DOCSLIB.ORG

Spanair Reinforces Its Flight Offer Between Spain and Scandinavia

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Spanair Reinforces Its Flight Offer Between Spain and Scandinavia 2008-04-09 13:20 CEST Spanair reinforces its flight offer between Spain and Scandinavia The company is consolidating its position as market leader in the air travel offer between Spain and Scandinavia by offering a total of 56 weekly frequencies Madrid, April 9th, 2008.- Spanair confirms that Scandinavia is one of its strategic destinations, and that it is the leading carrier in terms of the number of frequencies it operates between Copenhagen and Spain, respectively Stockholm and Spain together with its codeshare partner SAS Scandinavian Airlines. Leader between Copenhagen and Spain Spanair offers most of the flights operated between Copenhagen and Spain, with a total of 37 weekly frequencies between the Danish capital and Barcelona, Madrid, Malaga and Palma de Mallorca. During the Danish holiday period, Spanair operates as many as 40 weekly frequencies between the two countries, and is significantly increasing its flight offer to Malaga and Palma de Mallorca. Spanair therefore has consolidated its position at each of the Spanish destinations that link with the city of Copenhagen, and its position as leader on the Barcelona route is particularly noteworthy, with the airline controlling over half the market together with its codeshare partner SAS Scandinavian Airlines. For the summer season, Spanair will increase weekly frequencies between Copenhagen and Barcelona to 19 services each way. Moreover, the flights are specially adapted to the needs of business passengers, given that departure times for Spanish destinations and for Copenhagen allow for an outward trip first thing in the morning and a return flight the same day. Also leisure travellers can take great advantage of the wide product offer including the connections to the Spanair domestic and international network. Spanair and SAS - Market leader between Stockholm and Spain Spanair offers 25 weekly frequencies between the Swedish capital and Spain and is the number one operator together with its codeshare partner SAS Scandinavian Airlines in this market in view of the large number of frequencies it operates. The company has a strong position on all routes between Stockholm and the Spanish cities of Barcelona, Madrid, Palma de Mallorca and Malaga. In 2007, half of all passengers who flew these routes chose Spanair and its codeshare partner SAS Scandinavian Airlines. "Spanair is striving to improve its product between Scandinavia and Spain", states Marcus Hedblom, Spanair's CEO. "With the extra flights that will be operated during the summer season we will provide our clients with the best services, as well as the possibility of flying between Scandinavia and Spain with optimum comfort in terms of connections, timetable and flight flexibility", he adds. Spanair was founded in 1986 and offers more than 600 daily flights operated with a fleet of 63 aircraft and in code share with its partners, to 241 destinations. Since April 2003, Spanair has been a member of Star Alliance, the largest and most prestigious airline network in the world. For further information, you can consult our website at www.spanair.com, contact our sales office on 902 13 14 15 or visit your travel agency..
Load more

Recommended publications
  • STAR ALLIANCE to ESTABLISH CENTRE of EXCELLENCE in SINGAPORE New Setup Reflects Global Character of the Alliance
    STAR ALLIANCE TO ESTABLISH CENTRE OF EXCELLENCE IN SINGAPORE New setup reflects global character of the Alliance FRANKFURT – March 22, 2021 – Star Alliance will establish a management office in the city state of Singapore later this year. This was a decision taken by its Chief Executive Board, comprising the Chief Executive Officers of its 26 member airlines, who considered a new centre of excellence to be an important dimension of positioning the Alliance to deliver on its post-Coronavirus strategy, and for it to remain innovative, resilient and nimble. All businesses are reimagining a post-pandemic world fundamentally changed by COVID-19, and the associated disruption to global networks, economies, and the livelihoods of many. A consequence of the world’s reaction to COVID-19 has been the destabilizing effect it has had on aviation. This decision to future-proof the Alliance was made against this backdrop. Effectively, Star Alliance will maintain two centres of excellence internationally, in keeping with the global character of the Alliance. The Singapore office will complement the long-standing office in Frankfurt, Germany and will focus on progressing its strategy in digital customer experience. Two members of the Alliance, Lufthansa and Singapore Airlines, have established innovation hubs in the City, another benefit as the Alliance continues its ground-breaking digital customer experience innovations. Singapore was selected based on considered criteria, such as access to innovation and global competitiveness. Singapore has also been ranked highly for the ease of doing business by the World Bank on a consistent basis and has been ranked the most competitive country in the world on several occasions.
    [Show full text]
  • SAS-Annual-Report-1998-English.Pdf
    Annual Report 1998 The SAS Group SAS Danmark A/S • SAS Norge ASA • SAS Sverige AB A strong traffic system Table of contents SAS offers its customers a global traffic system. This is a network which provides Important events during 1998 1 SAS assets 49 them with convenient and efficient travel Comments from the President 2 SAS’s brand 50 connections between continents, coun- A presentation of SAS 4 The aircraft fleet 51 tries and towns, and which enables SAS to SAS and the capital market 5 Risk management and credit ratings 54 continue to be successful in an increasing- SAS International Hotels 12 ly competitive market. Data per share Financial reports 57 SAS participates actively in the creation SAS Danmark A/S 13 The structure of the SAS Group 58 and development of Star Alliance™, the SAS Norge ASA 14 Comments from the Chairman 59 world’s strongest airline alliance involving SAS Sverige AB 15 Report by the Board of Directors 60 the partnership of SAS, Air Canada, Luft- Ten-year financial overview 16 SAS Group’s Statement of Income 62 hansa, Thai Airways International, United SAS Group’s Balance Sheet 64 Airlines and Varig Brazilian Airlines. Air New The international market situation 19 SAS Group’s Statement of Changes Zealand and Ansett Australia become active International trends 20 in Financial Position 66 members from March 28; All Nippon Airways Development of the industry 22 Accounting and valuation principles 69 later in 1999. Customer needs and preferences 25 Notes 71 In the Scandinavian market, SAS offers Auditors Report 77 an unbeatable network together with its Markets and traffic 27 SAS’s Board of Directors 78 regional partners Cimber Air, Widerøe, Markets 28 SAS’s Management 80 Skyways, Air Botnia and Maersk.
    [Show full text]
  • Descent Into Ocean, Scandinavian Airlines System, Mcdonnell
    Descent into ocean, Scandinavian Airlines System, McDonnell-Douglas DC-8-62, LN-M00, (Norwegian Registry) in Santa Monica Bay, Approximately 6 miles off Los Angeles International Airport, Los Angeles, California, January 13, 1969 Micro-summary: This McDonnell-Douglas DC-8-62 descended into the Pacific Ocean in controlled flight, on approach. Event Date: 1969-01-13 at 1921 PST Investigative Body: National Transportation Safety Board (NTSB), USA Investigative Body's Web Site: http://www.ntsb.gov/ Cautions: 1. Accident reports can be and sometimes are revised. Be sure to consult the investigative agency for the latest version before basing anything significant on content (e.g., thesis, research, etc). 2. Readers are advised that each report is a glimpse of events at specific points in time. While broad themes permeate the causal events leading up to crashes, and we can learn from those, the specific regulatory and technological environments can and do change. Your company's flight operations manual is the final authority as to the safe operation of your aircraft! 3. Reports may or may not represent reality. Many many non-scientific factors go into an investigation, including the magnitude of the event, the experience of the investigator, the political climate, relationship with the regulatory authority, technological and recovery capabilities, etc. It is recommended that the reader review all reports analytically. Even a "bad" report can be a very useful launching point for learning. 4. Contact us before reproducing or redistributing a report from this anthology. Individual countries have very differing views on copyright! We can advise you on the steps to follow.
    [Show full text]
  • Turkish Airlines' International Flights Will Be More Enjoyable with New Specially Designed Headphones
    Istanbul, 10th May 2017 Turkish Airlines' international flights will be more enjoyable with new specially designed headphones. As part of the excellent in-flight entertainment services, Turkish Airlines now offers the state-of-the-art Philips headphones in its business class. Permanently aiming to make its passengers' flights into an unequalled experience, Turkish Airlines offers special headphones in the business class of international flights except intercontinental ones. These new high-end headphones, specially designed for long flight hours, will enable the passengers to experience a more comfortable journey along with the award-winning in-flight entertainment systems of the carrier. By the end of May, the headphones, having such special features as breathable ear cushions, adjustable earpieces, compact folding and a powerful sound isolation, will be available on business class of Turkish Airlines’ international flights (except intercontinental routes) with an eco-friendly packaging. Turkish Airlines Inc. Office of Media Relations General Management Building 34149, Yesilköy-Istanbul Turkish Airlines continues to improve its inflight offerings, as it strives to provide the world’s best passenger experience. Turkish Airlines, Inc. Media Relations About Turkish Airlines: Established in 1933 with a fleet of five aircraft, Star Alliance member Turkish Airlines is a 4-star airline today with a fleet of 337 (passenger and cargo) aircraft flying to 299 destinations worldwide with 250 international and 49 domestic. According to the 2016 Skytrax
    [Show full text]
  • SAS “New” Business Model
    SAS “new” business model David Sörhammar Uppsala University Department of Business Studies Sweden [email protected] Anna Bengtson Uppsala University Keywords: dynamics, market change, marketing practice, SAS. Abstract In September 2005 SAS introduced a new business model. Where did the model come from and what influenced it? This paper’s focus is on the making of the model where we study the making of a business model as a dynamic process through time. In concrete terms, traces of today’s model can be found and examined from the SAS group’s embryonic attempts starting in 1946, through the financially good years during the 1980s, to the market re-regulation in contemporary time. During these years several changes have taken part both on the larger air travel market and in SAS´s market practice. We have separated SAS´s history into three era’s, the technological era, the businessman’s airlines era, and the “to serve Europe with air travel” era. Elaborating on the theoretical notion of mutuality between markets and market practice (Cf. Helgesson et. al., 2004), the impact of these practices and of the market infra structure at different points in time are described and their importance for the emergence of the business model discussed. Our findings show that the political efforts to de-regulate the European air travel markets did not automatically change all market practices and thus not the market. The process that followed the de-regulation can better be characterised as a translation process in which a changed market was created, based on an already established network of embedded material and immaterial items, such as booking systems, airplanes and perceptive frames, that had to be taken into consideration.
    [Show full text]
  • SAS Annual Report 2012 English
    SAS Group Annual Report with sustainability overview January–October 2012 Contents Events during the year 2012 in brief Outcome January−March: The shortened fiscal year January−October: The year in figures 1 Strengthened cash flow but negative Positive income before tax and nonrecur- President’s comments 2 income in line with expectations – 4Excel- ring items. The measures launched at the Goals and outcomes in 2012 4 lence measures corresponding to SEK 5 beginning of the year are now making an billion initiated to meet continued chal- impact: MSEK 23 in income before tax and lenges in 2012. nonrecurring items for January−October Strategy 4Excellence − The Board of Directors of Spanair filed for 2012. Passenger revenue up 5.6% (currency- Next Generation (4XNG) 6 bankruptcy and SAS made a provision of adjusted). Unit cost decreased by 4% (exclud- SEK 1.7 billion for outstanding receivables ing jet-fuel and currency adjustments). in the year-end report for 2011. Income before tax during the period, January− SAS customer offering 12 − SAS named Europe’s most punctual major October 2012, was MSEK −1,245. Previously airline for the third year in succession announced restructuring costs and other non- according to the independent source Flight- recurring items impacted income by MSEK Airline industry 16 Stats. 1,421, of which about SEK 1 billion pertained Policy framework for civil aviation 18 − Blue1started a statutory conciliation pro- to the upcoming restructuring program 4XNG. Quality and safety 19 cess to reorganize its operations as part of The airlines’ operations 20 the transition to a production company After the end of the fiscal year Risks and risk management 23 under the Scandinavian Airlines umbrella.
    [Show full text]
  • Scandinavian Airlines Embraces a Digitalization Agenda
    CASE STUDY: SASELO “Making Time Count” Scandinavian Airlines Embraces a Digitalization Agenda In order to make life easier for employees and loyal passengers, SAS innovates with a Wi-Fi first strategy. SAS kicks off an Electronic Flight Bag (EFB) initiative SAS is dedicated to making life easier for its staff and crew. That’s why it’s at the forefront of all of the latest technology trends. Case in point: a THE COMPANY few years back, SAS went fully paperless on every one of its flight decks. FollowingLaunched thein 2011 Second by three World War,of Brazil’s the national largest airlinesbanks By swapping paper charts, dense aircraft operating manuals, and other of(Banco Sweden, do Brasil, Norway, Bradesco and onboard documents for iPads, SAS immediately recognized efficiencies, Denmarkand CAIXA), teamed Elo is upthe to first form Scandinavian100% Brazilian Airlines credit card (SAS). including marginal weight and fuel savings as well as a reduction in paper Fastbrand. forward In order 60+ to years.be a robust And today,and comprehensive SAS is Scandinavia’s brand, consumption with its EFB program. leadingElo offers airline, a wide employing range of someproducts 10,000 and groundservices and aimed flight But there was a problem. A secure and efficient EFB system requires crew.at all audiences.The airline offersAccepted more consistent internet connectivity. And although SAS first launched its EFB thanat approximately 800 daily flights, 4 million and duringmerchants a given nationwide, year, more Elo than is system with 3G/4G roaming, it quickly learned that 3G/4G could be 29also million the first passengers Brazilian travelbrand with SASinternational on more acceptance.than 250 expensive and unreliable.
    [Show full text]
  • SAS Group Interim Report January-June 2006
    1 SAS Group Interim Report January-June 2006 Record number of passengers contributed to positive result • Operating revenue for the first six months amounted to MSEK 32,383 (29,033), an increase of 11.5%. For the second quarter, operating revenue amounted to MSEK 17,916 (16,017), an increase of 11.9%. • Number of passengers rose by 8.7% to 18.8 million during the first six months and by 6.0% during the second quarter to 10.3 million, while the cabin factor increased by 4.1 percentage points to 74%. • Nonrecurring items totaling MSEK 265 were charged to the results for the second quarter, of which MSEK 160 pertains to costs for the closure of the Sola base and MSEK 105 is the effect of a legal process relating to Scandinavian Ground Services in Norway. • Income before capital gains and nonrecurring items amounted to MSEK -425 (-733) for the six- month period, an improvement of MSEK 308. Income for the second quarter totaled MSEK 894 (579). Income for the second quarter of 2006 was affected negatively in an amount of approximately MSEK 200 by the cabin crew conflict and the Easter effect in April. • Net income for the period amounted to MSEK -511 (-472) for the six-month period and to MSEK 553 (499) for the second quarter. • CFROI for the twelve-month period July 2005-June 2006 was 13% (12%). • Earnings per share for the SAS Group were SEK -3.31 (-2.85) for the six-month period and SEK 2.97 (3.01) for the second quarter.
    [Show full text]
  • AMOS Press Release Proven Usage of AMOS at Widerøe Triggers Scandinavian Airlines’ Decision for AMOS February 2013
    AMOS Press Release Proven usage of AMOS at Widerøe triggers Scandinavian Airlines’ decision for AMOS February 2013 SAS follows Widerøe to join the AMOS community Swiss-AS has just signed contracts with Scandinavian Airlines About SAS – Scandinavian Airlines (SAS) regarding the implementation of AMOS. Scandinavian Airlines is the flag carrier of Scandinavia (Sweden, “We are honoured to be chosen by SAS and are convinced that Norway and Denmark) with main hubs in the capitals of all the use of AMOS in combination with the incorporation of our three countries. Founded in the 40s, the airline offers domestic industry-best-practice processes will help Scandinavian Airlines and international flights to around 90 destinations. The to further excel in operations while reducing maintenance miscellaneous fleet of almost 150 AC includes B737, A320 costs,” states Ronald Schaeuffele, CEO of Swiss-AS. family, A330/340, CRJ. In the context of the fleet renewal “We had the opportunity to review AMOS at Widerøe and process at SAS, the MD80s will be phased out soon. The airline received favourable references of Swiss-AS, this convinced us has an integrated maintenance division, performing Line that AMOS is the right choice for SAS. We believe AMOS will be Maintenance of the SAS group. an important tool in running even more competitive technical SAS is a founding member of the “Star Alliance”. According to operations and maintaining a strict control of airworthiness and Flightstats, the Scandinavian carrier has been the most maintenance activities. punctual airline in Europe for the last three years. Regarding IT, the SAS strategy ‘4 Excellences Next Generation’ About Swiss AviationSoftware and AMOS means that we will move away from fully customer-tailored AMOS - developed and distributed by Swiss AviationSoftware - solutions towards industry standard solutions wherever we can.
    [Show full text]
  • WNS Signs Multi-Year Contract with SAS Airlines
    WNS signs multi-year contract with SAS Airlines December 10, 2008 Leading BPO provider to optimize passenger revenue accounting processes for largest airline company in Scandinavia NEW YORK--(BUSINESS WIRE)--Dec. 10, 2008--WNS (Holdings) Limited (NYSE: WNS), a leading provider of global business process outsourcing (BPO) services, today announced they have signed a six-year contract with SAS Airlines, the largest airline company in Scandinavia. This new contact is a renewal of WNS' existing five-year agreement to provide passenger revenue accounting services for SAS. Under the terms of the new contract, WNS will transition SAS from an in-house revenue accounting system to the Sirax AirFinance Platform. The new financial management system, combined with WNS' process expertise, staff training capabilities and technical support, will enable SAS to manage over 40 million tickets annually and is expected to enable SAS to significantly reduce spending on revenue accounting. Once the implementation is complete, WNS will deliver the full suite of services critical to revenue accounting accuracy, including sales accounting, inward and outward billing, coupon matching, refunds and fare audits. "When we decided to move to the new Sirax platform, we had the option to change providers but decided to continue our relationship with WNS. WNS has both the industry knowledge and technical capabilities to ensure a smooth transition without disrupting our current revenue accounting operations. This allows us to deliver our weekly and monthly forecasts on
    [Show full text]
  • VATSIM Scandinavia
    Scandinavia Welcome to CPH LIVE 2020. Where should you fly? Scadinavian of course! Why fly in Scandinavia? ✓ You can take advantage of adjacent ATC positions during the event ✓ Many popular and beautiful routes. ✓ Stunning scenery available from several high profile developers Top destinations - Stockholm (ESSA) o Capital of Sweden and one of the most popular routes. Great ATC all the way, and you will be sure to find real life flights, at ANY time of the day. Beautiful scenery for this airport by Orbx - Oslo Gardermoen (ENGM) o Capital of Norway and the most popular Scandinavian route both on VATSIM and IRL. A wonderful flight along the coast of Sweden, and inwards of the fjord of Oslo. - Gothenburg (ESGG) o Perfect for the short sector. At only 40 minutes, this small flight supported by any aircraft type is ideal. Combined with the new Orbx scenery, it is for sure one of the most entertaining flights in the Scandinavian network. - Bergen/Stavanger (ENZV/ENBR) o If a slightly longer route is what you fancy, this airport pair on the coast of Norway is the way to go. Challenging windy approaches sometimes, and well as stunning visuals by Aerosoft. - Scandinavian Mountains (ESKS) o The newest airport in Scandinavia. Located between two ski-sport resorts, this is a perfect 1:30 leg for a full airplane with tourist. The brand new Orbx scenery only adds to the experience - Helsinki o Even though a bit farther away, Helsinki is an idea route, if you wanna spend some time towards your destination. As the last Nordic capital, it is an interesting route thru Fennoscandia.
    [Show full text]
  • When Applying an Exception to the Fly America Act, Documentation (I.E
    Travel Policy Fly America Act Compliance Presentation Presented by: Travel Services Agenda • Fly America Act • Exceptions • Open Skies Agreement • Documentation Requirements • Good News and Bad News • CTP demo 3 Travel on Federal Funds Federal regulations require (coach or equivalent), the lowest commercial discount airfare to be charged to a federal sponsored award – No Business Class – No First Class _________________________________________________ Unless a medical exception is noted 4 Fly America Act • Travelers are required by 49 U.S.C. 40118, (Fly America Act), to use U.S. air carrier service for all travel funded by United States Government • Compliance with the Fly America Act is the responsibility of the traveler and department • To ensure compliance with the Fly America Act, travelers are encouraged to use Caltech’s preferred travel agency, CTP or the CardQuest travel portal 5 Fly America Act • Requires the use of a U.S. air carrier for all travel supported by federal funds unless: – A U.S. air carrier is not available – The trip qualifies for an exception as applicable under the Fly America Act 6 Fly America Act Exceptions • Airfare is not funded by U.S. federal funds • Code Share Agreement • Fly America Act Waiver Checklist • No US carrier services a particular leg of route • U.S. carrier involuntarily re-routed traveler • U.S. carrier extends travel time by 6 hours or more hours • Checklist must be submitted with Travel Expense Report (with supporting documentation if necessary) • Open Skies Agreement 7 Fly America Act –Code Share Agreement Compliance with Fly America Act A code share agreement is an arrangement where two or more airlines share the same flight.
    [Show full text]