellis 5 abstRact 12This exploratory study sought to determine what customers perceive to be the most important attributes when choosing their passenger airline within the South African domestic airline industry. In line with positioning research protocol, respondents then evaluated the performance of each airline on those attributes. The attributes that respondents perceived to be important in their airline selection and that differentiated amongst competitors within the domestic passenger airline industry were safety, punctual/reliable flights and low price. However, respondents indicated that they were only prepared to sacrifice Voyager Miles, and legroom and onboard space for lower prices. The positions of the traditional as well as low-cost airlines operating in the South African domestic market are plotted on positioning maps using the determining dimensions as axes. 13Key words: positioning, South African airline industry, determinant attributes Introduction 1The South African domestic airline industry is host to several airlines including South African Airways (SAA), South African Express, South African Airlink, 1time Airways, Mango Airlines, British Airways and Kulula.com (SA Flights, 2010: para2). Mr B. Campbell is Account Manager at ABI, the Soft Drink Division of SAB. Prof. D. Vigar-Ellis is Programme Co- ordinator: Self-funded Programmes at the School of Management, Information Technology and Governance, Pietermaritzburg Campus, University of KwaZulu-Natal. Email: [email protected] Southern African Business Review Volume 16 Number 2 2012 97 B. Campbell & D.