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\n
Fierce Regional International Competition
\n
Part of the challenge of the broader market - and particularly Lower South America - is the limited number of regional markets for development. Lower South America has just five mainland markets (excluding the Falkland Isles), and 95% of all international capacity is operated purely within the region, making for an extremely competitive market. In Upper South America, that regional capacity share reduces slightly to 86%. In both cases, a high reliance on the local regional markets places pressure on those airlines operating, which is reflected in the number of scheduled airlines operating in the international regional markets of Lower South America.
\n
As the table below shows, the number of airlines operating international regional services in Upper South America has reduced by eight, compared to 1996. In the Lower South America, the number of operators has fallen by nearly two-thirds, leaving 12 airlines today. This highlights just how challenging the market can be for every operator.
\n
Such a highly competitive market and the difficult trading environment explains one of the key developments of recent years in the Latin American market: pragmatic cross-border consolidation.
\n
\n
Embracing Consolidation
\n
While airline mergers are not new, cross-border mergers and partnerships are a relatively new development in an industry where airlines have been seen by many as national strategic assets to be owned by local companies. Such historic ownership rights, in many markets, protect weaker operators from overseas investment and prevent the establishment of a market scale that is necessary to succeed in tough international markets. However, in Latin America, such cross-border consolidation has been recognised as the only sensible long-term operating model for airlines that are not only competing locally but with some extremely strong long-haul international competition.
\n
The merger of LAN and TAM airlines in 2012 was the first noticeable example of such cross-border consolidation and was finally followed by the merger of TACA and Avianca – with, of course, the TACA part adding an interesting Central American angle to that development. The primary goal of both mergers was to create airlines with the scale and network reach necessary to withstand short-term market fluctuations and, ultimately, to compete effectively on the global stage against large and formidable international carriers. Since the mergers, both newly formed entities have expanded their networks significantly and have engaged actively with global airline alliances. While LATAM chose to exit the Oneworld alliance in 2020, Avianca has remained a full member of Star Alliance.
\n
Unfortunately for both consolidated airlines, a series of events in the last five years have led to both entering Chapter 11 processes and indeed exiting in the last three years; LATAM in November 2022 and Avianca a year earlier in 2021. While Chapter 11 is a strange process for many to understand and only possible in a few countries, both airlines filed their cases in the United States and sought the necessary protection to reorganise their businesses and become fit for a changing market after a pandemic that had destroyed their balance sheets. But having taken such steps, have the two airlines - and will the current Gol/Azul merger - make a significant difference to their long-term futures? There are certainly some big challenges that have to be faced!
\n
\n
\n
\n
Incredibly Strong Competition
\n
If competition is good for the consumer, then the Latin American market is well placed. However, for the locally based airlines, that competition is extremely tough - not only are they competing against the likes of American Airlines, United and Iberia, they are also competing with their respective networks - and for the local airlines, that is a real challenge.
\n
Let’s take the US market as an example. In 2024, nearly two-thirds of passengers travelling between the two countries travelled indirectly to their destination and were spread across more than three hundred different US destinations, ranging from Miami with 865k estimated bookings through to small markets such as Lubbock with an estimated 1,600 passengers. For US-based airlines (and their respective mega hubs in Miami, Houston and Atlanta), Latin America serves as a valuable source of connecting traffic, which the locally based airlines find very hard to compete with.
\n
The situation is equally as challenging on transatlantic routes to Europe. In 2024, Iberia, leveraging its Madrid hub, benefited from strong connecting flows from secondary European cities like Geneva, Malaga, Vienna, and Berlin—markets that are too small to sustain direct long-haul services from Latin American airlines.
\n
Market fragmentation is nothing new, but clearly favours the power of the mega hubs and explains why those carriers with such hubs are so well placed. However, other factors outside of the control of the locally based Latin American airlines are perhaps even more important.
\n
\n
\n
\n
\n
\n
The Power of The Greenback
\n
Aviation is a global industry in which many of the operating costs are US dollar-based, and for airlines operating in Latin America, this is a real problem when the majority of their revenues are generated in local currencies that have typically traded poorly against the US Dollar.
\n
While the Brazilian Real has remained unchanged in terms of value against the US Dollar in the last year, the Argentinian Peso has seen a 33% reduction in value, making all operating costs for Argentinian-based carriers increase significantly in twelve months. In part, a 13% reduction in oil prices will have eased some of that currency pain, but the combination of these two uncontrollable factors are a daily concern for every Latin American airline, and any global economic turndown will surely impact the Latin American market.
\n
IATA Latest Market Assessment
\n
The latest IATA assessment of the Latin American market, published in their Global Outlook Update in early June, highlighted some key areas of concern for the market along with one perhaps double-edged positive initiative. Argentina’s move towards an open skies regime is welcome, although the current currency weakness offsets a large part of that positivity, while the threat of a 26% VAT charge of Brazilian domestic services will cripple demand for all but the very elastic and wealthy traveller.
\n
Consequently, the 2025 expectation is for the market to deliver a net profit of some US$1.1 billion, the equivalent of around US$3.4 profit per passenger, hardly a huge return for such a capital-intensive industry. Should 2025 perform as expected, then the cumulative losses in the region will be in the region of US$20.3 million, and while those losses include the pandemic period in financial terms, the market is one of the slowest to bounce back.
\n
Despite the vulnerability of the market, and perhaps not surprisingly, Boeing have a positive outlook on the future of the Latin American market. In their latest Market Outlook Forecast the manufacturer notes the strength of the emergence of a middle class that includes 40% of the population in Latin America and expects that proportion to grow further, driving continued expansion of the LCC sector. To support that growth, Boeing forecast the market to require an additional 2,100 single-aisle aircraft over the next twenty-five years, of which 57% will be for market growth.
\n
Sadly, the future success of the major Latin American airlines is probably outside of their control, however clever the management team and the strategy adopted. Such is the influence of those external factors in this market that even the best-managed companies can hit some major obstacles in their growth, and that’s before the intense competitive pressure is considered. Hopefully, we are entering a boom period for these airlines and the broader market, but if history is an indicator of future events, then at some point it will once again call for some creative thinking.
\n
","rss_summary":"
Few markets have experienced such turbulent growth in the aviation sector as Latin America, where often the factors behind the turbulence are entirely outside of the airlines’ control. This, once again, highlights how challenging it is to successfully build and sustain scheduled airlines.
Few markets have experienced such turbulent growth in the aviation sector as Latin America, where often the factors behind the turbulence are entirely outside of the airlines’ control. This, once again, highlights how challenging it is to successfully build and sustain scheduled airlines.
","post_body":"
Few markets have experienced such turbulent growth in the aviation sector as Latin America, where often the factors behind the turbulence are entirely outside of the airlines’ control. This, once again, highlights how challenging it is to successfully build and sustain scheduled airlines.
\n
Sadly, Latin America’s history is marked by the collapse of once-prominent legacy airlines, including globally recognised names such as Varig. Despite this, there have also been various pieces of consolidation and strategic mergers that have seen carriers both survive and expand over time.
\n
In the last five years, the three largest locally based airlines in Latin America have all filed for Chapter 11 bankruptcy protection. Encouragingly, all have either exited or are about to exit from the process stronger and ready to fight again. Looking ahead, the key question remains: what’s different this time? Has anything fundamentally changed in the market that will enable these airlines not just to survive, but flourish? Or will we see a repeat of the seemingly regular cycle of boom and bust? Let’s look at some key factors.
\n
\n
Domestic Markets Dominate
\n
In most regional markets it’s very difficult to make a profit, and while they can generate significant revenues in Latin America, some domestic airfares are regulated in part, which makes it even harder for the locally based airlines. In the table below, we have plotted ASK production by locally based airlines across both domestic and international networks since 1996:
\n
\n
In 2025, 59% of all capacity will be operated on domestic services, which is a higher proportion than reported in 1996, when 52% of capacity was operated on such routes.
\n
Nearly 90% of all flights operated by locally based carriers are on domestic services, and that seems to be an unhealthy proportion for any airline seeking profitability.
\n
\n
\n
Fierce Regional International Competition
\n
Part of the challenge of the broader market - and particularly Lower South America - is the limited number of regional markets for development. Lower South America has just five mainland markets (excluding the Falkland Isles), and 95% of all international capacity is operated purely within the region, making for an extremely competitive market. In Upper South America, that regional capacity share reduces slightly to 86%. In both cases, a high reliance on the local regional markets places pressure on those airlines operating, which is reflected in the number of scheduled airlines operating in the international regional markets of Lower South America.
\n
As the table below shows, the number of airlines operating international regional services in Upper South America has reduced by eight, compared to 1996. In the Lower South America, the number of operators has fallen by nearly two-thirds, leaving 12 airlines today. This highlights just how challenging the market can be for every operator.
\n
Such a highly competitive market and the difficult trading environment explains one of the key developments of recent years in the Latin American market: pragmatic cross-border consolidation.
\n
\n
Embracing Consolidation
\n
While airline mergers are not new, cross-border mergers and partnerships are a relatively new development in an industry where airlines have been seen by many as national strategic assets to be owned by local companies. Such historic ownership rights, in many markets, protect weaker operators from overseas investment and prevent the establishment of a market scale that is necessary to succeed in tough international markets. However, in Latin America, such cross-border consolidation has been recognised as the only sensible long-term operating model for airlines that are not only competing locally but with some extremely strong long-haul international competition.
\n
The merger of LAN and TAM airlines in 2012 was the first noticeable example of such cross-border consolidation and was finally followed by the merger of TACA and Avianca – with, of course, the TACA part adding an interesting Central American angle to that development. The primary goal of both mergers was to create airlines with the scale and network reach necessary to withstand short-term market fluctuations and, ultimately, to compete effectively on the global stage against large and formidable international carriers. Since the mergers, both newly formed entities have expanded their networks significantly and have engaged actively with global airline alliances. While LATAM chose to exit the Oneworld alliance in 2020, Avianca has remained a full member of Star Alliance.
\n
Unfortunately for both consolidated airlines, a series of events in the last five years have led to both entering Chapter 11 processes and indeed exiting in the last three years; LATAM in November 2022 and Avianca a year earlier in 2021. While Chapter 11 is a strange process for many to understand and only possible in a few countries, both airlines filed their cases in the United States and sought the necessary protection to reorganise their businesses and become fit for a changing market after a pandemic that had destroyed their balance sheets. But having taken such steps, have the two airlines - and will the current Gol/Azul merger - make a significant difference to their long-term futures? There are certainly some big challenges that have to be faced!
\n
\n
\n
\n
Incredibly Strong Competition
\n
If competition is good for the consumer, then the Latin American market is well placed. However, for the locally based airlines, that competition is extremely tough - not only are they competing against the likes of American Airlines, United and Iberia, they are also competing with their respective networks - and for the local airlines, that is a real challenge.
\n
Let’s take the US market as an example. In 2024, nearly two-thirds of passengers travelling between the two countries travelled indirectly to their destination and were spread across more than three hundred different US destinations, ranging from Miami with 865k estimated bookings through to small markets such as Lubbock with an estimated 1,600 passengers. For US-based airlines (and their respective mega hubs in Miami, Houston and Atlanta), Latin America serves as a valuable source of connecting traffic, which the locally based airlines find very hard to compete with.
\n
The situation is equally as challenging on transatlantic routes to Europe. In 2024, Iberia, leveraging its Madrid hub, benefited from strong connecting flows from secondary European cities like Geneva, Malaga, Vienna, and Berlin—markets that are too small to sustain direct long-haul services from Latin American airlines.
\n
Market fragmentation is nothing new, but clearly favours the power of the mega hubs and explains why those carriers with such hubs are so well placed. However, other factors outside of the control of the locally based Latin American airlines are perhaps even more important.
\n
\n
\n
\n
\n
\n
The Power of The Greenback
\n
Aviation is a global industry in which many of the operating costs are US dollar-based, and for airlines operating in Latin America, this is a real problem when the majority of their revenues are generated in local currencies that have typically traded poorly against the US Dollar.
\n
While the Brazilian Real has remained unchanged in terms of value against the US Dollar in the last year, the Argentinian Peso has seen a 33% reduction in value, making all operating costs for Argentinian-based carriers increase significantly in twelve months. In part, a 13% reduction in oil prices will have eased some of that currency pain, but the combination of these two uncontrollable factors are a daily concern for every Latin American airline, and any global economic turndown will surely impact the Latin American market.
\n
IATA Latest Market Assessment
\n
The latest IATA assessment of the Latin American market, published in their Global Outlook Update in early June, highlighted some key areas of concern for the market along with one perhaps double-edged positive initiative. Argentina’s move towards an open skies regime is welcome, although the current currency weakness offsets a large part of that positivity, while the threat of a 26% VAT charge of Brazilian domestic services will cripple demand for all but the very elastic and wealthy traveller.
\n
Consequently, the 2025 expectation is for the market to deliver a net profit of some US$1.1 billion, the equivalent of around US$3.4 profit per passenger, hardly a huge return for such a capital-intensive industry. Should 2025 perform as expected, then the cumulative losses in the region will be in the region of US$20.3 million, and while those losses include the pandemic period in financial terms, the market is one of the slowest to bounce back.
\n
Despite the vulnerability of the market, and perhaps not surprisingly, Boeing have a positive outlook on the future of the Latin American market. In their latest Market Outlook Forecast the manufacturer notes the strength of the emergence of a middle class that includes 40% of the population in Latin America and expects that proportion to grow further, driving continued expansion of the LCC sector. To support that growth, Boeing forecast the market to require an additional 2,100 single-aisle aircraft over the next twenty-five years, of which 57% will be for market growth.
\n
Sadly, the future success of the major Latin American airlines is probably outside of their control, however clever the management team and the strategy adopted. Such is the influence of those external factors in this market that even the best-managed companies can hit some major obstacles in their growth, and that’s before the intense competitive pressure is considered. Hopefully, we are entering a boom period for these airlines and the broader market, but if history is an indicator of future events, then at some point it will once again call for some creative thinking.
\n
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Few markets have experienced such turbulent growth in the aviation sector as Latin America, where often the factors behind the turbulence are entirely outside of the airlines’ control. This, once again, highlights how challenging it is to successfully build and sustain scheduled airlines.
\n
Sadly, Latin America’s history is marked by the collapse of once-prominent legacy airlines, including globally recognised names such as Varig. Despite this, there have also been various pieces of consolidation and strategic mergers that have seen carriers both survive and expand over time.
\n
In the last five years, the three largest locally based airlines in Latin America have all filed for Chapter 11 bankruptcy protection. Encouragingly, all have either exited or are about to exit from the process stronger and ready to fight again. Looking ahead, the key question remains: what’s different this time? Has anything fundamentally changed in the market that will enable these airlines not just to survive, but flourish? Or will we see a repeat of the seemingly regular cycle of boom and bust? Let’s look at some key factors.
\n
\n
Domestic Markets Dominate
\n
In most regional markets it’s very difficult to make a profit, and while they can generate significant revenues in Latin America, some domestic airfares are regulated in part, which makes it even harder for the locally based airlines. In the table below, we have plotted ASK production by locally based airlines across both domestic and international networks since 1996:
\n
\n
In 2025, 59% of all capacity will be operated on domestic services, which is a higher proportion than reported in 1996, when 52% of capacity was operated on such routes.
\n
Nearly 90% of all flights operated by locally based carriers are on domestic services, and that seems to be an unhealthy proportion for any airline seeking profitability.
\n
\n
\n
Fierce Regional International Competition
\n
Part of the challenge of the broader market - and particularly Lower South America - is the limited number of regional markets for development. Lower South America has just five mainland markets (excluding the Falkland Isles), and 95% of all international capacity is operated purely within the region, making for an extremely competitive market. In Upper South America, that regional capacity share reduces slightly to 86%. In both cases, a high reliance on the local regional markets places pressure on those airlines operating, which is reflected in the number of scheduled airlines operating in the international regional markets of Lower South America.
\n
As the table below shows, the number of airlines operating international regional services in Upper South America has reduced by eight, compared to 1996. In the Lower South America, the number of operators has fallen by nearly two-thirds, leaving 12 airlines today. This highlights just how challenging the market can be for every operator.
\n
Such a highly competitive market and the difficult trading environment explains one of the key developments of recent years in the Latin American market: pragmatic cross-border consolidation.
\n
\n
Embracing Consolidation
\n
While airline mergers are not new, cross-border mergers and partnerships are a relatively new development in an industry where airlines have been seen by many as national strategic assets to be owned by local companies. Such historic ownership rights, in many markets, protect weaker operators from overseas investment and prevent the establishment of a market scale that is necessary to succeed in tough international markets. However, in Latin America, such cross-border consolidation has been recognised as the only sensible long-term operating model for airlines that are not only competing locally but with some extremely strong long-haul international competition.
\n
The merger of LAN and TAM airlines in 2012 was the first noticeable example of such cross-border consolidation and was finally followed by the merger of TACA and Avianca – with, of course, the TACA part adding an interesting Central American angle to that development. The primary goal of both mergers was to create airlines with the scale and network reach necessary to withstand short-term market fluctuations and, ultimately, to compete effectively on the global stage against large and formidable international carriers. Since the mergers, both newly formed entities have expanded their networks significantly and have engaged actively with global airline alliances. While LATAM chose to exit the Oneworld alliance in 2020, Avianca has remained a full member of Star Alliance.
\n
Unfortunately for both consolidated airlines, a series of events in the last five years have led to both entering Chapter 11 processes and indeed exiting in the last three years; LATAM in November 2022 and Avianca a year earlier in 2021. While Chapter 11 is a strange process for many to understand and only possible in a few countries, both airlines filed their cases in the United States and sought the necessary protection to reorganise their businesses and become fit for a changing market after a pandemic that had destroyed their balance sheets. But having taken such steps, have the two airlines - and will the current Gol/Azul merger - make a significant difference to their long-term futures? There are certainly some big challenges that have to be faced!
\n
\n
\n
\n
Incredibly Strong Competition
\n
If competition is good for the consumer, then the Latin American market is well placed. However, for the locally based airlines, that competition is extremely tough - not only are they competing against the likes of American Airlines, United and Iberia, they are also competing with their respective networks - and for the local airlines, that is a real challenge.
\n
Let’s take the US market as an example. In 2024, nearly two-thirds of passengers travelling between the two countries travelled indirectly to their destination and were spread across more than three hundred different US destinations, ranging from Miami with 865k estimated bookings through to small markets such as Lubbock with an estimated 1,600 passengers. For US-based airlines (and their respective mega hubs in Miami, Houston and Atlanta), Latin America serves as a valuable source of connecting traffic, which the locally based airlines find very hard to compete with.
\n
The situation is equally as challenging on transatlantic routes to Europe. In 2024, Iberia, leveraging its Madrid hub, benefited from strong connecting flows from secondary European cities like Geneva, Malaga, Vienna, and Berlin—markets that are too small to sustain direct long-haul services from Latin American airlines.
\n
Market fragmentation is nothing new, but clearly favours the power of the mega hubs and explains why those carriers with such hubs are so well placed. However, other factors outside of the control of the locally based Latin American airlines are perhaps even more important.
\n
\n
\n
\n
\n
\n
The Power of The Greenback
\n
Aviation is a global industry in which many of the operating costs are US dollar-based, and for airlines operating in Latin America, this is a real problem when the majority of their revenues are generated in local currencies that have typically traded poorly against the US Dollar.
\n
While the Brazilian Real has remained unchanged in terms of value against the US Dollar in the last year, the Argentinian Peso has seen a 33% reduction in value, making all operating costs for Argentinian-based carriers increase significantly in twelve months. In part, a 13% reduction in oil prices will have eased some of that currency pain, but the combination of these two uncontrollable factors are a daily concern for every Latin American airline, and any global economic turndown will surely impact the Latin American market.
\n
IATA Latest Market Assessment
\n
The latest IATA assessment of the Latin American market, published in their Global Outlook Update in early June, highlighted some key areas of concern for the market along with one perhaps double-edged positive initiative. Argentina’s move towards an open skies regime is welcome, although the current currency weakness offsets a large part of that positivity, while the threat of a 26% VAT charge of Brazilian domestic services will cripple demand for all but the very elastic and wealthy traveller.
\n
Consequently, the 2025 expectation is for the market to deliver a net profit of some US$1.1 billion, the equivalent of around US$3.4 profit per passenger, hardly a huge return for such a capital-intensive industry. Should 2025 perform as expected, then the cumulative losses in the region will be in the region of US$20.3 million, and while those losses include the pandemic period in financial terms, the market is one of the slowest to bounce back.
\n
Despite the vulnerability of the market, and perhaps not surprisingly, Boeing have a positive outlook on the future of the Latin American market. In their latest Market Outlook Forecast the manufacturer notes the strength of the emergence of a middle class that includes 40% of the population in Latin America and expects that proportion to grow further, driving continued expansion of the LCC sector. To support that growth, Boeing forecast the market to require an additional 2,100 single-aisle aircraft over the next twenty-five years, of which 57% will be for market growth.
\n
Sadly, the future success of the major Latin American airlines is probably outside of their control, however clever the management team and the strategy adopted. Such is the influence of those external factors in this market that even the best-managed companies can hit some major obstacles in their growth, and that’s before the intense competitive pressure is considered. Hopefully, we are entering a boom period for these airlines and the broader market, but if history is an indicator of future events, then at some point it will once again call for some creative thinking.
\n
","postBodyRss":"
Few markets have experienced such turbulent growth in the aviation sector as Latin America, where often the factors behind the turbulence are entirely outside of the airlines’ control. This, once again, highlights how challenging it is to successfully build and sustain scheduled airlines.
\n
Sadly, Latin America’s history is marked by the collapse of once-prominent legacy airlines, including globally recognised names such as Varig. Despite this, there have also been various pieces of consolidation and strategic mergers that have seen carriers both survive and expand over time.
\n
In the last five years, the three largest locally based airlines in Latin America have all filed for Chapter 11 bankruptcy protection. Encouragingly, all have either exited or are about to exit from the process stronger and ready to fight again. Looking ahead, the key question remains: what’s different this time? Has anything fundamentally changed in the market that will enable these airlines not just to survive, but flourish? Or will we see a repeat of the seemingly regular cycle of boom and bust? Let’s look at some key factors.
\n
\n
Domestic Markets Dominate
\n
In most regional markets it’s very difficult to make a profit, and while they can generate significant revenues in Latin America, some domestic airfares are regulated in part, which makes it even harder for the locally based airlines. In the table below, we have plotted ASK production by locally based airlines across both domestic and international networks since 1996:
\n
\n
In 2025, 59% of all capacity will be operated on domestic services, which is a higher proportion than reported in 1996, when 52% of capacity was operated on such routes.
\n
Nearly 90% of all flights operated by locally based carriers are on domestic services, and that seems to be an unhealthy proportion for any airline seeking profitability.
\n
\n
\n
Fierce Regional International Competition
\n
Part of the challenge of the broader market - and particularly Lower South America - is the limited number of regional markets for development. Lower South America has just five mainland markets (excluding the Falkland Isles), and 95% of all international capacity is operated purely within the region, making for an extremely competitive market. In Upper South America, that regional capacity share reduces slightly to 86%. In both cases, a high reliance on the local regional markets places pressure on those airlines operating, which is reflected in the number of scheduled airlines operating in the international regional markets of Lower South America.
\n
As the table below shows, the number of airlines operating international regional services in Upper South America has reduced by eight, compared to 1996. In the Lower South America, the number of operators has fallen by nearly two-thirds, leaving 12 airlines today. This highlights just how challenging the market can be for every operator.
\n
Such a highly competitive market and the difficult trading environment explains one of the key developments of recent years in the Latin American market: pragmatic cross-border consolidation.
\n
\n
Embracing Consolidation
\n
While airline mergers are not new, cross-border mergers and partnerships are a relatively new development in an industry where airlines have been seen by many as national strategic assets to be owned by local companies. Such historic ownership rights, in many markets, protect weaker operators from overseas investment and prevent the establishment of a market scale that is necessary to succeed in tough international markets. However, in Latin America, such cross-border consolidation has been recognised as the only sensible long-term operating model for airlines that are not only competing locally but with some extremely strong long-haul international competition.
\n
The merger of LAN and TAM airlines in 2012 was the first noticeable example of such cross-border consolidation and was finally followed by the merger of TACA and Avianca – with, of course, the TACA part adding an interesting Central American angle to that development. The primary goal of both mergers was to create airlines with the scale and network reach necessary to withstand short-term market fluctuations and, ultimately, to compete effectively on the global stage against large and formidable international carriers. Since the mergers, both newly formed entities have expanded their networks significantly and have engaged actively with global airline alliances. While LATAM chose to exit the Oneworld alliance in 2020, Avianca has remained a full member of Star Alliance.
\n
Unfortunately for both consolidated airlines, a series of events in the last five years have led to both entering Chapter 11 processes and indeed exiting in the last three years; LATAM in November 2022 and Avianca a year earlier in 2021. While Chapter 11 is a strange process for many to understand and only possible in a few countries, both airlines filed their cases in the United States and sought the necessary protection to reorganise their businesses and become fit for a changing market after a pandemic that had destroyed their balance sheets. But having taken such steps, have the two airlines - and will the current Gol/Azul merger - make a significant difference to their long-term futures? There are certainly some big challenges that have to be faced!
\n
\n
\n
\n
Incredibly Strong Competition
\n
If competition is good for the consumer, then the Latin American market is well placed. However, for the locally based airlines, that competition is extremely tough - not only are they competing against the likes of American Airlines, United and Iberia, they are also competing with their respective networks - and for the local airlines, that is a real challenge.
\n
Let’s take the US market as an example. In 2024, nearly two-thirds of passengers travelling between the two countries travelled indirectly to their destination and were spread across more than three hundred different US destinations, ranging from Miami with 865k estimated bookings through to small markets such as Lubbock with an estimated 1,600 passengers. For US-based airlines (and their respective mega hubs in Miami, Houston and Atlanta), Latin America serves as a valuable source of connecting traffic, which the locally based airlines find very hard to compete with.
\n
The situation is equally as challenging on transatlantic routes to Europe. In 2024, Iberia, leveraging its Madrid hub, benefited from strong connecting flows from secondary European cities like Geneva, Malaga, Vienna, and Berlin—markets that are too small to sustain direct long-haul services from Latin American airlines.
\n
Market fragmentation is nothing new, but clearly favours the power of the mega hubs and explains why those carriers with such hubs are so well placed. However, other factors outside of the control of the locally based Latin American airlines are perhaps even more important.
\n
\n
\n
\n
\n
\n
The Power of The Greenback
\n
Aviation is a global industry in which many of the operating costs are US dollar-based, and for airlines operating in Latin America, this is a real problem when the majority of their revenues are generated in local currencies that have typically traded poorly against the US Dollar.
\n
While the Brazilian Real has remained unchanged in terms of value against the US Dollar in the last year, the Argentinian Peso has seen a 33% reduction in value, making all operating costs for Argentinian-based carriers increase significantly in twelve months. In part, a 13% reduction in oil prices will have eased some of that currency pain, but the combination of these two uncontrollable factors are a daily concern for every Latin American airline, and any global economic turndown will surely impact the Latin American market.
\n
IATA Latest Market Assessment
\n
The latest IATA assessment of the Latin American market, published in their Global Outlook Update in early June, highlighted some key areas of concern for the market along with one perhaps double-edged positive initiative. Argentina’s move towards an open skies regime is welcome, although the current currency weakness offsets a large part of that positivity, while the threat of a 26% VAT charge of Brazilian domestic services will cripple demand for all but the very elastic and wealthy traveller.
\n
Consequently, the 2025 expectation is for the market to deliver a net profit of some US$1.1 billion, the equivalent of around US$3.4 profit per passenger, hardly a huge return for such a capital-intensive industry. Should 2025 perform as expected, then the cumulative losses in the region will be in the region of US$20.3 million, and while those losses include the pandemic period in financial terms, the market is one of the slowest to bounce back.
\n
Despite the vulnerability of the market, and perhaps not surprisingly, Boeing have a positive outlook on the future of the Latin American market. In their latest Market Outlook Forecast the manufacturer notes the strength of the emergence of a middle class that includes 40% of the population in Latin America and expects that proportion to grow further, driving continued expansion of the LCC sector. To support that growth, Boeing forecast the market to require an additional 2,100 single-aisle aircraft over the next twenty-five years, of which 57% will be for market growth.
\n
Sadly, the future success of the major Latin American airlines is probably outside of their control, however clever the management team and the strategy adopted. Such is the influence of those external factors in this market that even the best-managed companies can hit some major obstacles in their growth, and that’s before the intense competitive pressure is considered. Hopefully, we are entering a boom period for these airlines and the broader market, but if history is an indicator of future events, then at some point it will once again call for some creative thinking.
\n
","postEmailContent":"
Few markets have experienced such turbulent growth in the aviation sector as Latin America, where often the factors behind the turbulence are entirely outside of the airlines’ control. This, once again, highlights how challenging it is to successfully build and sustain scheduled airlines.
Few markets have experienced such turbulent growth in the aviation sector as Latin America, where often the factors behind the turbulence are entirely outside of the airlines’ control. This, once again, highlights how challenging it is to successfully build and sustain scheduled airlines.
Few markets have experienced such turbulent growth in the aviation sector as Latin America, where often the factors behind the turbulence are entirely outside of the airlines’ control. This, once again, highlights how challenging it is to successfully build and sustain scheduled airlines.
Few markets have experienced such turbulent growth in the aviation sector as Latin America, where often the factors behind the turbulence are entirely outside of the airlines’ control. This, once again, highlights how challenging it is to successfully build and sustain scheduled airlines.
","postSummaryRss":"
Few markets have experienced such turbulent growth in the aviation sector as Latin America, where often the factors behind the turbulence are entirely outside of the airlines’ control. This, once again, highlights how challenging it is to successfully build and sustain scheduled airlines.
","postTemplate":"oag-theme/templates/blog-post.html","previewImageSrc":null,"previewKey":"eoBEfLML","previousPostFeaturedImage":"https://www.oag.com/hubfs/Thailand%20China%20Gap.jpg","previousPostFeaturedImageAltText":"","previousPostName":"Can Thailand Fill a Shortfall in Chinese Capacity? 3 Charts Tell the Story","previousPostSlug":"blog/can-thailand-fill-a-shortfall-in-chinese-capacity","processingStatus":"PUBLISHED","propertyForDynamicPageCanonicalUrl":null,"propertyForDynamicPageFeaturedImage":null,"propertyForDynamicPageMetaDescription":null,"propertyForDynamicPageSlug":null,"propertyForDynamicPageTitle":null,"publicAccessRules":[],"publicAccessRulesEnabled":false,"publishDate":1752747300000,"publishDateLocalTime":1752747300000,"publishDateLocalized":{"date":1752747300000,"format":"dd MMMM yyyy","language":"en_GB"},"publishImmediately":true,"publishTimezoneOffset":null,"publishedAt":1752747300731,"publishedByEmail":null,"publishedById":64413925,"publishedByName":null,"publishedUrl":"https://www.oag.com/blog/latin-americas-airline-comeback-is-this-recovery-built-to-last","resolvedDomain":"www.oag.com","resolvedLanguage":null,"rssBody":"
Few markets have experienced such turbulent growth in the aviation sector as Latin America, where often the factors behind the turbulence are entirely outside of the airlines’ control. This, once again, highlights how challenging it is to successfully build and sustain scheduled airlines.
\n
Sadly, Latin America’s history is marked by the collapse of once-prominent legacy airlines, including globally recognised names such as Varig. Despite this, there have also been various pieces of consolidation and strategic mergers that have seen carriers both survive and expand over time.
\n
In the last five years, the three largest locally based airlines in Latin America have all filed for Chapter 11 bankruptcy protection. Encouragingly, all have either exited or are about to exit from the process stronger and ready to fight again. Looking ahead, the key question remains: what’s different this time? Has anything fundamentally changed in the market that will enable these airlines not just to survive, but flourish? Or will we see a repeat of the seemingly regular cycle of boom and bust? Let’s look at some key factors.
\n
\n
Domestic Markets Dominate
\n
In most regional markets it’s very difficult to make a profit, and while they can generate significant revenues in Latin America, some domestic airfares are regulated in part, which makes it even harder for the locally based airlines. In the table below, we have plotted ASK production by locally based airlines across both domestic and international networks since 1996:
\n
\n
In 2025, 59% of all capacity will be operated on domestic services, which is a higher proportion than reported in 1996, when 52% of capacity was operated on such routes.
\n
Nearly 90% of all flights operated by locally based carriers are on domestic services, and that seems to be an unhealthy proportion for any airline seeking profitability.
\n
\n
\n
Fierce Regional International Competition
\n
Part of the challenge of the broader market - and particularly Lower South America - is the limited number of regional markets for development. Lower South America has just five mainland markets (excluding the Falkland Isles), and 95% of all international capacity is operated purely within the region, making for an extremely competitive market. In Upper South America, that regional capacity share reduces slightly to 86%. In both cases, a high reliance on the local regional markets places pressure on those airlines operating, which is reflected in the number of scheduled airlines operating in the international regional markets of Lower South America.
\n
As the table below shows, the number of airlines operating international regional services in Upper South America has reduced by eight, compared to 1996. In the Lower South America, the number of operators has fallen by nearly two-thirds, leaving 12 airlines today. This highlights just how challenging the market can be for every operator.
\n
Such a highly competitive market and the difficult trading environment explains one of the key developments of recent years in the Latin American market: pragmatic cross-border consolidation.
\n
\n
Embracing Consolidation
\n
While airline mergers are not new, cross-border mergers and partnerships are a relatively new development in an industry where airlines have been seen by many as national strategic assets to be owned by local companies. Such historic ownership rights, in many markets, protect weaker operators from overseas investment and prevent the establishment of a market scale that is necessary to succeed in tough international markets. However, in Latin America, such cross-border consolidation has been recognised as the only sensible long-term operating model for airlines that are not only competing locally but with some extremely strong long-haul international competition.
\n
The merger of LAN and TAM airlines in 2012 was the first noticeable example of such cross-border consolidation and was finally followed by the merger of TACA and Avianca – with, of course, the TACA part adding an interesting Central American angle to that development. The primary goal of both mergers was to create airlines with the scale and network reach necessary to withstand short-term market fluctuations and, ultimately, to compete effectively on the global stage against large and formidable international carriers. Since the mergers, both newly formed entities have expanded their networks significantly and have engaged actively with global airline alliances. While LATAM chose to exit the Oneworld alliance in 2020, Avianca has remained a full member of Star Alliance.
\n
Unfortunately for both consolidated airlines, a series of events in the last five years have led to both entering Chapter 11 processes and indeed exiting in the last three years; LATAM in November 2022 and Avianca a year earlier in 2021. While Chapter 11 is a strange process for many to understand and only possible in a few countries, both airlines filed their cases in the United States and sought the necessary protection to reorganise their businesses and become fit for a changing market after a pandemic that had destroyed their balance sheets. But having taken such steps, have the two airlines - and will the current Gol/Azul merger - make a significant difference to their long-term futures? There are certainly some big challenges that have to be faced!
\n
\n
\n
\n
Incredibly Strong Competition
\n
If competition is good for the consumer, then the Latin American market is well placed. However, for the locally based airlines, that competition is extremely tough - not only are they competing against the likes of American Airlines, United and Iberia, they are also competing with their respective networks - and for the local airlines, that is a real challenge.
\n
Let’s take the US market as an example. In 2024, nearly two-thirds of passengers travelling between the two countries travelled indirectly to their destination and were spread across more than three hundred different US destinations, ranging from Miami with 865k estimated bookings through to small markets such as Lubbock with an estimated 1,600 passengers. For US-based airlines (and their respective mega hubs in Miami, Houston and Atlanta), Latin America serves as a valuable source of connecting traffic, which the locally based airlines find very hard to compete with.
\n
The situation is equally as challenging on transatlantic routes to Europe. In 2024, Iberia, leveraging its Madrid hub, benefited from strong connecting flows from secondary European cities like Geneva, Malaga, Vienna, and Berlin—markets that are too small to sustain direct long-haul services from Latin American airlines.
\n
Market fragmentation is nothing new, but clearly favours the power of the mega hubs and explains why those carriers with such hubs are so well placed. However, other factors outside of the control of the locally based Latin American airlines are perhaps even more important.
\n
\n
\n
\n
\n
\n
The Power of The Greenback
\n
Aviation is a global industry in which many of the operating costs are US dollar-based, and for airlines operating in Latin America, this is a real problem when the majority of their revenues are generated in local currencies that have typically traded poorly against the US Dollar.
\n
While the Brazilian Real has remained unchanged in terms of value against the US Dollar in the last year, the Argentinian Peso has seen a 33% reduction in value, making all operating costs for Argentinian-based carriers increase significantly in twelve months. In part, a 13% reduction in oil prices will have eased some of that currency pain, but the combination of these two uncontrollable factors are a daily concern for every Latin American airline, and any global economic turndown will surely impact the Latin American market.
\n
IATA Latest Market Assessment
\n
The latest IATA assessment of the Latin American market, published in their Global Outlook Update in early June, highlighted some key areas of concern for the market along with one perhaps double-edged positive initiative. Argentina’s move towards an open skies regime is welcome, although the current currency weakness offsets a large part of that positivity, while the threat of a 26% VAT charge of Brazilian domestic services will cripple demand for all but the very elastic and wealthy traveller.
\n
Consequently, the 2025 expectation is for the market to deliver a net profit of some US$1.1 billion, the equivalent of around US$3.4 profit per passenger, hardly a huge return for such a capital-intensive industry. Should 2025 perform as expected, then the cumulative losses in the region will be in the region of US$20.3 million, and while those losses include the pandemic period in financial terms, the market is one of the slowest to bounce back.
\n
Despite the vulnerability of the market, and perhaps not surprisingly, Boeing have a positive outlook on the future of the Latin American market. In their latest Market Outlook Forecast the manufacturer notes the strength of the emergence of a middle class that includes 40% of the population in Latin America and expects that proportion to grow further, driving continued expansion of the LCC sector. To support that growth, Boeing forecast the market to require an additional 2,100 single-aisle aircraft over the next twenty-five years, of which 57% will be for market growth.
\n
Sadly, the future success of the major Latin American airlines is probably outside of their control, however clever the management team and the strategy adopted. Such is the influence of those external factors in this market that even the best-managed companies can hit some major obstacles in their growth, and that’s before the intense competitive pressure is considered. Hopefully, we are entering a boom period for these airlines and the broader market, but if history is an indicator of future events, then at some point it will once again call for some creative thinking.
\n
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Few markets have experienced such turbulent growth in the aviation sector as Latin America, where often the factors behind the turbulence are entirely outside of the airlines’ control. This, once again, highlights how challenging it is to successfully build and sustain scheduled airlines.
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3 Charts Tell the Story","id":192644897314,"includeDefaultCustomCss":null,"isCaptchaRequired":true,"isCrawlableByBots":false,"isDraft":false,"isInstantEmailEnabled":true,"isPublished":true,"isSocialPublishingEnabled":false,"keywords":[],"label":"Can Thailand Fill a Shortfall in Chinese Capacity? 3 Charts Tell the Story","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":{"blog_publish_instant_email_retry_count":null,"rss_body":"
Just three charts can give us an overview of how Thailand’s international air capacity is faring in summer 2025. During OAG’s June webinar, we noted that the China to Thailand market in summer 2025 was still significantly behind 2019, by 44%, and 20% below last summer. Given that China is Thailand’s biggest international market, this appears to be bad news, so let’s take a look.
\n
\n
The first chart shows that in summer 2019:
\n
\n
China was by far the largest international market for Thailand, with 7.4 million seats
\n
Japan was the second-largest with 2.3 million seats
\n
Hong Kong was third, with 1.9 million seats
\n
\n
None of these three markets has yet returned to summer 2019 (pre-pandemic) levels.
\n
\n
\n
The data behind the chart tells us that this summer, there are just 4.1 million seats from China to Thailand, meaning that while it’s still the largest market, it remains considerably behind previous heights. This represents a reduction since last summer, down from 5.1 million, suggesting Chinese travellers are opting to go elsewhere this year.
\n
The second chart in our short overview highlights the percentage change in capacity for each of Thailand’s Top 10 international markets, and the overall position. We can see that China, Singapore, Hong Kong and South Korea are all experiencing reduced capacity to Thailand, both compared to summer 2019 and summer 2024, suggesting that demand for travel to and from these destinations is moving elsewhere.
\n
\n
For some other top country markets, there is year-on-year growth this summer, notably Japan (+7%) and Vietnam (+21%). However, both of these countries still have less capacity than in summer 2019; for Japan, seats are 27% behind summer 2019 and Vietnam, 4% behind.
\n
So how is Thailand responding? In the final chart, we look at whether the gap in capacity from China is being filled. Whilst China - Thailand capacity represents a drop of just over 1m seats, we can see that growth in other international markets is actually more than compensating for this reduction.
\n
\n
There is strong capacity growth this summer from India, Vietnam, the UAE and across a range of other smaller markets, resulting in a net increase overall in Thailand’s international capacity of 0.4 million seats.
\n
For the India - Thailand market, a combination of factors is driving growth:
\n
\n
Thailand’s visa-free policy for Indian tourists,
\n
a growing Indian middle class boosted by strong economic growth,
\n
and increased promotional activity as part of the 2025 ASEAN-India Year of Tourism.
\n
\n
So in this case, the headline 'China to Thailand capacity reduction' potentially masks the real story, which is growth is still happening, just in different ways and from different markets.
\n
\n
\n
\n
\n
","rss_summary":"
Just three charts can give us an overview of how Thailand’s international air capacity is faring in summer 2025. During OAG’s June webinar, we noted that the China to Thailand market in summer 2025 was still significantly behind 2019, by 44%, and 20% below last summer. Given that China is Thailand’s biggest international market, this appears to be bad news, so let’s take a look.
Just three charts can give us an overview of how Thailand’s international air capacity is faring in summer 2025. During OAG’s June webinar, we noted that the China to Thailand market in summer 2025 was still significantly behind 2019, by 44%, and 20% below last summer. Given that China is Thailand’s biggest international market, this appears to be bad news, so let’s take a look.
","post_body":"
Just three charts can give us an overview of how Thailand’s international air capacity is faring in summer 2025. During OAG’s June webinar, we noted that the China to Thailand market in summer 2025 was still significantly behind 2019, by 44%, and 20% below last summer. Given that China is Thailand’s biggest international market, this appears to be bad news, so let’s take a look.
\n
\n
The first chart shows that in summer 2019:
\n
\n
China was by far the largest international market for Thailand, with 7.4 million seats
\n
Japan was the second-largest with 2.3 million seats
\n
Hong Kong was third, with 1.9 million seats
\n
\n
None of these three markets has yet returned to summer 2019 (pre-pandemic) levels.
\n
\n
\n
The data behind the chart tells us that this summer, there are just 4.1 million seats from China to Thailand, meaning that while it’s still the largest market, it remains considerably behind previous heights. This represents a reduction since last summer, down from 5.1 million, suggesting Chinese travellers are opting to go elsewhere this year.
\n
The second chart in our short overview highlights the percentage change in capacity for each of Thailand’s Top 10 international markets, and the overall position. We can see that China, Singapore, Hong Kong and South Korea are all experiencing reduced capacity to Thailand, both compared to summer 2019 and summer 2024, suggesting that demand for travel to and from these destinations is moving elsewhere.
\n
\n
For some other top country markets, there is year-on-year growth this summer, notably Japan (+7%) and Vietnam (+21%). However, both of these countries still have less capacity than in summer 2019; for Japan, seats are 27% behind summer 2019 and Vietnam, 4% behind.
\n
So how is Thailand responding? In the final chart, we look at whether the gap in capacity from China is being filled. Whilst China - Thailand capacity represents a drop of just over 1m seats, we can see that growth in other international markets is actually more than compensating for this reduction.
\n
\n
There is strong capacity growth this summer from India, Vietnam, the UAE and across a range of other smaller markets, resulting in a net increase overall in Thailand’s international capacity of 0.4 million seats.
\n
For the India - Thailand market, a combination of factors is driving growth:
\n
\n
Thailand’s visa-free policy for Indian tourists,
\n
a growing Indian middle class boosted by strong economic growth,
\n
and increased promotional activity as part of the 2025 ASEAN-India Year of Tourism.
\n
\n
So in this case, the headline 'China to Thailand capacity reduction' potentially masks the real story, which is growth is still happening, just in different ways and from different markets.
\n
\n
\n
\n
\n
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Just three charts can give us an overview of how Thailand’s international air capacity is faring in summer 2025. During OAG’s June webinar, we noted that the China to Thailand market in summer 2025 was still significantly behind 2019, by 44%, and 20% below last summer. Given that China is Thailand’s biggest international market, this appears to be bad news, so let’s take a look.
\n
\n
The first chart shows that in summer 2019:
\n
\n
China was by far the largest international market for Thailand, with 7.4 million seats
\n
Japan was the second-largest with 2.3 million seats
\n
Hong Kong was third, with 1.9 million seats
\n
\n
None of these three markets has yet returned to summer 2019 (pre-pandemic) levels.
\n
\n
\n
The data behind the chart tells us that this summer, there are just 4.1 million seats from China to Thailand, meaning that while it’s still the largest market, it remains considerably behind previous heights. This represents a reduction since last summer, down from 5.1 million, suggesting Chinese travellers are opting to go elsewhere this year.
\n
The second chart in our short overview highlights the percentage change in capacity for each of Thailand’s Top 10 international markets, and the overall position. We can see that China, Singapore, Hong Kong and South Korea are all experiencing reduced capacity to Thailand, both compared to summer 2019 and summer 2024, suggesting that demand for travel to and from these destinations is moving elsewhere.
\n
\n
For some other top country markets, there is year-on-year growth this summer, notably Japan (+7%) and Vietnam (+21%). However, both of these countries still have less capacity than in summer 2019; for Japan, seats are 27% behind summer 2019 and Vietnam, 4% behind.
\n
So how is Thailand responding? In the final chart, we look at whether the gap in capacity from China is being filled. Whilst China - Thailand capacity represents a drop of just over 1m seats, we can see that growth in other international markets is actually more than compensating for this reduction.
\n
\n
There is strong capacity growth this summer from India, Vietnam, the UAE and across a range of other smaller markets, resulting in a net increase overall in Thailand’s international capacity of 0.4 million seats.
\n
For the India - Thailand market, a combination of factors is driving growth:
\n
\n
Thailand’s visa-free policy for Indian tourists,
\n
a growing Indian middle class boosted by strong economic growth,
\n
and increased promotional activity as part of the 2025 ASEAN-India Year of Tourism.
\n
\n
So in this case, the headline 'China to Thailand capacity reduction' potentially masks the real story, which is growth is still happening, just in different ways and from different markets.
\n
\n
\n
\n
\n
","postBodyRss":"
Just three charts can give us an overview of how Thailand’s international air capacity is faring in summer 2025. During OAG’s June webinar, we noted that the China to Thailand market in summer 2025 was still significantly behind 2019, by 44%, and 20% below last summer. Given that China is Thailand’s biggest international market, this appears to be bad news, so let’s take a look.
\n
\n
The first chart shows that in summer 2019:
\n
\n
China was by far the largest international market for Thailand, with 7.4 million seats
\n
Japan was the second-largest with 2.3 million seats
\n
Hong Kong was third, with 1.9 million seats
\n
\n
None of these three markets has yet returned to summer 2019 (pre-pandemic) levels.
\n
\n
\n
The data behind the chart tells us that this summer, there are just 4.1 million seats from China to Thailand, meaning that while it’s still the largest market, it remains considerably behind previous heights. This represents a reduction since last summer, down from 5.1 million, suggesting Chinese travellers are opting to go elsewhere this year.
\n
The second chart in our short overview highlights the percentage change in capacity for each of Thailand’s Top 10 international markets, and the overall position. We can see that China, Singapore, Hong Kong and South Korea are all experiencing reduced capacity to Thailand, both compared to summer 2019 and summer 2024, suggesting that demand for travel to and from these destinations is moving elsewhere.
\n
\n
For some other top country markets, there is year-on-year growth this summer, notably Japan (+7%) and Vietnam (+21%). However, both of these countries still have less capacity than in summer 2019; for Japan, seats are 27% behind summer 2019 and Vietnam, 4% behind.
\n
So how is Thailand responding? In the final chart, we look at whether the gap in capacity from China is being filled. Whilst China - Thailand capacity represents a drop of just over 1m seats, we can see that growth in other international markets is actually more than compensating for this reduction.
\n
\n
There is strong capacity growth this summer from India, Vietnam, the UAE and across a range of other smaller markets, resulting in a net increase overall in Thailand’s international capacity of 0.4 million seats.
\n
For the India - Thailand market, a combination of factors is driving growth:
\n
\n
Thailand’s visa-free policy for Indian tourists,
\n
a growing Indian middle class boosted by strong economic growth,
\n
and increased promotional activity as part of the 2025 ASEAN-India Year of Tourism.
\n
\n
So in this case, the headline 'China to Thailand capacity reduction' potentially masks the real story, which is growth is still happening, just in different ways and from different markets.
\n
\n
\n
\n
\n
","postEmailContent":"
Just three charts can give us an overview of how Thailand’s international air capacity is faring in summer 2025. During OAG’s June webinar, we noted that the China to Thailand market in summer 2025 was still significantly behind 2019, by 44%, and 20% below last summer. Given that China is Thailand’s biggest international market, this appears to be bad news, so let’s take a look.
Just three charts can give us an overview of how Thailand’s international air capacity is faring in summer 2025. During OAG’s June webinar, we noted that the China to Thailand market in summer 2025 was still significantly behind 2019, by 44%, and 20% below last summer. Given that China is Thailand’s biggest international market, this appears to be bad news, so let’s take a look.
Just three charts can give us an overview of how Thailand’s international air capacity is faring in summer 2025. During OAG’s June webinar, we noted that the China to Thailand market in summer 2025 was still significantly behind 2019, by 44%, and 20% below last summer. Given that China is Thailand’s biggest international market, this appears to be bad news, so let’s take a look.
Just three charts can give us an overview of how Thailand’s international air capacity is faring in summer 2025. During OAG’s June webinar, we noted that the China to Thailand market in summer 2025 was still significantly behind 2019, by 44%, and 20% below last summer. Given that China is Thailand’s biggest international market, this appears to be bad news, so let’s take a look.
","postSummaryRss":"
Just three charts can give us an overview of how Thailand’s international air capacity is faring in summer 2025. During OAG’s June webinar, we noted that the China to Thailand market in summer 2025 was still significantly behind 2019, by 44%, and 20% below last summer. Given that China is Thailand’s biggest international market, this appears to be bad news, so let’s take a look.
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Just three charts can give us an overview of how Thailand’s international air capacity is faring in summer 2025. During OAG’s June webinar, we noted that the China to Thailand market in summer 2025 was still significantly behind 2019, by 44%, and 20% below last summer. Given that China is Thailand’s biggest international market, this appears to be bad news, so let’s take a look.
\n
\n
The first chart shows that in summer 2019:
\n
\n
China was by far the largest international market for Thailand, with 7.4 million seats
\n
Japan was the second-largest with 2.3 million seats
\n
Hong Kong was third, with 1.9 million seats
\n
\n
None of these three markets has yet returned to summer 2019 (pre-pandemic) levels.
\n
\n
\n
The data behind the chart tells us that this summer, there are just 4.1 million seats from China to Thailand, meaning that while it’s still the largest market, it remains considerably behind previous heights. This represents a reduction since last summer, down from 5.1 million, suggesting Chinese travellers are opting to go elsewhere this year.
\n
The second chart in our short overview highlights the percentage change in capacity for each of Thailand’s Top 10 international markets, and the overall position. We can see that China, Singapore, Hong Kong and South Korea are all experiencing reduced capacity to Thailand, both compared to summer 2019 and summer 2024, suggesting that demand for travel to and from these destinations is moving elsewhere.
\n
\n
For some other top country markets, there is year-on-year growth this summer, notably Japan (+7%) and Vietnam (+21%). However, both of these countries still have less capacity than in summer 2019; for Japan, seats are 27% behind summer 2019 and Vietnam, 4% behind.
\n
So how is Thailand responding? In the final chart, we look at whether the gap in capacity from China is being filled. Whilst China - Thailand capacity represents a drop of just over 1m seats, we can see that growth in other international markets is actually more than compensating for this reduction.
\n
\n
There is strong capacity growth this summer from India, Vietnam, the UAE and across a range of other smaller markets, resulting in a net increase overall in Thailand’s international capacity of 0.4 million seats.
\n
For the India - Thailand market, a combination of factors is driving growth:
\n
\n
Thailand’s visa-free policy for Indian tourists,
\n
a growing Indian middle class boosted by strong economic growth,
\n
and increased promotional activity as part of the 2025 ASEAN-India Year of Tourism.
\n
\n
So in this case, the headline 'China to Thailand capacity reduction' potentially masks the real story, which is growth is still happening, just in different ways and from different markets.
\n
\n
\n
\n
\n
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Just three charts can give us an overview of how Thailand’s international air capacity is faring in summer 2025. During OAG’s June webinar, we noted that the China to Thailand market in summer 2025 was still significantly behind 2019, by 44%, and 20% below last summer. Given that China is Thailand’s biggest international market, this appears to be bad news, so let’s take a look.
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OAG has launched its latest aviation insights dashboard focused on India, one of the fastest-growing aviation markets in the world. This dashboard provides critical market intelligence and highlights the key drivers behind India’s rapidly transforming aviation sector.
\n\n
\n
Indian Aviation’s Growth in Context
\n
India is the world’s most populous nation, but despite this, it ranks third globally in domestic air capacity, trailing behind the United States and China which have much more mature air service markets. Access to air travel in India is growing fast, however, as disposable income grows in the emerging middle class and air connectivity improves across the vast geography of India. This is undoubtedly driving international air capacity growth which this July is a very healthy 8.1% ahead of July 2024, with particularly strong growth to destinations in Thailand, Malaysia, Vietnam and Saudi Arabia.
\n
With India’s two largest carriers – IndiGo and the Air India group - leading the transformation and growth of India’s aviation sector and collectively accounting for just over three quarters of capacity, OAG provides visibility on how they, and others, are growing year on year and where the focus of that growth is.
\n
\n
Infrastructure Expansion
\n
Airport capacity is keeping pace, with the planned new airports at Navi Mumbai and Noida International (near Delhi) scheduled for opening in mid to late 2025, bringing much needed room for growth in both of these metropolitan areas. More widely, there are plans for 50 new airports across India to be constructed between now and the end of the decade, and more into the 2030s. India currently has 117 airports with scheduled services, and the aspiration nationally is for this to grow above 200, facilitating the vision that 95% of India’s population should be within 100km of an airport.
\n
Currently two thirds of India’s domestic capacity operates through the Top 10 largest airports, however this is likely to become more widely distributed as new airports are constructed, and route networks grow.
\n
\n
Looking inwards, domestic capacity has experienced strong growth in the last couple of years, with a rate of 7.8% for the 12 months to July 2025, compared to the previous 12 months. In the first quarter of 2025, domestic capacity grew at an average rate of 10% compared to 2024, whilst in quarter two this slowed slightly to 8.4%. The latest capacity data for July 2025 shows a contraction in domestic capacity, by 2.2% compared to July 2024 partly as the delivery pipeline of new aircraft provides a brake on expansion and there is a slight slowdown in India’s economic growth.
\n
Looking Ahead
\n
India’s aviation market is on the cusp of significant transformation. With rapid growth in both domestic and international sectors, and substantial investments in infrastructure, the country is preparing to become a global aviation hub. OAG will continue to monitor this evolution closely through its data dashboards, offering valuable insights for industry stakeholders.
\n
","rss_summary":"
OAG has launched its latest aviation insights dashboard focused on India, one of the fastest-growing aviation markets in the world. This dashboard provides critical market intelligence and highlights the key drivers behind India’s rapidly transforming aviation sector.
OAG has launched its latest aviation insights dashboard focused on India, one of the fastest-growing aviation markets in the world. This dashboard provides critical market intelligence and highlights the key drivers behind India’s rapidly transforming aviation sector.
\n","post_body":"
OAG has launched its latest aviation insights dashboard focused on India, one of the fastest-growing aviation markets in the world. This dashboard provides critical market intelligence and highlights the key drivers behind India’s rapidly transforming aviation sector.
\n\n
\n
Indian Aviation’s Growth in Context
\n
India is the world’s most populous nation, but despite this, it ranks third globally in domestic air capacity, trailing behind the United States and China which have much more mature air service markets. Access to air travel in India is growing fast, however, as disposable income grows in the emerging middle class and air connectivity improves across the vast geography of India. This is undoubtedly driving international air capacity growth which this July is a very healthy 8.1% ahead of July 2024, with particularly strong growth to destinations in Thailand, Malaysia, Vietnam and Saudi Arabia.
\n
With India’s two largest carriers – IndiGo and the Air India group - leading the transformation and growth of India’s aviation sector and collectively accounting for just over three quarters of capacity, OAG provides visibility on how they, and others, are growing year on year and where the focus of that growth is.
\n
\n
Infrastructure Expansion
\n
Airport capacity is keeping pace, with the planned new airports at Navi Mumbai and Noida International (near Delhi) scheduled for opening in mid to late 2025, bringing much needed room for growth in both of these metropolitan areas. More widely, there are plans for 50 new airports across India to be constructed between now and the end of the decade, and more into the 2030s. India currently has 117 airports with scheduled services, and the aspiration nationally is for this to grow above 200, facilitating the vision that 95% of India’s population should be within 100km of an airport.
\n
Currently two thirds of India’s domestic capacity operates through the Top 10 largest airports, however this is likely to become more widely distributed as new airports are constructed, and route networks grow.
\n
\n
Looking inwards, domestic capacity has experienced strong growth in the last couple of years, with a rate of 7.8% for the 12 months to July 2025, compared to the previous 12 months. In the first quarter of 2025, domestic capacity grew at an average rate of 10% compared to 2024, whilst in quarter two this slowed slightly to 8.4%. The latest capacity data for July 2025 shows a contraction in domestic capacity, by 2.2% compared to July 2024 partly as the delivery pipeline of new aircraft provides a brake on expansion and there is a slight slowdown in India’s economic growth.
\n
Looking Ahead
\n
India’s aviation market is on the cusp of significant transformation. With rapid growth in both domestic and international sectors, and substantial investments in infrastructure, the country is preparing to become a global aviation hub. OAG will continue to monitor this evolution closely through its data dashboards, offering valuable insights for industry stakeholders.
\n
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OAG has launched its latest aviation insights dashboard focused on India, one of the fastest-growing aviation markets in the world. This dashboard provides critical market intelligence and highlights the key drivers behind India’s rapidly transforming aviation sector.
\n\n
\n
Indian Aviation’s Growth in Context
\n
India is the world’s most populous nation, but despite this, it ranks third globally in domestic air capacity, trailing behind the United States and China which have much more mature air service markets. Access to air travel in India is growing fast, however, as disposable income grows in the emerging middle class and air connectivity improves across the vast geography of India. This is undoubtedly driving international air capacity growth which this July is a very healthy 8.1% ahead of July 2024, with particularly strong growth to destinations in Thailand, Malaysia, Vietnam and Saudi Arabia.
\n
With India’s two largest carriers – IndiGo and the Air India group - leading the transformation and growth of India’s aviation sector and collectively accounting for just over three quarters of capacity, OAG provides visibility on how they, and others, are growing year on year and where the focus of that growth is.
\n
\n
Infrastructure Expansion
\n
Airport capacity is keeping pace, with the planned new airports at Navi Mumbai and Noida International (near Delhi) scheduled for opening in mid to late 2025, bringing much needed room for growth in both of these metropolitan areas. More widely, there are plans for 50 new airports across India to be constructed between now and the end of the decade, and more into the 2030s. India currently has 117 airports with scheduled services, and the aspiration nationally is for this to grow above 200, facilitating the vision that 95% of India’s population should be within 100km of an airport.
\n
Currently two thirds of India’s domestic capacity operates through the Top 10 largest airports, however this is likely to become more widely distributed as new airports are constructed, and route networks grow.
\n
\n
Looking inwards, domestic capacity has experienced strong growth in the last couple of years, with a rate of 7.8% for the 12 months to July 2025, compared to the previous 12 months. In the first quarter of 2025, domestic capacity grew at an average rate of 10% compared to 2024, whilst in quarter two this slowed slightly to 8.4%. The latest capacity data for July 2025 shows a contraction in domestic capacity, by 2.2% compared to July 2024 partly as the delivery pipeline of new aircraft provides a brake on expansion and there is a slight slowdown in India’s economic growth.
\n
Looking Ahead
\n
India’s aviation market is on the cusp of significant transformation. With rapid growth in both domestic and international sectors, and substantial investments in infrastructure, the country is preparing to become a global aviation hub. OAG will continue to monitor this evolution closely through its data dashboards, offering valuable insights for industry stakeholders.
\n
","postBodyRss":"
OAG has launched its latest aviation insights dashboard focused on India, one of the fastest-growing aviation markets in the world. This dashboard provides critical market intelligence and highlights the key drivers behind India’s rapidly transforming aviation sector.
\n\n
\n
Indian Aviation’s Growth in Context
\n
India is the world’s most populous nation, but despite this, it ranks third globally in domestic air capacity, trailing behind the United States and China which have much more mature air service markets. Access to air travel in India is growing fast, however, as disposable income grows in the emerging middle class and air connectivity improves across the vast geography of India. This is undoubtedly driving international air capacity growth which this July is a very healthy 8.1% ahead of July 2024, with particularly strong growth to destinations in Thailand, Malaysia, Vietnam and Saudi Arabia.
\n
With India’s two largest carriers – IndiGo and the Air India group - leading the transformation and growth of India’s aviation sector and collectively accounting for just over three quarters of capacity, OAG provides visibility on how they, and others, are growing year on year and where the focus of that growth is.
\n
\n
Infrastructure Expansion
\n
Airport capacity is keeping pace, with the planned new airports at Navi Mumbai and Noida International (near Delhi) scheduled for opening in mid to late 2025, bringing much needed room for growth in both of these metropolitan areas. More widely, there are plans for 50 new airports across India to be constructed between now and the end of the decade, and more into the 2030s. India currently has 117 airports with scheduled services, and the aspiration nationally is for this to grow above 200, facilitating the vision that 95% of India’s population should be within 100km of an airport.
\n
Currently two thirds of India’s domestic capacity operates through the Top 10 largest airports, however this is likely to become more widely distributed as new airports are constructed, and route networks grow.
\n
\n
Looking inwards, domestic capacity has experienced strong growth in the last couple of years, with a rate of 7.8% for the 12 months to July 2025, compared to the previous 12 months. In the first quarter of 2025, domestic capacity grew at an average rate of 10% compared to 2024, whilst in quarter two this slowed slightly to 8.4%. The latest capacity data for July 2025 shows a contraction in domestic capacity, by 2.2% compared to July 2024 partly as the delivery pipeline of new aircraft provides a brake on expansion and there is a slight slowdown in India’s economic growth.
\n
Looking Ahead
\n
India’s aviation market is on the cusp of significant transformation. With rapid growth in both domestic and international sectors, and substantial investments in infrastructure, the country is preparing to become a global aviation hub. OAG will continue to monitor this evolution closely through its data dashboards, offering valuable insights for industry stakeholders.
\n
","postEmailContent":"
OAG has launched its latest aviation insights dashboard focused on India, one of the fastest-growing aviation markets in the world. This dashboard provides critical market intelligence and highlights the key drivers behind India’s rapidly transforming aviation sector.
OAG has launched its latest aviation insights dashboard focused on India, one of the fastest-growing aviation markets in the world. This dashboard provides critical market intelligence and highlights the key drivers behind India’s rapidly transforming aviation sector.
OAG has launched its latest aviation insights dashboard focused on India, one of the fastest-growing aviation markets in the world. This dashboard provides critical market intelligence and highlights the key drivers behind India’s rapidly transforming aviation sector.
OAG has launched its latest aviation insights dashboard focused on India, one of the fastest-growing aviation markets in the world. This dashboard provides critical market intelligence and highlights the key drivers behind India’s rapidly transforming aviation sector.
\n","postSummaryRss":"
OAG has launched its latest aviation insights dashboard focused on India, one of the fastest-growing aviation markets in the world. This dashboard provides critical market intelligence and highlights the key drivers behind India’s rapidly transforming aviation sector.
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OAG has launched its latest aviation insights dashboard focused on India, one of the fastest-growing aviation markets in the world. This dashboard provides critical market intelligence and highlights the key drivers behind India’s rapidly transforming aviation sector.
\n\n
\n
Indian Aviation’s Growth in Context
\n
India is the world’s most populous nation, but despite this, it ranks third globally in domestic air capacity, trailing behind the United States and China which have much more mature air service markets. Access to air travel in India is growing fast, however, as disposable income grows in the emerging middle class and air connectivity improves across the vast geography of India. This is undoubtedly driving international air capacity growth which this July is a very healthy 8.1% ahead of July 2024, with particularly strong growth to destinations in Thailand, Malaysia, Vietnam and Saudi Arabia.
\n
With India’s two largest carriers – IndiGo and the Air India group - leading the transformation and growth of India’s aviation sector and collectively accounting for just over three quarters of capacity, OAG provides visibility on how they, and others, are growing year on year and where the focus of that growth is.
\n
\n
Infrastructure Expansion
\n
Airport capacity is keeping pace, with the planned new airports at Navi Mumbai and Noida International (near Delhi) scheduled for opening in mid to late 2025, bringing much needed room for growth in both of these metropolitan areas. More widely, there are plans for 50 new airports across India to be constructed between now and the end of the decade, and more into the 2030s. India currently has 117 airports with scheduled services, and the aspiration nationally is for this to grow above 200, facilitating the vision that 95% of India’s population should be within 100km of an airport.
\n
Currently two thirds of India’s domestic capacity operates through the Top 10 largest airports, however this is likely to become more widely distributed as new airports are constructed, and route networks grow.
\n
\n
Looking inwards, domestic capacity has experienced strong growth in the last couple of years, with a rate of 7.8% for the 12 months to July 2025, compared to the previous 12 months. In the first quarter of 2025, domestic capacity grew at an average rate of 10% compared to 2024, whilst in quarter two this slowed slightly to 8.4%. The latest capacity data for July 2025 shows a contraction in domestic capacity, by 2.2% compared to July 2024 partly as the delivery pipeline of new aircraft provides a brake on expansion and there is a slight slowdown in India’s economic growth.
\n
Looking Ahead
\n
India’s aviation market is on the cusp of significant transformation. With rapid growth in both domestic and international sectors, and substantial investments in infrastructure, the country is preparing to become a global aviation hub. OAG will continue to monitor this evolution closely through its data dashboards, offering valuable insights for industry stakeholders.
\n
","rssSummary":"
OAG has launched its latest aviation insights dashboard focused on India, one of the fastest-growing aviation markets in the world. This dashboard provides critical market intelligence and highlights the key drivers behind India’s rapidly transforming aviation sector.
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Big Tech is quietly rewriting the front end of the travel experience.
\n
Historically, airlines and airports have owned the key touchpoints between passengers and their journey, including check-in, boarding passes, flight updates, and baggage tracking. But that control is starting to shift.
\n
\n
In July, some of the most noteworthy innovations in air travel didn’t come from within the industry, but from consumer tech giants.
\n
Big Tech is moving deeper into travel, embedding itself at critical moments in the passenger experience, as you’ll see in this edition.
\n
\n","post_body":"
Big Tech is quietly rewriting the front end of the travel experience.
\n
Historically, airlines and airports have owned the key touchpoints between passengers and their journey, including check-in, boarding passes, flight updates, and baggage tracking. But that control is starting to shift.
\n
\n
In July, some of the most noteworthy innovations in air travel didn’t come from within the industry, but from consumer tech giants.
\n
Big Tech is moving deeper into travel, embedding itself at critical moments in the passenger experience, as you’ll see in this edition.
\n
\n
The implications are profound.
\n
As user attention and expectations are increasingly shaped by these external platforms, airlines may no longer be able to define what a “good” customer experience looks like.
\n
Instead, they’ll be expected to operate within the design logic and interface rules of iPhones, Apple Wallets, and AI assistants.
\n
In this month’s Innovation Radar, we highlight three standout moves that signal this shift.
\n
Together, they paint a clear picture: the future of the travel user experience may be built on someone else’s platform.
\n
Innovation #1: Apple Brings TSA-Approved Digital Passports to the Wallet
\n
After years of discussing “digital identity” in travel, we’re finally seeing a concrete step forward, this time led by one of the world’s most influential tech players. Apple recently announced that U.S. iPhone users will soon be able to add their passports to their Apple Wallets, creating a TSA-approved digital ID usable at domestic airport security checkpoints.
\n
It’s a move many are calling a milestone in modernizing the travel experience.
\n
What exactly is happening?
\n
With the rollout of this feature, travelers can now store and present their passports digitally, much like a boarding pass.
\n
Here is how the process works:
\n
\n
Users upload passport details into their Apple Wallets.
\n
TSA scans and verifies the digital IDs at security checkpoints.
\n
Noneed to carry or hand over a physical document.
\n
\n
This initiative builds on Apple’s earlier support for digital driver’s licenses in select states. But, by enabling digital passports, Apple is now pushing deeper into the heart of the travel identity stack.
\n
\n
Why does this innovation stand out?
\n
Digital identity has long been viewed as a key unlock for seamless travel, but its adoption has not kept pace with the hype, especially given the complex combination of regulatory requirements, safety concerns, and the need for multi-stakeholder cooperation. Apple’s announcement appears to be a breakthrough. Not only does it simplify airport security processes and reduce document-handling friction, but it also aligns with the upcoming enforcement of Real ID regulations, offering a modern, secure alternative to outdated ID workflows.
\n
Just as importantly, it signals the growing role of consumer tech giants in shaping the infrastructure of Travel Tech itself. By embedding government-recognized ID functions into its ecosystem, Apple is quietly becoming a central player in how we move through airports – and eventually, across borders.
\n
Last but not least, it offers a glimpse into a paperless, biometric-driven travel future where your phone may serve as your passport, boarding pass, and central travel checkpoint, all in one.
\n
\n
Innovation #2: Apple (and Air Canada) Turn the Boarding Pass into a Travel Command Center
\n
Sticking with Apple for a second travel-relevant innovation. This one also has significant implications for enhancing the passenger experience.
\n
Shortly after announcing its digital passport, Apple unveiled a redesigned boarding pass experience as part of its refreshed Apple Wallet at the annual WWDC developer conference. The update turns the humble boarding pass into a centralized travel hub, offering live flight updates, terminal maps, baggage tracking, and more, all within the iPhone lock screen.
\n
The headline for June?
\n
Air Canada has emerged as one of the first airlines globally (and the very first non-U.S. carrier) to support this new feature, joining a lineup that includes Delta,United, JetBlue, and others. Once again, Air Canada reaffirms its position as an early adopter of passenger-centric digital innovation.
\n
What exactly is new?
\n
With the updated Apple Wallet, your boarding pass becomes much more than a scannable QR code. It now enables:
\n
\n
Live flight updates that appear directly on your lock screen.
\n
One-tap shortcuts to share flight status with friends, open Apple Maps for terminal directions, or access “Find My” to track checked bags.
\n
Integrated terminal maps that visualize gate locations without switching between apps.
\n
\n
The result: no need to recheck airline apps or web portals. All your travel info stays front and center on your screen, turning the iPhone into a personal control tower for your entire air travel journey, from check-in to baggage claim.
\n
\n
Why does this innovation stand out?
\n
First, it reduces passenger stress by providing real-time updates and direct access to critical journey tools, all inside the native Apple ecosystem. The tighter integration offers a smoother mobile experience than many airline apps have ever managed to deliver, and it comes without the friction of logins, pop-ups, or buried menus.
\n
Second, this raises the bar for what travelers expect from digital touchpoints. Airlines like Air Canada that integrate early not only stand out for user experience, but also for embracing a shift where the travel app is no longer the airline’s, but Apple’s.
\n
Third, this reinforces a broader trend: Big Tech is quietly becoming the backbone of modern travel infrastructure. From baggage tracking via AirTags to digital passports and now intelligent boarding passes, Apple is methodically embedding itself into the operational and emotional layers of the travel journey. While airlines and airports have struggled to develop similarly elegant tools in-house, partnerships with platforms like Apple might prove more effective (and scalable) than attempting to do so independently.
\n
As Apple builds out this digital layer of the passenger experience, the question for airlines isn’t whether to integrate, but how soon.
\n
\n
Innovation #3: Iberia Becomes First Airline to Launch AI Assistant on ChatGPT
\n
Innovation #3 doesn’t come from Apple, but it’s yet another example of an airline looking beyond the travel industry, again to a big tech player, to shape the next evolution of customer experience.
\n
Iberia just became the first airline to launch a dedicated AI assistant directly on OpenAI’s ChatGPT platform, marking a significant shift in how and where airlines can engage with travelers. The assistant lives inside the GPT Store and is designed to help users explore destinations, search for flights with flexible dates, plan multi-city trips, and even optimize based on budget, before handing over the results for booking directly via Iberia’s systems.
\n
So why does this stand out amid the current wave of airline-AI activity we explored in our May and June editions?
\n
It’s the first real example of an airline embedding itself natively into a major consumer AI platform, rather than building its own branded chatbot experience on its website or app, which often serves as just a front-end “wrapper” around the same underlying models, such as ChatGPT.
\n
\n
While most airline AI strategies have focused on building standalone chat interfaces on their own websites or apps, Iberia is betting on the idea that travelers will increasingly start their journey within general-purpose AI assistants like ChatGPT.
\n
And by being present there early, the airline positions itself at the top of that funnel.
\n
In other words, it’s one of the first examples of a travel provider recognizing that travel discovery, planning, and booking (especially among younger and more digitally savvy travelers) may no longer occur on their own channels.
\n
\n
\n
That said, there are still open questions.
\n
Access is currently limited to the GPT Store, which, at least for now, isn’t the first place average airline passengers would think to go when planning a trip.
\n
And that raises a strategic dilemma: Will Iberia actively promote this channel, potentially cannibalizing traffic from its own website?
\n
Or is this more of a test bed for future AI integrations?
\n
Either way, the launch is notable. It signals a world in which AI assistants may soon serve as the new home screen for travel discovery, replacing the search bar and possibly even airline websites as the starting point of the traveler journey.
\n
\n
Stay tuned for the next edition of Airline-Tech Innovation Radar. In the meantime, discover more about the Future of Travel here.
\n
","rss_summary":"
Big Tech is quietly rewriting the front end of the travel experience.
\n
Historically, airlines and airports have owned the key touchpoints between passengers and their journey, including check-in, boarding passes, flight updates, and baggage tracking. But that control is starting to shift.
\n
\n
In July, some of the most noteworthy innovations in air travel didn’t come from within the industry, but from consumer tech giants.
\n
Big Tech is moving deeper into travel, embedding itself at critical moments in the passenger experience, as you’ll see in this edition.
\n
\n","rss_body":"
Big Tech is quietly rewriting the front end of the travel experience.
\n
Historically, airlines and airports have owned the key touchpoints between passengers and their journey, including check-in, boarding passes, flight updates, and baggage tracking. But that control is starting to shift.
\n
\n
In July, some of the most noteworthy innovations in air travel didn’t come from within the industry, but from consumer tech giants.
\n
Big Tech is moving deeper into travel, embedding itself at critical moments in the passenger experience, as you’ll see in this edition.
\n
\n
The implications are profound.
\n
As user attention and expectations are increasingly shaped by these external platforms, airlines may no longer be able to define what a “good” customer experience looks like.
\n
Instead, they’ll be expected to operate within the design logic and interface rules of iPhones, Apple Wallets, and AI assistants.
\n
In this month’s Innovation Radar, we highlight three standout moves that signal this shift.
\n
Together, they paint a clear picture: the future of the travel user experience may be built on someone else’s platform.
\n
Innovation #1: Apple Brings TSA-Approved Digital Passports to the Wallet
\n
After years of discussing “digital identity” in travel, we’re finally seeing a concrete step forward, this time led by one of the world’s most influential tech players. Apple recently announced that U.S. iPhone users will soon be able to add their passports to their Apple Wallets, creating a TSA-approved digital ID usable at domestic airport security checkpoints.
\n
It’s a move many are calling a milestone in modernizing the travel experience.
\n
What exactly is happening?
\n
With the rollout of this feature, travelers can now store and present their passports digitally, much like a boarding pass.
\n
Here is how the process works:
\n
\n
Users upload passport details into their Apple Wallets.
\n
TSA scans and verifies the digital IDs at security checkpoints.
\n
Noneed to carry or hand over a physical document.
\n
\n
This initiative builds on Apple’s earlier support for digital driver’s licenses in select states. But, by enabling digital passports, Apple is now pushing deeper into the heart of the travel identity stack.
\n
\n
Why does this innovation stand out?
\n
Digital identity has long been viewed as a key unlock for seamless travel, but its adoption has not kept pace with the hype, especially given the complex combination of regulatory requirements, safety concerns, and the need for multi-stakeholder cooperation. Apple’s announcement appears to be a breakthrough. Not only does it simplify airport security processes and reduce document-handling friction, but it also aligns with the upcoming enforcement of Real ID regulations, offering a modern, secure alternative to outdated ID workflows.
\n
Just as importantly, it signals the growing role of consumer tech giants in shaping the infrastructure of Travel Tech itself. By embedding government-recognized ID functions into its ecosystem, Apple is quietly becoming a central player in how we move through airports – and eventually, across borders.
\n
Last but not least, it offers a glimpse into a paperless, biometric-driven travel future where your phone may serve as your passport, boarding pass, and central travel checkpoint, all in one.
\n
\n
Innovation #2: Apple (and Air Canada) Turn the Boarding Pass into a Travel Command Center
\n
Sticking with Apple for a second travel-relevant innovation. This one also has significant implications for enhancing the passenger experience.
\n
Shortly after announcing its digital passport, Apple unveiled a redesigned boarding pass experience as part of its refreshed Apple Wallet at the annual WWDC developer conference. The update turns the humble boarding pass into a centralized travel hub, offering live flight updates, terminal maps, baggage tracking, and more, all within the iPhone lock screen.
\n
The headline for June?
\n
Air Canada has emerged as one of the first airlines globally (and the very first non-U.S. carrier) to support this new feature, joining a lineup that includes Delta,United, JetBlue, and others. Once again, Air Canada reaffirms its position as an early adopter of passenger-centric digital innovation.
\n
What exactly is new?
\n
With the updated Apple Wallet, your boarding pass becomes much more than a scannable QR code. It now enables:
\n
\n
Live flight updates that appear directly on your lock screen.
\n
One-tap shortcuts to share flight status with friends, open Apple Maps for terminal directions, or access “Find My” to track checked bags.
\n
Integrated terminal maps that visualize gate locations without switching between apps.
\n
\n
The result: no need to recheck airline apps or web portals. All your travel info stays front and center on your screen, turning the iPhone into a personal control tower for your entire air travel journey, from check-in to baggage claim.
\n
\n
Why does this innovation stand out?
\n
First, it reduces passenger stress by providing real-time updates and direct access to critical journey tools, all inside the native Apple ecosystem. The tighter integration offers a smoother mobile experience than many airline apps have ever managed to deliver, and it comes without the friction of logins, pop-ups, or buried menus.
\n
Second, this raises the bar for what travelers expect from digital touchpoints. Airlines like Air Canada that integrate early not only stand out for user experience, but also for embracing a shift where the travel app is no longer the airline’s, but Apple’s.
\n
Third, this reinforces a broader trend: Big Tech is quietly becoming the backbone of modern travel infrastructure. From baggage tracking via AirTags to digital passports and now intelligent boarding passes, Apple is methodically embedding itself into the operational and emotional layers of the travel journey. While airlines and airports have struggled to develop similarly elegant tools in-house, partnerships with platforms like Apple might prove more effective (and scalable) than attempting to do so independently.
\n
As Apple builds out this digital layer of the passenger experience, the question for airlines isn’t whether to integrate, but how soon.
\n
\n
Innovation #3: Iberia Becomes First Airline to Launch AI Assistant on ChatGPT
\n
Innovation #3 doesn’t come from Apple, but it’s yet another example of an airline looking beyond the travel industry, again to a big tech player, to shape the next evolution of customer experience.
\n
Iberia just became the first airline to launch a dedicated AI assistant directly on OpenAI’s ChatGPT platform, marking a significant shift in how and where airlines can engage with travelers. The assistant lives inside the GPT Store and is designed to help users explore destinations, search for flights with flexible dates, plan multi-city trips, and even optimize based on budget, before handing over the results for booking directly via Iberia’s systems.
\n
So why does this stand out amid the current wave of airline-AI activity we explored in our May and June editions?
\n
It’s the first real example of an airline embedding itself natively into a major consumer AI platform, rather than building its own branded chatbot experience on its website or app, which often serves as just a front-end “wrapper” around the same underlying models, such as ChatGPT.
\n
\n
While most airline AI strategies have focused on building standalone chat interfaces on their own websites or apps, Iberia is betting on the idea that travelers will increasingly start their journey within general-purpose AI assistants like ChatGPT.
\n
And by being present there early, the airline positions itself at the top of that funnel.
\n
In other words, it’s one of the first examples of a travel provider recognizing that travel discovery, planning, and booking (especially among younger and more digitally savvy travelers) may no longer occur on their own channels.
\n
\n
\n
That said, there are still open questions.
\n
Access is currently limited to the GPT Store, which, at least for now, isn’t the first place average airline passengers would think to go when planning a trip.
\n
And that raises a strategic dilemma: Will Iberia actively promote this channel, potentially cannibalizing traffic from its own website?
\n
Or is this more of a test bed for future AI integrations?
\n
Either way, the launch is notable. It signals a world in which AI assistants may soon serve as the new home screen for travel discovery, replacing the search bar and possibly even airline websites as the starting point of the traveler journey.
\n
\n
Stay tuned for the next edition of Airline-Tech Innovation Radar. In the meantime, discover more about the Future of Travel here.
\n
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Big Tech is quietly rewriting the front end of the travel experience.
\n
Historically, airlines and airports have owned the key touchpoints between passengers and their journey, including check-in, boarding passes, flight updates, and baggage tracking. But that control is starting to shift.
\n
\n
In July, some of the most noteworthy innovations in air travel didn’t come from within the industry, but from consumer tech giants.
\n
Big Tech is moving deeper into travel, embedding itself at critical moments in the passenger experience, as you’ll see in this edition.
\n
\n
The implications are profound.
\n
As user attention and expectations are increasingly shaped by these external platforms, airlines may no longer be able to define what a “good” customer experience looks like.
\n
Instead, they’ll be expected to operate within the design logic and interface rules of iPhones, Apple Wallets, and AI assistants.
\n
In this month’s Innovation Radar, we highlight three standout moves that signal this shift.
\n
Together, they paint a clear picture: the future of the travel user experience may be built on someone else’s platform.
\n
Innovation #1: Apple Brings TSA-Approved Digital Passports to the Wallet
\n
After years of discussing “digital identity” in travel, we’re finally seeing a concrete step forward, this time led by one of the world’s most influential tech players. Apple recently announced that U.S. iPhone users will soon be able to add their passports to their Apple Wallets, creating a TSA-approved digital ID usable at domestic airport security checkpoints.
\n
It’s a move many are calling a milestone in modernizing the travel experience.
\n
What exactly is happening?
\n
With the rollout of this feature, travelers can now store and present their passports digitally, much like a boarding pass.
\n
Here is how the process works:
\n
\n
Users upload passport details into their Apple Wallets.
\n
TSA scans and verifies the digital IDs at security checkpoints.
\n
Noneed to carry or hand over a physical document.
\n
\n
This initiative builds on Apple’s earlier support for digital driver’s licenses in select states. But, by enabling digital passports, Apple is now pushing deeper into the heart of the travel identity stack.
\n
\n
Why does this innovation stand out?
\n
Digital identity has long been viewed as a key unlock for seamless travel, but its adoption has not kept pace with the hype, especially given the complex combination of regulatory requirements, safety concerns, and the need for multi-stakeholder cooperation. Apple’s announcement appears to be a breakthrough. Not only does it simplify airport security processes and reduce document-handling friction, but it also aligns with the upcoming enforcement of Real ID regulations, offering a modern, secure alternative to outdated ID workflows.
\n
Just as importantly, it signals the growing role of consumer tech giants in shaping the infrastructure of Travel Tech itself. By embedding government-recognized ID functions into its ecosystem, Apple is quietly becoming a central player in how we move through airports – and eventually, across borders.
\n
Last but not least, it offers a glimpse into a paperless, biometric-driven travel future where your phone may serve as your passport, boarding pass, and central travel checkpoint, all in one.
\n
\n
Innovation #2: Apple (and Air Canada) Turn the Boarding Pass into a Travel Command Center
\n
Sticking with Apple for a second travel-relevant innovation. This one also has significant implications for enhancing the passenger experience.
\n
Shortly after announcing its digital passport, Apple unveiled a redesigned boarding pass experience as part of its refreshed Apple Wallet at the annual WWDC developer conference. The update turns the humble boarding pass into a centralized travel hub, offering live flight updates, terminal maps, baggage tracking, and more, all within the iPhone lock screen.
\n
The headline for June?
\n
Air Canada has emerged as one of the first airlines globally (and the very first non-U.S. carrier) to support this new feature, joining a lineup that includes Delta,United, JetBlue, and others. Once again, Air Canada reaffirms its position as an early adopter of passenger-centric digital innovation.
\n
What exactly is new?
\n
With the updated Apple Wallet, your boarding pass becomes much more than a scannable QR code. It now enables:
\n
\n
Live flight updates that appear directly on your lock screen.
\n
One-tap shortcuts to share flight status with friends, open Apple Maps for terminal directions, or access “Find My” to track checked bags.
\n
Integrated terminal maps that visualize gate locations without switching between apps.
\n
\n
The result: no need to recheck airline apps or web portals. All your travel info stays front and center on your screen, turning the iPhone into a personal control tower for your entire air travel journey, from check-in to baggage claim.
\n
\n
Why does this innovation stand out?
\n
First, it reduces passenger stress by providing real-time updates and direct access to critical journey tools, all inside the native Apple ecosystem. The tighter integration offers a smoother mobile experience than many airline apps have ever managed to deliver, and it comes without the friction of logins, pop-ups, or buried menus.
\n
Second, this raises the bar for what travelers expect from digital touchpoints. Airlines like Air Canada that integrate early not only stand out for user experience, but also for embracing a shift where the travel app is no longer the airline’s, but Apple’s.
\n
Third, this reinforces a broader trend: Big Tech is quietly becoming the backbone of modern travel infrastructure. From baggage tracking via AirTags to digital passports and now intelligent boarding passes, Apple is methodically embedding itself into the operational and emotional layers of the travel journey. While airlines and airports have struggled to develop similarly elegant tools in-house, partnerships with platforms like Apple might prove more effective (and scalable) than attempting to do so independently.
\n
As Apple builds out this digital layer of the passenger experience, the question for airlines isn’t whether to integrate, but how soon.
\n
\n
Innovation #3: Iberia Becomes First Airline to Launch AI Assistant on ChatGPT
\n
Innovation #3 doesn’t come from Apple, but it’s yet another example of an airline looking beyond the travel industry, again to a big tech player, to shape the next evolution of customer experience.
\n
Iberia just became the first airline to launch a dedicated AI assistant directly on OpenAI’s ChatGPT platform, marking a significant shift in how and where airlines can engage with travelers. The assistant lives inside the GPT Store and is designed to help users explore destinations, search for flights with flexible dates, plan multi-city trips, and even optimize based on budget, before handing over the results for booking directly via Iberia’s systems.
\n
So why does this stand out amid the current wave of airline-AI activity we explored in our May and June editions?
\n
It’s the first real example of an airline embedding itself natively into a major consumer AI platform, rather than building its own branded chatbot experience on its website or app, which often serves as just a front-end “wrapper” around the same underlying models, such as ChatGPT.
\n
\n
While most airline AI strategies have focused on building standalone chat interfaces on their own websites or apps, Iberia is betting on the idea that travelers will increasingly start their journey within general-purpose AI assistants like ChatGPT.
\n
And by being present there early, the airline positions itself at the top of that funnel.
\n
In other words, it’s one of the first examples of a travel provider recognizing that travel discovery, planning, and booking (especially among younger and more digitally savvy travelers) may no longer occur on their own channels.
\n
\n
\n
That said, there are still open questions.
\n
Access is currently limited to the GPT Store, which, at least for now, isn’t the first place average airline passengers would think to go when planning a trip.
\n
And that raises a strategic dilemma: Will Iberia actively promote this channel, potentially cannibalizing traffic from its own website?
\n
Or is this more of a test bed for future AI integrations?
\n
Either way, the launch is notable. It signals a world in which AI assistants may soon serve as the new home screen for travel discovery, replacing the search bar and possibly even airline websites as the starting point of the traveler journey.
\n
\n
Stay tuned for the next edition of Airline-Tech Innovation Radar. In the meantime, discover more about the Future of Travel here.
\n
","postBodyRss":"
Big Tech is quietly rewriting the front end of the travel experience.
\n
Historically, airlines and airports have owned the key touchpoints between passengers and their journey, including check-in, boarding passes, flight updates, and baggage tracking. But that control is starting to shift.
\n
\n
In July, some of the most noteworthy innovations in air travel didn’t come from within the industry, but from consumer tech giants.
\n
Big Tech is moving deeper into travel, embedding itself at critical moments in the passenger experience, as you’ll see in this edition.
\n
\n
The implications are profound.
\n
As user attention and expectations are increasingly shaped by these external platforms, airlines may no longer be able to define what a “good” customer experience looks like.
\n
Instead, they’ll be expected to operate within the design logic and interface rules of iPhones, Apple Wallets, and AI assistants.
\n
In this month’s Innovation Radar, we highlight three standout moves that signal this shift.
\n
Together, they paint a clear picture: the future of the travel user experience may be built on someone else’s platform.
\n
Innovation #1: Apple Brings TSA-Approved Digital Passports to the Wallet
\n
After years of discussing “digital identity” in travel, we’re finally seeing a concrete step forward, this time led by one of the world’s most influential tech players. Apple recently announced that U.S. iPhone users will soon be able to add their passports to their Apple Wallets, creating a TSA-approved digital ID usable at domestic airport security checkpoints.
\n
It’s a move many are calling a milestone in modernizing the travel experience.
\n
What exactly is happening?
\n
With the rollout of this feature, travelers can now store and present their passports digitally, much like a boarding pass.
\n
Here is how the process works:
\n
\n
Users upload passport details into their Apple Wallets.
\n
TSA scans and verifies the digital IDs at security checkpoints.
\n
Noneed to carry or hand over a physical document.
\n
\n
This initiative builds on Apple’s earlier support for digital driver’s licenses in select states. But, by enabling digital passports, Apple is now pushing deeper into the heart of the travel identity stack.
\n
\n
Why does this innovation stand out?
\n
Digital identity has long been viewed as a key unlock for seamless travel, but its adoption has not kept pace with the hype, especially given the complex combination of regulatory requirements, safety concerns, and the need for multi-stakeholder cooperation. Apple’s announcement appears to be a breakthrough. Not only does it simplify airport security processes and reduce document-handling friction, but it also aligns with the upcoming enforcement of Real ID regulations, offering a modern, secure alternative to outdated ID workflows.
\n
Just as importantly, it signals the growing role of consumer tech giants in shaping the infrastructure of Travel Tech itself. By embedding government-recognized ID functions into its ecosystem, Apple is quietly becoming a central player in how we move through airports – and eventually, across borders.
\n
Last but not least, it offers a glimpse into a paperless, biometric-driven travel future where your phone may serve as your passport, boarding pass, and central travel checkpoint, all in one.
\n
\n
Innovation #2: Apple (and Air Canada) Turn the Boarding Pass into a Travel Command Center
\n
Sticking with Apple for a second travel-relevant innovation. This one also has significant implications for enhancing the passenger experience.
\n
Shortly after announcing its digital passport, Apple unveiled a redesigned boarding pass experience as part of its refreshed Apple Wallet at the annual WWDC developer conference. The update turns the humble boarding pass into a centralized travel hub, offering live flight updates, terminal maps, baggage tracking, and more, all within the iPhone lock screen.
\n
The headline for June?
\n
Air Canada has emerged as one of the first airlines globally (and the very first non-U.S. carrier) to support this new feature, joining a lineup that includes Delta,United, JetBlue, and others. Once again, Air Canada reaffirms its position as an early adopter of passenger-centric digital innovation.
\n
What exactly is new?
\n
With the updated Apple Wallet, your boarding pass becomes much more than a scannable QR code. It now enables:
\n
\n
Live flight updates that appear directly on your lock screen.
\n
One-tap shortcuts to share flight status with friends, open Apple Maps for terminal directions, or access “Find My” to track checked bags.
\n
Integrated terminal maps that visualize gate locations without switching between apps.
\n
\n
The result: no need to recheck airline apps or web portals. All your travel info stays front and center on your screen, turning the iPhone into a personal control tower for your entire air travel journey, from check-in to baggage claim.
\n
\n
Why does this innovation stand out?
\n
First, it reduces passenger stress by providing real-time updates and direct access to critical journey tools, all inside the native Apple ecosystem. The tighter integration offers a smoother mobile experience than many airline apps have ever managed to deliver, and it comes without the friction of logins, pop-ups, or buried menus.
\n
Second, this raises the bar for what travelers expect from digital touchpoints. Airlines like Air Canada that integrate early not only stand out for user experience, but also for embracing a shift where the travel app is no longer the airline’s, but Apple’s.
\n
Third, this reinforces a broader trend: Big Tech is quietly becoming the backbone of modern travel infrastructure. From baggage tracking via AirTags to digital passports and now intelligent boarding passes, Apple is methodically embedding itself into the operational and emotional layers of the travel journey. While airlines and airports have struggled to develop similarly elegant tools in-house, partnerships with platforms like Apple might prove more effective (and scalable) than attempting to do so independently.
\n
As Apple builds out this digital layer of the passenger experience, the question for airlines isn’t whether to integrate, but how soon.
\n
\n
Innovation #3: Iberia Becomes First Airline to Launch AI Assistant on ChatGPT
\n
Innovation #3 doesn’t come from Apple, but it’s yet another example of an airline looking beyond the travel industry, again to a big tech player, to shape the next evolution of customer experience.
\n
Iberia just became the first airline to launch a dedicated AI assistant directly on OpenAI’s ChatGPT platform, marking a significant shift in how and where airlines can engage with travelers. The assistant lives inside the GPT Store and is designed to help users explore destinations, search for flights with flexible dates, plan multi-city trips, and even optimize based on budget, before handing over the results for booking directly via Iberia’s systems.
\n
So why does this stand out amid the current wave of airline-AI activity we explored in our May and June editions?
\n
It’s the first real example of an airline embedding itself natively into a major consumer AI platform, rather than building its own branded chatbot experience on its website or app, which often serves as just a front-end “wrapper” around the same underlying models, such as ChatGPT.
\n
\n
While most airline AI strategies have focused on building standalone chat interfaces on their own websites or apps, Iberia is betting on the idea that travelers will increasingly start their journey within general-purpose AI assistants like ChatGPT.
\n
And by being present there early, the airline positions itself at the top of that funnel.
\n
In other words, it’s one of the first examples of a travel provider recognizing that travel discovery, planning, and booking (especially among younger and more digitally savvy travelers) may no longer occur on their own channels.
\n
\n
\n
That said, there are still open questions.
\n
Access is currently limited to the GPT Store, which, at least for now, isn’t the first place average airline passengers would think to go when planning a trip.
\n
And that raises a strategic dilemma: Will Iberia actively promote this channel, potentially cannibalizing traffic from its own website?
\n
Or is this more of a test bed for future AI integrations?
\n
Either way, the launch is notable. It signals a world in which AI assistants may soon serve as the new home screen for travel discovery, replacing the search bar and possibly even airline websites as the starting point of the traveler journey.
\n
\n
Stay tuned for the next edition of Airline-Tech Innovation Radar. In the meantime, discover more about the Future of Travel here.
\n
","postEmailContent":"
Big Tech is quietly rewriting the front end of the travel experience.
\n
Historically, airlines and airports have owned the key touchpoints between passengers and their journey, including check-in, boarding passes, flight updates, and baggage tracking. But that control is starting to shift.
\n
\n
In July, some of the most noteworthy innovations in air travel didn’t come from within the industry, but from consumer tech giants.
\n
Big Tech is moving deeper into travel, embedding itself at critical moments in the passenger experience, as you’ll see in this edition.
Big Tech is quietly rewriting the front end of the travel experience.
\n
Historically, airlines and airports have owned the key touchpoints between passengers and their journey, including check-in, boarding passes, flight updates, and baggage tracking. But that control is starting to shift.
\n
\n
In July, some of the most noteworthy innovations in air travel didn’t come from within the industry, but from consumer tech giants.
\n
Big Tech is moving deeper into travel, embedding itself at critical moments in the passenger experience, as you’ll see in this edition.
Big Tech is quietly rewriting the front end of the travel experience.
\n
Historically, airlines and airports have owned the key touchpoints between passengers and their journey, including check-in, boarding passes, flight updates, and baggage tracking. But that control is starting to shift.
\n
\n
In July, some of the most noteworthy innovations in air travel didn’t come from within the industry, but from consumer tech giants.
\n
Big Tech is moving deeper into travel, embedding itself at critical moments in the passenger experience, as you’ll see in this edition.
Big Tech is quietly rewriting the front end of the travel experience.
\n
Historically, airlines and airports have owned the key touchpoints between passengers and their journey, including check-in, boarding passes, flight updates, and baggage tracking. But that control is starting to shift.
\n
\n
In July, some of the most noteworthy innovations in air travel didn’t come from within the industry, but from consumer tech giants.
\n
Big Tech is moving deeper into travel, embedding itself at critical moments in the passenger experience, as you’ll see in this edition.
\n
\n","postSummaryRss":"
Big Tech is quietly rewriting the front end of the travel experience.
\n
Historically, airlines and airports have owned the key touchpoints between passengers and their journey, including check-in, boarding passes, flight updates, and baggage tracking. But that control is starting to shift.
\n
\n
In July, some of the most noteworthy innovations in air travel didn’t come from within the industry, but from consumer tech giants.
\n
Big Tech is moving deeper into travel, embedding itself at critical moments in the passenger experience, as you’ll see in this edition.
\n
","postTemplate":"oag-theme/templates/blog-post.html","previewImageSrc":null,"previewKey":"OZGhMImH","previousPostFeaturedImage":"https://www.oag.com/hubfs/Delhi%20Airport.jpg","previousPostFeaturedImageAltText":"","previousPostName":"Track India’s Aviation Growth: Key Industry Insights","previousPostSlug":"blog/track-indias-aviation-growth","processingStatus":"PUBLISHED","propertyForDynamicPageCanonicalUrl":null,"propertyForDynamicPageFeaturedImage":null,"propertyForDynamicPageMetaDescription":null,"propertyForDynamicPageSlug":null,"propertyForDynamicPageTitle":null,"publicAccessRules":[],"publicAccessRulesEnabled":false,"publishDate":1751896800000,"publishDateLocalTime":1751896800000,"publishDateLocalized":{"date":1751896800000,"format":"dd MMMM yyyy","language":"en_GB"},"publishImmediately":true,"publishTimezoneOffset":null,"publishedAt":1752070091324,"publishedByEmail":null,"publishedById":11440745,"publishedByName":null,"publishedUrl":"https://www.oag.com/blog/three-big-tech-innovations-shaping-the-future-of-travel-in-july-2025","resolvedDomain":"www.oag.com","resolvedLanguage":null,"rssBody":"
Big Tech is quietly rewriting the front end of the travel experience.
\n
Historically, airlines and airports have owned the key touchpoints between passengers and their journey, including check-in, boarding passes, flight updates, and baggage tracking. But that control is starting to shift.
\n
\n
In July, some of the most noteworthy innovations in air travel didn’t come from within the industry, but from consumer tech giants.
\n
Big Tech is moving deeper into travel, embedding itself at critical moments in the passenger experience, as you’ll see in this edition.
\n
\n
The implications are profound.
\n
As user attention and expectations are increasingly shaped by these external platforms, airlines may no longer be able to define what a “good” customer experience looks like.
\n
Instead, they’ll be expected to operate within the design logic and interface rules of iPhones, Apple Wallets, and AI assistants.
\n
In this month’s Innovation Radar, we highlight three standout moves that signal this shift.
\n
Together, they paint a clear picture: the future of the travel user experience may be built on someone else’s platform.
\n
Innovation #1: Apple Brings TSA-Approved Digital Passports to the Wallet
\n
After years of discussing “digital identity” in travel, we’re finally seeing a concrete step forward, this time led by one of the world’s most influential tech players. Apple recently announced that U.S. iPhone users will soon be able to add their passports to their Apple Wallets, creating a TSA-approved digital ID usable at domestic airport security checkpoints.
\n
It’s a move many are calling a milestone in modernizing the travel experience.
\n
What exactly is happening?
\n
With the rollout of this feature, travelers can now store and present their passports digitally, much like a boarding pass.
\n
Here is how the process works:
\n
\n
Users upload passport details into their Apple Wallets.
\n
TSA scans and verifies the digital IDs at security checkpoints.
\n
Noneed to carry or hand over a physical document.
\n
\n
This initiative builds on Apple’s earlier support for digital driver’s licenses in select states. But, by enabling digital passports, Apple is now pushing deeper into the heart of the travel identity stack.
\n
\n
Why does this innovation stand out?
\n
Digital identity has long been viewed as a key unlock for seamless travel, but its adoption has not kept pace with the hype, especially given the complex combination of regulatory requirements, safety concerns, and the need for multi-stakeholder cooperation. Apple’s announcement appears to be a breakthrough. Not only does it simplify airport security processes and reduce document-handling friction, but it also aligns with the upcoming enforcement of Real ID regulations, offering a modern, secure alternative to outdated ID workflows.
\n
Just as importantly, it signals the growing role of consumer tech giants in shaping the infrastructure of Travel Tech itself. By embedding government-recognized ID functions into its ecosystem, Apple is quietly becoming a central player in how we move through airports – and eventually, across borders.
\n
Last but not least, it offers a glimpse into a paperless, biometric-driven travel future where your phone may serve as your passport, boarding pass, and central travel checkpoint, all in one.
\n
\n
Innovation #2: Apple (and Air Canada) Turn the Boarding Pass into a Travel Command Center
\n
Sticking with Apple for a second travel-relevant innovation. This one also has significant implications for enhancing the passenger experience.
\n
Shortly after announcing its digital passport, Apple unveiled a redesigned boarding pass experience as part of its refreshed Apple Wallet at the annual WWDC developer conference. The update turns the humble boarding pass into a centralized travel hub, offering live flight updates, terminal maps, baggage tracking, and more, all within the iPhone lock screen.
\n
The headline for June?
\n
Air Canada has emerged as one of the first airlines globally (and the very first non-U.S. carrier) to support this new feature, joining a lineup that includes Delta,United, JetBlue, and others. Once again, Air Canada reaffirms its position as an early adopter of passenger-centric digital innovation.
\n
What exactly is new?
\n
With the updated Apple Wallet, your boarding pass becomes much more than a scannable QR code. It now enables:
\n
\n
Live flight updates that appear directly on your lock screen.
\n
One-tap shortcuts to share flight status with friends, open Apple Maps for terminal directions, or access “Find My” to track checked bags.
\n
Integrated terminal maps that visualize gate locations without switching between apps.
\n
\n
The result: no need to recheck airline apps or web portals. All your travel info stays front and center on your screen, turning the iPhone into a personal control tower for your entire air travel journey, from check-in to baggage claim.
\n
\n
Why does this innovation stand out?
\n
First, it reduces passenger stress by providing real-time updates and direct access to critical journey tools, all inside the native Apple ecosystem. The tighter integration offers a smoother mobile experience than many airline apps have ever managed to deliver, and it comes without the friction of logins, pop-ups, or buried menus.
\n
Second, this raises the bar for what travelers expect from digital touchpoints. Airlines like Air Canada that integrate early not only stand out for user experience, but also for embracing a shift where the travel app is no longer the airline’s, but Apple’s.
\n
Third, this reinforces a broader trend: Big Tech is quietly becoming the backbone of modern travel infrastructure. From baggage tracking via AirTags to digital passports and now intelligent boarding passes, Apple is methodically embedding itself into the operational and emotional layers of the travel journey. While airlines and airports have struggled to develop similarly elegant tools in-house, partnerships with platforms like Apple might prove more effective (and scalable) than attempting to do so independently.
\n
As Apple builds out this digital layer of the passenger experience, the question for airlines isn’t whether to integrate, but how soon.
\n
\n
Innovation #3: Iberia Becomes First Airline to Launch AI Assistant on ChatGPT
\n
Innovation #3 doesn’t come from Apple, but it’s yet another example of an airline looking beyond the travel industry, again to a big tech player, to shape the next evolution of customer experience.
\n
Iberia just became the first airline to launch a dedicated AI assistant directly on OpenAI’s ChatGPT platform, marking a significant shift in how and where airlines can engage with travelers. The assistant lives inside the GPT Store and is designed to help users explore destinations, search for flights with flexible dates, plan multi-city trips, and even optimize based on budget, before handing over the results for booking directly via Iberia’s systems.
\n
So why does this stand out amid the current wave of airline-AI activity we explored in our May and June editions?
\n
It’s the first real example of an airline embedding itself natively into a major consumer AI platform, rather than building its own branded chatbot experience on its website or app, which often serves as just a front-end “wrapper” around the same underlying models, such as ChatGPT.
\n
\n
While most airline AI strategies have focused on building standalone chat interfaces on their own websites or apps, Iberia is betting on the idea that travelers will increasingly start their journey within general-purpose AI assistants like ChatGPT.
\n
And by being present there early, the airline positions itself at the top of that funnel.
\n
In other words, it’s one of the first examples of a travel provider recognizing that travel discovery, planning, and booking (especially among younger and more digitally savvy travelers) may no longer occur on their own channels.
\n
\n
\n
That said, there are still open questions.
\n
Access is currently limited to the GPT Store, which, at least for now, isn’t the first place average airline passengers would think to go when planning a trip.
\n
And that raises a strategic dilemma: Will Iberia actively promote this channel, potentially cannibalizing traffic from its own website?
\n
Or is this more of a test bed for future AI integrations?
\n
Either way, the launch is notable. It signals a world in which AI assistants may soon serve as the new home screen for travel discovery, replacing the search bar and possibly even airline websites as the starting point of the traveler journey.
\n
\n
Stay tuned for the next edition of Airline-Tech Innovation Radar. In the meantime, discover more about the Future of Travel here.
\n
","rssSummary":"
Big Tech is quietly rewriting the front end of the travel experience.
\n
Historically, airlines and airports have owned the key touchpoints between passengers and their journey, including check-in, boarding passes, flight updates, and baggage tracking. But that control is starting to shift.
\n
\n
In July, some of the most noteworthy innovations in air travel didn’t come from within the industry, but from consumer tech giants.
\n
Big Tech is moving deeper into travel, embedding itself at critical moments in the passenger experience, as you’ll see in this edition.
\n
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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\n
The live panel discussed:
\n
\n
Are tourism patterns changing? Where is everyone going this year?
\n
What impact, if any, might tariffs be having on tourism?
\n
With a flurry of new 2030 tourism targets being announced this year, where will we all be going in the next 5 years?
\n
\n\n
A look at growth trends
\n
The panel began by starting at the top and looking at global growth trends:
\n
\n
Capacity for this summer is expected to be 3.2% ahead of 2024.
\n
For the year to date so far (Jan - June 25), capacity is 3.2% ahead of the same months in 2024.
\n
Spain-UK is the top country pair in terms of summer capacity.
\n
\n
\n
Tariff impacts
\n
Next, 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
The results show a fall in arrivals from the Top 20 countries, with big reductions from Germany, France, the Netherlands, South Korea, and Ecuador.
\n
This time last year (May 2024), year-on-year growth for the top 20 visitor markets was +12.4%, with strong growth from all of the above countries.
\n
Year-to-date position shows that 11 of the Top 20 markets are flat or contracting.
\n
\n
\n
\n
Oliver gave his thoughts on how much impact tariffs and evolving tariff policies will have on consumers' travel decisions:
\n
\n
Geopolitics and aviation
\n
In 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.
\n
Whilst 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
\n
TOURISM TARGETS
\n
With 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
\n
What next?
\n
Having just spent 7 years leading the research team at Visit Florida, Jacob gave an insightful round-up to summarise the panel discussion:
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.
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","post_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\n
The live panel discussed:
\n
\n
Are tourism patterns changing? Where is everyone going this year?
\n
What impact, if any, might tariffs be having on tourism?
\n
With a flurry of new 2030 tourism targets being announced this year, where will we all be going in the next 5 years?
\n
\n\n
A look at growth trends
\n
The panel began by starting at the top and looking at global growth trends:
\n
\n
Capacity for this summer is expected to be 3.2% ahead of 2024.
\n
For the year to date so far (Jan - June 25), capacity is 3.2% ahead of the same months in 2024.
\n
Spain-UK is the top country pair in terms of summer capacity.
\n
\n
\n
Tariff impacts
\n
Next, 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
The results show a fall in arrivals from the Top 20 countries, with big reductions from Germany, France, the Netherlands, South Korea, and Ecuador.
\n
This time last year (May 2024), year-on-year growth for the top 20 visitor markets was +12.4%, with strong growth from all of the above countries.
\n
Year-to-date position shows that 11 of the Top 20 markets are flat or contracting.
\n
\n
\n
\n
Oliver gave his thoughts on how much impact tariffs and evolving tariff policies will have on consumers' travel decisions:
\n
\n
Geopolitics and aviation
\n
In 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.
\n
Whilst 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
\n
TOURISM TARGETS
\n
With 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
\n
What next?
\n
Having just spent 7 years leading the research team at Visit Florida, Jacob gave an insightful round-up to summarise the panel discussion:
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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\n
The live panel discussed:
\n
\n
Are tourism patterns changing? Where is everyone going this year?
\n
What impact, if any, might tariffs be having on tourism?
\n
With a flurry of new 2030 tourism targets being announced this year, where will we all be going in the next 5 years?
\n
\n\n
A look at growth trends
\n
The panel began by starting at the top and looking at global growth trends:
\n
\n
Capacity for this summer is expected to be 3.2% ahead of 2024.
\n
For the year to date so far (Jan - June 25), capacity is 3.2% ahead of the same months in 2024.
\n
Spain-UK is the top country pair in terms of summer capacity.
\n
\n
\n
Tariff impacts
\n
Next, 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
The results show a fall in arrivals from the Top 20 countries, with big reductions from Germany, France, the Netherlands, South Korea, and Ecuador.
\n
This time last year (May 2024), year-on-year growth for the top 20 visitor markets was +12.4%, with strong growth from all of the above countries.
\n
Year-to-date position shows that 11 of the Top 20 markets are flat or contracting.
\n
\n
\n
\n
Oliver gave his thoughts on how much impact tariffs and evolving tariff policies will have on consumers' travel decisions:
\n
\n
Geopolitics and aviation
\n
In 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.
\n
Whilst 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
\n
TOURISM TARGETS
\n
With 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
\n
What next?
\n
Having just spent 7 years leading the research team at Visit Florida, Jacob gave an insightful round-up to summarise the panel discussion:
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\n
The live panel discussed:
\n
\n
Are tourism patterns changing? Where is everyone going this year?
\n
What impact, if any, might tariffs be having on tourism?
\n
With a flurry of new 2030 tourism targets being announced this year, where will we all be going in the next 5 years?
\n
\n\n
A look at growth trends
\n
The panel began by starting at the top and looking at global growth trends:
\n
\n
Capacity for this summer is expected to be 3.2% ahead of 2024.
\n
For the year to date so far (Jan - June 25), capacity is 3.2% ahead of the same months in 2024.
\n
Spain-UK is the top country pair in terms of summer capacity.
\n
\n
\n
Tariff impacts
\n
Next, 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
The results show a fall in arrivals from the Top 20 countries, with big reductions from Germany, France, the Netherlands, South Korea, and Ecuador.
\n
This time last year (May 2024), year-on-year growth for the top 20 visitor markets was +12.4%, with strong growth from all of the above countries.
\n
Year-to-date position shows that 11 of the Top 20 markets are flat or contracting.
\n
\n
\n
\n
Oliver gave his thoughts on how much impact tariffs and evolving tariff policies will have on consumers' travel decisions:
\n
\n
Geopolitics and aviation
\n
In 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.
\n
Whilst 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
\n
TOURISM TARGETS
\n
With 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
\n
What next?
\n
Having just spent 7 years leading the research team at Visit Florida, Jacob gave an insightful round-up to summarise the panel discussion:
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\n
The live panel discussed:
\n
\n
Are tourism patterns changing? Where is everyone going this year?
\n
What impact, if any, might tariffs be having on tourism?
\n
With a flurry of new 2030 tourism targets being announced this year, where will we all be going in the next 5 years?
\n
\n\n
A look at growth trends
\n
The panel began by starting at the top and looking at global growth trends:
\n
\n
Capacity for this summer is expected to be 3.2% ahead of 2024.
\n
For the year to date so far (Jan - June 25), capacity is 3.2% ahead of the same months in 2024.
\n
Spain-UK is the top country pair in terms of summer capacity.
\n
\n
\n
Tariff impacts
\n
Next, 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
The results show a fall in arrivals from the Top 20 countries, with big reductions from Germany, France, the Netherlands, South Korea, and Ecuador.
\n
This time last year (May 2024), year-on-year growth for the top 20 visitor markets was +12.4%, with strong growth from all of the above countries.
\n
Year-to-date position shows that 11 of the Top 20 markets are flat or contracting.
\n
\n
\n
\n
Oliver gave his thoughts on how much impact tariffs and evolving tariff policies will have on consumers' travel decisions:
\n
\n
Geopolitics and aviation
\n
In 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.
\n
Whilst 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
\n
TOURISM TARGETS
\n
With 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
\n
What next?
\n
Having just spent 7 years leading the research team at Visit Florida, Jacob gave an insightful round-up to summarise the panel discussion:
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.
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\n
The live panel discussed:
\n
\n
Are tourism patterns changing? Where is everyone going this year?
\n
What impact, if any, might tariffs be having on tourism?
\n
With a flurry of new 2030 tourism targets being announced this year, where will we all be going in the next 5 years?
\n
\n\n
A look at growth trends
\n
The panel began by starting at the top and looking at global growth trends:
\n
\n
Capacity for this summer is expected to be 3.2% ahead of 2024.
\n
For the year to date so far (Jan - June 25), capacity is 3.2% ahead of the same months in 2024.
\n
Spain-UK is the top country pair in terms of summer capacity.
\n
\n
\n
Tariff impacts
\n
Next, 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
The results show a fall in arrivals from the Top 20 countries, with big reductions from Germany, France, the Netherlands, South Korea, and Ecuador.
\n
This time last year (May 2024), year-on-year growth for the top 20 visitor markets was +12.4%, with strong growth from all of the above countries.
\n
Year-to-date position shows that 11 of the Top 20 markets are flat or contracting.
\n
\n
\n
\n
Oliver gave his thoughts on how much impact tariffs and evolving tariff policies will have on consumers' travel decisions:
\n
\n
Geopolitics and aviation
\n
In 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.
\n
Whilst 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
\n
TOURISM TARGETS
\n
With 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
\n
What next?
\n
Having just spent 7 years leading the research team at Visit Florida, Jacob gave an insightful round-up to summarise the panel discussion:
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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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\n
The live panel discussed:
\n
\n
Are tourism patterns changing? Where is everyone going this year?
\n
What impact, if any, might tariffs be having on tourism?
\n
With a flurry of new 2030 tourism targets being announced this year, where will we all be going in the next 5 years?
\n
\n\n
A look at growth trends
\n
The panel began by starting at the top and looking at global growth trends:
\n
\n
Capacity for this summer is expected to be 3.2% ahead of 2024.
\n
For the year to date so far (Jan - June 25), capacity is 3.2% ahead of the same months in 2024.
\n
Spain-UK is the top country pair in terms of summer capacity.
\n
\n
\n
Tariff impacts
\n
Next, 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
The results show a fall in arrivals from the Top 20 countries, with big reductions from Germany, France, the Netherlands, South Korea, and Ecuador.
\n
This time last year (May 2024), year-on-year growth for the top 20 visitor markets was +12.4%, with strong growth from all of the above countries.
\n
Year-to-date position shows that 11 of the Top 20 markets are flat or contracting.
\n
\n
\n
\n
Oliver gave his thoughts on how much impact tariffs and evolving tariff policies will have on consumers' travel decisions:
\n
\n
Geopolitics and aviation
\n
In 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.
\n
Whilst 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
\n
TOURISM TARGETS
\n
With 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
\n
What next?
\n
Having just spent 7 years leading the research team at Visit Florida, Jacob gave an insightful round-up to summarise the panel discussion:
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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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.
\n\n
The live panel discussed:
\n
\n
With some recent big orders, how are airline fleets evolving? Who is leading in terms of growth, and where?
\n
How will future orders shape global fleets going forward?
\n
Can airlines accurately forecast demand in the current era of tariffs and geopolitical turmoil?
\n
Is lack of investment in infrastructure holding airlines back?
\n
\n\n
A look at growth trends
\n
As usual, the panel began by starting at the top and looking at global growth trends before moving on to this month's subject matter:
\n
\n
The data shows capacity for this summer is expected to be 3.1% ahead of 2024.
\n
For the year to date so far (January - May 2025), capacity is 3.3% ahead of the same months in 2024.
\n
\n
\n
It's a narrowbody world
\n
Next, the panel examined the current composition of capacity from an aircraft group type perspective, grouping current operations into five categories.
\n
\n
Looking at a snapshot of how it breaks down in percentage terms, narrowbodies were almost 70% in 2015, they're now 76% of the market. So while some of the big orders recently have been for widebodies, it's a narrowbody world in terms of how people are travelling.
\n
\n
\n
How will today's orders shape tomorrow's fleets?
\n
Next, the panel looked forward to analyse what is on order as of now, across the same fleet categories:
\n
\n
Asia has the largest fleet currently, accounting for a third of all aircraft. It also has the youngest fleet, with an average aircraft age of 12 years, meaning that more of the aircraft on order will facilitate growth rather than fleet replacement.
\n
For North America and Oceania, many more of the aircraft on order will be for replacement.
\n
\n
\n
Infrastructure bottlenecks
\n
Next, the panel discussed some of the key infrastructure investment challenges emerging, citing ATC as a key example:
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.
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.
\n","post_body":"
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.
\n\n
The live panel discussed:
\n
\n
With some recent big orders, how are airline fleets evolving? Who is leading in terms of growth, and where?
\n
How will future orders shape global fleets going forward?
\n
Can airlines accurately forecast demand in the current era of tariffs and geopolitical turmoil?
\n
Is lack of investment in infrastructure holding airlines back?
\n
\n\n
A look at growth trends
\n
As usual, the panel began by starting at the top and looking at global growth trends before moving on to this month's subject matter:
\n
\n
The data shows capacity for this summer is expected to be 3.1% ahead of 2024.
\n
For the year to date so far (January - May 2025), capacity is 3.3% ahead of the same months in 2024.
\n
\n
\n
It's a narrowbody world
\n
Next, the panel examined the current composition of capacity from an aircraft group type perspective, grouping current operations into five categories.
\n
\n
Looking at a snapshot of how it breaks down in percentage terms, narrowbodies were almost 70% in 2015, they're now 76% of the market. So while some of the big orders recently have been for widebodies, it's a narrowbody world in terms of how people are travelling.
\n
\n
\n
How will today's orders shape tomorrow's fleets?
\n
Next, the panel looked forward to analyse what is on order as of now, across the same fleet categories:
\n
\n
Asia has the largest fleet currently, accounting for a third of all aircraft. It also has the youngest fleet, with an average aircraft age of 12 years, meaning that more of the aircraft on order will facilitate growth rather than fleet replacement.
\n
For North America and Oceania, many more of the aircraft on order will be for replacement.
\n
\n
\n
Infrastructure bottlenecks
\n
Next, the panel discussed some of the key infrastructure investment challenges emerging, citing ATC as a key example:
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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.
\n\n
The live panel discussed:
\n
\n
With some recent big orders, how are airline fleets evolving? Who is leading in terms of growth, and where?
\n
How will future orders shape global fleets going forward?
\n
Can airlines accurately forecast demand in the current era of tariffs and geopolitical turmoil?
\n
Is lack of investment in infrastructure holding airlines back?
\n
\n\n
A look at growth trends
\n
As usual, the panel began by starting at the top and looking at global growth trends before moving on to this month's subject matter:
\n
\n
The data shows capacity for this summer is expected to be 3.1% ahead of 2024.
\n
For the year to date so far (January - May 2025), capacity is 3.3% ahead of the same months in 2024.
\n
\n
\n
It's a narrowbody world
\n
Next, the panel examined the current composition of capacity from an aircraft group type perspective, grouping current operations into five categories.
\n
\n
Looking at a snapshot of how it breaks down in percentage terms, narrowbodies were almost 70% in 2015, they're now 76% of the market. So while some of the big orders recently have been for widebodies, it's a narrowbody world in terms of how people are travelling.
\n
\n
\n
How will today's orders shape tomorrow's fleets?
\n
Next, the panel looked forward to analyse what is on order as of now, across the same fleet categories:
\n
\n
Asia has the largest fleet currently, accounting for a third of all aircraft. It also has the youngest fleet, with an average aircraft age of 12 years, meaning that more of the aircraft on order will facilitate growth rather than fleet replacement.
\n
For North America and Oceania, many more of the aircraft on order will be for replacement.
\n
\n
\n
Infrastructure bottlenecks
\n
Next, the panel discussed some of the key infrastructure investment challenges emerging, citing ATC as a key example:
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.
\n\n
The live panel discussed:
\n
\n
With some recent big orders, how are airline fleets evolving? Who is leading in terms of growth, and where?
\n
How will future orders shape global fleets going forward?
\n
Can airlines accurately forecast demand in the current era of tariffs and geopolitical turmoil?
\n
Is lack of investment in infrastructure holding airlines back?
\n
\n\n
A look at growth trends
\n
As usual, the panel began by starting at the top and looking at global growth trends before moving on to this month's subject matter:
\n
\n
The data shows capacity for this summer is expected to be 3.1% ahead of 2024.
\n
For the year to date so far (January - May 2025), capacity is 3.3% ahead of the same months in 2024.
\n
\n
\n
It's a narrowbody world
\n
Next, the panel examined the current composition of capacity from an aircraft group type perspective, grouping current operations into five categories.
\n
\n
Looking at a snapshot of how it breaks down in percentage terms, narrowbodies were almost 70% in 2015, they're now 76% of the market. So while some of the big orders recently have been for widebodies, it's a narrowbody world in terms of how people are travelling.
\n
\n
\n
How will today's orders shape tomorrow's fleets?
\n
Next, the panel looked forward to analyse what is on order as of now, across the same fleet categories:
\n
\n
Asia has the largest fleet currently, accounting for a third of all aircraft. It also has the youngest fleet, with an average aircraft age of 12 years, meaning that more of the aircraft on order will facilitate growth rather than fleet replacement.
\n
For North America and Oceania, many more of the aircraft on order will be for replacement.
\n
\n
\n
Infrastructure bottlenecks
\n
Next, the panel discussed some of the key infrastructure investment challenges emerging, citing ATC as a key example:
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.
\n\n
The live panel discussed:
\n
\n
With some recent big orders, how are airline fleets evolving? Who is leading in terms of growth, and where?
\n
How will future orders shape global fleets going forward?
\n
Can airlines accurately forecast demand in the current era of tariffs and geopolitical turmoil?
\n
Is lack of investment in infrastructure holding airlines back?
\n
\n\n
A look at growth trends
\n
As usual, the panel began by starting at the top and looking at global growth trends before moving on to this month's subject matter:
\n
\n
The data shows capacity for this summer is expected to be 3.1% ahead of 2024.
\n
For the year to date so far (January - May 2025), capacity is 3.3% ahead of the same months in 2024.
\n
\n
\n
It's a narrowbody world
\n
Next, the panel examined the current composition of capacity from an aircraft group type perspective, grouping current operations into five categories.
\n
\n
Looking at a snapshot of how it breaks down in percentage terms, narrowbodies were almost 70% in 2015, they're now 76% of the market. So while some of the big orders recently have been for widebodies, it's a narrowbody world in terms of how people are travelling.
\n
\n
\n
How will today's orders shape tomorrow's fleets?
\n
Next, the panel looked forward to analyse what is on order as of now, across the same fleet categories:
\n
\n
Asia has the largest fleet currently, accounting for a third of all aircraft. It also has the youngest fleet, with an average aircraft age of 12 years, meaning that more of the aircraft on order will facilitate growth rather than fleet replacement.
\n
For North America and Oceania, many more of the aircraft on order will be for replacement.
\n
\n
\n
Infrastructure bottlenecks
\n
Next, the panel discussed some of the key infrastructure investment challenges emerging, citing ATC as a key example:
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.
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.
\n\n
The live panel discussed:
\n
\n
With some recent big orders, how are airline fleets evolving? Who is leading in terms of growth, and where?
\n
How will future orders shape global fleets going forward?
\n
Can airlines accurately forecast demand in the current era of tariffs and geopolitical turmoil?
\n
Is lack of investment in infrastructure holding airlines back?
\n
\n\n
A look at growth trends
\n
As usual, the panel began by starting at the top and looking at global growth trends before moving on to this month's subject matter:
\n
\n
The data shows capacity for this summer is expected to be 3.1% ahead of 2024.
\n
For the year to date so far (January - May 2025), capacity is 3.3% ahead of the same months in 2024.
\n
\n
\n
It's a narrowbody world
\n
Next, the panel examined the current composition of capacity from an aircraft group type perspective, grouping current operations into five categories.
\n
\n
Looking at a snapshot of how it breaks down in percentage terms, narrowbodies were almost 70% in 2015, they're now 76% of the market. So while some of the big orders recently have been for widebodies, it's a narrowbody world in terms of how people are travelling.
\n
\n
\n
How will today's orders shape tomorrow's fleets?
\n
Next, the panel looked forward to analyse what is on order as of now, across the same fleet categories:
\n
\n
Asia has the largest fleet currently, accounting for a third of all aircraft. It also has the youngest fleet, with an average aircraft age of 12 years, meaning that more of the aircraft on order will facilitate growth rather than fleet replacement.
\n
For North America and Oceania, many more of the aircraft on order will be for replacement.
\n
\n
\n
Infrastructure bottlenecks
\n
Next, the panel discussed some of the key infrastructure investment challenges emerging, citing ATC as a key example:
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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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.
\n\n
The live panel discussed:
\n
\n
With some recent big orders, how are airline fleets evolving? Who is leading in terms of growth, and where?
\n
How will future orders shape global fleets going forward?
\n
Can airlines accurately forecast demand in the current era of tariffs and geopolitical turmoil?
\n
Is lack of investment in infrastructure holding airlines back?
\n
\n\n
A look at growth trends
\n
As usual, the panel began by starting at the top and looking at global growth trends before moving on to this month's subject matter:
\n
\n
The data shows capacity for this summer is expected to be 3.1% ahead of 2024.
\n
For the year to date so far (January - May 2025), capacity is 3.3% ahead of the same months in 2024.
\n
\n
\n
It's a narrowbody world
\n
Next, the panel examined the current composition of capacity from an aircraft group type perspective, grouping current operations into five categories.
\n
\n
Looking at a snapshot of how it breaks down in percentage terms, narrowbodies were almost 70% in 2015, they're now 76% of the market. So while some of the big orders recently have been for widebodies, it's a narrowbody world in terms of how people are travelling.
\n
\n
\n
How will today's orders shape tomorrow's fleets?
\n
Next, the panel looked forward to analyse what is on order as of now, across the same fleet categories:
\n
\n
Asia has the largest fleet currently, accounting for a third of all aircraft. It also has the youngest fleet, with an average aircraft age of 12 years, meaning that more of the aircraft on order will facilitate growth rather than fleet replacement.
\n
For North America and Oceania, many more of the aircraft on order will be for replacement.
\n
\n
\n
Infrastructure bottlenecks
\n
Next, the panel discussed some of the key infrastructure investment challenges emerging, citing ATC as a key example:
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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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Ogaga Udjo, MD of ZA Logics, to take a deep dive into Africa's aviation landscape.
\n\n
The live panel discussed:
\n
\n
Growth trends - what are the fastest growing markets on the continent?
\n
Airline business models - do those that work elsewhere work for Africa?
\n
What opportunities and challenges lie ahead?
\n
\n
A Look at Growth Trends
\n
First, the panel discussed global growth trends and Africa's capacity and frequency changes:
\n
\n
Capacity for this summer is expected to be 3.3% ahead of 2024
\n
In Africa domestic growth has contracted but international capacity is up by 3.5%
\n
Looking at total capacity growth in Africa by subregion highlights that growth is happening across the continent with the exception of Central/Western Africa. Southern Africa sees the highest growth rate, with an increase in capacity this summer of 9.6% on last summer
\n
Frequency growth follows a similar trend
\n
\n
Ogaga gave his insights on the global outlook:
\n
\n
exploring the Carrier Landscape
\n
Next, the panel discussed the African carrier landscape. There were some interesting points to explore:
\n
\n
In the last 10 years, Ethiopian has moved up to become Africa’s largest carrier, with 17% of African capacity
\n
SAA, once the largest carrier, is now 11th largest in the continent
\n
8 of the Top 20 largest carriers operating in Africa are domiciled outside of the continent
\n
In April 2015 there were 88 African domiciled carriers and today there are 109, but there are 37 carriers in April 2015 which don’t exist today
\n
\n
\n
Which business model dominates in the continent?
\n
Next, the panel discussed business models:
\n
\n
Africa lags behind the global norm for legacy/LCC capacity shares, where 35% of seats operate on low cost carriers (LCCs). Some regions are considerably higher than that, notably Europe, where 44% of seats operate on LCCs, and Latin America where the comparable share is 40%
\n
The region seeing the fastest degree of LCC penetration is the Middle East where in the last 10 years, LCC shares have grown from 15% to 29%. Africa’s LCC share remains stuck at 16% of all operations, an increase from 9% in 2015. This is largely driven by the growth of European –North Africa services into Morocco
\n
\n
Will LCCs ever take off in Africa? Or is a different model needed for success?
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Ogaga Udjo, MD of ZA Logics, to take a deep dive into Africa's aviation landscape.
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Ogaga Udjo, MD of ZA Logics, to take a deep dive into Africa's aviation landscape.
\n","post_body":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Ogaga Udjo, MD of ZA Logics, to take a deep dive into Africa's aviation landscape.
\n\n
The live panel discussed:
\n
\n
Growth trends - what are the fastest growing markets on the continent?
\n
Airline business models - do those that work elsewhere work for Africa?
\n
What opportunities and challenges lie ahead?
\n
\n
A Look at Growth Trends
\n
First, the panel discussed global growth trends and Africa's capacity and frequency changes:
\n
\n
Capacity for this summer is expected to be 3.3% ahead of 2024
\n
In Africa domestic growth has contracted but international capacity is up by 3.5%
\n
Looking at total capacity growth in Africa by subregion highlights that growth is happening across the continent with the exception of Central/Western Africa. Southern Africa sees the highest growth rate, with an increase in capacity this summer of 9.6% on last summer
\n
Frequency growth follows a similar trend
\n
\n
Ogaga gave his insights on the global outlook:
\n
\n
exploring the Carrier Landscape
\n
Next, the panel discussed the African carrier landscape. There were some interesting points to explore:
\n
\n
In the last 10 years, Ethiopian has moved up to become Africa’s largest carrier, with 17% of African capacity
\n
SAA, once the largest carrier, is now 11th largest in the continent
\n
8 of the Top 20 largest carriers operating in Africa are domiciled outside of the continent
\n
In April 2015 there were 88 African domiciled carriers and today there are 109, but there are 37 carriers in April 2015 which don’t exist today
\n
\n
\n
Which business model dominates in the continent?
\n
Next, the panel discussed business models:
\n
\n
Africa lags behind the global norm for legacy/LCC capacity shares, where 35% of seats operate on low cost carriers (LCCs). Some regions are considerably higher than that, notably Europe, where 44% of seats operate on LCCs, and Latin America where the comparable share is 40%
\n
The region seeing the fastest degree of LCC penetration is the Middle East where in the last 10 years, LCC shares have grown from 15% to 29%. Africa’s LCC share remains stuck at 16% of all operations, an increase from 9% in 2015. This is largely driven by the growth of European –North Africa services into Morocco
\n
\n
Will LCCs ever take off in Africa? Or is a different model needed for success?
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Ogaga Udjo, MD of ZA Logics, to take a deep dive into Africa's aviation landscape.
\n\n
The live panel discussed:
\n
\n
Growth trends - what are the fastest growing markets on the continent?
\n
Airline business models - do those that work elsewhere work for Africa?
\n
What opportunities and challenges lie ahead?
\n
\n
A Look at Growth Trends
\n
First, the panel discussed global growth trends and Africa's capacity and frequency changes:
\n
\n
Capacity for this summer is expected to be 3.3% ahead of 2024
\n
In Africa domestic growth has contracted but international capacity is up by 3.5%
\n
Looking at total capacity growth in Africa by subregion highlights that growth is happening across the continent with the exception of Central/Western Africa. Southern Africa sees the highest growth rate, with an increase in capacity this summer of 9.6% on last summer
\n
Frequency growth follows a similar trend
\n
\n
Ogaga gave his insights on the global outlook:
\n
\n
exploring the Carrier Landscape
\n
Next, the panel discussed the African carrier landscape. There were some interesting points to explore:
\n
\n
In the last 10 years, Ethiopian has moved up to become Africa’s largest carrier, with 17% of African capacity
\n
SAA, once the largest carrier, is now 11th largest in the continent
\n
8 of the Top 20 largest carriers operating in Africa are domiciled outside of the continent
\n
In April 2015 there were 88 African domiciled carriers and today there are 109, but there are 37 carriers in April 2015 which don’t exist today
\n
\n
\n
Which business model dominates in the continent?
\n
Next, the panel discussed business models:
\n
\n
Africa lags behind the global norm for legacy/LCC capacity shares, where 35% of seats operate on low cost carriers (LCCs). Some regions are considerably higher than that, notably Europe, where 44% of seats operate on LCCs, and Latin America where the comparable share is 40%
\n
The region seeing the fastest degree of LCC penetration is the Middle East where in the last 10 years, LCC shares have grown from 15% to 29%. Africa’s LCC share remains stuck at 16% of all operations, an increase from 9% in 2015. This is largely driven by the growth of European –North Africa services into Morocco
\n
\n
Will LCCs ever take off in Africa? Or is a different model needed for success?
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Ogaga Udjo, MD of ZA Logics, to take a deep dive into Africa's aviation landscape.
\n\n
The live panel discussed:
\n
\n
Growth trends - what are the fastest growing markets on the continent?
\n
Airline business models - do those that work elsewhere work for Africa?
\n
What opportunities and challenges lie ahead?
\n
\n
A Look at Growth Trends
\n
First, the panel discussed global growth trends and Africa's capacity and frequency changes:
\n
\n
Capacity for this summer is expected to be 3.3% ahead of 2024
\n
In Africa domestic growth has contracted but international capacity is up by 3.5%
\n
Looking at total capacity growth in Africa by subregion highlights that growth is happening across the continent with the exception of Central/Western Africa. Southern Africa sees the highest growth rate, with an increase in capacity this summer of 9.6% on last summer
\n
Frequency growth follows a similar trend
\n
\n
Ogaga gave his insights on the global outlook:
\n
\n
exploring the Carrier Landscape
\n
Next, the panel discussed the African carrier landscape. There were some interesting points to explore:
\n
\n
In the last 10 years, Ethiopian has moved up to become Africa’s largest carrier, with 17% of African capacity
\n
SAA, once the largest carrier, is now 11th largest in the continent
\n
8 of the Top 20 largest carriers operating in Africa are domiciled outside of the continent
\n
In April 2015 there were 88 African domiciled carriers and today there are 109, but there are 37 carriers in April 2015 which don’t exist today
\n
\n
\n
Which business model dominates in the continent?
\n
Next, the panel discussed business models:
\n
\n
Africa lags behind the global norm for legacy/LCC capacity shares, where 35% of seats operate on low cost carriers (LCCs). Some regions are considerably higher than that, notably Europe, where 44% of seats operate on LCCs, and Latin America where the comparable share is 40%
\n
The region seeing the fastest degree of LCC penetration is the Middle East where in the last 10 years, LCC shares have grown from 15% to 29%. Africa’s LCC share remains stuck at 16% of all operations, an increase from 9% in 2015. This is largely driven by the growth of European –North Africa services into Morocco
\n
\n
Will LCCs ever take off in Africa? Or is a different model needed for success?
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Ogaga Udjo, MD of ZA Logics, to take a deep dive into Africa's aviation landscape.
\n\n
The live panel discussed:
\n
\n
Growth trends - what are the fastest growing markets on the continent?
\n
Airline business models - do those that work elsewhere work for Africa?
\n
What opportunities and challenges lie ahead?
\n
\n
A Look at Growth Trends
\n
First, the panel discussed global growth trends and Africa's capacity and frequency changes:
\n
\n
Capacity for this summer is expected to be 3.3% ahead of 2024
\n
In Africa domestic growth has contracted but international capacity is up by 3.5%
\n
Looking at total capacity growth in Africa by subregion highlights that growth is happening across the continent with the exception of Central/Western Africa. Southern Africa sees the highest growth rate, with an increase in capacity this summer of 9.6% on last summer
\n
Frequency growth follows a similar trend
\n
\n
Ogaga gave his insights on the global outlook:
\n
\n
exploring the Carrier Landscape
\n
Next, the panel discussed the African carrier landscape. There were some interesting points to explore:
\n
\n
In the last 10 years, Ethiopian has moved up to become Africa’s largest carrier, with 17% of African capacity
\n
SAA, once the largest carrier, is now 11th largest in the continent
\n
8 of the Top 20 largest carriers operating in Africa are domiciled outside of the continent
\n
In April 2015 there were 88 African domiciled carriers and today there are 109, but there are 37 carriers in April 2015 which don’t exist today
\n
\n
\n
Which business model dominates in the continent?
\n
Next, the panel discussed business models:
\n
\n
Africa lags behind the global norm for legacy/LCC capacity shares, where 35% of seats operate on low cost carriers (LCCs). Some regions are considerably higher than that, notably Europe, where 44% of seats operate on LCCs, and Latin America where the comparable share is 40%
\n
The region seeing the fastest degree of LCC penetration is the Middle East where in the last 10 years, LCC shares have grown from 15% to 29%. Africa’s LCC share remains stuck at 16% of all operations, an increase from 9% in 2015. This is largely driven by the growth of European –North Africa services into Morocco
\n
\n
Will LCCs ever take off in Africa? Or is a different model needed for success?
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Ogaga Udjo, MD of ZA Logics, to take a deep dive into Africa's aviation landscape.
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Ogaga Udjo, MD of ZA Logics, to take a deep dive into Africa's aviation landscape.
\n\n
The live panel discussed:
\n
\n
Growth trends - what are the fastest growing markets on the continent?
\n
Airline business models - do those that work elsewhere work for Africa?
\n
What opportunities and challenges lie ahead?
\n
\n
A Look at Growth Trends
\n
First, the panel discussed global growth trends and Africa's capacity and frequency changes:
\n
\n
Capacity for this summer is expected to be 3.3% ahead of 2024
\n
In Africa domestic growth has contracted but international capacity is up by 3.5%
\n
Looking at total capacity growth in Africa by subregion highlights that growth is happening across the continent with the exception of Central/Western Africa. Southern Africa sees the highest growth rate, with an increase in capacity this summer of 9.6% on last summer
\n
Frequency growth follows a similar trend
\n
\n
Ogaga gave his insights on the global outlook:
\n
\n
exploring the Carrier Landscape
\n
Next, the panel discussed the African carrier landscape. There were some interesting points to explore:
\n
\n
In the last 10 years, Ethiopian has moved up to become Africa’s largest carrier, with 17% of African capacity
\n
SAA, once the largest carrier, is now 11th largest in the continent
\n
8 of the Top 20 largest carriers operating in Africa are domiciled outside of the continent
\n
In April 2015 there were 88 African domiciled carriers and today there are 109, but there are 37 carriers in April 2015 which don’t exist today
\n
\n
\n
Which business model dominates in the continent?
\n
Next, the panel discussed business models:
\n
\n
Africa lags behind the global norm for legacy/LCC capacity shares, where 35% of seats operate on low cost carriers (LCCs). Some regions are considerably higher than that, notably Europe, where 44% of seats operate on LCCs, and Latin America where the comparable share is 40%
\n
The region seeing the fastest degree of LCC penetration is the Middle East where in the last 10 years, LCC shares have grown from 15% to 29%. Africa’s LCC share remains stuck at 16% of all operations, an increase from 9% in 2015. This is largely driven by the growth of European –North Africa services into Morocco
\n
\n
Will LCCs ever take off in Africa? Or is a different model needed for success?
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Ogaga Udjo, MD of ZA Logics, to take a deep dive into Africa's aviation landscape.
\n","postSummaryRss":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Ogaga Udjo, MD of ZA Logics, to take a deep dive into Africa's aviation landscape.
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Ogaga Udjo, MD of ZA Logics, to take a deep dive into Africa's aviation landscape.
\n\n
The live panel discussed:
\n
\n
Growth trends - what are the fastest growing markets on the continent?
\n
Airline business models - do those that work elsewhere work for Africa?
\n
What opportunities and challenges lie ahead?
\n
\n
A Look at Growth Trends
\n
First, the panel discussed global growth trends and Africa's capacity and frequency changes:
\n
\n
Capacity for this summer is expected to be 3.3% ahead of 2024
\n
In Africa domestic growth has contracted but international capacity is up by 3.5%
\n
Looking at total capacity growth in Africa by subregion highlights that growth is happening across the continent with the exception of Central/Western Africa. Southern Africa sees the highest growth rate, with an increase in capacity this summer of 9.6% on last summer
\n
Frequency growth follows a similar trend
\n
\n
Ogaga gave his insights on the global outlook:
\n
\n
exploring the Carrier Landscape
\n
Next, the panel discussed the African carrier landscape. There were some interesting points to explore:
\n
\n
In the last 10 years, Ethiopian has moved up to become Africa’s largest carrier, with 17% of African capacity
\n
SAA, once the largest carrier, is now 11th largest in the continent
\n
8 of the Top 20 largest carriers operating in Africa are domiciled outside of the continent
\n
In April 2015 there were 88 African domiciled carriers and today there are 109, but there are 37 carriers in April 2015 which don’t exist today
\n
\n
\n
Which business model dominates in the continent?
\n
Next, the panel discussed business models:
\n
\n
Africa lags behind the global norm for legacy/LCC capacity shares, where 35% of seats operate on low cost carriers (LCCs). Some regions are considerably higher than that, notably Europe, where 44% of seats operate on LCCs, and Latin America where the comparable share is 40%
\n
The region seeing the fastest degree of LCC penetration is the Middle East where in the last 10 years, LCC shares have grown from 15% to 29%. Africa’s LCC share remains stuck at 16% of all operations, an increase from 9% in 2015. This is largely driven by the growth of European –North Africa services into Morocco
\n
\n
Will LCCs ever take off in Africa? Or is a different model needed for success?
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Ogaga Udjo, MD of ZA Logics, to take a deep dive into Africa's aviation landscape.
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Brett Snyder, President of Cranky Flier, to explore Summer 2025 capacity and frequency trends in the US market. The live panel discussed:
\n\n
\n
Capacity trends - is a domestic slowdown coming?
\n
Key international destinations - where is growth expected?
\n
Airline strategies and fleet decisions - how are they impacting growth plans?
\n
\n
WHAT'S THE SUMMER FORECAST FOR THE AVIATION INDUSTRY?
\n
The panel began by exploring global growth trends:
\n
\n
Capacity for this summer is expected to be 2.3% ahead of 2024
\n
For the year to date so far (January to March 2025), capacity is 2.7% ahead of the same months in 2024
\n
Summer capacity is expected to grow fastest in the Latin America and Asia Pacific regions, with increases of 4.6% and 4.3% respectively on Summer 2024
\n
\n
While discussing the data for the summer season, the panel stressed how this is a constantly evolving time for the industry, and that it's going to ultimately be tricky to predict how the market will behave over the coming months, weeks, and even days:
\n
\n
Despite the uncertainty, at this point in the discussion, John asked, \"Brett, you're very in tune with the market. If you had to give a synopsis of what's happening in the first three months of this year and how the next three months look, what would your perspective be of the current state of the aviation industry?\" (A tricky question to ask when, as Brett puts it, we don't know what's going to happen tomorrow!)
\n
\n
US Domestic and International Capacity
\n
The panel then dived into the data for US domestic and international capacity:
\n
\n
Some of the fastest growing cities this summer for domestic capacity are in Florida - Fort Myers, West Palm Beach, and Tampa. There is also strong capacity growth in California, San Francisco and Sacramento
\n
In terms of international capacity, Europe remains the most important market, with the UK the largest
\n
Strongest growth is coming from Italy, Ireland, Turkiye, Greece and Finland - all of which have seen double digit capacity growth this summer
\n
\n
Is Domestic Demand Softening?
\n
As the panel discussed the GDP forecast, the conversation turned to factors that may impact demand in the domestic market, including political and economic factors. To what extent will the cost of living and uncertainty in the US political system impact consumer confidence?
\n
\n
TO WATCH THE PANEL DISCUSSION IN FULL, CLICK TO VIEW THE Webinar Here:
Register below to stay informed about future webinars:
\n
","rss_summary":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Brett Snyder, President of Cranky Flier, to explore Summer 2025 capacity and frequency trends in the US market. The live panel discussed:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Brett Snyder, President of Cranky Flier, to explore Summer 2025 capacity and frequency trends in the US market. The live panel discussed:
\n","post_body":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Brett Snyder, President of Cranky Flier, to explore Summer 2025 capacity and frequency trends in the US market. The live panel discussed:
\n\n
\n
Capacity trends - is a domestic slowdown coming?
\n
Key international destinations - where is growth expected?
\n
Airline strategies and fleet decisions - how are they impacting growth plans?
\n
\n
WHAT'S THE SUMMER FORECAST FOR THE AVIATION INDUSTRY?
\n
The panel began by exploring global growth trends:
\n
\n
Capacity for this summer is expected to be 2.3% ahead of 2024
\n
For the year to date so far (January to March 2025), capacity is 2.7% ahead of the same months in 2024
\n
Summer capacity is expected to grow fastest in the Latin America and Asia Pacific regions, with increases of 4.6% and 4.3% respectively on Summer 2024
\n
\n
While discussing the data for the summer season, the panel stressed how this is a constantly evolving time for the industry, and that it's going to ultimately be tricky to predict how the market will behave over the coming months, weeks, and even days:
\n
\n
Despite the uncertainty, at this point in the discussion, John asked, \"Brett, you're very in tune with the market. If you had to give a synopsis of what's happening in the first three months of this year and how the next three months look, what would your perspective be of the current state of the aviation industry?\" (A tricky question to ask when, as Brett puts it, we don't know what's going to happen tomorrow!)
\n
\n
US Domestic and International Capacity
\n
The panel then dived into the data for US domestic and international capacity:
\n
\n
Some of the fastest growing cities this summer for domestic capacity are in Florida - Fort Myers, West Palm Beach, and Tampa. There is also strong capacity growth in California, San Francisco and Sacramento
\n
In terms of international capacity, Europe remains the most important market, with the UK the largest
\n
Strongest growth is coming from Italy, Ireland, Turkiye, Greece and Finland - all of which have seen double digit capacity growth this summer
\n
\n
Is Domestic Demand Softening?
\n
As the panel discussed the GDP forecast, the conversation turned to factors that may impact demand in the domestic market, including political and economic factors. To what extent will the cost of living and uncertainty in the US political system impact consumer confidence?
\n
\n
TO WATCH THE PANEL DISCUSSION IN FULL, CLICK TO VIEW THE Webinar Here:
Register below to stay informed about future webinars:
\n
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Brett Snyder, President of Cranky Flier, to explore Summer 2025 capacity and frequency trends in the US market. The live panel discussed:
\n\n
\n
Capacity trends - is a domestic slowdown coming?
\n
Key international destinations - where is growth expected?
\n
Airline strategies and fleet decisions - how are they impacting growth plans?
\n
\n
WHAT'S THE SUMMER FORECAST FOR THE AVIATION INDUSTRY?
\n
The panel began by exploring global growth trends:
\n
\n
Capacity for this summer is expected to be 2.3% ahead of 2024
\n
For the year to date so far (January to March 2025), capacity is 2.7% ahead of the same months in 2024
\n
Summer capacity is expected to grow fastest in the Latin America and Asia Pacific regions, with increases of 4.6% and 4.3% respectively on Summer 2024
\n
\n
While discussing the data for the summer season, the panel stressed how this is a constantly evolving time for the industry, and that it's going to ultimately be tricky to predict how the market will behave over the coming months, weeks, and even days:
\n
\n
Despite the uncertainty, at this point in the discussion, John asked, \"Brett, you're very in tune with the market. If you had to give a synopsis of what's happening in the first three months of this year and how the next three months look, what would your perspective be of the current state of the aviation industry?\" (A tricky question to ask when, as Brett puts it, we don't know what's going to happen tomorrow!)
\n
\n
US Domestic and International Capacity
\n
The panel then dived into the data for US domestic and international capacity:
\n
\n
Some of the fastest growing cities this summer for domestic capacity are in Florida - Fort Myers, West Palm Beach, and Tampa. There is also strong capacity growth in California, San Francisco and Sacramento
\n
In terms of international capacity, Europe remains the most important market, with the UK the largest
\n
Strongest growth is coming from Italy, Ireland, Turkiye, Greece and Finland - all of which have seen double digit capacity growth this summer
\n
\n
Is Domestic Demand Softening?
\n
As the panel discussed the GDP forecast, the conversation turned to factors that may impact demand in the domestic market, including political and economic factors. To what extent will the cost of living and uncertainty in the US political system impact consumer confidence?
\n
\n
TO WATCH THE PANEL DISCUSSION IN FULL, CLICK TO VIEW THE Webinar Here:
Register below to stay informed about future webinars:
\n
","postBodyRss":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Brett Snyder, President of Cranky Flier, to explore Summer 2025 capacity and frequency trends in the US market. The live panel discussed:
\n\n
\n
Capacity trends - is a domestic slowdown coming?
\n
Key international destinations - where is growth expected?
\n
Airline strategies and fleet decisions - how are they impacting growth plans?
\n
\n
WHAT'S THE SUMMER FORECAST FOR THE AVIATION INDUSTRY?
\n
The panel began by exploring global growth trends:
\n
\n
Capacity for this summer is expected to be 2.3% ahead of 2024
\n
For the year to date so far (January to March 2025), capacity is 2.7% ahead of the same months in 2024
\n
Summer capacity is expected to grow fastest in the Latin America and Asia Pacific regions, with increases of 4.6% and 4.3% respectively on Summer 2024
\n
\n
While discussing the data for the summer season, the panel stressed how this is a constantly evolving time for the industry, and that it's going to ultimately be tricky to predict how the market will behave over the coming months, weeks, and even days:
\n
\n
Despite the uncertainty, at this point in the discussion, John asked, \"Brett, you're very in tune with the market. If you had to give a synopsis of what's happening in the first three months of this year and how the next three months look, what would your perspective be of the current state of the aviation industry?\" (A tricky question to ask when, as Brett puts it, we don't know what's going to happen tomorrow!)
\n
\n
US Domestic and International Capacity
\n
The panel then dived into the data for US domestic and international capacity:
\n
\n
Some of the fastest growing cities this summer for domestic capacity are in Florida - Fort Myers, West Palm Beach, and Tampa. There is also strong capacity growth in California, San Francisco and Sacramento
\n
In terms of international capacity, Europe remains the most important market, with the UK the largest
\n
Strongest growth is coming from Italy, Ireland, Turkiye, Greece and Finland - all of which have seen double digit capacity growth this summer
\n
\n
Is Domestic Demand Softening?
\n
As the panel discussed the GDP forecast, the conversation turned to factors that may impact demand in the domestic market, including political and economic factors. To what extent will the cost of living and uncertainty in the US political system impact consumer confidence?
\n
\n
TO WATCH THE PANEL DISCUSSION IN FULL, CLICK TO VIEW THE Webinar Here:
Register below to stay informed about future webinars:
\n
","postEmailContent":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Brett Snyder, President of Cranky Flier, to explore Summer 2025 capacity and frequency trends in the US market. The live panel discussed:
\n\n
\n
Capacity trends - is a domestic slowdown coming?
\n
Key international destinations - where is growth expected?
\n
Airline strategies and fleet decisions - how are they impacting growth plans?
\n
\n
WHAT'S THE SUMMER FORECAST FOR THE AVIATION INDUSTRY?
\n
The panel began by exploring global growth trends:
\n
\n
Capacity for this summer is expected to be 2.3% ahead of 2024
\n
For the year to date so far (January to March 2025), capacity is 2.7% ahead of the same months in 2024
\n
Summer capacity is expected to grow fastest in the Latin America and Asia Pacific regions, with increases of 4.6% and 4.3% respectively on Summer 2024
\n
\n
While discussing the data for the summer season, the panel stressed how this is a constantly evolving time for the industry, and that it's going to ultimately be tricky to predict how the market will behave over the coming months, weeks, and even days:
\n
\n
Despite the uncertainty, at this point in the discussion, John asked, \"Brett, you're very in tune with the market. If you had to give a synopsis of what's happening in the first three months of this year and how the next three months look, what would your perspective be of the current state of the aviation industry?\" (A tricky question to ask when, as Brett puts it, we don't know what's going to happen tomorrow!)
\n
\n
US Domestic and International Capacity
\n
The panel then dived into the data for US domestic and international capacity:
\n
\n
Some of the fastest growing cities this summer for domestic capacity are in Florida - Fort Myers, West Palm Beach, and Tampa. There is also strong capacity growth in California, San Francisco and Sacramento
\n
In terms of international capacity, Europe remains the most important market, with the UK the largest
\n
Strongest growth is coming from Italy, Ireland, Turkiye, Greece and Finland - all of which have seen double digit capacity growth this summer
\n
\n
Is Domestic Demand Softening?
\n
As the panel discussed the GDP forecast, the conversation turned to factors that may impact demand in the domestic market, including political and economic factors. To what extent will the cost of living and uncertainty in the US political system impact consumer confidence?
\n
\n
TO WATCH THE PANEL DISCUSSION IN FULL, CLICK TO VIEW THE Webinar Here:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Brett Snyder, President of Cranky Flier, to explore Summer 2025 capacity and frequency trends in the US market. The live panel discussed:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Brett Snyder, President of Cranky Flier, to explore Summer 2025 capacity and frequency trends in the US market. The live panel discussed:
\n\n
\n
Capacity trends - is a domestic slowdown coming?
\n
Key international destinations - where is growth expected?
\n
Airline strategies and fleet decisions - how are they impacting growth plans?
\n
\n
WHAT'S THE SUMMER FORECAST FOR THE AVIATION INDUSTRY?
\n
The panel began by exploring global growth trends:
\n
\n
Capacity for this summer is expected to be 2.3% ahead of 2024
\n
For the year to date so far (January to March 2025), capacity is 2.7% ahead of the same months in 2024
\n
Summer capacity is expected to grow fastest in the Latin America and Asia Pacific regions, with increases of 4.6% and 4.3% respectively on Summer 2024
\n
\n
While discussing the data for the summer season, the panel stressed how this is a constantly evolving time for the industry, and that it's going to ultimately be tricky to predict how the market will behave over the coming months, weeks, and even days:
\n
\n
Despite the uncertainty, at this point in the discussion, John asked, \"Brett, you're very in tune with the market. If you had to give a synopsis of what's happening in the first three months of this year and how the next three months look, what would your perspective be of the current state of the aviation industry?\" (A tricky question to ask when, as Brett puts it, we don't know what's going to happen tomorrow!)
\n
\n
US Domestic and International Capacity
\n
The panel then dived into the data for US domestic and international capacity:
\n
\n
Some of the fastest growing cities this summer for domestic capacity are in Florida - Fort Myers, West Palm Beach, and Tampa. There is also strong capacity growth in California, San Francisco and Sacramento
\n
In terms of international capacity, Europe remains the most important market, with the UK the largest
\n
Strongest growth is coming from Italy, Ireland, Turkiye, Greece and Finland - all of which have seen double digit capacity growth this summer
\n
\n
Is Domestic Demand Softening?
\n
As the panel discussed the GDP forecast, the conversation turned to factors that may impact demand in the domestic market, including political and economic factors. To what extent will the cost of living and uncertainty in the US political system impact consumer confidence?
\n
\n
TO WATCH THE PANEL DISCUSSION IN FULL, CLICK TO VIEW THE Webinar Here:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Brett Snyder, President of Cranky Flier, to explore Summer 2025 capacity and frequency trends in the US market. The live panel discussed:
\n","postSummaryRss":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Brett Snyder, President of Cranky Flier, to explore Summer 2025 capacity and frequency trends in the US market. The live panel discussed:
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Brett Snyder, President of Cranky Flier, to explore Summer 2025 capacity and frequency trends in the US market. The live panel discussed:
\n\n
\n
Capacity trends - is a domestic slowdown coming?
\n
Key international destinations - where is growth expected?
\n
Airline strategies and fleet decisions - how are they impacting growth plans?
\n
\n
WHAT'S THE SUMMER FORECAST FOR THE AVIATION INDUSTRY?
\n
The panel began by exploring global growth trends:
\n
\n
Capacity for this summer is expected to be 2.3% ahead of 2024
\n
For the year to date so far (January to March 2025), capacity is 2.7% ahead of the same months in 2024
\n
Summer capacity is expected to grow fastest in the Latin America and Asia Pacific regions, with increases of 4.6% and 4.3% respectively on Summer 2024
\n
\n
While discussing the data for the summer season, the panel stressed how this is a constantly evolving time for the industry, and that it's going to ultimately be tricky to predict how the market will behave over the coming months, weeks, and even days:
\n
\n
Despite the uncertainty, at this point in the discussion, John asked, \"Brett, you're very in tune with the market. If you had to give a synopsis of what's happening in the first three months of this year and how the next three months look, what would your perspective be of the current state of the aviation industry?\" (A tricky question to ask when, as Brett puts it, we don't know what's going to happen tomorrow!)
\n
\n
US Domestic and International Capacity
\n
The panel then dived into the data for US domestic and international capacity:
\n
\n
Some of the fastest growing cities this summer for domestic capacity are in Florida - Fort Myers, West Palm Beach, and Tampa. There is also strong capacity growth in California, San Francisco and Sacramento
\n
In terms of international capacity, Europe remains the most important market, with the UK the largest
\n
Strongest growth is coming from Italy, Ireland, Turkiye, Greece and Finland - all of which have seen double digit capacity growth this summer
\n
\n
Is Domestic Demand Softening?
\n
As the panel discussed the GDP forecast, the conversation turned to factors that may impact demand in the domestic market, including political and economic factors. To what extent will the cost of living and uncertainty in the US political system impact consumer confidence?
\n
\n
TO WATCH THE PANEL DISCUSSION IN FULL, CLICK TO VIEW THE Webinar Here:
Register below to stay informed about future webinars:
\n
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Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
\n
During 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.
\n
John 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...
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
\n
","rss_summary":"
Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
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Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
\n
During 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.
\n
John 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...
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
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Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
\n
During 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.
\n
John 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...
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
\n
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Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
\n
During 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.
\n
John 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...
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
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Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
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Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
\n
During 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.
\n
John 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...
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
\n
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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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The 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.
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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\".
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Fasten your seat belt, sit back and tune in!
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You can also find the podcast on your preferred podcast provider, just search 'OAG On Air'.
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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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The 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.
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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\".
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Fasten your seat belt, sit back and tune in!
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You can also find the podcast on your preferred podcast provider, just search 'OAG On Air'.
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In this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
\n\n
The 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.
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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\".
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Fasten your seat belt, sit back and tune in!
\n
You can also find the podcast on your preferred podcast provider, just search 'OAG On Air'.
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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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The 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\".
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Fasten your seat belt, sit back and tune in!
\n
You can also find the podcast on your preferred podcast provider, just search 'OAG On Air'.
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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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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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The 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.
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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\".
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Fasten your seat belt, sit back and tune in!
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You can also find the podcast on your preferred podcast provider, just search 'OAG On Air'.
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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.
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
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Recommended:
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\n
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","rss_summary":"
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.
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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.
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
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Recommended:
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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.
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
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Recommended:
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","postBodyRss":"
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.
Or search for OAG On Air on your preferred podcast provider! 🎧
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Recommended:
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","postEmailContent":"
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.
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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.
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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.
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
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Recommended:
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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.
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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!
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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.
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","post_body":"
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\n
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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!
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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!
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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.
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.
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.
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!
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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!
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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!
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Fasten your seat belt, sit back and tune in!
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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.
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Dethroning 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.
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In 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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We 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.
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With 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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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.
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.
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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.
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Dethroning 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.
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In 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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We 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.
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With 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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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
Dethroning 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.
\n
In 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.
\n
We 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.
\n
With 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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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
Dethroning 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.
\n
In 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.
\n
We 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.
\n
With 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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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.
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.
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.
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","postSummaryRss":"
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.
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
Dethroning 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.
\n
In 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.
\n
We 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.
\n
With 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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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.
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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
Dethroning 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.
\n
In 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.
\n
We 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.
\n
With 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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