Few things frustrate travelers more than a customer hotline: long waits (averaging over two minutes across major OTAs), limited language options, and endless transfers. These pain points have plagued the travel industry for decades, especially when dealing with airlines.
\nWingie Enuygun, the fast-growing travel marketplace from the Middle East and North Africa, is tackling this head-on with a set of AI-driven breakthroughs that hint at where the industry is headed next.
\nInstead of battling chronic shortages of multilingual agents, Wingie has built Wingie Talkie, a real-time speech-to-speech translation engine.
\nThis live-to-live translation not only tackles one of the industry’s biggest service bottlenecks.
\nIt also feels like an early glimpse of what customer support could look like in every sector beyond the travel industry.
\nThe bigger industry-defining leap is Wingie’s launch of its own MCP (Model Context Protocol) server. MCP is a technical bridge that allows external AI models to directly search, book, and modify travel inside Wingie’s ecosystem.
\nFor the first time, large language models like Claude (and soon ChatGPT, Gemini, and others) can go beyond offering inspiration and planning tips to actually executing bookings in real time.
\nThis extends well beyond a simple API:
\nWingie is offering one of the clearest looks yet at the pipes for tomorrow’s AI-native travel experience. By addressing the most disliked aspect of travel (the hotline) and then opening its infrastructure to AI agents, it’s setting a template for how the industry can transition from reactive service to proactive, AI-powered assistance.
\nWhen we discuss airline innovation in this series, it typically revolves around fleet operations, turnaround times, or booking systems. Rarely do we highlight the marketing department. But United Airlines just rolled out an approach that’s worth attention, and yes, it’s powered by AI.
\nHere’s the problem United is tackling: airlines tend to trend on social media for the wrong reasons, such as delays, missed connections, or operational meltdowns.
\nThat makes traditional advertising risky. Push the wrong message at the wrong time, and you risk amplifying negativity instead of cutting through it.
\nUnited is trying to flip this dynamic:
\nWe find this innovation particularly relevant because it demonstrates how AI is being increasingly leveraged across corporate airline functions.
\nWhile United claims its AI-powered marketing has already delivered strong lifts in engagement and conversion metrics, these results are difficult to verify externally (and should be taken with a grain of salt). But this innovation demonstrates how AI is becoming a tool to reshape airline storytelling in the public eye.
\nThat's it for the September edition - stay tuned to find out our favourite travel tech developments next month. For more insights, read more of our Future of Travel posts here.
\n ","post_summary":"These days, almost every Airline-Tech headline comes with an AI label attached. Just as “online” became the default in the 2000s, AI has now become the baseline for meaningful progress in the travel industry. The question is no longer if AI is involved, but how it’s being applied, and which experiments truly push the industry forward.
\nIn this September edition of our OAG Airline-Tech Innovation Radar, we’ve picked three standout innovations that cut through the noise and offer a glimpse of where Airline Tech is headed next.
","rss_summary":"These days, almost every Airline-Tech headline comes with an AI label attached. Just as “online” became the default in the 2000s, AI has now become the baseline for meaningful progress in the travel industry. The question is no longer if AI is involved, but how it’s being applied, and which experiments truly push the industry forward.
\nIn this September edition of our OAG Airline-Tech Innovation Radar, we’ve picked three standout innovations that cut through the noise and offer a glimpse of where Airline Tech is headed next.
","rss_body":"These days, almost every Airline-Tech headline comes with an AI label attached. Just as “online” became the default in the 2000s, AI has now become the baseline for meaningful progress in the travel industry. The question is no longer if AI is involved, but how it’s being applied, and which experiments truly push the industry forward.
\nIn this September edition of our OAG Airline-Tech Innovation Radar, we’ve picked three standout innovations that cut through the noise and offer a glimpse of where Airline Tech is headed next.
\nThere’s hardly a monthly AI update in aviation without a major Big Tech move. Back in our July edition, we spotlighted how Apple and OpenAI were embedding themselves deeper into passenger touchpoints.
\nThis month, it’s Google making waves, with two notable launches that show how far Big Tech is willing to go in reshaping travel:
\nGoogle has introduced an AI-powered flight search tool built on Gemini 2.5 that makes it easier for flexible travelers to discover cheaper fares.
\nOne could argue this launch was inevitable, as most analysts were just waiting for Google to enter direct competition with an entire wave of startups that have been building AI-powered travel search engines over the past two years. Given Google’s reach and infrastructure, those smaller players may quickly find themselves outgunned.
\nArguably, the more exciting launch is Magic Cue, a new AI feature for Google’s Pixel 10 phones that automatically surfaces travel information when needed.
\nNo more digging through apps or scrolling through email chains: the system proactively identifies when booking details are relevant (for instance, while you’re contacting an airline or replying to a friend about your flight) and places them front and center.
\nThe result is a more seamless travel experience, where information is presented to you instead of you having to search for it. It’s reminiscent of the big UX leap years ago when Google Calendar started automatically pulling flight and hotel details from Gmail – slightly scary, perhaps, but undeniably convenient.
\nFirst, because travelers typically bounce across countless pages before booking.
\nSecondly, because hardware is the Trojan horse.
\nIn our view, Magic Cue may be the most overlooked AI-powered travel feature of the year.
\nInterested to learn more about it?
\nCheck out Google’s launch demo with Jimmy Fallon here.
\n\nFew things frustrate travelers more than a customer hotline: long waits (averaging over two minutes across major OTAs), limited language options, and endless transfers. These pain points have plagued the travel industry for decades, especially when dealing with airlines.
\nWingie Enuygun, the fast-growing travel marketplace from the Middle East and North Africa, is tackling this head-on with a set of AI-driven breakthroughs that hint at where the industry is headed next.
\nInstead of battling chronic shortages of multilingual agents, Wingie has built Wingie Talkie, a real-time speech-to-speech translation engine.
\nThis live-to-live translation not only tackles one of the industry’s biggest service bottlenecks.
\nIt also feels like an early glimpse of what customer support could look like in every sector beyond the travel industry.
\nThe bigger industry-defining leap is Wingie’s launch of its own MCP (Model Context Protocol) server. MCP is a technical bridge that allows external AI models to directly search, book, and modify travel inside Wingie’s ecosystem.
\nFor the first time, large language models like Claude (and soon ChatGPT, Gemini, and others) can go beyond offering inspiration and planning tips to actually executing bookings in real time.
\nThis extends well beyond a simple API:
\nWingie is offering one of the clearest looks yet at the pipes for tomorrow’s AI-native travel experience. By addressing the most disliked aspect of travel (the hotline) and then opening its infrastructure to AI agents, it’s setting a template for how the industry can transition from reactive service to proactive, AI-powered assistance.
\nWhen we discuss airline innovation in this series, it typically revolves around fleet operations, turnaround times, or booking systems. Rarely do we highlight the marketing department. But United Airlines just rolled out an approach that’s worth attention, and yes, it’s powered by AI.
\nHere’s the problem United is tackling: airlines tend to trend on social media for the wrong reasons, such as delays, missed connections, or operational meltdowns.
\nThat makes traditional advertising risky. Push the wrong message at the wrong time, and you risk amplifying negativity instead of cutting through it.
\nUnited is trying to flip this dynamic:
\nWe find this innovation particularly relevant because it demonstrates how AI is being increasingly leveraged across corporate airline functions.
\nWhile United claims its AI-powered marketing has already delivered strong lifts in engagement and conversion metrics, these results are difficult to verify externally (and should be taken with a grain of salt). But this innovation demonstrates how AI is becoming a tool to reshape airline storytelling in the public eye.
\nThat's it for the September edition - stay tuned to find out our favourite travel tech developments next month. For more insights, read more of our Future of Travel posts here.
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It has been received.","cosObjectType":"BLOG","created":1424960760000,"createdDateTime":1424960760000,"dailyNotificationEmailId":"2547580932","dateFormattingLanguage":"en_GB","defaultGroupStyleId":"","defaultNotificationFromName":"","defaultNotificationReplyTo":"","deletedAt":0,"description":"Take a look at the OAG Aviation Blog for the latest airline travel news, thought leadership on topics affecting the industry and aviation infographics.","domain":"","domainWhenPublished":"www.oag.com","emailApiSubscriptionId":700840,"enableGoogleAmpOutput":false,"enableSocialAutoPublishing":false,"generateJsonLdEnabled":true,"header":null,"htmlFooter":"","htmlFooterIsShared":true,"htmlHead":"","htmlHeadIsShared":true,"htmlKeywords":[],"htmlTitle":"The OAG Blog","id":2547580647,"ilsSubscriptionListsByType":{"daily":2928,"instant":2925,"monthly":2923,"weekly":2930},"instantNotificationEmailId":"27411260688","itemLayoutId":null,"itemTemplateIsShared":false,"itemTemplatePath":"oag-theme/templates/blog-post.html","label":"Blog","language":"en-gb","legacyGuid":null,"legacyModuleId":null,"legacyTabId":null,"listingLayoutId":null,"listingPageId":98966560049,"listingTemplatePath":"generated_layouts/66381677173.html","liveDomain":"www.oag.com","monthFilterFormat":"MMMM yyyy","monthlyNotificationEmailId":null,"name":"Blog","parentBlogUpdateTaskId":null,"portalId":490937,"postHtmlFooter":"","postHtmlHead":"","postsPerListingPage":1000,"postsPerRssFeed":10,"publicAccessRules":[],"publicAccessRulesEnabled":false,"publicTitle":"The OAG Blog","publishDateFormat":"dd MMMM yyyy","resolvedDomain":"www.oag.com","rootUrl":"https://www.oag.com/blog","rssCustomFeed":null,"rssDescription":null,"rssItemFooter":null,"rssItemHeader":null,"settingsOverrides":{"itemLayoutId":true,"itemTemplatePath":true,"itemTemplateIsShared":true,"listingLayoutId":true,"listingTemplatePath":true,"postsPerListingPage":false,"showSummaryInListing":false,"useFeaturedImageInSummary":false,"htmlHead":false,"postHtmlHead":false,"htmlHeadIsShared":false,"htmlFooter":false,"listingPageHtmlFooter":false,"postHtmlFooter":false,"htmlFooterIsShared":false,"attachedStylesheets":false,"postsPerRssFeed":false,"showSummaryInRss":false,"showSummaryInEmails":false,"showSummariesInEmails":false,"allowComments":false,"commentShouldCreateContact":false,"commentModeration":false,"closeCommentsOlder":false,"commentNotificationEmails":false,"commentMaxThreadDepth":false,"commentVerificationText":false,"socialAccountTwitter":false,"showSocialLinkTwitter":false,"showSocialLinkLinkedin":false,"showSocialLinkFacebook":false,"enableGoogleAmpOutput":false,"ampLogoSrc":false,"ampLogoHeight":false,"ampLogoWidth":false,"ampLogoAlt":false,"ampHeaderFont":false,"ampHeaderFontSize":false,"ampHeaderColor":false,"ampHeaderBackgroundColor":false,"ampBodyFont":false,"ampBodyFontSize":false,"ampBodyColor":false,"ampLinkColor":false,"generateJsonLdEnabled":false},"showSocialLinkFacebook":true,"showSocialLinkLinkedin":true,"showSocialLinkTwitter":true,"showSummaryInEmails":true,"showSummaryInListing":true,"showSummaryInRss":true,"siteId":0,"slug":"blog","socialAccountTwitter":"@OAG_Aviation","state":null,"subscriptionContactsProperty":"blog_oag_blog_subscription","subscriptionEmailType":null,"subscriptionFormGuid":"fe2ff6b0-4487-4dcf-8851-cab226ede82d","subscriptionListsByType":{"daily":7,"instant":6,"monthly":5,"weekly":8},"title":null,"translatedFromId":136596164207,"translations":{"en":{"absoluteUrl":"https://www.oag.com/en/blog","id":136596164207,"language":"en","masterId":null,"name":"Blog","publicAccessRules":[{"ids":[],"ilsIds":[],"type":"PUBLIC"}],"publicAccessRulesEnabled":false,"slug":"en/blog"}},"updated":1696334483549,"updatedDateTime":1696334483549,"urlBase":"www.oag.com/blog","urlSegments":{},"useFeaturedImageInSummary":true,"usesDefaultTemplate":false,"weeklyNotificationEmailId":"2547580962"},"password":null,"pastMabExperimentIds":[],"performableGuid":null,"performableVariationLetter":null,"personalizationStrategyId":null,"personalizationVariantStatus":null,"personas":[],"placementGuids":[],"portableKey":null,"portalId":490937,"position":null,"postBody":"These days, almost every Airline-Tech headline comes with an AI label attached. Just as “online” became the default in the 2000s, AI has now become the baseline for meaningful progress in the travel industry. The question is no longer if AI is involved, but how it’s being applied, and which experiments truly push the industry forward.
\nIn this September edition of our OAG Airline-Tech Innovation Radar, we’ve picked three standout innovations that cut through the noise and offer a glimpse of where Airline Tech is headed next.
\nThere’s hardly a monthly AI update in aviation without a major Big Tech move. Back in our July edition, we spotlighted how Apple and OpenAI were embedding themselves deeper into passenger touchpoints.
\nThis month, it’s Google making waves, with two notable launches that show how far Big Tech is willing to go in reshaping travel:
\nGoogle has introduced an AI-powered flight search tool built on Gemini 2.5 that makes it easier for flexible travelers to discover cheaper fares.
\nOne could argue this launch was inevitable, as most analysts were just waiting for Google to enter direct competition with an entire wave of startups that have been building AI-powered travel search engines over the past two years. Given Google’s reach and infrastructure, those smaller players may quickly find themselves outgunned.
\nArguably, the more exciting launch is Magic Cue, a new AI feature for Google’s Pixel 10 phones that automatically surfaces travel information when needed.
\nNo more digging through apps or scrolling through email chains: the system proactively identifies when booking details are relevant (for instance, while you’re contacting an airline or replying to a friend about your flight) and places them front and center.
\nThe result is a more seamless travel experience, where information is presented to you instead of you having to search for it. It’s reminiscent of the big UX leap years ago when Google Calendar started automatically pulling flight and hotel details from Gmail – slightly scary, perhaps, but undeniably convenient.
\nFirst, because travelers typically bounce across countless pages before booking.
\nSecondly, because hardware is the Trojan horse.
\nIn our view, Magic Cue may be the most overlooked AI-powered travel feature of the year.
\nInterested to learn more about it?
\nCheck out Google’s launch demo with Jimmy Fallon here.
\n\nFew things frustrate travelers more than a customer hotline: long waits (averaging over two minutes across major OTAs), limited language options, and endless transfers. These pain points have plagued the travel industry for decades, especially when dealing with airlines.
\nWingie Enuygun, the fast-growing travel marketplace from the Middle East and North Africa, is tackling this head-on with a set of AI-driven breakthroughs that hint at where the industry is headed next.
\nInstead of battling chronic shortages of multilingual agents, Wingie has built Wingie Talkie, a real-time speech-to-speech translation engine.
\nThis live-to-live translation not only tackles one of the industry’s biggest service bottlenecks.
\nIt also feels like an early glimpse of what customer support could look like in every sector beyond the travel industry.
\nThe bigger industry-defining leap is Wingie’s launch of its own MCP (Model Context Protocol) server. MCP is a technical bridge that allows external AI models to directly search, book, and modify travel inside Wingie’s ecosystem.
\nFor the first time, large language models like Claude (and soon ChatGPT, Gemini, and others) can go beyond offering inspiration and planning tips to actually executing bookings in real time.
\nThis extends well beyond a simple API:
\nWingie is offering one of the clearest looks yet at the pipes for tomorrow’s AI-native travel experience. By addressing the most disliked aspect of travel (the hotline) and then opening its infrastructure to AI agents, it’s setting a template for how the industry can transition from reactive service to proactive, AI-powered assistance.
\nWhen we discuss airline innovation in this series, it typically revolves around fleet operations, turnaround times, or booking systems. Rarely do we highlight the marketing department. But United Airlines just rolled out an approach that’s worth attention, and yes, it’s powered by AI.
\nHere’s the problem United is tackling: airlines tend to trend on social media for the wrong reasons, such as delays, missed connections, or operational meltdowns.
\nThat makes traditional advertising risky. Push the wrong message at the wrong time, and you risk amplifying negativity instead of cutting through it.
\nUnited is trying to flip this dynamic:
\nWe find this innovation particularly relevant because it demonstrates how AI is being increasingly leveraged across corporate airline functions.
\nWhile United claims its AI-powered marketing has already delivered strong lifts in engagement and conversion metrics, these results are difficult to verify externally (and should be taken with a grain of salt). But this innovation demonstrates how AI is becoming a tool to reshape airline storytelling in the public eye.
\nThat's it for the September edition - stay tuned to find out our favourite travel tech developments next month. For more insights, read more of our Future of Travel posts here.
\n ","postBodyRss":"These days, almost every Airline-Tech headline comes with an AI label attached. Just as “online” became the default in the 2000s, AI has now become the baseline for meaningful progress in the travel industry. The question is no longer if AI is involved, but how it’s being applied, and which experiments truly push the industry forward.
\nIn this September edition of our OAG Airline-Tech Innovation Radar, we’ve picked three standout innovations that cut through the noise and offer a glimpse of where Airline Tech is headed next.
\nThere’s hardly a monthly AI update in aviation without a major Big Tech move. Back in our July edition, we spotlighted how Apple and OpenAI were embedding themselves deeper into passenger touchpoints.
\nThis month, it’s Google making waves, with two notable launches that show how far Big Tech is willing to go in reshaping travel:
\nGoogle has introduced an AI-powered flight search tool built on Gemini 2.5 that makes it easier for flexible travelers to discover cheaper fares.
\nOne could argue this launch was inevitable, as most analysts were just waiting for Google to enter direct competition with an entire wave of startups that have been building AI-powered travel search engines over the past two years. Given Google’s reach and infrastructure, those smaller players may quickly find themselves outgunned.
\nArguably, the more exciting launch is Magic Cue, a new AI feature for Google’s Pixel 10 phones that automatically surfaces travel information when needed.
\nNo more digging through apps or scrolling through email chains: the system proactively identifies when booking details are relevant (for instance, while you’re contacting an airline or replying to a friend about your flight) and places them front and center.
\nThe result is a more seamless travel experience, where information is presented to you instead of you having to search for it. It’s reminiscent of the big UX leap years ago when Google Calendar started automatically pulling flight and hotel details from Gmail – slightly scary, perhaps, but undeniably convenient.
\nFirst, because travelers typically bounce across countless pages before booking.
\nSecondly, because hardware is the Trojan horse.
\nIn our view, Magic Cue may be the most overlooked AI-powered travel feature of the year.
\nInterested to learn more about it?
\nCheck out Google’s launch demo with Jimmy Fallon here.
\n\nFew things frustrate travelers more than a customer hotline: long waits (averaging over two minutes across major OTAs), limited language options, and endless transfers. These pain points have plagued the travel industry for decades, especially when dealing with airlines.
\nWingie Enuygun, the fast-growing travel marketplace from the Middle East and North Africa, is tackling this head-on with a set of AI-driven breakthroughs that hint at where the industry is headed next.
\nInstead of battling chronic shortages of multilingual agents, Wingie has built Wingie Talkie, a real-time speech-to-speech translation engine.
\nThis live-to-live translation not only tackles one of the industry’s biggest service bottlenecks.
\nIt also feels like an early glimpse of what customer support could look like in every sector beyond the travel industry.
\nThe bigger industry-defining leap is Wingie’s launch of its own MCP (Model Context Protocol) server. MCP is a technical bridge that allows external AI models to directly search, book, and modify travel inside Wingie’s ecosystem.
\nFor the first time, large language models like Claude (and soon ChatGPT, Gemini, and others) can go beyond offering inspiration and planning tips to actually executing bookings in real time.
\nThis extends well beyond a simple API:
\nWingie is offering one of the clearest looks yet at the pipes for tomorrow’s AI-native travel experience. By addressing the most disliked aspect of travel (the hotline) and then opening its infrastructure to AI agents, it’s setting a template for how the industry can transition from reactive service to proactive, AI-powered assistance.
\nWhen we discuss airline innovation in this series, it typically revolves around fleet operations, turnaround times, or booking systems. Rarely do we highlight the marketing department. But United Airlines just rolled out an approach that’s worth attention, and yes, it’s powered by AI.
\nHere’s the problem United is tackling: airlines tend to trend on social media for the wrong reasons, such as delays, missed connections, or operational meltdowns.
\nThat makes traditional advertising risky. Push the wrong message at the wrong time, and you risk amplifying negativity instead of cutting through it.
\nUnited is trying to flip this dynamic:
\nWe find this innovation particularly relevant because it demonstrates how AI is being increasingly leveraged across corporate airline functions.
\nWhile United claims its AI-powered marketing has already delivered strong lifts in engagement and conversion metrics, these results are difficult to verify externally (and should be taken with a grain of salt). But this innovation demonstrates how AI is becoming a tool to reshape airline storytelling in the public eye.
\nThat's it for the September edition - stay tuned to find out our favourite travel tech developments next month. For more insights, read more of our Future of Travel posts here.
\n ","postEmailContent":"These days, almost every Airline-Tech headline comes with an AI label attached. Just as “online” became the default in the 2000s, AI has now become the baseline for meaningful progress in the travel industry. The question is no longer if AI is involved, but how it’s being applied, and which experiments truly push the industry forward.
\nIn this September edition of our OAG Airline-Tech Innovation Radar, we’ve picked three standout innovations that cut through the noise and offer a glimpse of where Airline Tech is headed next.
","postFeaturedImageIfEnabled":"https://www.oag.com/hubfs/September%202025%20radar%20image.jpg","postListContent":"These days, almost every Airline-Tech headline comes with an AI label attached. Just as “online” became the default in the 2000s, AI has now become the baseline for meaningful progress in the travel industry. The question is no longer if AI is involved, but how it’s being applied, and which experiments truly push the industry forward.
\nIn this September edition of our OAG Airline-Tech Innovation Radar, we’ve picked three standout innovations that cut through the noise and offer a glimpse of where Airline Tech is headed next.
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\nIn this September edition of our OAG Airline-Tech Innovation Radar, we’ve picked three standout innovations that cut through the noise and offer a glimpse of where Airline Tech is headed next.
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\nIn this September edition of our OAG Airline-Tech Innovation Radar, we’ve picked three standout innovations that cut through the noise and offer a glimpse of where Airline Tech is headed next.
","postSummaryRss":"These days, almost every Airline-Tech headline comes with an AI label attached. Just as “online” became the default in the 2000s, AI has now become the baseline for meaningful progress in the travel industry. The question is no longer if AI is involved, but how it’s being applied, and which experiments truly push the industry forward.
\nIn this September edition of our OAG Airline-Tech Innovation Radar, we’ve picked three standout innovations that cut through the noise and offer a glimpse of where Airline Tech is headed next.
","postTemplate":"oag-theme/templates/blog-post.html","previewImageSrc":null,"previewKey":"ebogsIbr","previousPostFeaturedImage":"https://www.oag.com/hubfs/August%202025%20radar%20featured%20image.jpg","previousPostFeaturedImageAltText":"","previousPostName":"Three Smart Ways Airlines Are Using AI to Improve Operations in August 2025","previousPostSlug":"blog/three-smart-ways-airlines-are-using-ai-to-improve-operations-in-august-2025","processingStatus":"PUBLISHED","propertyForDynamicPageCanonicalUrl":null,"propertyForDynamicPageFeaturedImage":null,"propertyForDynamicPageMetaDescription":null,"propertyForDynamicPageSlug":null,"propertyForDynamicPageTitle":null,"publicAccessRules":[],"publicAccessRulesEnabled":false,"publishDate":1756911600000,"publishDateLocalTime":1756911600000,"publishDateLocalized":{"date":1756911600000,"format":"dd MMMM yyyy","language":"en_GB"},"publishImmediately":false,"publishTimezoneOffset":null,"publishedAt":1756911604742,"publishedByEmail":null,"publishedById":100,"publishedByName":null,"publishedUrl":"https://www.oag.com/blog/three-airline-tech-innovations-that-stand-out-in-september-2025","resolvedDomain":"www.oag.com","resolvedLanguage":null,"rssBody":"These days, almost every Airline-Tech headline comes with an AI label attached. Just as “online” became the default in the 2000s, AI has now become the baseline for meaningful progress in the travel industry. The question is no longer if AI is involved, but how it’s being applied, and which experiments truly push the industry forward.
\nIn this September edition of our OAG Airline-Tech Innovation Radar, we’ve picked three standout innovations that cut through the noise and offer a glimpse of where Airline Tech is headed next.
\nThere’s hardly a monthly AI update in aviation without a major Big Tech move. Back in our July edition, we spotlighted how Apple and OpenAI were embedding themselves deeper into passenger touchpoints.
\nThis month, it’s Google making waves, with two notable launches that show how far Big Tech is willing to go in reshaping travel:
\nGoogle has introduced an AI-powered flight search tool built on Gemini 2.5 that makes it easier for flexible travelers to discover cheaper fares.
\nOne could argue this launch was inevitable, as most analysts were just waiting for Google to enter direct competition with an entire wave of startups that have been building AI-powered travel search engines over the past two years. Given Google’s reach and infrastructure, those smaller players may quickly find themselves outgunned.
\nArguably, the more exciting launch is Magic Cue, a new AI feature for Google’s Pixel 10 phones that automatically surfaces travel information when needed.
\nNo more digging through apps or scrolling through email chains: the system proactively identifies when booking details are relevant (for instance, while you’re contacting an airline or replying to a friend about your flight) and places them front and center.
\nThe result is a more seamless travel experience, where information is presented to you instead of you having to search for it. It’s reminiscent of the big UX leap years ago when Google Calendar started automatically pulling flight and hotel details from Gmail – slightly scary, perhaps, but undeniably convenient.
\nFirst, because travelers typically bounce across countless pages before booking.
\nSecondly, because hardware is the Trojan horse.
\nIn our view, Magic Cue may be the most overlooked AI-powered travel feature of the year.
\nInterested to learn more about it?
\nCheck out Google’s launch demo with Jimmy Fallon here.
\n\nFew things frustrate travelers more than a customer hotline: long waits (averaging over two minutes across major OTAs), limited language options, and endless transfers. These pain points have plagued the travel industry for decades, especially when dealing with airlines.
\nWingie Enuygun, the fast-growing travel marketplace from the Middle East and North Africa, is tackling this head-on with a set of AI-driven breakthroughs that hint at where the industry is headed next.
\nInstead of battling chronic shortages of multilingual agents, Wingie has built Wingie Talkie, a real-time speech-to-speech translation engine.
\nThis live-to-live translation not only tackles one of the industry’s biggest service bottlenecks.
\nIt also feels like an early glimpse of what customer support could look like in every sector beyond the travel industry.
\nThe bigger industry-defining leap is Wingie’s launch of its own MCP (Model Context Protocol) server. MCP is a technical bridge that allows external AI models to directly search, book, and modify travel inside Wingie’s ecosystem.
\nFor the first time, large language models like Claude (and soon ChatGPT, Gemini, and others) can go beyond offering inspiration and planning tips to actually executing bookings in real time.
\nThis extends well beyond a simple API:
\nWingie is offering one of the clearest looks yet at the pipes for tomorrow’s AI-native travel experience. By addressing the most disliked aspect of travel (the hotline) and then opening its infrastructure to AI agents, it’s setting a template for how the industry can transition from reactive service to proactive, AI-powered assistance.
\nWhen we discuss airline innovation in this series, it typically revolves around fleet operations, turnaround times, or booking systems. Rarely do we highlight the marketing department. But United Airlines just rolled out an approach that’s worth attention, and yes, it’s powered by AI.
\nHere’s the problem United is tackling: airlines tend to trend on social media for the wrong reasons, such as delays, missed connections, or operational meltdowns.
\nThat makes traditional advertising risky. Push the wrong message at the wrong time, and you risk amplifying negativity instead of cutting through it.
\nUnited is trying to flip this dynamic:
\nWe find this innovation particularly relevant because it demonstrates how AI is being increasingly leveraged across corporate airline functions.
\nWhile United claims its AI-powered marketing has already delivered strong lifts in engagement and conversion metrics, these results are difficult to verify externally (and should be taken with a grain of salt). But this innovation demonstrates how AI is becoming a tool to reshape airline storytelling in the public eye.
\nThat's it for the September edition - stay tuned to find out our favourite travel tech developments next month. For more insights, read more of our Future of Travel posts here.
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\nIn this September edition of our OAG Airline-Tech Innovation Radar, we’ve picked three standout innovations that cut through the noise and offer a glimpse of where Airline Tech is headed next.
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\nAirlines may prioritize their home country’s trade partners, while others emphasize access to the world’s largest business and leisure destinations. These differences in international capacity not only highlight where airlines see the greatest demand, but also how they position themselves competitively in the global travel market.
\nDid you enjoy this? Try another quiz: Major US Airlines' Top States Mapped
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\nAirlines may prioritize their home country’s trade partners, while others emphasize access to the world’s largest business and leisure destinations. These differences in international capacity not only highlight where airlines see the greatest demand, but also how they position themselves competitively in the global travel market.
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And what about Ryanair? Whether you want to learn a bit more about airlines' networks or consider yourself an aviation expert, there may be some surprises in this quick quiz!
\nWe've charted thirteen major airlines' top nine countries for seat capacity in 2025, with the largest markets represented by bigger circles. Note that we have removed the country in which the airline is domiciled/registered (which is usually, but not always, the top market) to make it a little bit trickier!
\nAirlines’ international networks and top destinations vary depending on their strategy and market strengths. Some carriers concentrate on long-haul routes from one or two global hubs to maximize connectivity. Others spread capacity across multiple regions, balancing service between transatlantic, transpacific, and emerging markets.
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\nDid you enjoy this? Try another quiz: Major US Airlines' Top States Mapped
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\nAirlines’ international networks and top destinations vary depending on their strategy and market strengths. Some carriers concentrate on long-haul routes from one or two global hubs to maximize connectivity. Others spread capacity across multiple regions, balancing service between transatlantic, transpacific, and emerging markets.
\nAirlines may prioritize their home country’s trade partners, while others emphasize access to the world’s largest business and leisure destinations. These differences in international capacity not only highlight where airlines see the greatest demand, but also how they position themselves competitively in the global travel market.
\nDid you enjoy this? Try another quiz: Major US Airlines' Top States Mapped
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\nWe've charted thirteen major airlines' top nine countries for seat capacity in 2025, with the largest markets represented by bigger circles. Note that we have removed the country in which the airline is domiciled/registered (which is usually, but not always, the top market) to make it a little bit trickier!
\nAirlines’ international networks and top destinations vary depending on their strategy and market strengths. Some carriers concentrate on long-haul routes from one or two global hubs to maximize connectivity. Others spread capacity across multiple regions, balancing service between transatlantic, transpacific, and emerging markets.
\nAirlines may prioritize their home country’s trade partners, while others emphasize access to the world’s largest business and leisure destinations. These differences in international capacity not only highlight where airlines see the greatest demand, but also how they position themselves competitively in the global travel market.
\nDid you enjoy this? Try another quiz: Major US Airlines' Top States Mapped
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Has Led to the Second Chapter 11 Filing for Spirit Airlines? | Aviation Market Analysis | OAG","id":195409952781,"includeDefaultCustomCss":null,"isCaptchaRequired":false,"isCrawlableByBots":false,"isDraft":false,"isInstantEmailEnabled":true,"isPublished":true,"isSocialPublishingEnabled":false,"keywords":[],"label":"What Has Led to the Second Chapter 11 Filing for Spirit Airlines?","language":"en-gb","lastEditSessionId":null,"lastEditUpdateId":null,"layoutSections":{},"legacyBlogTabid":null,"legacyId":null,"legacyPostGuid":null,"linkRelCanonicalUrl":"","listTemplate":"generated_layouts/66381677173.html","liveDomain":"www.oag.com","mab":false,"mabExperimentId":null,"mabMaster":false,"mabVariant":false,"meta":{"enable_google_amp_output_override":false,"generate_json_ld_enabled":true,"post_body":"Spirit Airlines has had a particularly bad year – navigating its first Chapter 11 proceedings, dealing with significant network and capacity cuts, plus a slowdown in domestic activity and increased competition. When the tide turns against you, it can really turn.
\n\nNow, the airline has announced it will seek a Chapter 11 bankruptcy protection for the second time in less than a year. This will be a major cause for concern and suggests the airline clearly felt it had no choice. But was Spirit the victim of some bad timing, flawed strategic choices, an earlier weak Chapter 11 process, or was there more to what is clearly a crisis for the airline?
\nLike any low-cost carrier (LCC), year-on-year growth is a vital part of the business model. Between 2000 and 2014 Spirit achieved steady - if aggressive - growth with an AAGR of 11%. From 2014 through to 2019, the last year unaffected by the pandemic, the airline’s AAGR had increased to an extremely bullish 18% per annum as new aircraft deliveries arrived and everything, at least from a growth perspective, was looking good for the carrier. Clearly the events of the pandemic impacted every airline, but for airlines like Spirit carrying such fleet expansion and with stretched cash reserves, timing could not have been worse.
\nBy 2021, given that much of Spirit’s network was domestic, the airline had rebounded strongly and was back operating some 97% of its 2019 capacity. Building on that recovery, by 2024 the airline scheduled capacity growth of 20% against 2019, based on expansions of 20% in 2022 and 13% in 2023. In just two years, Spirit added a third more seats as the airline rode the wave of post-pandemic revenge spending. But that spend was exactly that, just a wave rather than a change of market structure.
\n \nSpirit has always been a Florida airline, initially with a focus on major East Coast markets, with three-quarters of its capacity operating between New York, New Jersey and Florida. The strong focus on three markets proved to be the foundation of the subsequent growth but also perhaps highlighted one of the challenges Spirit faced, as network expansion and entry into new markets resulted in these three core states’ capacity share falling to 28% by 2016.
\n\nMeanwhile, competition intensified. New market entrants like JetBlue and Southwest increased capacity between Florida and New York by 45% by 2016. It may have been that Spirit felt the need to diversify into new state markets as part of a defensive strategy, but at the same time it increased the network risk. From holding an 8% share of the Florida–New York capacity in 2000, Spirit saw its share fall to just 3% by 2009. Despite subsequent capacity reinvestment recovering its share to 7% by 2017, the loss of focus and market share at a key moment in its wider expansion may have been central to the situation now faced by the airline.
\n \nExpanding into new domestic markets was always going to be a challenge for Spirit, especially when that expansion encroached on legacy carriers’ hubs. But since 2011, the airline has been on a regular growth trajectory serving some 430 airport pairs in 2024 compared to just 61 in 2010 (and a very modest 38 in 2001). However, with such rapid growth came one of the greatest strategic challenges that many airlines face: should Spirit prioritise network breadth (destinations) or network depth (frequency)?
\n \nIn the case of Spirit, it looks like they went for breadth rather than depth as the chart below highlights. Given that the average capacity per flight for Spirit in 2025 is 193 seats, then over half of the current network is served with less than daily frequencies - which for a low-cost airline seems a fragmented position. Nearly 75% of markets served operated with less than 150,000 seats per annum, while Spirit may have significant volumes of capacity at key airports the scale of network fragmentation is quite pronounced, leaving travellers with limited choice of flight timings and the airline vulnerable to competitive scheduling in many markets.
\nThat network breadth and its implications, when in defensive mode, can be a major weakness. Spirit operates from 14 airports with more than one million seats per annum. By comparison, Frontier Airlines - a similarly sized low-cost carrier - has just 9 bases, with similar levels of capacity. The overlap is particularly pronounced in Orlando, with both carriers having very similar levels of capacity, creating a very competitive market dynamic.
\nAdding further woes to the challenges facing Spirit is its position in Las Vegas. Between 2020 and 2023 the airline increased capacity by over 150%, reaching 5.2 million seats a year. Although that growth has been scaled back in 2025, the airline is now the second largest airline in a market where demand is weakening. Visitor numbers to Las Vegas are down by more than 7% year-on-year, with June seeing a sharp decrease of 11%, leaving Spirit exposed in a softening market.
\n \nThe current slowdown in demand in the US market, and particularly in the budget-conscious leisure segment, is hurting the airline which has over 85% of capacity allocated to domestic services - just when Spirit most needs growth in that segment. Layered on top of that market slowdown is increased competition from carriers such as Frontier which is set to receive 32 additional aircraft in 2026, compared with just three for Spirit. The market is likely to get tougher in the short-term, as increasing capacity fights for a smaller and increasingly price sensitive traveller.
\nSpirit’s latest Chapter 11 process will mean that Spirit will have to carefully navigate several key strategic long-term options, while keeping an eye on current revenues and some increasingly confident competitors. A second Chapter 11 undoubtedly raises question marks around the future of the airline, and no one wants to see any airline fail, especially one as large as Spirit. But unless a very compelling new strategy appears and the economic indicators change across the US domestic market, then that may just happen. In which case, would one less airline ease the broader concern of the US-based domestic airlines and their outlook for the next few years?
\n \n ","post_summary":"Spirit Airlines has had a particularly bad year – navigating its first Chapter 11 proceedings, dealing with significant network and capacity cuts, plus a slowdown in domestic activity and increased competition. When the tide turns against you, it can really turn.
\n","blog_post_schedule_task_uid":null,"blog_publish_to_social_media_task":"DONE_NOT_SENT","blog_publish_instant_email_task_uid":"DONE","blog_publish_instant_email_campaign_id":null,"blog_publish_instant_email_retry_count":null,"rss_body":"Spirit Airlines has had a particularly bad year – navigating its first Chapter 11 proceedings, dealing with significant network and capacity cuts, plus a slowdown in domestic activity and increased competition. When the tide turns against you, it can really turn.
\n\nNow, the airline has announced it will seek a Chapter 11 bankruptcy protection for the second time in less than a year. This will be a major cause for concern and suggests the airline clearly felt it had no choice. But was Spirit the victim of some bad timing, flawed strategic choices, an earlier weak Chapter 11 process, or was there more to what is clearly a crisis for the airline?
\nLike any low-cost carrier (LCC), year-on-year growth is a vital part of the business model. Between 2000 and 2014 Spirit achieved steady - if aggressive - growth with an AAGR of 11%. From 2014 through to 2019, the last year unaffected by the pandemic, the airline’s AAGR had increased to an extremely bullish 18% per annum as new aircraft deliveries arrived and everything, at least from a growth perspective, was looking good for the carrier. Clearly the events of the pandemic impacted every airline, but for airlines like Spirit carrying such fleet expansion and with stretched cash reserves, timing could not have been worse.
\nBy 2021, given that much of Spirit’s network was domestic, the airline had rebounded strongly and was back operating some 97% of its 2019 capacity. Building on that recovery, by 2024 the airline scheduled capacity growth of 20% against 2019, based on expansions of 20% in 2022 and 13% in 2023. In just two years, Spirit added a third more seats as the airline rode the wave of post-pandemic revenge spending. But that spend was exactly that, just a wave rather than a change of market structure.
\n \nSpirit has always been a Florida airline, initially with a focus on major East Coast markets, with three-quarters of its capacity operating between New York, New Jersey and Florida. The strong focus on three markets proved to be the foundation of the subsequent growth but also perhaps highlighted one of the challenges Spirit faced, as network expansion and entry into new markets resulted in these three core states’ capacity share falling to 28% by 2016.
\n\nMeanwhile, competition intensified. New market entrants like JetBlue and Southwest increased capacity between Florida and New York by 45% by 2016. It may have been that Spirit felt the need to diversify into new state markets as part of a defensive strategy, but at the same time it increased the network risk. From holding an 8% share of the Florida–New York capacity in 2000, Spirit saw its share fall to just 3% by 2009. Despite subsequent capacity reinvestment recovering its share to 7% by 2017, the loss of focus and market share at a key moment in its wider expansion may have been central to the situation now faced by the airline.
\n \nExpanding into new domestic markets was always going to be a challenge for Spirit, especially when that expansion encroached on legacy carriers’ hubs. But since 2011, the airline has been on a regular growth trajectory serving some 430 airport pairs in 2024 compared to just 61 in 2010 (and a very modest 38 in 2001). However, with such rapid growth came one of the greatest strategic challenges that many airlines face: should Spirit prioritise network breadth (destinations) or network depth (frequency)?
\n \nIn the case of Spirit, it looks like they went for breadth rather than depth as the chart below highlights. Given that the average capacity per flight for Spirit in 2025 is 193 seats, then over half of the current network is served with less than daily frequencies - which for a low-cost airline seems a fragmented position. Nearly 75% of markets served operated with less than 150,000 seats per annum, while Spirit may have significant volumes of capacity at key airports the scale of network fragmentation is quite pronounced, leaving travellers with limited choice of flight timings and the airline vulnerable to competitive scheduling in many markets.
\nThat network breadth and its implications, when in defensive mode, can be a major weakness. Spirit operates from 14 airports with more than one million seats per annum. By comparison, Frontier Airlines - a similarly sized low-cost carrier - has just 9 bases, with similar levels of capacity. The overlap is particularly pronounced in Orlando, with both carriers having very similar levels of capacity, creating a very competitive market dynamic.
\nAdding further woes to the challenges facing Spirit is its position in Las Vegas. Between 2020 and 2023 the airline increased capacity by over 150%, reaching 5.2 million seats a year. Although that growth has been scaled back in 2025, the airline is now the second largest airline in a market where demand is weakening. Visitor numbers to Las Vegas are down by more than 7% year-on-year, with June seeing a sharp decrease of 11%, leaving Spirit exposed in a softening market.
\n \nThe current slowdown in demand in the US market, and particularly in the budget-conscious leisure segment, is hurting the airline which has over 85% of capacity allocated to domestic services - just when Spirit most needs growth in that segment. Layered on top of that market slowdown is increased competition from carriers such as Frontier which is set to receive 32 additional aircraft in 2026, compared with just three for Spirit. The market is likely to get tougher in the short-term, as increasing capacity fights for a smaller and increasingly price sensitive traveller.
\nSpirit’s latest Chapter 11 process will mean that Spirit will have to carefully navigate several key strategic long-term options, while keeping an eye on current revenues and some increasingly confident competitors. A second Chapter 11 undoubtedly raises question marks around the future of the airline, and no one wants to see any airline fail, especially one as large as Spirit. But unless a very compelling new strategy appears and the economic indicators change across the US domestic market, then that may just happen. In which case, would one less airline ease the broader concern of the US-based domestic airlines and their outlook for the next few years?
\n \n ","rss_summary":"Spirit Airlines has had a particularly bad year – navigating its first Chapter 11 proceedings, dealing with significant network and capacity cuts, plus a slowdown in domestic activity and increased competition. When the tide turns against you, it can really turn.
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When the tide turns against you, it can really turn.
\n\nNow, the airline has announced it will seek a Chapter 11 bankruptcy protection for the second time in less than a year. This will be a major cause for concern and suggests the airline clearly felt it had no choice. But was Spirit the victim of some bad timing, flawed strategic choices, an earlier weak Chapter 11 process, or was there more to what is clearly a crisis for the airline?
\nLike any low-cost carrier (LCC), year-on-year growth is a vital part of the business model. Between 2000 and 2014 Spirit achieved steady - if aggressive - growth with an AAGR of 11%. From 2014 through to 2019, the last year unaffected by the pandemic, the airline’s AAGR had increased to an extremely bullish 18% per annum as new aircraft deliveries arrived and everything, at least from a growth perspective, was looking good for the carrier. Clearly the events of the pandemic impacted every airline, but for airlines like Spirit carrying such fleet expansion and with stretched cash reserves, timing could not have been worse.
\nBy 2021, given that much of Spirit’s network was domestic, the airline had rebounded strongly and was back operating some 97% of its 2019 capacity. Building on that recovery, by 2024 the airline scheduled capacity growth of 20% against 2019, based on expansions of 20% in 2022 and 13% in 2023. In just two years, Spirit added a third more seats as the airline rode the wave of post-pandemic revenge spending. But that spend was exactly that, just a wave rather than a change of market structure.
\n \nSpirit has always been a Florida airline, initially with a focus on major East Coast markets, with three-quarters of its capacity operating between New York, New Jersey and Florida. The strong focus on three markets proved to be the foundation of the subsequent growth but also perhaps highlighted one of the challenges Spirit faced, as network expansion and entry into new markets resulted in these three core states’ capacity share falling to 28% by 2016.
\n\nMeanwhile, competition intensified. New market entrants like JetBlue and Southwest increased capacity between Florida and New York by 45% by 2016. It may have been that Spirit felt the need to diversify into new state markets as part of a defensive strategy, but at the same time it increased the network risk. From holding an 8% share of the Florida–New York capacity in 2000, Spirit saw its share fall to just 3% by 2009. Despite subsequent capacity reinvestment recovering its share to 7% by 2017, the loss of focus and market share at a key moment in its wider expansion may have been central to the situation now faced by the airline.
\n \nExpanding into new domestic markets was always going to be a challenge for Spirit, especially when that expansion encroached on legacy carriers’ hubs. But since 2011, the airline has been on a regular growth trajectory serving some 430 airport pairs in 2024 compared to just 61 in 2010 (and a very modest 38 in 2001). However, with such rapid growth came one of the greatest strategic challenges that many airlines face: should Spirit prioritise network breadth (destinations) or network depth (frequency)?
\n \nIn the case of Spirit, it looks like they went for breadth rather than depth as the chart below highlights. Given that the average capacity per flight for Spirit in 2025 is 193 seats, then over half of the current network is served with less than daily frequencies - which for a low-cost airline seems a fragmented position. Nearly 75% of markets served operated with less than 150,000 seats per annum, while Spirit may have significant volumes of capacity at key airports the scale of network fragmentation is quite pronounced, leaving travellers with limited choice of flight timings and the airline vulnerable to competitive scheduling in many markets.
\nThat network breadth and its implications, when in defensive mode, can be a major weakness. Spirit operates from 14 airports with more than one million seats per annum. By comparison, Frontier Airlines - a similarly sized low-cost carrier - has just 9 bases, with similar levels of capacity. The overlap is particularly pronounced in Orlando, with both carriers having very similar levels of capacity, creating a very competitive market dynamic.
\nAdding further woes to the challenges facing Spirit is its position in Las Vegas. Between 2020 and 2023 the airline increased capacity by over 150%, reaching 5.2 million seats a year. Although that growth has been scaled back in 2025, the airline is now the second largest airline in a market where demand is weakening. Visitor numbers to Las Vegas are down by more than 7% year-on-year, with June seeing a sharp decrease of 11%, leaving Spirit exposed in a softening market.
\n \nThe current slowdown in demand in the US market, and particularly in the budget-conscious leisure segment, is hurting the airline which has over 85% of capacity allocated to domestic services - just when Spirit most needs growth in that segment. Layered on top of that market slowdown is increased competition from carriers such as Frontier which is set to receive 32 additional aircraft in 2026, compared with just three for Spirit. The market is likely to get tougher in the short-term, as increasing capacity fights for a smaller and increasingly price sensitive traveller.
\nSpirit’s latest Chapter 11 process will mean that Spirit will have to carefully navigate several key strategic long-term options, while keeping an eye on current revenues and some increasingly confident competitors. A second Chapter 11 undoubtedly raises question marks around the future of the airline, and no one wants to see any airline fail, especially one as large as Spirit. But unless a very compelling new strategy appears and the economic indicators change across the US domestic market, then that may just happen. In which case, would one less airline ease the broader concern of the US-based domestic airlines and their outlook for the next few years?
\n \n ","postBodyRss":"Spirit Airlines has had a particularly bad year – navigating its first Chapter 11 proceedings, dealing with significant network and capacity cuts, plus a slowdown in domestic activity and increased competition. When the tide turns against you, it can really turn.
\n\nNow, the airline has announced it will seek a Chapter 11 bankruptcy protection for the second time in less than a year. This will be a major cause for concern and suggests the airline clearly felt it had no choice. But was Spirit the victim of some bad timing, flawed strategic choices, an earlier weak Chapter 11 process, or was there more to what is clearly a crisis for the airline?
\nLike any low-cost carrier (LCC), year-on-year growth is a vital part of the business model. Between 2000 and 2014 Spirit achieved steady - if aggressive - growth with an AAGR of 11%. From 2014 through to 2019, the last year unaffected by the pandemic, the airline’s AAGR had increased to an extremely bullish 18% per annum as new aircraft deliveries arrived and everything, at least from a growth perspective, was looking good for the carrier. Clearly the events of the pandemic impacted every airline, but for airlines like Spirit carrying such fleet expansion and with stretched cash reserves, timing could not have been worse.
\nBy 2021, given that much of Spirit’s network was domestic, the airline had rebounded strongly and was back operating some 97% of its 2019 capacity. Building on that recovery, by 2024 the airline scheduled capacity growth of 20% against 2019, based on expansions of 20% in 2022 and 13% in 2023. In just two years, Spirit added a third more seats as the airline rode the wave of post-pandemic revenge spending. But that spend was exactly that, just a wave rather than a change of market structure.
\n \nSpirit has always been a Florida airline, initially with a focus on major East Coast markets, with three-quarters of its capacity operating between New York, New Jersey and Florida. The strong focus on three markets proved to be the foundation of the subsequent growth but also perhaps highlighted one of the challenges Spirit faced, as network expansion and entry into new markets resulted in these three core states’ capacity share falling to 28% by 2016.
\n\nMeanwhile, competition intensified. New market entrants like JetBlue and Southwest increased capacity between Florida and New York by 45% by 2016. It may have been that Spirit felt the need to diversify into new state markets as part of a defensive strategy, but at the same time it increased the network risk. From holding an 8% share of the Florida–New York capacity in 2000, Spirit saw its share fall to just 3% by 2009. Despite subsequent capacity reinvestment recovering its share to 7% by 2017, the loss of focus and market share at a key moment in its wider expansion may have been central to the situation now faced by the airline.
\n \nExpanding into new domestic markets was always going to be a challenge for Spirit, especially when that expansion encroached on legacy carriers’ hubs. But since 2011, the airline has been on a regular growth trajectory serving some 430 airport pairs in 2024 compared to just 61 in 2010 (and a very modest 38 in 2001). However, with such rapid growth came one of the greatest strategic challenges that many airlines face: should Spirit prioritise network breadth (destinations) or network depth (frequency)?
\n \nIn the case of Spirit, it looks like they went for breadth rather than depth as the chart below highlights. Given that the average capacity per flight for Spirit in 2025 is 193 seats, then over half of the current network is served with less than daily frequencies - which for a low-cost airline seems a fragmented position. Nearly 75% of markets served operated with less than 150,000 seats per annum, while Spirit may have significant volumes of capacity at key airports the scale of network fragmentation is quite pronounced, leaving travellers with limited choice of flight timings and the airline vulnerable to competitive scheduling in many markets.
\nThat network breadth and its implications, when in defensive mode, can be a major weakness. Spirit operates from 14 airports with more than one million seats per annum. By comparison, Frontier Airlines - a similarly sized low-cost carrier - has just 9 bases, with similar levels of capacity. The overlap is particularly pronounced in Orlando, with both carriers having very similar levels of capacity, creating a very competitive market dynamic.
\nAdding further woes to the challenges facing Spirit is its position in Las Vegas. Between 2020 and 2023 the airline increased capacity by over 150%, reaching 5.2 million seats a year. Although that growth has been scaled back in 2025, the airline is now the second largest airline in a market where demand is weakening. Visitor numbers to Las Vegas are down by more than 7% year-on-year, with June seeing a sharp decrease of 11%, leaving Spirit exposed in a softening market.
\n \nThe current slowdown in demand in the US market, and particularly in the budget-conscious leisure segment, is hurting the airline which has over 85% of capacity allocated to domestic services - just when Spirit most needs growth in that segment. Layered on top of that market slowdown is increased competition from carriers such as Frontier which is set to receive 32 additional aircraft in 2026, compared with just three for Spirit. The market is likely to get tougher in the short-term, as increasing capacity fights for a smaller and increasingly price sensitive traveller.
\nSpirit’s latest Chapter 11 process will mean that Spirit will have to carefully navigate several key strategic long-term options, while keeping an eye on current revenues and some increasingly confident competitors. A second Chapter 11 undoubtedly raises question marks around the future of the airline, and no one wants to see any airline fail, especially one as large as Spirit. But unless a very compelling new strategy appears and the economic indicators change across the US domestic market, then that may just happen. In which case, would one less airline ease the broader concern of the US-based domestic airlines and their outlook for the next few years?
\n \n ","postEmailContent":"Spirit Airlines has had a particularly bad year – navigating its first Chapter 11 proceedings, dealing with significant network and capacity cuts, plus a slowdown in domestic activity and increased competition. When the tide turns against you, it can really turn.
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","postListSummaryFeaturedImage":"https://www.oag.com/hubfs/Spirit%20Airlines%20September%202025.jpg","postRssContent":"Spirit Airlines has had a particularly bad year – navigating its first Chapter 11 proceedings, dealing with significant network and capacity cuts, plus a slowdown in domestic activity and increased competition. When the tide turns against you, it can really turn.
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\n","postSummaryRss":"Spirit Airlines has had a particularly bad year – navigating its first Chapter 11 proceedings, dealing with significant network and capacity cuts, plus a slowdown in domestic activity and increased competition. When the tide turns against you, it can really turn.
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\n\nNow, the airline has announced it will seek a Chapter 11 bankruptcy protection for the second time in less than a year. This will be a major cause for concern and suggests the airline clearly felt it had no choice. But was Spirit the victim of some bad timing, flawed strategic choices, an earlier weak Chapter 11 process, or was there more to what is clearly a crisis for the airline?
\nLike any low-cost carrier (LCC), year-on-year growth is a vital part of the business model. Between 2000 and 2014 Spirit achieved steady - if aggressive - growth with an AAGR of 11%. From 2014 through to 2019, the last year unaffected by the pandemic, the airline’s AAGR had increased to an extremely bullish 18% per annum as new aircraft deliveries arrived and everything, at least from a growth perspective, was looking good for the carrier. Clearly the events of the pandemic impacted every airline, but for airlines like Spirit carrying such fleet expansion and with stretched cash reserves, timing could not have been worse.
\nBy 2021, given that much of Spirit’s network was domestic, the airline had rebounded strongly and was back operating some 97% of its 2019 capacity. Building on that recovery, by 2024 the airline scheduled capacity growth of 20% against 2019, based on expansions of 20% in 2022 and 13% in 2023. In just two years, Spirit added a third more seats as the airline rode the wave of post-pandemic revenge spending. But that spend was exactly that, just a wave rather than a change of market structure.
\n \nSpirit has always been a Florida airline, initially with a focus on major East Coast markets, with three-quarters of its capacity operating between New York, New Jersey and Florida. The strong focus on three markets proved to be the foundation of the subsequent growth but also perhaps highlighted one of the challenges Spirit faced, as network expansion and entry into new markets resulted in these three core states’ capacity share falling to 28% by 2016.
\n\nMeanwhile, competition intensified. New market entrants like JetBlue and Southwest increased capacity between Florida and New York by 45% by 2016. It may have been that Spirit felt the need to diversify into new state markets as part of a defensive strategy, but at the same time it increased the network risk. From holding an 8% share of the Florida–New York capacity in 2000, Spirit saw its share fall to just 3% by 2009. Despite subsequent capacity reinvestment recovering its share to 7% by 2017, the loss of focus and market share at a key moment in its wider expansion may have been central to the situation now faced by the airline.
\n \nExpanding into new domestic markets was always going to be a challenge for Spirit, especially when that expansion encroached on legacy carriers’ hubs. But since 2011, the airline has been on a regular growth trajectory serving some 430 airport pairs in 2024 compared to just 61 in 2010 (and a very modest 38 in 2001). However, with such rapid growth came one of the greatest strategic challenges that many airlines face: should Spirit prioritise network breadth (destinations) or network depth (frequency)?
\n \nIn the case of Spirit, it looks like they went for breadth rather than depth as the chart below highlights. Given that the average capacity per flight for Spirit in 2025 is 193 seats, then over half of the current network is served with less than daily frequencies - which for a low-cost airline seems a fragmented position. Nearly 75% of markets served operated with less than 150,000 seats per annum, while Spirit may have significant volumes of capacity at key airports the scale of network fragmentation is quite pronounced, leaving travellers with limited choice of flight timings and the airline vulnerable to competitive scheduling in many markets.
\nThat network breadth and its implications, when in defensive mode, can be a major weakness. Spirit operates from 14 airports with more than one million seats per annum. By comparison, Frontier Airlines - a similarly sized low-cost carrier - has just 9 bases, with similar levels of capacity. The overlap is particularly pronounced in Orlando, with both carriers having very similar levels of capacity, creating a very competitive market dynamic.
\nAdding further woes to the challenges facing Spirit is its position in Las Vegas. Between 2020 and 2023 the airline increased capacity by over 150%, reaching 5.2 million seats a year. Although that growth has been scaled back in 2025, the airline is now the second largest airline in a market where demand is weakening. Visitor numbers to Las Vegas are down by more than 7% year-on-year, with June seeing a sharp decrease of 11%, leaving Spirit exposed in a softening market.
\n \nThe current slowdown in demand in the US market, and particularly in the budget-conscious leisure segment, is hurting the airline which has over 85% of capacity allocated to domestic services - just when Spirit most needs growth in that segment. Layered on top of that market slowdown is increased competition from carriers such as Frontier which is set to receive 32 additional aircraft in 2026, compared with just three for Spirit. The market is likely to get tougher in the short-term, as increasing capacity fights for a smaller and increasingly price sensitive traveller.
\nSpirit’s latest Chapter 11 process will mean that Spirit will have to carefully navigate several key strategic long-term options, while keeping an eye on current revenues and some increasingly confident competitors. A second Chapter 11 undoubtedly raises question marks around the future of the airline, and no one wants to see any airline fail, especially one as large as Spirit. But unless a very compelling new strategy appears and the economic indicators change across the US domestic market, then that may just happen. In which case, would one less airline ease the broader concern of the US-based domestic airlines and their outlook for the next few years?
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Infographics of the Month August 2025 | Infographics | OAG","id":195237542315,"includeDefaultCustomCss":null,"isCaptchaRequired":false,"isCrawlableByBots":false,"isDraft":false,"isInstantEmailEnabled":true,"isPublished":true,"isSocialPublishingEnabled":false,"keywords":[],"label":"August Aviation Infographics: Low-Cost Airlines in LATAM, a Snapshot of the Middle East & More","language":"en-gb","lastEditSessionId":null,"lastEditUpdateId":null,"layoutSections":{},"legacyBlogTabid":null,"legacyId":null,"legacyPostGuid":"","linkRelCanonicalUrl":"","listTemplate":"generated_layouts/66381677173.html","liveDomain":"www.oag.com","mab":false,"mabExperimentId":null,"mabMaster":false,"mabVariant":false,"meta":{"enable_google_amp_output_override":false,"generate_json_ld_enabled":true,"post_body":"Equip yourself with the intelligence you need from a busy month of travel data. OAG's infographics highlight trends and key themes from our experts' analysis of aviation data in August 2025.
\n\n
Including:
\nClick through for our aviation infographics of the month (view August 2025's aviation infographics full-size by clicking here), and click on any chart to read the full data analysis.
\n \nTo get a weekly round-up of our aviation market analysis, news on industry trends and deep dives into the latest tech for the industry, as well as our bite-sized infographics, subscribe to OAG's weekly digest below. 👇
\n ","post_summary":"Equip yourself with the intelligence you need from a busy month of travel data. OAG's infographics highlight trends and key themes from our experts' analysis of aviation data in August 2025.
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Equip yourself with the intelligence you need from a busy month of travel data. OAG's infographics highlight trends and key themes from our experts' analysis of aviation data in August 2025.
\n\n
Including:
\nClick through for our aviation infographics of the month (view August 2025's aviation infographics full-size by clicking here), and click on any chart to read the full data analysis.
\n \nTo get a weekly round-up of our aviation market analysis, news on industry trends and deep dives into the latest tech for the industry, as well as our bite-sized infographics, subscribe to OAG's weekly digest below. 👇
\n ","rss_summary":"Equip yourself with the intelligence you need from a busy month of travel data. OAG's infographics highlight trends and key themes from our experts' analysis of aviation data in August 2025.
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Equip yourself with the intelligence you need from a busy month of travel data. OAG's infographics highlight trends and key themes from our experts' analysis of aviation data in August 2025.
\n\n
Including:
\nClick through for our aviation infographics of the month (view August 2025's aviation infographics full-size by clicking here), and click on any chart to read the full data analysis.
\n \nTo get a weekly round-up of our aviation market analysis, news on industry trends and deep dives into the latest tech for the industry, as well as our bite-sized infographics, subscribe to OAG's weekly digest below. 👇
\n ","postBodyRss":"Equip yourself with the intelligence you need from a busy month of travel data. OAG's infographics highlight trends and key themes from our experts' analysis of aviation data in August 2025.
\n\n
Including:
\nClick through for our aviation infographics of the month (view August 2025's aviation infographics full-size by clicking here), and click on any chart to read the full data analysis.
\n \nTo get a weekly round-up of our aviation market analysis, news on industry trends and deep dives into the latest tech for the industry, as well as our bite-sized infographics, subscribe to OAG's weekly digest below. 👇
\n ","postEmailContent":"Equip yourself with the intelligence you need from a busy month of travel data. OAG's infographics highlight trends and key themes from our experts' analysis of aviation data in August 2025.
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Equip yourself with the intelligence you need from a busy month of travel data. OAG's infographics highlight trends and key themes from our experts' analysis of aviation data in August 2025.
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\n\n
Including:
\nClick through for our aviation infographics of the month (view August 2025's aviation infographics full-size by clicking here), and click on any chart to read the full data analysis.
\n \nTo get a weekly round-up of our aviation market analysis, news on industry trends and deep dives into the latest tech for the industry, as well as our bite-sized infographics, subscribe to OAG's weekly digest below. 👇
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Gary Bowerman (Asia Travel Markets & Consumer Trends Analyst) to give a mid-year aviation recap and discuss predictions for the industry for the second half of 2025.
\n","post_body":"For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Gary Bowerman (Asia Travel Markets & Consumer Trends Analyst) to give a mid-year aviation recap and discuss predictions for the industry for the second half of 2025.
\n\nThe live panel discussed global growth trends and also took a deep dive into some of the world's biggest markets:
\nFirst, the panel began by taking a look at global growth trends:
\nNext, the panel began their in-depth analysis with a focus on Asia’s aviation market:
\nIn this clip, Gary gave his insights into these capacity trends we've seen developing:
\n \nGrowth in Vietnam has been on a steady upward trajectory since around 2011, with significant international growth taking place between 2010 and 2019. In the 15 years from 2010-2025, growth has averaged 9%, despite the impact of the pandemic. Is this Vietnam’s moment?
\n \nIn the second half of the webinar, the panel discussed the US - is the domestic market softening?
\nCourtney gave his insights into the trends we're seeing:
\n \n\n
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Gary Bowerman (Asia Travel Markets & Consumer Trends Analyst) to give a mid-year aviation recap and discuss predictions for the industry for the second half of 2025.
\n","rss_body":"For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Gary Bowerman (Asia Travel Markets & Consumer Trends Analyst) to give a mid-year aviation recap and discuss predictions for the industry for the second half of 2025.
\n\nThe live panel discussed global growth trends and also took a deep dive into some of the world's biggest markets:
\nFirst, the panel began by taking a look at global growth trends:
\nNext, the panel began their in-depth analysis with a focus on Asia’s aviation market:
\nIn this clip, Gary gave his insights into these capacity trends we've seen developing:
\n \nGrowth in Vietnam has been on a steady upward trajectory since around 2011, with significant international growth taking place between 2010 and 2019. In the 15 years from 2010-2025, growth has averaged 9%, despite the impact of the pandemic. Is this Vietnam’s moment?
\n \nIn the second half of the webinar, the panel discussed the US - is the domestic market softening?
\nCourtney gave his insights into the trends we're seeing:
\n \n\n
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Gary Bowerman (Asia Travel Markets & Consumer Trends Analyst) to give a mid-year aviation recap and discuss predictions for the industry for the second half of 2025.
\n\nThe live panel discussed global growth trends and also took a deep dive into some of the world's biggest markets:
\nFirst, the panel began by taking a look at global growth trends:
\nNext, the panel began their in-depth analysis with a focus on Asia’s aviation market:
\nIn this clip, Gary gave his insights into these capacity trends we've seen developing:
\n \nGrowth in Vietnam has been on a steady upward trajectory since around 2011, with significant international growth taking place between 2010 and 2019. In the 15 years from 2010-2025, growth has averaged 9%, despite the impact of the pandemic. Is this Vietnam’s moment?
\n \nIn the second half of the webinar, the panel discussed the US - is the domestic market softening?
\nCourtney gave his insights into the trends we're seeing:
\n \n\n
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Gary Bowerman (Asia Travel Markets & Consumer Trends Analyst) to give a mid-year aviation recap and discuss predictions for the industry for the second half of 2025.
\n\nThe live panel discussed global growth trends and also took a deep dive into some of the world's biggest markets:
\nFirst, the panel began by taking a look at global growth trends:
\nNext, the panel began their in-depth analysis with a focus on Asia’s aviation market:
\nIn this clip, Gary gave his insights into these capacity trends we've seen developing:
\n \nGrowth in Vietnam has been on a steady upward trajectory since around 2011, with significant international growth taking place between 2010 and 2019. In the 15 years from 2010-2025, growth has averaged 9%, despite the impact of the pandemic. Is this Vietnam’s moment?
\n \nIn the second half of the webinar, the panel discussed the US - is the domestic market softening?
\nCourtney gave his insights into the trends we're seeing:
\n \n\n
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Gary Bowerman (Asia Travel Markets & Consumer Trends Analyst) to give a mid-year aviation recap and discuss predictions for the industry for the second half of 2025.
\n\nThe live panel discussed global growth trends and also took a deep dive into some of the world's biggest markets:
\nFirst, the panel began by taking a look at global growth trends:
\nNext, the panel began their in-depth analysis with a focus on Asia’s aviation market:
\nIn this clip, Gary gave his insights into these capacity trends we've seen developing:
\n \nGrowth in Vietnam has been on a steady upward trajectory since around 2011, with significant international growth taking place between 2010 and 2019. In the 15 years from 2010-2025, growth has averaged 9%, despite the impact of the pandemic. Is this Vietnam’s moment?
\n \nIn the second half of the webinar, the panel discussed the US - is the domestic market softening?
\nCourtney gave his insights into the trends we're seeing:
\n \n\n
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Gary Bowerman (Asia Travel Markets & Consumer Trends Analyst) to give a mid-year aviation recap and discuss predictions for the industry for the second half of 2025.
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\n\nThe live panel discussed global growth trends and also took a deep dive into some of the world's biggest markets:
\nFirst, the panel began by taking a look at global growth trends:
\nNext, the panel began their in-depth analysis with a focus on Asia’s aviation market:
\nIn this clip, Gary gave his insights into these capacity trends we've seen developing:
\n \nGrowth in Vietnam has been on a steady upward trajectory since around 2011, with significant international growth taking place between 2010 and 2019. In the 15 years from 2010-2025, growth has averaged 9%, despite the impact of the pandemic. Is this Vietnam’s moment?
\n \nIn the second half of the webinar, the panel discussed the US - is the domestic market softening?
\nCourtney gave his insights into the trends we're seeing:
\n \n\n
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Gary Bowerman (Asia Travel Markets & Consumer Trends Analyst) to give a mid-year aviation recap and discuss predictions for the industry for the second half of 2025.
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\n\nThe live panel discussed global growth trends and also took a deep dive into some of the world's biggest markets:
\nFirst, the panel began by taking a look at global growth trends:
\nNext, the panel began their in-depth analysis with a focus on Asia’s aviation market:
\nIn this clip, Gary gave his insights into these capacity trends we've seen developing:
\n \nGrowth in Vietnam has been on a steady upward trajectory since around 2011, with significant international growth taking place between 2010 and 2019. In the 15 years from 2010-2025, growth has averaged 9%, despite the impact of the pandemic. Is this Vietnam’s moment?
\n \nIn the second half of the webinar, the panel discussed the US - is the domestic market softening?
\nCourtney gave his insights into the trends we're seeing:
\n \n\n
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Gary Bowerman (Asia Travel Markets & Consumer Trends Analyst) to give a mid-year aviation recap and discuss predictions for the industry for the second half of 2025.
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\n\nThe live panel discussed:
\nThe panel began by starting at the top and looking at global growth trends:
\nNext, the panel discussed one of the key topics of this month's webinar - tariffs - and began by examining the latest US visitor statistics, which had been published at the end of the previous week. (Preliminary, so subject to change).
\n\n
Oliver gave his thoughts on how much impact tariffs and evolving tariff policies will have on consumers' travel decisions:
\n \nIn the last two months alone the industry has been impacted by a number of geopolitical events, including the escalating tensions between Israel and Iran which resulted in the closure of airspace in a number of neighbouring countries.
\nWhilst the industry navigates unpredictable events such as short-notice airspace closures, and makes decisions about whether to fly to areas where conflict may escalate, what is the lasting impact on consumer sentiment and decisions to fly?
\n \nWith 5 years to go until the end of the decade, a flurry of new 2030 tourism targets have been announced this year. The panel gave their thoughts:
\n \nHaving just spent 7 years leading the research team at Visit Florida, Jacob gave an insightful round-up to summarise the panel discussion:
\n \n\n
\n\n ","public_access_rules":[],"public_access_rules_enabled":false,"use_featured_image":true,"layout_sections":{},"publish_immediately":true,"published_by_id":64413925,"published_at":1750937573671,"rss_body":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Oliver Martin (Senior Director, Skift Inc) and Jacob Pewitt Yancey (Head of Analytics, Arrivalist) to dive into the latest global tourism trends.
\n\nThe live panel discussed:
\nThe panel began by starting at the top and looking at global growth trends:
\nNext, the panel discussed one of the key topics of this month's webinar - tariffs - and began by examining the latest US visitor statistics, which had been published at the end of the previous week. (Preliminary, so subject to change).
\n\n
Oliver gave his thoughts on how much impact tariffs and evolving tariff policies will have on consumers' travel decisions:
\n \nIn the last two months alone the industry has been impacted by a number of geopolitical events, including the escalating tensions between Israel and Iran which resulted in the closure of airspace in a number of neighbouring countries.
\nWhilst the industry navigates unpredictable events such as short-notice airspace closures, and makes decisions about whether to fly to areas where conflict may escalate, what is the lasting impact on consumer sentiment and decisions to fly?
\n \nWith 5 years to go until the end of the decade, a flurry of new 2030 tourism targets have been announced this year. The panel gave their thoughts:
\n \nHaving just spent 7 years leading the research team at Visit Florida, Jacob gave an insightful round-up to summarise the panel discussion:
\n \n\n
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this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Oliver Martin (Senior Director, Skift Inc) and Jacob Pewitt Yancey (Head of Analytics, Arrivalist) to dive into the latest global tourism trends.
\n\nThe live panel discussed:
\nThe panel began by starting at the top and looking at global growth trends:
\nNext, the panel discussed one of the key topics of this month's webinar - tariffs - and began by examining the latest US visitor statistics, which had been published at the end of the previous week. (Preliminary, so subject to change).
\n\n
Oliver gave his thoughts on how much impact tariffs and evolving tariff policies will have on consumers' travel decisions:
\n \nIn the last two months alone the industry has been impacted by a number of geopolitical events, including the escalating tensions between Israel and Iran which resulted in the closure of airspace in a number of neighbouring countries.
\nWhilst the industry navigates unpredictable events such as short-notice airspace closures, and makes decisions about whether to fly to areas where conflict may escalate, what is the lasting impact on consumer sentiment and decisions to fly?
\n \nWith 5 years to go until the end of the decade, a flurry of new 2030 tourism targets have been announced this year. The panel gave their thoughts:
\n \nHaving just spent 7 years leading the research team at Visit Florida, Jacob gave an insightful round-up to summarise the panel discussion:
\n \n\n
\n\n ","postBodyRss":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Oliver Martin (Senior Director, Skift Inc) and Jacob Pewitt Yancey (Head of Analytics, Arrivalist) to dive into the latest global tourism trends.
\n\nThe live panel discussed:
\nThe panel began by starting at the top and looking at global growth trends:
\nNext, the panel discussed one of the key topics of this month's webinar - tariffs - and began by examining the latest US visitor statistics, which had been published at the end of the previous week. (Preliminary, so subject to change).
\n\n
Oliver gave his thoughts on how much impact tariffs and evolving tariff policies will have on consumers' travel decisions:
\n \nIn the last two months alone the industry has been impacted by a number of geopolitical events, including the escalating tensions between Israel and Iran which resulted in the closure of airspace in a number of neighbouring countries.
\nWhilst the industry navigates unpredictable events such as short-notice airspace closures, and makes decisions about whether to fly to areas where conflict may escalate, what is the lasting impact on consumer sentiment and decisions to fly?
\n \nWith 5 years to go until the end of the decade, a flurry of new 2030 tourism targets have been announced this year. The panel gave their thoughts:
\n \nHaving just spent 7 years leading the research team at Visit Florida, Jacob gave an insightful round-up to summarise the panel discussion:
\n \n\n
\n\n ","postEmailContent":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Oliver Martin (Senior Director, Skift Inc) and Jacob Pewitt Yancey (Head of Analytics, Arrivalist) to dive into the latest global tourism trends.
\n\nThe live panel discussed:
\nThe panel began by starting at the top and looking at global growth trends:
\nNext, the panel discussed one of the key topics of this month's webinar - tariffs - and began by examining the latest US visitor statistics, which had been published at the end of the previous week. (Preliminary, so subject to change).
\n\n
Oliver gave his thoughts on how much impact tariffs and evolving tariff policies will have on consumers' travel decisions:
\n \nIn the last two months alone the industry has been impacted by a number of geopolitical events, including the escalating tensions between Israel and Iran which resulted in the closure of airspace in a number of neighbouring countries.
\nWhilst the industry navigates unpredictable events such as short-notice airspace closures, and makes decisions about whether to fly to areas where conflict may escalate, what is the lasting impact on consumer sentiment and decisions to fly?
\n \nWith 5 years to go until the end of the decade, a flurry of new 2030 tourism targets have been announced this year. The panel gave their thoughts:
\n \nHaving just spent 7 years leading the research team at Visit Florida, Jacob gave an insightful round-up to summarise the panel discussion:
\n \n\n
\n\n ","postFeaturedImageIfEnabled":"https://490937.fs1.hubspotusercontent-na1.net/hubfs/490937/June%202025%20webinar%20featured%20pic.jpg","postListContent":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Oliver Martin (Senior Director, Skift Inc) and Jacob Pewitt Yancey (Head of Analytics, Arrivalist) to dive into the latest global tourism trends.
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\n\nThe live panel discussed:
\nThe panel began by starting at the top and looking at global growth trends:
\nNext, the panel discussed one of the key topics of this month's webinar - tariffs - and began by examining the latest US visitor statistics, which had been published at the end of the previous week. (Preliminary, so subject to change).
\n\n
Oliver gave his thoughts on how much impact tariffs and evolving tariff policies will have on consumers' travel decisions:
\n \nIn the last two months alone the industry has been impacted by a number of geopolitical events, including the escalating tensions between Israel and Iran which resulted in the closure of airspace in a number of neighbouring countries.
\nWhilst the industry navigates unpredictable events such as short-notice airspace closures, and makes decisions about whether to fly to areas where conflict may escalate, what is the lasting impact on consumer sentiment and decisions to fly?
\n \nWith 5 years to go until the end of the decade, a flurry of new 2030 tourism targets have been announced this year. The panel gave their thoughts:
\n \nHaving just spent 7 years leading the research team at Visit Florida, Jacob gave an insightful round-up to summarise the panel discussion:
\n \n\n
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\n\nThe live panel discussed:
\nThe panel began by starting at the top and looking at global growth trends:
\nNext, the panel discussed one of the key topics of this month's webinar - tariffs - and began by examining the latest US visitor statistics, which had been published at the end of the previous week. (Preliminary, so subject to change).
\n\n
Oliver gave his thoughts on how much impact tariffs and evolving tariff policies will have on consumers' travel decisions:
\n \nIn the last two months alone the industry has been impacted by a number of geopolitical events, including the escalating tensions between Israel and Iran which resulted in the closure of airspace in a number of neighbouring countries.
\nWhilst the industry navigates unpredictable events such as short-notice airspace closures, and makes decisions about whether to fly to areas where conflict may escalate, what is the lasting impact on consumer sentiment and decisions to fly?
\n \nWith 5 years to go until the end of the decade, a flurry of new 2030 tourism targets have been announced this year. The panel gave their thoughts:
\n \nHaving just spent 7 years leading the research team at Visit Florida, Jacob gave an insightful round-up to summarise the panel discussion:
\n \n\n
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Siddharth Narkhede, Head of Airline Analysis at Ishka, to investigate the current operating environment for airlines.
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\nDuring the busiest months, the demand on airline catering is significant, placing immense pressure on suppliers to deliver exceptional service. To meet this demand, companies like gategroup - the leading airline catering and retail-on-board supplier - engage in a daily preparation process that encompasses a multitude of complex operations.
\nJohn Grant (Chief Analyst at OAG) speaks to Dave Ingram, Senior Project Manager at gategroup to discuss how they manage an intricate operation and the challenges they often face. Tune in now...
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this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
\n\nThe real heart of aviation is the small regional carriers, like Pascan Aviation, that provide connectivity to small cities and make sure that commercial business can continue in those communities.
\n
Pascan Aviation have worked their way through the pandemic and are now seizing new opportunities as they expand out from Quebec. Listen to this podcast where Julian Roberts explains the difficulties and challenges faced by regional airlines and the importance of being the \"people's regional airline\".
Fasten your seat belt, sit back and tune in!
\nYou can also find the podcast on your preferred podcast provider, just search 'OAG On Air'.
\n \n\n","postBodyRss":"
In this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
\n\nThe real heart of aviation is the small regional carriers, like Pascan Aviation, that provide connectivity to small cities and make sure that commercial business can continue in those communities.
\n
Pascan Aviation have worked their way through the pandemic and are now seizing new opportunities as they expand out from Quebec. Listen to this podcast where Julian Roberts explains the difficulties and challenges faced by regional airlines and the importance of being the \"people's regional airline\".
Fasten your seat belt, sit back and tune in!
\nYou can also find the podcast on your preferred podcast provider, just search 'OAG On Air'.
\n \n\n","postEmailContent":"
In this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
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\n\nThe real heart of aviation is the small regional carriers, like Pascan Aviation, that provide connectivity to small cities and make sure that commercial business can continue in those communities.
\n
Pascan Aviation have worked their way through the pandemic and are now seizing new opportunities as they expand out from Quebec. Listen to this podcast where Julian Roberts explains the difficulties and challenges faced by regional airlines and the importance of being the \"people's regional airline\".
Fasten your seat belt, sit back and tune in!
\nYou can also find the podcast on your preferred podcast provider, just search 'OAG On Air'.
\n \n\n","rssSummary":"
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In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
You can also listen here: Apple Podcasts, Spotify, Google, Stitcher, Tune In
\nOr search for OAG On Air on your preferred podcast provider! 🎧
\n\nWith the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
You can also listen here: Apple Podcasts, Spotify, Google, Stitcher, Tune In
\nOr search for OAG On Air on your preferred podcast provider! 🎧
\n\nWith the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
You can also listen here: Apple Podcasts, Spotify, Google, Stitcher, Tune In
\nOr search for OAG On Air on your preferred podcast provider! 🎧
\n\nWith the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
You can also listen here: Apple Podcasts, Spotify, Google, Stitcher, Tune In
\nOr search for OAG On Air on your preferred podcast provider! 🎧
\n\nWith the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
You can also listen here: Apple Podcasts, Spotify, Google, Stitcher, Tune In
\nOr search for OAG On Air on your preferred podcast provider! 🎧
\n\nWith the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
\n
On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
\n
On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
\n
On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
\n
On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
\n
On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
\n","has_user_changes":true,"last_edit_session_id":null,"last_edit_update_id":null,"html_title":null,"tag_ids":[15272518199,10257220318,6427971533],"topic_ids":[15272518199,10257220318,6427971533],"campaign_name":"Punctuality League 2019","campaign_utm":"Punctuality%20League%202019","enable_google_amp_output_override":false,"featured_image":"https://www.oag.com/hubfs/Free_Reports/Punctuality_League/2019/punctuality-league-book-transparent.png","featured_image_alt_text":"punctuality-league-book-transparent","link_rel_canonical_url":null,"meta_description":"Congratulations to the winner of the Punctuality league 2019.","post_body":"Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
\nDethroning 3-time winner airBaltic was no easy task, but in 2018, Copa Airlines topped the ranking as the most punctual airline in the world with OTP of 89.79%, becoming the first-ever Latin American winner of the League.
\nIn fact, it's been a brilliant year for South America as LATAM Airlines Group came first in our Mega Airlines category with on-time performance of 85.60%, climbing a remarkable seven places and knocking Japan Airlines off top-spot. The success follows in our Medium Airports category as Panama City climbs from 3rd to 1st.
\nWe also welcome five new entrants in the Small Airports category, with Minsk going on to claim first place, but it is Japan which continues its excellent standards by winning the Large Airport and Mega Airport categories with Osaka and Tokyo Haneda respectively holding onto the top spots.
\nWith so many airlines and airports anticipating this report, it's no wonder the Punctuality League is being recognised as the world's definitive measurement of on-time performance. There's plenty of hot topics and discussions set to arise from these results, so make sure you're part of the action and download your very own copy using the form at the top of this page.
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\nDethroning 3-time winner airBaltic was no easy task, but in 2018, Copa Airlines topped the ranking as the most punctual airline in the world with OTP of 89.79%, becoming the first-ever Latin American winner of the League.
\nIn fact, it's been a brilliant year for South America as LATAM Airlines Group came first in our Mega Airlines category with on-time performance of 85.60%, climbing a remarkable seven places and knocking Japan Airlines off top-spot. The success follows in our Medium Airports category as Panama City climbs from 3rd to 1st.
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\nWith so many airlines and airports anticipating this report, it's no wonder the Punctuality League is being recognised as the world's definitive measurement of on-time performance. There's plenty of hot topics and discussions set to arise from these results, so make sure you're part of the action and download your very own copy using the form at the top of this page.
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\nDethroning 3-time winner airBaltic was no easy task, but in 2018, Copa Airlines topped the ranking as the most punctual airline in the world with OTP of 89.79%, becoming the first-ever Latin American winner of the League.
\nIn fact, it's been a brilliant year for South America as LATAM Airlines Group came first in our Mega Airlines category with on-time performance of 85.60%, climbing a remarkable seven places and knocking Japan Airlines off top-spot. The success follows in our Medium Airports category as Panama City climbs from 3rd to 1st.
\nWe also welcome five new entrants in the Small Airports category, with Minsk going on to claim first place, but it is Japan which continues its excellent standards by winning the Large Airport and Mega Airport categories with Osaka and Tokyo Haneda respectively holding onto the top spots.
\nWith so many airlines and airports anticipating this report, it's no wonder the Punctuality League is being recognised as the world's definitive measurement of on-time performance. There's plenty of hot topics and discussions set to arise from these results, so make sure you're part of the action and download your very own copy using the form at the top of this page.
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\nDethroning 3-time winner airBaltic was no easy task, but in 2018, Copa Airlines topped the ranking as the most punctual airline in the world with OTP of 89.79%, becoming the first-ever Latin American winner of the League.
\nIn fact, it's been a brilliant year for South America as LATAM Airlines Group came first in our Mega Airlines category with on-time performance of 85.60%, climbing a remarkable seven places and knocking Japan Airlines off top-spot. The success follows in our Medium Airports category as Panama City climbs from 3rd to 1st.
\nWe also welcome five new entrants in the Small Airports category, with Minsk going on to claim first place, but it is Japan which continues its excellent standards by winning the Large Airport and Mega Airport categories with Osaka and Tokyo Haneda respectively holding onto the top spots.
\nWith so many airlines and airports anticipating this report, it's no wonder the Punctuality League is being recognised as the world's definitive measurement of on-time performance. There's plenty of hot topics and discussions set to arise from these results, so make sure you're part of the action and download your very own copy using the form at the top of this page.
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\nDethroning 3-time winner airBaltic was no easy task, but in 2018, Copa Airlines topped the ranking as the most punctual airline in the world with OTP of 89.79%, becoming the first-ever Latin American winner of the League.
\nIn fact, it's been a brilliant year for South America as LATAM Airlines Group came first in our Mega Airlines category with on-time performance of 85.60%, climbing a remarkable seven places and knocking Japan Airlines off top-spot. The success follows in our Medium Airports category as Panama City climbs from 3rd to 1st.
\nWe also welcome five new entrants in the Small Airports category, with Minsk going on to claim first place, but it is Japan which continues its excellent standards by winning the Large Airport and Mega Airport categories with Osaka and Tokyo Haneda respectively holding onto the top spots.
\nWith so many airlines and airports anticipating this report, it's no wonder the Punctuality League is being recognised as the world's definitive measurement of on-time performance. There's plenty of hot topics and discussions set to arise from these results, so make sure you're part of the action and download your very own copy using the form at the top of this page.
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\nDethroning 3-time winner airBaltic was no easy task, but in 2018, Copa Airlines topped the ranking as the most punctual airline in the world with OTP of 89.79%, becoming the first-ever Latin American winner of the League.
\nIn fact, it's been a brilliant year for South America as LATAM Airlines Group came first in our Mega Airlines category with on-time performance of 85.60%, climbing a remarkable seven places and knocking Japan Airlines off top-spot. The success follows in our Medium Airports category as Panama City climbs from 3rd to 1st.
\nWe also welcome five new entrants in the Small Airports category, with Minsk going on to claim first place, but it is Japan which continues its excellent standards by winning the Large Airport and Mega Airport categories with Osaka and Tokyo Haneda respectively holding onto the top spots.
\nWith so many airlines and airports anticipating this report, it's no wonder the Punctuality League is being recognised as the world's definitive measurement of on-time performance. There's plenty of hot topics and discussions set to arise from these results, so make sure you're part of the action and download your very own copy using the form at the top of this page.
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