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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. -
Singapore Airlines 2001 (A)
This document is downloaded from DR‑NTU (https://dr.ntu.edu.sg) Nanyang Technological University, Singapore. Singapore Airlines 2001 (A) Allampalli, D. G.; Toh, Thian Ser 2001 Toh, T. S., & Allampalli, D. G. (2001). Singapore Airlines 2001 (A). Singapore: The Asian Business Case Centre, Nanyang Technological University. https://hdl.handle.net/10356/100011 © 2001 Nanyang Technological University, Singapore. All rights reserved. No part of this publication may be copied, stored, transmitted, altered, reproduced or distributed in any form or medium whatsoever without the written consent of Nanyang Technological University. Downloaded on 24 Sep 2021 00:44:01 SGT AsiaCase.com the Asian Business Case Centre SINGAPORE AIRLINES 2001 (A) Publication No: ABCC-2001-004A Print copy version: 15 Apr 2004 Toh Thian Ser and D. G. Allampalli The case describes how Singapore Airlines (SIA) evolved from a fl edging player in the 1960s into an industry leader. In the process, SIA rewrote the rules for competition and earned accolades for its excellent aviation record, young fl eet of planes and a reputation for delighting customers. Bilateral air service agreements negotiated between individual nations limited the routes of a given airlines and hence the airlines’s growth. The global airlines industry responded to this challenge with a mix of acquisition, strategic alliances (for example, the STAR alliance) and related diversifi cation strategies. But would these strategies be sustainable in the near future for SIA? What course of action should SIA undertake? Associate Professor Toh Thian Ser and D. G. Allampalli of The Asian Business Case Centre prepared this case. The case is based on public sources. -
Years Years Service Or 20,000 Hours of Flying
VOL. 9 NO. 1 OCTOBER 2001 MAGAZINE OF THE ASSOCIATION OF ASIA PACIFIC AIRLINES 50 50YEARSYEARS Japan Airlines celebrating a golden anniversary AnsettAnsett R.I.PR.I.P.?.? Asia-PacificAsia-Pacific FleetFleet CensusCensus UPDAUPDATETE U.S.U.S. terrterroror attacks:attacks: heavyheavy economiceconomic fall-outfall-out forfor Asia’Asia’ss airlinesairlines VOL. 9 NO. 1 OCTOBER 2001 COVER STORY N E W S Politics still rules at Thai Airways International 8 50 China Airlines clinches historic cross strait deal 8 Court rules 1998 PAL pilots’ strike illegal 8 YEARS Page 24 Singapore Airlines pulls out of Air India bid 10 Air NZ suffers largest corporate loss in New Zealand history 12 Japan Airlines’ Ansett R.I.P.? Is there any way back? 22 golden anniversary Real-time IFE race hots up 32 M A I N S T O R Y VOL. 9 NO. 1 OCTOBER 2001 Heavy economic fall-out for Asian carriers after U.S. terror attacks 16 MAGAZINE OF THE ASSOCIATION OF ASIA PACIFIC AIRLINES HELICOPTERS 50 Flying in the face of bureaucracy 34 50YEARS Japan Airlines celebrating a FEATURE golden anniversary Training Cathay Pacific Airways’ captains of tomorrow 36 Ansett R.I.P.?.? Asia-Pacific Fleet Census UPDATE S P E C I A L R E P O R T Asia-Pacific Fleet Census UPDATE 40 U.S. terror attacks: heavy economic fall-out for Asia’s airlines Photo: Mark Wagner/aviation-images.com C O M M E N T Turbulence by Tom Ballantyne 58 R E G U L A R F E A T U R E S Publisher’s Letter 5 Perspective 6 Business Digest 51 PUBLISHER Wilson Press Ltd Photographers South East Asia Association of Asia Pacific Airlines GPO Box 11435 Hong Kong Andrew Hunt (chief photographer), Tankayhui Media Secretariat Tel: Editorial (852) 2893 3676 Rob Finlayson, Hiro Murai Tan Kay Hui Suite 9.01, 9/F, Tel: (65) 9790 6090 Kompleks Antarabangsa, Fax: Editorial (852) 2892 2846 Design & Production Fax: (65) 299 2262 Jalan Sultan Ismail, E-mail: [email protected] Ü Design + Production Web Site: www.orientaviation.com E-mail: [email protected] 50250 Kuala Lumpur, Malaysia. -
The Qantas Counterfactual Paul Edwards 18 August 2003
The Qantas Counterfactual Public Session Paul Edwards 18 August 2003 Counterfactual • strategySecure and develop Australasian home base. • Competitive position is essential. • Natural extension of Qantas long term commitment to New Zealand 4 International 4 Domestic. Domestic New Zealand• Qantas is in the relatively early stages of domestic New Zealand expansion. • Qantas has maintained some form of presence in domestic New Zealand for 10 years. 4 Preferred selling arrangement with Ansett New Zealand (1990) 4 Franchise arrangement with Tasman Pacific (2000) 4 Qantas operations (May 2001) Commitment to Domestic New • Expansion plans slowed due to events outsideZealand Qantas control 4 Collapse of Ansett Australia in September 2001. • Implementation of the counterfactual is already in progress. 4 Jetconnect established in June 2001 4 Received AOC in October 2002 4 Five-aircraft operation by November 2002 4 Sixth aircraft arrived in May 2003 4 Wellington base established June 2003 Reasons for growing in Domestic New • Need to protectZealand and build network profit. • Home market. • Need to build frequency. • Current revenue share does not match capacity share (“share gap”). Plans for Domestic • New fareNew structure already Zealand implemented. • Continue with plans to expand the business. • Review of product and network. • Discuss further in confidential session. Plans for the • Introduction ofTasman more efficient aircraft 4Operate all Auckland and most Christchurch services with wide-bodied aircraft 4Operation of some 737s using Jetconnect. • Review fare structure. • Discuss above and other international routes further in confidential session. Airline Planning Group New Zealand Presence Analysis Overview of ‘City Presence’ What passengers value • Competitive fares. • Minimum travel time to destination. -
Wellington International Airport Limited Presentation to Commerce Commission Conference | 21 August 03 | Page 2
Presentation to Commerce Commission Conference | 21 August 2003 Presentation by John Sheridan Chief Executive, Wellington International Airport Limited Presentation to Commerce Commission Conference | 21 August 03 | page 2 Introduction Aviation experience 16 years in the aviation industry including 12 years in senior airline positions and over 4 years as the Chief Executive of Wellington International Airport The interest of WIAL in the application WIAL is directly affected by the outcome Objective To clearly demonstrate the critical importance of competition for both market growth and the continuing introduction of new product and services Presentation to Commerce Commission Conference | 21 August 03 | page 3 Domestic Market: 1987 - present Ansett New Zealand commenced operations in 1987 with some immediate outcomes being: Upgraded terminal facilities The introduction of aerobridges Improved service standards. A few examples: Catering on the aircraft, lounge facilities & valet parking Most importantly Ansett New Zealand meant competition and the availability of discount fares. Average fare dilution increased from 15% to 35%-40% on those sectors where Ansett New Zealand competed The stimulation of market growth Domestic passenger numbers through Wellington airport increased by 20% in the first two years after Ansett New Zealand started operations Presentation to Commerce Commission Conference | 21 August 03 | page 4 Domestic Market: 1987 - present In the period 1995 through to November 2002 there were few initiatives in the market, with the result that growth averaged 1.3% per year only over this period. This period included the Ansett pilots dispute in 1999, the receivership of Tasman Pacific in 2001, the start-up of Qantas Airways domestic services in New Zealand and the growth of Origin Pacific. -
Effects of Airlines Alliances and Mergers on Fair Competition and Monopoly Prevention
ATConf/6-WP/391 International Civil Aviation Organization 14/2/13 WORKING PAPER WORLDWIDE AIR TRANSPORT CONFERENCE (ATCONF) SIXTH MEETING Montréal, 18 to 22 March 2013 Agenda Item 1: Global overview of trends and developments Agenda Item 1.1: Industry and regulatory developments Agenda Item 2: Examination of key issues and related regulatory framework Agenda Item 2.4: Fair competition EFFECTS OF AIRLINES ALLIANCES AND MERGERS ON FAIR COMPETITION AND MONOPOLY PREVENTION (Presented by Egypt) EXECUTIVE SUMMARY This paper addresses one of the developments that have taken place in the field of air transportation, and that relates to the emergence of strong alliances and mergers between airlines. It studies alliances and mergers implications on air transport, and suggests the development of frameworks for their regulation. Action: The Conference is invited to agree to the recommendations presented in paragraph 6. References: ATConf/6 reference material is available at www.icao.int/meetings/atconf6. 1. INTRODUCTION 1.1 Significant developments have occurred in the field of air transport. A large number of countries made remarkable progress in liberalizing international air transport regulations, and became involved in full market-access arrangements. At the same time, the airline industry underwent a major shift and saw the forging alliances and mergers between companies in order to consolidate their presence in a market environment characterized by strong competition. 1.2 Alliances between airlines have become a dominant feature in air transport, and a new global phenomenon unfolding relatively quickly through multiple collaborative business arrangements. Alliance agreements took different forms and included various elements of code-sharing, marketing and pricing cooperation, schedules coordination, and offices and airport facilities sharing. -
Airline Alliances
AIRLINE ALLIANCES by Paul Stephen Dempsey Director, Institute of Air & Space Law McGill University Copyright © 2011 by Paul Stephen Dempsey Open Skies • 1992 - the United States concluded the first second generation “open skies” agreement with the Netherlands. It allowed KLM and any other Dutch carrier to fly to any point in the United States, and allowed U.S. carriers to fly to any point in the Netherlands, a country about the size of West Virginia. The U.S. was ideologically wedded to open markets, so the imbalance in traffic rights was of no concern. Moreover, opening up the Netherlands would allow KLM to drain traffic from surrounding airline networks, which would eventually encourage the surrounding airlines to ask their governments to sign “open skies” bilateral with the United States. • 1993 - the U.S. conferred antitrust immunity on the Wings Alliance between Northwest Airlines and KLM. The encirclement policy began to corrode resistance to liberalization as the sixth freedom traffic drain began to grow; soon Lufthansa, then Air France, were asking their governments to sign liberal bilaterals. • 1996 - Germany fell, followed by the Czech Republic, Italy, Portugal, the Slovak Republic, Malta, Poland. • 2001- the United States had concluded bilateral open skies agreements with 52 nations and concluded its first multilateral open skies agreement with Brunei, Chile, New Zealand and Singapore. • 2002 – France fell. • 2007 - The U.S. and E.U. concluded a multilateral “open skies” traffic agreement that liberalized everything but foreign ownership and cabotage. • 2011 – cumulatively, the U.S. had signed “open skies” bilaterals with more than100 States. Multilateral and Bilateral Air Transport Agreements • Section 5 of the Transit Agreement, and Section 6 of the Transport Agreement, provide: “Each contracting State reserves the right to withhold or revoke a certificate or permit to an air transport enterprise of another State in any case where it is not satisfied that substantial ownership and effective control are vested in nationals of a contracting State . -
Strategic Airline Alliances: Advantages for Major Airlines Being Aligned
STRATEGIC AIRLINE ALLIANCES: ADVANTAGES FOR MAJOR AIRLINES BEING ALIGNED Jorge J. Villar Department of Aerospace Engineering, Universidad Politécnica de Madrid, Spain Javier Tafur Department of Industrial Engineering, Business Administration and Statistics, Universidad Politécnica de Madrid, Spain Guozhu Jia School of Economics and Management, Beijing University of Aeronautics and Astronautics (Beihang University), China Fernando Zobel 3, 3º C 16002 Cuenca Spain Telephone: (0086)13691243311, (0034)659928918 E-mail: [email protected] Abstract Some factors including the deregulation in the U.S and the liberalization in Europe of the airline industry are essential to understanding why the number of partnership agreements between airlines has increased during the last 25 years. These events, coupled with the continuous economic downturn and the 9/11 catastrophe seem to be the perfect framework for the tendency to develop airline strategic alliances. However, it has been observed that this trend was not followed during the period 2005- 2008. The purpose of this paper is to analyze if a benefit was experienced by the major airlines who became a member of the current 3 big alliances compared to the major airlines that decided not to become a member or were not admitted into the alliances during 2005-2008. The methodology of this report includes an analysis of several airlines’ performance figures. These performance figures include the revenue passenger kilometers (RPKs), the passenger load factor (PLF) and also the market share (MS). The figures will be compared between the aligned airlines and others which have similar business models. The value of this paper is to reveal whether being aligned provides advantages to major airlines under a bearish airline market in a globalized environment. -
Investment in Air Transport Infrastructure
Guidance for developing private participation Infrastructure Transport Air Investment in Public Disclosure Authorized Investment in Air Transport Infrastructure Guidance for developing Public Disclosure Authorized private participation Mustafa Zakir Hussain, Editor With case studies prepared by Booz Allen Hamilton Public Disclosure Authorized Public Disclosure Authorized Investment in Air Transport Infrastructure Guidance for developing private participation Investment in Air Transport Infrastructure Guidance for developing private participation Mustafa Zakir Hussain, Editor With case studies prepared by Booz Allen Hamilton © 2010 The International Bank for Reconstruction and Development / The World Bank 1818 H Street NW Washington DC 20433 Telephone: 202-473-1000 Internet: www.worldbank.org E-mail: [email protected] All rights reserved The findings, interpretations, and conclusions expressed herein are those of the author(s) and do not necessarily reflect the views of the Executive Direc- tors of the International Bank for Reconstruction and Development / The World Bank or the governments they represent. The World Bank does not guarantee the accuracy of the data included in this work. The boundaries, colors, denominations, and other information shown on any map in this work do not imply any judgment on the part of The World Bank concerning the legal status of any territory or the endorse- ment or acceptance of such boundaries. Rights and Permissions The material in this publication is copyrighted. Copying and/or transmitting portions or all of this work without permission may be a violation of appli- cable law. The International Bank for Reconstruction and Development / The World Bank encourages dissemination of its work and will normally grant permission to reproduce portions of the work promptly. -
Airlines Codes
Airlines codes Sorted by Airlines Sorted by Code Airline Code Airline Code Aces VX Deutsche Bahn AG 2A Action Airlines XQ Aerocondor Trans Aereos 2B Acvilla Air WZ Denim Air 2D ADA Air ZY Ireland Airways 2E Adria Airways JP Frontier Flying Service 2F Aea International Pte 7X Debonair Airways 2G AER Lingus Limited EI European Airlines 2H Aero Asia International E4 Air Burkina 2J Aero California JR Kitty Hawk Airlines Inc 2K Aero Continente N6 Karlog Air 2L Aero Costa Rica Acori ML Moldavian Airlines 2M Aero Lineas Sosa P4 Haiti Aviation 2N Aero Lloyd Flugreisen YP Air Philippines Corp 2P Aero Service 5R Millenium Air Corp 2Q Aero Services Executive W4 Island Express 2S Aero Zambia Z9 Canada Three Thousand 2T Aerocaribe QA Western Pacific Air 2U Aerocondor Trans Aereos 2B Amtrak 2V Aeroejecutivo SA de CV SX Pacific Midland Airlines 2W Aeroflot Russian SU Helenair Corporation Ltd 2Y Aeroleasing SA FP Changan Airlines 2Z Aeroline Gmbh 7E Mafira Air 3A Aerolineas Argentinas AR Avior 3B Aerolineas Dominicanas YU Corporate Express Airline 3C Aerolineas Internacional N2 Palair Macedonian Air 3D Aerolineas Paraguayas A8 Northwestern Air Lease 3E Aerolineas Santo Domingo EX Air Inuit Ltd 3H Aeromar Airlines VW Air Alliance 3J Aeromexico AM Tatonduk Flying Service 3K Aeromexpress QO Gulfstream International 3M Aeronautica de Cancun RE Air Urga 3N Aeroperlas WL Georgian Airlines 3P Aeroperu PL China Yunnan Airlines 3Q Aeropostal Alas VH Avia Air Nv 3R Aerorepublica P5 Shuswap Air 3S Aerosanta Airlines UJ Turan Air Airline Company 3T Aeroservicios -
Conference on the Economics of Airports and Air Navigation Services
ANSConf-WP/58 7/6/00 (English only) CONFERENCE ON THE ECONOMICS OF AIRPORTS AND AIR NAVIGATION SERVICES (Montreal, 19 - 28 June 2000) Agenda Item 1: Economic situation of airports, air navigation service providers and their financial relationships with air carriers and other users THE WORLD OF CIVIL AVIATION (Presented by the Secretariat) INFORMATION PAPER SUMMARY This information paper highlights major developments during the year 1999 and for the forecast period 2000-2002 reflecting findings of the forthcoming Circular 279, The World of Civil Aviation — 1999-2002. The Appendix to this information paper contains a draft version of Circular 279 which will be the eighth in an annual series of publications covering recent and future developments in civil aviation. In the draft circular, Part I reviews the main events in or affecting international civil aviation in 1999; Part II analyses trends in the world economy and the air transport industry and presents global forecasts of airline scheduled passenger traffic through to 2002; and Part III reviews, on a region-by-region basis, the year 1999 and gives prospects through to 2002. This information paper has been provided to supplement the working paper ANSConf-WP/13 and as background material. Developments concerning providers of air transport infrastructure, both airports and air navigation services, discussed in Chapter 3 might be of particular interest to Conference participants. 1. Major developments during the year 1999 1.1 Growth in the world economy started to recover as did airline traffic but airline operating profits softened and aircraft orders declined. 1.1.1 The world’s Gross Domestic Product (GDP) grew by an estimated 3.0 per cent in real terms. -
B L * 7 B E R K E L E Iſ Li 3? ARY Ukilversity of Callf CRN1A
| TT #B L * 7 B E R K E L E iſ Li 3? ARY Ukilversity Of CALlf CRN1A AREA HANDBOOK ſor (AMBODIA Co-Authors Frederick P. Munson Kenneth W. Martindale David S. McMorris Kathryn E. Parachini William N. Raiford Charles Townsend Research and writing were completed on December 15, 1967 Published October 1968 (This pamphlet supersedes DA Pam 550–50, April 1963) For sale by the Superintendent of Documents, U.S. Government Printing Office Washington, D.C. 20402—Price $3 ps 557 C. g. A 75 ! ?, ?, ? SOCIAL SCIENCES FOREWORD This volume is one of a series of handbooks prepared by Foreign Area Studies (FAS) of The American University, de signed to be useful to military and other personnel who need a convenient compilation of basic facts about the social, economic, political and military institutions and practices of various coun tries. The emphasis is on objective description of the nation's present society and the kinds of possible or probable changes that might be expected in the future. The handbook seeks to present as full and as balanced an integrated exposition as limi tations on space and research time permit. It was compiled from information available in openly published material. Extensive bibliographies are provided to permit recourse to other published sources for more detailed information. There has been no at tempt to express any specific point of view or to make policy rec ommendations. The contents of the handbook represent the work of the authors and FAS and do not represent the official view of the United States Government. An effort has been made to make the handbook as comprehen sive as possible.