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\n
Staying Local to Florida
\n
Spirit has always been a Florida airline, initially with a focus on major East Coast markets, with three-quarters of its capacity operating between New York, New Jersey and Florida. The strong focus on three markets proved to be the foundation of the subsequent growth but also perhaps highlighted one of the challenges Spirit faced, as network expansion and entry into new markets resulted in these three core states’ capacity share falling to 28% by 2016.
\n
\n
\n
\n
\n
Meanwhile, competition intensified. New market entrants like JetBlue and Southwest increased capacity between Florida and New York by 45% by 2016. It may have been that Spirit felt the need to diversify into new state markets as part of a defensive strategy, but at the same time it increased the network risk. From holding an 8% share of the Florida–New York capacity in 2000, Spirit saw its share fall to just 3% by 2009. Despite subsequent capacity reinvestment recovering its share to 7% by 2017, the loss of focus and market share at a key moment in its wider expansion may have been central to the situation now faced by the airline.
\n
\n
Struggling for Network Clarity
\n
Expanding into new domestic markets was always going to be a challenge for Spirit, especially when that expansion encroached on legacy carriers’ hubs. But since 2011, the airline has been on a regular growth trajectory serving some 430 airport pairs in 2024 compared to just 61 in 2010 (and a very modest 38 in 2001). However, with such rapid growth came one of the greatest strategic challenges that many airlines face: should Spirit prioritise network breadth (destinations) or network depth (frequency)?
\n
\n
In the case of Spirit, it looks like they went for breadth rather than depth as the chart below highlights. Given that the average capacity per flight for Spirit in 2025 is 193 seats, then over half of the current network is served with less than daily frequencies - which for a low-cost airline seems a fragmented position. Nearly 75% of markets served operated with less than 150,000 seats per annum, while Spirit may have significant volumes of capacity at key airports the scale of network fragmentation is quite pronounced, leaving travellers with limited choice of flight timings and the airline vulnerable to competitive scheduling in many markets.
\n
That network breadth and its implications, when in defensive mode, can be a major weakness. Spirit operates from 14 airports with more than one million seats per annum. By comparison, Frontier Airlines - a similarly sized low-cost carrier - has just 9 bases, with similar levels of capacity. The overlap is particularly pronounced in Orlando, with both carriers having very similar levels of capacity, creating a very competitive market dynamic.
\n
Adding further woes to the challenges facing Spirit is its position in Las Vegas. Between 2020 and 2023 the airline increased capacity by over 150%, reaching 5.2 million seats a year. Although that growth has been scaled back in 2025, the airline is now the second largest airline in a market where demand is weakening. Visitor numbers to Las Vegas are down by more than 7% year-on-year, with June seeing a sharp decrease of 11%, leaving Spirit exposed in a softening market.
\n
\n
The current slowdown in demand in the US market, and particularly in the budget-conscious leisure segment, is hurting the airline which has over 85% of capacity allocated to domestic services - just when Spirit most needs growth in that segment. Layered on top of that market slowdown is increased competition from carriers such as Frontier which is set to receive 32 additional aircraft in 2026, compared with just three for Spirit. The market is likely to get tougher in the short-term, as increasing capacity fights for a smaller and increasingly price sensitive traveller.
\n
Spirit’s latest Chapter 11 process will mean that Spirit will have to carefully navigate several key strategic long-term options, while keeping an eye on current revenues and some increasingly confident competitors. A second Chapter 11 undoubtedly raises question marks around the future of the airline, and no one wants to see any airline fail, especially one as large as Spirit. But unless a very compelling new strategy appears and the economic indicators change across the US domestic market, then that may just happen. In which case, would one less airline ease the broader concern of the US-based domestic airlines and their outlook for the next few years?
\n
\n
","post_summary":"
Spirit Airlines has had a particularly bad year – navigating its first Chapter 11 proceedings, dealing with significant network and capacity cuts, plus a slowdown in domestic activity and increased competition. When the tide turns against you, it can really turn.
Spirit Airlines has had a particularly bad year – navigating its first Chapter 11 proceedings, dealing with significant network and capacity cuts, plus a slowdown in domestic activity and increased competition. When the tide turns against you, it can really turn.
\n\n
Now, the airline has announced it will seek a Chapter 11 bankruptcy protection for the second time in less than a year. This will be a major cause for concern and suggests the airline clearly felt it had no choice. But was Spirit the victim of some bad timing, flawed strategic choices, an earlier weak Chapter 11 process, or was there more to what is clearly a crisis for the airline?
\n\n
Key points:
\n
\n
On Friday 29 August, Spirit Airlines announced it will seek a Chapter 11 bankruptcy protection for the second time in less than a year.
\n
Aggressive growth left Spirit vulnerable: Between 2000 and 2014, Spirit’s average annual growth rate (AAGR) was 11%, rising to 18% from 2014–2019. This rapid expansion, especially post-pandemic, stretched its cash reserves thin just when demand fell sharply.
\n
Geographic concentration and rising competition: Spirit’s historic focus on East Coast markets helped it grow, but by 2016 its share there had dwindled amid increased competition from the likes of JetBlue and Southwest.
\n
Fragmented network strategy undermined efficiency: While Spirit expanded to serve 430 airport pairs by 2024 (from just 61 in 2010), most routes had low-frequency service -over half with less than daily flights -making operations less efficient and more susceptible to competition.
\n
Market slowdown and overexposure to leisure demand: With over 85% of its capacity allocated to domestic services, Spirit was particularly exposed to the market's current softness.
\n
\n\n
Like any low-cost carrier (LCC), year-on-year growth is a vital part of the business model. Between 2000 and 2014 Spirit achieved steady - if aggressive - growth with an AAGR of 11%. From 2014 through to 2019, the last year unaffected by the pandemic, the airline’s AAGR had increased to an extremely bullish 18% per annum as new aircraft deliveries arrived and everything, at least from a growth perspective, was looking good for the carrier. Clearly the events of the pandemic impacted every airline, but for airlines like Spirit carrying such fleet expansion and with stretched cash reserves, timing could not have been worse.
\n
By 2021, given that much of Spirit’s network was domestic, the airline had rebounded strongly and was back operating some 97% of its 2019 capacity. Building on that recovery, by 2024 the airline scheduled capacity growth of 20% against 2019, based on expansions of 20% in 2022 and 13% in 2023. In just two years, Spirit added a third more seats as the airline rode the wave of post-pandemic revenge spending. But that spend was exactly that, just a wave rather than a change of market structure.
\n
\n
Staying Local to Florida
\n
Spirit has always been a Florida airline, initially with a focus on major East Coast markets, with three-quarters of its capacity operating between New York, New Jersey and Florida. The strong focus on three markets proved to be the foundation of the subsequent growth but also perhaps highlighted one of the challenges Spirit faced, as network expansion and entry into new markets resulted in these three core states’ capacity share falling to 28% by 2016.
\n
\n
\n
\n
\n
Meanwhile, competition intensified. New market entrants like JetBlue and Southwest increased capacity between Florida and New York by 45% by 2016. It may have been that Spirit felt the need to diversify into new state markets as part of a defensive strategy, but at the same time it increased the network risk. From holding an 8% share of the Florida–New York capacity in 2000, Spirit saw its share fall to just 3% by 2009. Despite subsequent capacity reinvestment recovering its share to 7% by 2017, the loss of focus and market share at a key moment in its wider expansion may have been central to the situation now faced by the airline.
\n
\n
Struggling for Network Clarity
\n
Expanding into new domestic markets was always going to be a challenge for Spirit, especially when that expansion encroached on legacy carriers’ hubs. But since 2011, the airline has been on a regular growth trajectory serving some 430 airport pairs in 2024 compared to just 61 in 2010 (and a very modest 38 in 2001). However, with such rapid growth came one of the greatest strategic challenges that many airlines face: should Spirit prioritise network breadth (destinations) or network depth (frequency)?
\n
\n
In the case of Spirit, it looks like they went for breadth rather than depth as the chart below highlights. Given that the average capacity per flight for Spirit in 2025 is 193 seats, then over half of the current network is served with less than daily frequencies - which for a low-cost airline seems a fragmented position. Nearly 75% of markets served operated with less than 150,000 seats per annum, while Spirit may have significant volumes of capacity at key airports the scale of network fragmentation is quite pronounced, leaving travellers with limited choice of flight timings and the airline vulnerable to competitive scheduling in many markets.
\n
That network breadth and its implications, when in defensive mode, can be a major weakness. Spirit operates from 14 airports with more than one million seats per annum. By comparison, Frontier Airlines - a similarly sized low-cost carrier - has just 9 bases, with similar levels of capacity. The overlap is particularly pronounced in Orlando, with both carriers having very similar levels of capacity, creating a very competitive market dynamic.
\n
Adding further woes to the challenges facing Spirit is its position in Las Vegas. Between 2020 and 2023 the airline increased capacity by over 150%, reaching 5.2 million seats a year. Although that growth has been scaled back in 2025, the airline is now the second largest airline in a market where demand is weakening. Visitor numbers to Las Vegas are down by more than 7% year-on-year, with June seeing a sharp decrease of 11%, leaving Spirit exposed in a softening market.
\n
\n
The current slowdown in demand in the US market, and particularly in the budget-conscious leisure segment, is hurting the airline which has over 85% of capacity allocated to domestic services - just when Spirit most needs growth in that segment. Layered on top of that market slowdown is increased competition from carriers such as Frontier which is set to receive 32 additional aircraft in 2026, compared with just three for Spirit. The market is likely to get tougher in the short-term, as increasing capacity fights for a smaller and increasingly price sensitive traveller.
\n
Spirit’s latest Chapter 11 process will mean that Spirit will have to carefully navigate several key strategic long-term options, while keeping an eye on current revenues and some increasingly confident competitors. A second Chapter 11 undoubtedly raises question marks around the future of the airline, and no one wants to see any airline fail, especially one as large as Spirit. But unless a very compelling new strategy appears and the economic indicators change across the US domestic market, then that may just happen. In which case, would one less airline ease the broader concern of the US-based domestic airlines and their outlook for the next few years?
\n
\n
","rss_summary":"
Spirit Airlines has had a particularly bad year – navigating its first Chapter 11 proceedings, dealing with significant network and capacity cuts, plus a slowdown in domestic activity and increased competition. When the tide turns against you, it can really turn.
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Spirit Airlines has had a particularly bad year – navigating its first Chapter 11 proceedings, dealing with significant network and capacity cuts, plus a slowdown in domestic activity and increased competition. When the tide turns against you, it can really turn.
\n\n
Now, the airline has announced it will seek a Chapter 11 bankruptcy protection for the second time in less than a year. This will be a major cause for concern and suggests the airline clearly felt it had no choice. But was Spirit the victim of some bad timing, flawed strategic choices, an earlier weak Chapter 11 process, or was there more to what is clearly a crisis for the airline?
\n\n
Key points:
\n
\n
On Friday 29 August, Spirit Airlines announced it will seek a Chapter 11 bankruptcy protection for the second time in less than a year.
\n
Aggressive growth left Spirit vulnerable: Between 2000 and 2014, Spirit’s average annual growth rate (AAGR) was 11%, rising to 18% from 2014–2019. This rapid expansion, especially post-pandemic, stretched its cash reserves thin just when demand fell sharply.
\n
Geographic concentration and rising competition: Spirit’s historic focus on East Coast markets helped it grow, but by 2016 its share there had dwindled amid increased competition from the likes of JetBlue and Southwest.
\n
Fragmented network strategy undermined efficiency: While Spirit expanded to serve 430 airport pairs by 2024 (from just 61 in 2010), most routes had low-frequency service -over half with less than daily flights -making operations less efficient and more susceptible to competition.
\n
Market slowdown and overexposure to leisure demand: With over 85% of its capacity allocated to domestic services, Spirit was particularly exposed to the market's current softness.
\n
\n\n
Like any low-cost carrier (LCC), year-on-year growth is a vital part of the business model. Between 2000 and 2014 Spirit achieved steady - if aggressive - growth with an AAGR of 11%. From 2014 through to 2019, the last year unaffected by the pandemic, the airline’s AAGR had increased to an extremely bullish 18% per annum as new aircraft deliveries arrived and everything, at least from a growth perspective, was looking good for the carrier. Clearly the events of the pandemic impacted every airline, but for airlines like Spirit carrying such fleet expansion and with stretched cash reserves, timing could not have been worse.
\n
By 2021, given that much of Spirit’s network was domestic, the airline had rebounded strongly and was back operating some 97% of its 2019 capacity. Building on that recovery, by 2024 the airline scheduled capacity growth of 20% against 2019, based on expansions of 20% in 2022 and 13% in 2023. In just two years, Spirit added a third more seats as the airline rode the wave of post-pandemic revenge spending. But that spend was exactly that, just a wave rather than a change of market structure.
\n
\n
Staying Local to Florida
\n
Spirit has always been a Florida airline, initially with a focus on major East Coast markets, with three-quarters of its capacity operating between New York, New Jersey and Florida. The strong focus on three markets proved to be the foundation of the subsequent growth but also perhaps highlighted one of the challenges Spirit faced, as network expansion and entry into new markets resulted in these three core states’ capacity share falling to 28% by 2016.
\n
\n
\n
\n
\n
Meanwhile, competition intensified. New market entrants like JetBlue and Southwest increased capacity between Florida and New York by 45% by 2016. It may have been that Spirit felt the need to diversify into new state markets as part of a defensive strategy, but at the same time it increased the network risk. From holding an 8% share of the Florida–New York capacity in 2000, Spirit saw its share fall to just 3% by 2009. Despite subsequent capacity reinvestment recovering its share to 7% by 2017, the loss of focus and market share at a key moment in its wider expansion may have been central to the situation now faced by the airline.
\n
\n
Struggling for Network Clarity
\n
Expanding into new domestic markets was always going to be a challenge for Spirit, especially when that expansion encroached on legacy carriers’ hubs. But since 2011, the airline has been on a regular growth trajectory serving some 430 airport pairs in 2024 compared to just 61 in 2010 (and a very modest 38 in 2001). However, with such rapid growth came one of the greatest strategic challenges that many airlines face: should Spirit prioritise network breadth (destinations) or network depth (frequency)?
\n
\n
In the case of Spirit, it looks like they went for breadth rather than depth as the chart below highlights. Given that the average capacity per flight for Spirit in 2025 is 193 seats, then over half of the current network is served with less than daily frequencies - which for a low-cost airline seems a fragmented position. Nearly 75% of markets served operated with less than 150,000 seats per annum, while Spirit may have significant volumes of capacity at key airports the scale of network fragmentation is quite pronounced, leaving travellers with limited choice of flight timings and the airline vulnerable to competitive scheduling in many markets.
\n
That network breadth and its implications, when in defensive mode, can be a major weakness. Spirit operates from 14 airports with more than one million seats per annum. By comparison, Frontier Airlines - a similarly sized low-cost carrier - has just 9 bases, with similar levels of capacity. The overlap is particularly pronounced in Orlando, with both carriers having very similar levels of capacity, creating a very competitive market dynamic.
\n
Adding further woes to the challenges facing Spirit is its position in Las Vegas. Between 2020 and 2023 the airline increased capacity by over 150%, reaching 5.2 million seats a year. Although that growth has been scaled back in 2025, the airline is now the second largest airline in a market where demand is weakening. Visitor numbers to Las Vegas are down by more than 7% year-on-year, with June seeing a sharp decrease of 11%, leaving Spirit exposed in a softening market.
\n
\n
The current slowdown in demand in the US market, and particularly in the budget-conscious leisure segment, is hurting the airline which has over 85% of capacity allocated to domestic services - just when Spirit most needs growth in that segment. Layered on top of that market slowdown is increased competition from carriers such as Frontier which is set to receive 32 additional aircraft in 2026, compared with just three for Spirit. The market is likely to get tougher in the short-term, as increasing capacity fights for a smaller and increasingly price sensitive traveller.
\n
Spirit’s latest Chapter 11 process will mean that Spirit will have to carefully navigate several key strategic long-term options, while keeping an eye on current revenues and some increasingly confident competitors. A second Chapter 11 undoubtedly raises question marks around the future of the airline, and no one wants to see any airline fail, especially one as large as Spirit. But unless a very compelling new strategy appears and the economic indicators change across the US domestic market, then that may just happen. In which case, would one less airline ease the broader concern of the US-based domestic airlines and their outlook for the next few years?
\n
\n
","postBodyRss":"
Spirit Airlines has had a particularly bad year – navigating its first Chapter 11 proceedings, dealing with significant network and capacity cuts, plus a slowdown in domestic activity and increased competition. When the tide turns against you, it can really turn.
\n\n
Now, the airline has announced it will seek a Chapter 11 bankruptcy protection for the second time in less than a year. This will be a major cause for concern and suggests the airline clearly felt it had no choice. But was Spirit the victim of some bad timing, flawed strategic choices, an earlier weak Chapter 11 process, or was there more to what is clearly a crisis for the airline?
\n\n
Key points:
\n
\n
On Friday 29 August, Spirit Airlines announced it will seek a Chapter 11 bankruptcy protection for the second time in less than a year.
\n
Aggressive growth left Spirit vulnerable: Between 2000 and 2014, Spirit’s average annual growth rate (AAGR) was 11%, rising to 18% from 2014–2019. This rapid expansion, especially post-pandemic, stretched its cash reserves thin just when demand fell sharply.
\n
Geographic concentration and rising competition: Spirit’s historic focus on East Coast markets helped it grow, but by 2016 its share there had dwindled amid increased competition from the likes of JetBlue and Southwest.
\n
Fragmented network strategy undermined efficiency: While Spirit expanded to serve 430 airport pairs by 2024 (from just 61 in 2010), most routes had low-frequency service -over half with less than daily flights -making operations less efficient and more susceptible to competition.
\n
Market slowdown and overexposure to leisure demand: With over 85% of its capacity allocated to domestic services, Spirit was particularly exposed to the market's current softness.
\n
\n\n
Like any low-cost carrier (LCC), year-on-year growth is a vital part of the business model. Between 2000 and 2014 Spirit achieved steady - if aggressive - growth with an AAGR of 11%. From 2014 through to 2019, the last year unaffected by the pandemic, the airline’s AAGR had increased to an extremely bullish 18% per annum as new aircraft deliveries arrived and everything, at least from a growth perspective, was looking good for the carrier. Clearly the events of the pandemic impacted every airline, but for airlines like Spirit carrying such fleet expansion and with stretched cash reserves, timing could not have been worse.
\n
By 2021, given that much of Spirit’s network was domestic, the airline had rebounded strongly and was back operating some 97% of its 2019 capacity. Building on that recovery, by 2024 the airline scheduled capacity growth of 20% against 2019, based on expansions of 20% in 2022 and 13% in 2023. In just two years, Spirit added a third more seats as the airline rode the wave of post-pandemic revenge spending. But that spend was exactly that, just a wave rather than a change of market structure.
\n
\n
Staying Local to Florida
\n
Spirit has always been a Florida airline, initially with a focus on major East Coast markets, with three-quarters of its capacity operating between New York, New Jersey and Florida. The strong focus on three markets proved to be the foundation of the subsequent growth but also perhaps highlighted one of the challenges Spirit faced, as network expansion and entry into new markets resulted in these three core states’ capacity share falling to 28% by 2016.
\n
\n
\n
\n
\n
Meanwhile, competition intensified. New market entrants like JetBlue and Southwest increased capacity between Florida and New York by 45% by 2016. It may have been that Spirit felt the need to diversify into new state markets as part of a defensive strategy, but at the same time it increased the network risk. From holding an 8% share of the Florida–New York capacity in 2000, Spirit saw its share fall to just 3% by 2009. Despite subsequent capacity reinvestment recovering its share to 7% by 2017, the loss of focus and market share at a key moment in its wider expansion may have been central to the situation now faced by the airline.
\n
\n
Struggling for Network Clarity
\n
Expanding into new domestic markets was always going to be a challenge for Spirit, especially when that expansion encroached on legacy carriers’ hubs. But since 2011, the airline has been on a regular growth trajectory serving some 430 airport pairs in 2024 compared to just 61 in 2010 (and a very modest 38 in 2001). However, with such rapid growth came one of the greatest strategic challenges that many airlines face: should Spirit prioritise network breadth (destinations) or network depth (frequency)?
\n
\n
In the case of Spirit, it looks like they went for breadth rather than depth as the chart below highlights. Given that the average capacity per flight for Spirit in 2025 is 193 seats, then over half of the current network is served with less than daily frequencies - which for a low-cost airline seems a fragmented position. Nearly 75% of markets served operated with less than 150,000 seats per annum, while Spirit may have significant volumes of capacity at key airports the scale of network fragmentation is quite pronounced, leaving travellers with limited choice of flight timings and the airline vulnerable to competitive scheduling in many markets.
\n
That network breadth and its implications, when in defensive mode, can be a major weakness. Spirit operates from 14 airports with more than one million seats per annum. By comparison, Frontier Airlines - a similarly sized low-cost carrier - has just 9 bases, with similar levels of capacity. The overlap is particularly pronounced in Orlando, with both carriers having very similar levels of capacity, creating a very competitive market dynamic.
\n
Adding further woes to the challenges facing Spirit is its position in Las Vegas. Between 2020 and 2023 the airline increased capacity by over 150%, reaching 5.2 million seats a year. Although that growth has been scaled back in 2025, the airline is now the second largest airline in a market where demand is weakening. Visitor numbers to Las Vegas are down by more than 7% year-on-year, with June seeing a sharp decrease of 11%, leaving Spirit exposed in a softening market.
\n
\n
The current slowdown in demand in the US market, and particularly in the budget-conscious leisure segment, is hurting the airline which has over 85% of capacity allocated to domestic services - just when Spirit most needs growth in that segment. Layered on top of that market slowdown is increased competition from carriers such as Frontier which is set to receive 32 additional aircraft in 2026, compared with just three for Spirit. The market is likely to get tougher in the short-term, as increasing capacity fights for a smaller and increasingly price sensitive traveller.
\n
Spirit’s latest Chapter 11 process will mean that Spirit will have to carefully navigate several key strategic long-term options, while keeping an eye on current revenues and some increasingly confident competitors. A second Chapter 11 undoubtedly raises question marks around the future of the airline, and no one wants to see any airline fail, especially one as large as Spirit. But unless a very compelling new strategy appears and the economic indicators change across the US domestic market, then that may just happen. In which case, would one less airline ease the broader concern of the US-based domestic airlines and their outlook for the next few years?
\n
\n
","postEmailContent":"
Spirit Airlines has had a particularly bad year – navigating its first Chapter 11 proceedings, dealing with significant network and capacity cuts, plus a slowdown in domestic activity and increased competition. When the tide turns against you, it can really turn.
Spirit Airlines has had a particularly bad year – navigating its first Chapter 11 proceedings, dealing with significant network and capacity cuts, plus a slowdown in domestic activity and increased competition. When the tide turns against you, it can really turn.
Spirit Airlines has had a particularly bad year – navigating its first Chapter 11 proceedings, dealing with significant network and capacity cuts, plus a slowdown in domestic activity and increased competition. When the tide turns against you, it can really turn.
Spirit Airlines has had a particularly bad year – navigating its first Chapter 11 proceedings, dealing with significant network and capacity cuts, plus a slowdown in domestic activity and increased competition. When the tide turns against you, it can really turn.
\n","postSummaryRss":"
Spirit Airlines has had a particularly bad year – navigating its first Chapter 11 proceedings, dealing with significant network and capacity cuts, plus a slowdown in domestic activity and increased competition. When the tide turns against you, it can really turn.
","postTemplate":"oag-theme/templates/blog-post.html","previewImageSrc":null,"previewKey":"XrYiNeKA","previousPostFeaturedImage":"https://www.oag.com/hubfs/Aviation%20Infographics%20of%20the%20month%20featured%20images%20%283%29.jpg","previousPostFeaturedImageAltText":"","previousPostName":"August Aviation Infographics: Low-Cost Airlines in LATAM, a Snapshot of the Middle East & More","previousPostSlug":"blog/aviation-infographics-august-2025","processingStatus":"PUBLISHED","propertyForDynamicPageCanonicalUrl":null,"propertyForDynamicPageFeaturedImage":null,"propertyForDynamicPageMetaDescription":null,"propertyForDynamicPageSlug":null,"propertyForDynamicPageTitle":null,"publicAccessRules":[],"publicAccessRulesEnabled":false,"publishDate":1756742400000,"publishDateLocalTime":1756742400000,"publishDateLocalized":{"date":1756742400000,"format":"dd MMMM yyyy","language":"en_GB"},"publishImmediately":false,"publishTimezoneOffset":null,"publishedAt":1756742401235,"publishedByEmail":null,"publishedById":100,"publishedByName":null,"publishedUrl":"https://www.oag.com/blog/what-has-led-to-the-second-chapter-11-filing-for-spirit-airlines","resolvedDomain":"www.oag.com","resolvedLanguage":null,"rssBody":"
Spirit Airlines has had a particularly bad year – navigating its first Chapter 11 proceedings, dealing with significant network and capacity cuts, plus a slowdown in domestic activity and increased competition. When the tide turns against you, it can really turn.
\n\n
Now, the airline has announced it will seek a Chapter 11 bankruptcy protection for the second time in less than a year. This will be a major cause for concern and suggests the airline clearly felt it had no choice. But was Spirit the victim of some bad timing, flawed strategic choices, an earlier weak Chapter 11 process, or was there more to what is clearly a crisis for the airline?
\n\n
Key points:
\n
\n
On Friday 29 August, Spirit Airlines announced it will seek a Chapter 11 bankruptcy protection for the second time in less than a year.
\n
Aggressive growth left Spirit vulnerable: Between 2000 and 2014, Spirit’s average annual growth rate (AAGR) was 11%, rising to 18% from 2014–2019. This rapid expansion, especially post-pandemic, stretched its cash reserves thin just when demand fell sharply.
\n
Geographic concentration and rising competition: Spirit’s historic focus on East Coast markets helped it grow, but by 2016 its share there had dwindled amid increased competition from the likes of JetBlue and Southwest.
\n
Fragmented network strategy undermined efficiency: While Spirit expanded to serve 430 airport pairs by 2024 (from just 61 in 2010), most routes had low-frequency service -over half with less than daily flights -making operations less efficient and more susceptible to competition.
\n
Market slowdown and overexposure to leisure demand: With over 85% of its capacity allocated to domestic services, Spirit was particularly exposed to the market's current softness.
\n
\n\n
Like any low-cost carrier (LCC), year-on-year growth is a vital part of the business model. Between 2000 and 2014 Spirit achieved steady - if aggressive - growth with an AAGR of 11%. From 2014 through to 2019, the last year unaffected by the pandemic, the airline’s AAGR had increased to an extremely bullish 18% per annum as new aircraft deliveries arrived and everything, at least from a growth perspective, was looking good for the carrier. Clearly the events of the pandemic impacted every airline, but for airlines like Spirit carrying such fleet expansion and with stretched cash reserves, timing could not have been worse.
\n
By 2021, given that much of Spirit’s network was domestic, the airline had rebounded strongly and was back operating some 97% of its 2019 capacity. Building on that recovery, by 2024 the airline scheduled capacity growth of 20% against 2019, based on expansions of 20% in 2022 and 13% in 2023. In just two years, Spirit added a third more seats as the airline rode the wave of post-pandemic revenge spending. But that spend was exactly that, just a wave rather than a change of market structure.
\n
\n
Staying Local to Florida
\n
Spirit has always been a Florida airline, initially with a focus on major East Coast markets, with three-quarters of its capacity operating between New York, New Jersey and Florida. The strong focus on three markets proved to be the foundation of the subsequent growth but also perhaps highlighted one of the challenges Spirit faced, as network expansion and entry into new markets resulted in these three core states’ capacity share falling to 28% by 2016.
\n
\n
\n
\n
\n
Meanwhile, competition intensified. New market entrants like JetBlue and Southwest increased capacity between Florida and New York by 45% by 2016. It may have been that Spirit felt the need to diversify into new state markets as part of a defensive strategy, but at the same time it increased the network risk. From holding an 8% share of the Florida–New York capacity in 2000, Spirit saw its share fall to just 3% by 2009. Despite subsequent capacity reinvestment recovering its share to 7% by 2017, the loss of focus and market share at a key moment in its wider expansion may have been central to the situation now faced by the airline.
\n
\n
Struggling for Network Clarity
\n
Expanding into new domestic markets was always going to be a challenge for Spirit, especially when that expansion encroached on legacy carriers’ hubs. But since 2011, the airline has been on a regular growth trajectory serving some 430 airport pairs in 2024 compared to just 61 in 2010 (and a very modest 38 in 2001). However, with such rapid growth came one of the greatest strategic challenges that many airlines face: should Spirit prioritise network breadth (destinations) or network depth (frequency)?
\n
\n
In the case of Spirit, it looks like they went for breadth rather than depth as the chart below highlights. Given that the average capacity per flight for Spirit in 2025 is 193 seats, then over half of the current network is served with less than daily frequencies - which for a low-cost airline seems a fragmented position. Nearly 75% of markets served operated with less than 150,000 seats per annum, while Spirit may have significant volumes of capacity at key airports the scale of network fragmentation is quite pronounced, leaving travellers with limited choice of flight timings and the airline vulnerable to competitive scheduling in many markets.
\n
That network breadth and its implications, when in defensive mode, can be a major weakness. Spirit operates from 14 airports with more than one million seats per annum. By comparison, Frontier Airlines - a similarly sized low-cost carrier - has just 9 bases, with similar levels of capacity. The overlap is particularly pronounced in Orlando, with both carriers having very similar levels of capacity, creating a very competitive market dynamic.
\n
Adding further woes to the challenges facing Spirit is its position in Las Vegas. Between 2020 and 2023 the airline increased capacity by over 150%, reaching 5.2 million seats a year. Although that growth has been scaled back in 2025, the airline is now the second largest airline in a market where demand is weakening. Visitor numbers to Las Vegas are down by more than 7% year-on-year, with June seeing a sharp decrease of 11%, leaving Spirit exposed in a softening market.
\n
\n
The current slowdown in demand in the US market, and particularly in the budget-conscious leisure segment, is hurting the airline which has over 85% of capacity allocated to domestic services - just when Spirit most needs growth in that segment. Layered on top of that market slowdown is increased competition from carriers such as Frontier which is set to receive 32 additional aircraft in 2026, compared with just three for Spirit. The market is likely to get tougher in the short-term, as increasing capacity fights for a smaller and increasingly price sensitive traveller.
\n
Spirit’s latest Chapter 11 process will mean that Spirit will have to carefully navigate several key strategic long-term options, while keeping an eye on current revenues and some increasingly confident competitors. A second Chapter 11 undoubtedly raises question marks around the future of the airline, and no one wants to see any airline fail, especially one as large as Spirit. But unless a very compelling new strategy appears and the economic indicators change across the US domestic market, then that may just happen. In which case, would one less airline ease the broader concern of the US-based domestic airlines and their outlook for the next few years?
\n
\n
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Spirit Airlines has had a particularly bad year – navigating its first Chapter 11 proceedings, dealing with significant network and capacity cuts, plus a slowdown in domestic activity and increased competition. When the tide turns against you, it can really turn.
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Equip yourself with the intelligence you need from a busy month of travel data. OAG's infographics highlight trends and key themes from our experts' analysis of aviation data in August 2025.
\n
\n
Including:
\n
\n
Low-cost capacity share rising in Latin America
\n
Global airlines' on-time performance from July
\n
A snapshot of Indian aviation in August
\n
AI innovations in the world of airline tech
\n
Brazil's domestic capacity charted
\n
Europe's most popular flights this summer
\n
Middle Eastern aviation's top countries and airports
To get a weekly round-up of our aviation market analysis, news on industry trends and deep dives into the latest tech for the industry, as well as our bite-sized infographics, subscribe to OAG's weekly digest below. 👇
\n
","post_summary":"
Equip yourself with the intelligence you need from a busy month of travel data. OAG's infographics highlight trends and key themes from our experts' analysis of aviation data in August 2025.
Equip yourself with the intelligence you need from a busy month of travel data. OAG's infographics highlight trends and key themes from our experts' analysis of aviation data in August 2025.
\n
\n
Including:
\n
\n
Low-cost capacity share rising in Latin America
\n
Global airlines' on-time performance from July
\n
A snapshot of Indian aviation in August
\n
AI innovations in the world of airline tech
\n
Brazil's domestic capacity charted
\n
Europe's most popular flights this summer
\n
Middle Eastern aviation's top countries and airports
To get a weekly round-up of our aviation market analysis, news on industry trends and deep dives into the latest tech for the industry, as well as our bite-sized infographics, subscribe to OAG's weekly digest below. 👇
\n
","rss_summary":"
Equip yourself with the intelligence you need from a busy month of travel data. OAG's infographics highlight trends and key themes from our experts' analysis of aviation data in August 2025.
\n
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Equip yourself with the intelligence you need from a busy month of travel data. OAG's infographics highlight trends and key themes from our experts' analysis of aviation data in August 2025.
\n
\n
Including:
\n
\n
Low-cost capacity share rising in Latin America
\n
Global airlines' on-time performance from July
\n
A snapshot of Indian aviation in August
\n
AI innovations in the world of airline tech
\n
Brazil's domestic capacity charted
\n
Europe's most popular flights this summer
\n
Middle Eastern aviation's top countries and airports
To get a weekly round-up of our aviation market analysis, news on industry trends and deep dives into the latest tech for the industry, as well as our bite-sized infographics, subscribe to OAG's weekly digest below. 👇
\n
","postBodyRss":"
Equip yourself with the intelligence you need from a busy month of travel data. OAG's infographics highlight trends and key themes from our experts' analysis of aviation data in August 2025.
\n
\n
Including:
\n
\n
Low-cost capacity share rising in Latin America
\n
Global airlines' on-time performance from July
\n
A snapshot of Indian aviation in August
\n
AI innovations in the world of airline tech
\n
Brazil's domestic capacity charted
\n
Europe's most popular flights this summer
\n
Middle Eastern aviation's top countries and airports
To get a weekly round-up of our aviation market analysis, news on industry trends and deep dives into the latest tech for the industry, as well as our bite-sized infographics, subscribe to OAG's weekly digest below. 👇
\n
","postEmailContent":"
Equip yourself with the intelligence you need from a busy month of travel data. OAG's infographics highlight trends and key themes from our experts' analysis of aviation data in August 2025.
Equip yourself with the intelligence you need from a busy month of travel data. OAG's infographics highlight trends and key themes from our experts' analysis of aviation data in August 2025.
Equip yourself with the intelligence you need from a busy month of travel data. OAG's infographics highlight trends and key themes from our experts' analysis of aviation data in August 2025.
Equip yourself with the intelligence you need from a busy month of travel data. OAG's infographics highlight trends and key themes from our experts' analysis of aviation data in August 2025.
\n
","postSummaryRss":"
Equip yourself with the intelligence you need from a busy month of travel data. OAG's infographics highlight trends and key themes from our experts' analysis of aviation data in August 2025.
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Equip yourself with the intelligence you need from a busy month of travel data. OAG's infographics highlight trends and key themes from our experts' analysis of aviation data in August 2025.
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Including:
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Low-cost capacity share rising in Latin America
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Global airlines' on-time performance from July
\n
A snapshot of Indian aviation in August
\n
AI innovations in the world of airline tech
\n
Brazil's domestic capacity charted
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Europe's most popular flights this summer
\n
Middle Eastern aviation's top countries and airports
To get a weekly round-up of our aviation market analysis, news on industry trends and deep dives into the latest tech for the industry, as well as our bite-sized infographics, subscribe to OAG's weekly digest below. 👇
\n
","rssSummary":"
Equip yourself with the intelligence you need from a busy month of travel data. OAG's infographics highlight trends and key themes from our experts' analysis of aviation data in August 2025.
\n
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Airport Service Providers Are Turning Flight Data Into Strategic Advantage | OAG","id":194752216865,"includeDefaultCustomCss":null,"isCaptchaRequired":true,"isCrawlableByBots":false,"isDraft":false,"isInstantEmailEnabled":true,"isPublished":true,"isSocialPublishingEnabled":false,"keywords":[],"label":"From Terminal to Tarmac: How Airport Service Providers Are Turning Flight Data Into Strategic Advantage","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":{"html_title":"How Airport Service Providers Are Turning Flight Data Into Strategic Advantage | OAG","public_access_rules":[],"public_access_rules_enabled":false,"tag_ids":[99153871273],"topic_ids":[99153871273],"post_summary":"
Real-time data is reshaping how airport service providers (ASPs) manage their operations – helping them to reduce delays, boost efficiency and stay competitive. With rising passenger volumes, tighter margins, and unpredictable disruptions, it’s becoming increasingly essential for ASPs to invest heavily in operational efficiency. Yet, many providers are still planning based on outdated schedules, siloed systems, and limited visibility.
\n","post_body":"
Real-time data is reshaping how airport service providers (ASPs) manage their operations – helping them to reduce delays, boost efficiency and stay competitive. With rising passenger volumes, tighter margins, and unpredictable disruptions, it’s becoming increasingly essential for ASPs to invest heavily in operational efficiency. Yet, many providers are still planning based on outdated schedules, siloed systems, and limited visibility.
\n\n
The leading providers thriving in this environment are doing one thing differently - they’re putting real-time and predictive data at the heart of every operational decision.
\n
Why Accurate Flight Data Matters More Than Ever
\n
Schedules data is critical for ASPs to keep operations running smoothly. However, accessing accurate, up-to-date schedules directly from airlines can be tricky, and often leaves ASPs reliant on external sources to fill the gap.
\n
With disruptions like delays, gate changes, and diversions happening every day, real-time schedule data becomes a game-changer - helping ASPs shift gears from constantly reacting to problems to proactively managing and streamlining their operations and enhancing the traveler experience. Operating across more than 200 airports worldwide, Swissport illustrates the power of this shift.
\n\n \n
From Ground Ops to Airspace: A New Model of Visibility
\n
When ASPs adopt a unified data approach, the benefits extend far beyond arrival boards. Ground operations, dispatch, air navigation, and customer service teams can all work from a single source of truth, boosting coordination and reducing bottlenecks. SANS (Saudi Air Navigation Services) partnered with OAG to gain situational awareness across its airspace and airports.
\n\n
\n
Strength in Prediction: Optimising Efficiency and Passenger Experience
\n
When ASPs rely on flight data for operational workflows, the advantages extend far beyond gate assignments and flight displays. For airport operations teams access to reliable, real-time data is essential for coordinating services such as baggage handling, passenger assistance teams, and cabin cleaning - especially in busy and high-traffic terminals. AvTech - which specialises in passenger support and airport operational services - uses OAG’s Flight Info API to power time-sensitive resource deployment.
\n\n
What Are Service Providers Still Missing?
\n
Many providers still use spreadsheets or static planning tools that don’t account for the unpredictability of real-world operations. The opportunity cost? Higher staffing costs, idle ground equipment, missed SLAs, and dissatisfied passengers.
\n
By unlocking the full value of flight data - including live updates, predictive models, and historical trends - airport service providers gain control, flexibility, and foresight. Whether it’s aligning staffing with demand or rerouting resources during disruption, smart data enables smart decisions.
\n
Innovation in Action: How ASPs Are Already Transforming Operations
\n
Airport service providers are increasingly adopting innovation to tackle operational challenges and drive efficiencies.
\n
Here’s how groundbreaking technologies are transforming airport operations and enhancing overall performance:
\n
\n
Assaia – AI for Turnaround Optimization: Assaia's \"ApronAI\" uses AI-powered computer vision and machine learning to monitor aircraft turnaround operations in real-time.\n
\n
Cameras track essential ground activities like fueling, catering, and baggage handling, automatically identifying delays and inefficiencies.
\n
Airports such as JFK and Seattle-Tacoma benefit from automated turnaround tracking, reduced delays, and optimized resource use.
\n
\n
\n
Zensors – AI Vision for Passenger Flow: Zensors transforms existing CCTV systems into intelligent, real-time analytics platforms.\n
Pittsburgh International Airport uses Zensors to dynamically manage terminal operations and significantly reduce passenger wait times without investing in additional hardware.
\n
\n
\n
Aurrigo – Autonomous Mobility Vehicles: Aurrigo develops driverless pods and baggage tractors to enhance airside and landside efficiency.\n
\n
The autonomous Auto-DollyTug navigates complex apron environments, streamlining baggage operations.
\n
Tested at Heathrow and Changi, these innovations reduce labor strain and carbon footprints, while improving operational efficiency.
\n
\n
\n
Aira – AR Navigation for Accessibility: Aira offers augmented reality guidance through smart glasses and mobile apps to assist visually impaired travelers.\n
\n
Real-time agent support enables passengers at airports like Los Angeles (LAX) and Houston to independently navigate terminals, highlighting technology's potential to improve inclusivity alongside efficiency.
\n
\n
\n
\n
The New Standard for Smarter Operations
\n
Airport service providers who embrace data are leading the industry. They’re improving staff performance, increasing on-time metrics, reducing environmental impact, and elevating passenger experiences.
\n
Flight data isn’t just for tracking arrivals and departures. It’s the backbone of efficient, responsive, and resilient operations.
Real-time data is reshaping how airport service providers (ASPs) manage their operations – helping them to reduce delays, boost efficiency and stay competitive. With rising passenger volumes, tighter margins, and unpredictable disruptions, it’s becoming increasingly essential for ASPs to invest heavily in operational efficiency. Yet, many providers are still planning based on outdated schedules, siloed systems, and limited visibility.
\n","rss_body":"
Real-time data is reshaping how airport service providers (ASPs) manage their operations – helping them to reduce delays, boost efficiency and stay competitive. With rising passenger volumes, tighter margins, and unpredictable disruptions, it’s becoming increasingly essential for ASPs to invest heavily in operational efficiency. Yet, many providers are still planning based on outdated schedules, siloed systems, and limited visibility.
\n\n
The leading providers thriving in this environment are doing one thing differently - they’re putting real-time and predictive data at the heart of every operational decision.
\n
Why Accurate Flight Data Matters More Than Ever
\n
Schedules data is critical for ASPs to keep operations running smoothly. However, accessing accurate, up-to-date schedules directly from airlines can be tricky, and often leaves ASPs reliant on external sources to fill the gap.
\n
With disruptions like delays, gate changes, and diversions happening every day, real-time schedule data becomes a game-changer - helping ASPs shift gears from constantly reacting to problems to proactively managing and streamlining their operations and enhancing the traveler experience. Operating across more than 200 airports worldwide, Swissport illustrates the power of this shift.
\n\n \n
From Ground Ops to Airspace: A New Model of Visibility
\n
When ASPs adopt a unified data approach, the benefits extend far beyond arrival boards. Ground operations, dispatch, air navigation, and customer service teams can all work from a single source of truth, boosting coordination and reducing bottlenecks. SANS (Saudi Air Navigation Services) partnered with OAG to gain situational awareness across its airspace and airports.
\n\n
\n
Strength in Prediction: Optimising Efficiency and Passenger Experience
\n
When ASPs rely on flight data for operational workflows, the advantages extend far beyond gate assignments and flight displays. For airport operations teams access to reliable, real-time data is essential for coordinating services such as baggage handling, passenger assistance teams, and cabin cleaning - especially in busy and high-traffic terminals. AvTech - which specialises in passenger support and airport operational services - uses OAG’s Flight Info API to power time-sensitive resource deployment.
\n\n
What Are Service Providers Still Missing?
\n
Many providers still use spreadsheets or static planning tools that don’t account for the unpredictability of real-world operations. The opportunity cost? Higher staffing costs, idle ground equipment, missed SLAs, and dissatisfied passengers.
\n
By unlocking the full value of flight data - including live updates, predictive models, and historical trends - airport service providers gain control, flexibility, and foresight. Whether it’s aligning staffing with demand or rerouting resources during disruption, smart data enables smart decisions.
\n
Innovation in Action: How ASPs Are Already Transforming Operations
\n
Airport service providers are increasingly adopting innovation to tackle operational challenges and drive efficiencies.
\n
Here’s how groundbreaking technologies are transforming airport operations and enhancing overall performance:
\n
\n
Assaia – AI for Turnaround Optimization: Assaia's \"ApronAI\" uses AI-powered computer vision and machine learning to monitor aircraft turnaround operations in real-time.\n
\n
Cameras track essential ground activities like fueling, catering, and baggage handling, automatically identifying delays and inefficiencies.
\n
Airports such as JFK and Seattle-Tacoma benefit from automated turnaround tracking, reduced delays, and optimized resource use.
\n
\n
\n
Zensors – AI Vision for Passenger Flow: Zensors transforms existing CCTV systems into intelligent, real-time analytics platforms.\n
Pittsburgh International Airport uses Zensors to dynamically manage terminal operations and significantly reduce passenger wait times without investing in additional hardware.
\n
\n
\n
Aurrigo – Autonomous Mobility Vehicles: Aurrigo develops driverless pods and baggage tractors to enhance airside and landside efficiency.\n
\n
The autonomous Auto-DollyTug navigates complex apron environments, streamlining baggage operations.
\n
Tested at Heathrow and Changi, these innovations reduce labor strain and carbon footprints, while improving operational efficiency.
\n
\n
\n
Aira – AR Navigation for Accessibility: Aira offers augmented reality guidance through smart glasses and mobile apps to assist visually impaired travelers.\n
\n
Real-time agent support enables passengers at airports like Los Angeles (LAX) and Houston to independently navigate terminals, highlighting technology's potential to improve inclusivity alongside efficiency.
\n
\n
\n
\n
The New Standard for Smarter Operations
\n
Airport service providers who embrace data are leading the industry. They’re improving staff performance, increasing on-time metrics, reducing environmental impact, and elevating passenger experiences.
\n
Flight data isn’t just for tracking arrivals and departures. It’s the backbone of efficient, responsive, and resilient operations.
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Real-time data is reshaping how airport service providers (ASPs) manage their operations – helping them to reduce delays, boost efficiency and stay competitive. With rising passenger volumes, tighter margins, and unpredictable disruptions, it’s becoming increasingly essential for ASPs to invest heavily in operational efficiency. Yet, many providers are still planning based on outdated schedules, siloed systems, and limited visibility.
\n\n
The leading providers thriving in this environment are doing one thing differently - they’re putting real-time and predictive data at the heart of every operational decision.
\n
Why Accurate Flight Data Matters More Than Ever
\n
Schedules data is critical for ASPs to keep operations running smoothly. However, accessing accurate, up-to-date schedules directly from airlines can be tricky, and often leaves ASPs reliant on external sources to fill the gap.
\n
With disruptions like delays, gate changes, and diversions happening every day, real-time schedule data becomes a game-changer - helping ASPs shift gears from constantly reacting to problems to proactively managing and streamlining their operations and enhancing the traveler experience. Operating across more than 200 airports worldwide, Swissport illustrates the power of this shift.
\n\n \n
From Ground Ops to Airspace: A New Model of Visibility
\n
When ASPs adopt a unified data approach, the benefits extend far beyond arrival boards. Ground operations, dispatch, air navigation, and customer service teams can all work from a single source of truth, boosting coordination and reducing bottlenecks. SANS (Saudi Air Navigation Services) partnered with OAG to gain situational awareness across its airspace and airports.
\n\n
\n
Strength in Prediction: Optimising Efficiency and Passenger Experience
\n
When ASPs rely on flight data for operational workflows, the advantages extend far beyond gate assignments and flight displays. For airport operations teams access to reliable, real-time data is essential for coordinating services such as baggage handling, passenger assistance teams, and cabin cleaning - especially in busy and high-traffic terminals. AvTech - which specialises in passenger support and airport operational services - uses OAG’s Flight Info API to power time-sensitive resource deployment.
\n\n
What Are Service Providers Still Missing?
\n
Many providers still use spreadsheets or static planning tools that don’t account for the unpredictability of real-world operations. The opportunity cost? Higher staffing costs, idle ground equipment, missed SLAs, and dissatisfied passengers.
\n
By unlocking the full value of flight data - including live updates, predictive models, and historical trends - airport service providers gain control, flexibility, and foresight. Whether it’s aligning staffing with demand or rerouting resources during disruption, smart data enables smart decisions.
\n
Innovation in Action: How ASPs Are Already Transforming Operations
\n
Airport service providers are increasingly adopting innovation to tackle operational challenges and drive efficiencies.
\n
Here’s how groundbreaking technologies are transforming airport operations and enhancing overall performance:
\n
\n
Assaia – AI for Turnaround Optimization: Assaia's \"ApronAI\" uses AI-powered computer vision and machine learning to monitor aircraft turnaround operations in real-time.\n
\n
Cameras track essential ground activities like fueling, catering, and baggage handling, automatically identifying delays and inefficiencies.
\n
Airports such as JFK and Seattle-Tacoma benefit from automated turnaround tracking, reduced delays, and optimized resource use.
\n
\n
\n
Zensors – AI Vision for Passenger Flow: Zensors transforms existing CCTV systems into intelligent, real-time analytics platforms.\n
Pittsburgh International Airport uses Zensors to dynamically manage terminal operations and significantly reduce passenger wait times without investing in additional hardware.
\n
\n
\n
Aurrigo – Autonomous Mobility Vehicles: Aurrigo develops driverless pods and baggage tractors to enhance airside and landside efficiency.\n
\n
The autonomous Auto-DollyTug navigates complex apron environments, streamlining baggage operations.
\n
Tested at Heathrow and Changi, these innovations reduce labor strain and carbon footprints, while improving operational efficiency.
\n
\n
\n
Aira – AR Navigation for Accessibility: Aira offers augmented reality guidance through smart glasses and mobile apps to assist visually impaired travelers.\n
\n
Real-time agent support enables passengers at airports like Los Angeles (LAX) and Houston to independently navigate terminals, highlighting technology's potential to improve inclusivity alongside efficiency.
\n
\n
\n
\n
The New Standard for Smarter Operations
\n
Airport service providers who embrace data are leading the industry. They’re improving staff performance, increasing on-time metrics, reducing environmental impact, and elevating passenger experiences.
\n
Flight data isn’t just for tracking arrivals and departures. It’s the backbone of efficient, responsive, and resilient operations.
Real-time data is reshaping how airport service providers (ASPs) manage their operations – helping them to reduce delays, boost efficiency and stay competitive. With rising passenger volumes, tighter margins, and unpredictable disruptions, it’s becoming increasingly essential for ASPs to invest heavily in operational efficiency. Yet, many providers are still planning based on outdated schedules, siloed systems, and limited visibility.
\n\n
The leading providers thriving in this environment are doing one thing differently - they’re putting real-time and predictive data at the heart of every operational decision.
\n
Why Accurate Flight Data Matters More Than Ever
\n
Schedules data is critical for ASPs to keep operations running smoothly. However, accessing accurate, up-to-date schedules directly from airlines can be tricky, and often leaves ASPs reliant on external sources to fill the gap.
\n
With disruptions like delays, gate changes, and diversions happening every day, real-time schedule data becomes a game-changer - helping ASPs shift gears from constantly reacting to problems to proactively managing and streamlining their operations and enhancing the traveler experience. Operating across more than 200 airports worldwide, Swissport illustrates the power of this shift.
\n\n \n
From Ground Ops to Airspace: A New Model of Visibility
\n
When ASPs adopt a unified data approach, the benefits extend far beyond arrival boards. Ground operations, dispatch, air navigation, and customer service teams can all work from a single source of truth, boosting coordination and reducing bottlenecks. SANS (Saudi Air Navigation Services) partnered with OAG to gain situational awareness across its airspace and airports.
\n\n
\n
Strength in Prediction: Optimising Efficiency and Passenger Experience
\n
When ASPs rely on flight data for operational workflows, the advantages extend far beyond gate assignments and flight displays. For airport operations teams access to reliable, real-time data is essential for coordinating services such as baggage handling, passenger assistance teams, and cabin cleaning - especially in busy and high-traffic terminals. AvTech - which specialises in passenger support and airport operational services - uses OAG’s Flight Info API to power time-sensitive resource deployment.
\n\n
What Are Service Providers Still Missing?
\n
Many providers still use spreadsheets or static planning tools that don’t account for the unpredictability of real-world operations. The opportunity cost? Higher staffing costs, idle ground equipment, missed SLAs, and dissatisfied passengers.
\n
By unlocking the full value of flight data - including live updates, predictive models, and historical trends - airport service providers gain control, flexibility, and foresight. Whether it’s aligning staffing with demand or rerouting resources during disruption, smart data enables smart decisions.
\n
Innovation in Action: How ASPs Are Already Transforming Operations
\n
Airport service providers are increasingly adopting innovation to tackle operational challenges and drive efficiencies.
\n
Here’s how groundbreaking technologies are transforming airport operations and enhancing overall performance:
\n
\n
Assaia – AI for Turnaround Optimization: Assaia's \"ApronAI\" uses AI-powered computer vision and machine learning to monitor aircraft turnaround operations in real-time.\n
\n
Cameras track essential ground activities like fueling, catering, and baggage handling, automatically identifying delays and inefficiencies.
\n
Airports such as JFK and Seattle-Tacoma benefit from automated turnaround tracking, reduced delays, and optimized resource use.
\n
\n
\n
Zensors – AI Vision for Passenger Flow: Zensors transforms existing CCTV systems into intelligent, real-time analytics platforms.\n
Pittsburgh International Airport uses Zensors to dynamically manage terminal operations and significantly reduce passenger wait times without investing in additional hardware.
\n
\n
\n
Aurrigo – Autonomous Mobility Vehicles: Aurrigo develops driverless pods and baggage tractors to enhance airside and landside efficiency.\n
\n
The autonomous Auto-DollyTug navigates complex apron environments, streamlining baggage operations.
\n
Tested at Heathrow and Changi, these innovations reduce labor strain and carbon footprints, while improving operational efficiency.
\n
\n
\n
Aira – AR Navigation for Accessibility: Aira offers augmented reality guidance through smart glasses and mobile apps to assist visually impaired travelers.\n
\n
Real-time agent support enables passengers at airports like Los Angeles (LAX) and Houston to independently navigate terminals, highlighting technology's potential to improve inclusivity alongside efficiency.
\n
\n
\n
\n
The New Standard for Smarter Operations
\n
Airport service providers who embrace data are leading the industry. They’re improving staff performance, increasing on-time metrics, reducing environmental impact, and elevating passenger experiences.
\n
Flight data isn’t just for tracking arrivals and departures. It’s the backbone of efficient, responsive, and resilient operations.
Real-time data is reshaping how airport service providers (ASPs) manage their operations – helping them to reduce delays, boost efficiency and stay competitive. With rising passenger volumes, tighter margins, and unpredictable disruptions, it’s becoming increasingly essential for ASPs to invest heavily in operational efficiency. Yet, many providers are still planning based on outdated schedules, siloed systems, and limited visibility.
Real-time data is reshaping how airport service providers (ASPs) manage their operations – helping them to reduce delays, boost efficiency and stay competitive. With rising passenger volumes, tighter margins, and unpredictable disruptions, it’s becoming increasingly essential for ASPs to invest heavily in operational efficiency. Yet, many providers are still planning based on outdated schedules, siloed systems, and limited visibility.
Real-time data is reshaping how airport service providers (ASPs) manage their operations – helping them to reduce delays, boost efficiency and stay competitive. With rising passenger volumes, tighter margins, and unpredictable disruptions, it’s becoming increasingly essential for ASPs to invest heavily in operational efficiency. Yet, many providers are still planning based on outdated schedules, siloed systems, and limited visibility.
Real-time data is reshaping how airport service providers (ASPs) manage their operations – helping them to reduce delays, boost efficiency and stay competitive. With rising passenger volumes, tighter margins, and unpredictable disruptions, it’s becoming increasingly essential for ASPs to invest heavily in operational efficiency. Yet, many providers are still planning based on outdated schedules, siloed systems, and limited visibility.
\n","postSummaryRss":"
Real-time data is reshaping how airport service providers (ASPs) manage their operations – helping them to reduce delays, boost efficiency and stay competitive. With rising passenger volumes, tighter margins, and unpredictable disruptions, it’s becoming increasingly essential for ASPs to invest heavily in operational efficiency. Yet, many providers are still planning based on outdated schedules, siloed systems, and limited visibility.
","postTemplate":"oag-theme/templates/blog-post.html","previewImageSrc":null,"previewKey":"xVGnznNy","previousPostFeaturedImage":"https://www.oag.com/hubfs/Aviation%20Infographics%20of%20the%20month%20featured%20images%20%283%29.jpg","previousPostFeaturedImageAltText":"","previousPostName":"August Aviation Infographics: Low-Cost Airlines in LATAM, a Snapshot of the Middle East & More","previousPostSlug":"blog/aviation-infographics-august-2025","processingStatus":"PUBLISHED","propertyForDynamicPageCanonicalUrl":null,"propertyForDynamicPageFeaturedImage":null,"propertyForDynamicPageMetaDescription":null,"propertyForDynamicPageSlug":null,"propertyForDynamicPageTitle":null,"publicAccessRules":[],"publicAccessRulesEnabled":false,"publishDate":1755680400000,"publishDateLocalTime":1755680400000,"publishDateLocalized":{"date":1755680400000,"format":"dd MMMM yyyy","language":"en_GB"},"publishImmediately":true,"publishTimezoneOffset":null,"publishedAt":1755682892367,"publishedByEmail":null,"publishedById":64413925,"publishedByName":null,"publishedUrl":"https://www.oag.com/blog/how-airport-service-providers-are-turning-flight-data-into-strategic-advantage","resolvedDomain":"www.oag.com","resolvedLanguage":null,"rssBody":"
Real-time data is reshaping how airport service providers (ASPs) manage their operations – helping them to reduce delays, boost efficiency and stay competitive. With rising passenger volumes, tighter margins, and unpredictable disruptions, it’s becoming increasingly essential for ASPs to invest heavily in operational efficiency. Yet, many providers are still planning based on outdated schedules, siloed systems, and limited visibility.
\n\n
The leading providers thriving in this environment are doing one thing differently - they’re putting real-time and predictive data at the heart of every operational decision.
\n
Why Accurate Flight Data Matters More Than Ever
\n
Schedules data is critical for ASPs to keep operations running smoothly. However, accessing accurate, up-to-date schedules directly from airlines can be tricky, and often leaves ASPs reliant on external sources to fill the gap.
\n
With disruptions like delays, gate changes, and diversions happening every day, real-time schedule data becomes a game-changer - helping ASPs shift gears from constantly reacting to problems to proactively managing and streamlining their operations and enhancing the traveler experience. Operating across more than 200 airports worldwide, Swissport illustrates the power of this shift.
\n\n \n
From Ground Ops to Airspace: A New Model of Visibility
\n
When ASPs adopt a unified data approach, the benefits extend far beyond arrival boards. Ground operations, dispatch, air navigation, and customer service teams can all work from a single source of truth, boosting coordination and reducing bottlenecks. SANS (Saudi Air Navigation Services) partnered with OAG to gain situational awareness across its airspace and airports.
\n\n
\n
Strength in Prediction: Optimising Efficiency and Passenger Experience
\n
When ASPs rely on flight data for operational workflows, the advantages extend far beyond gate assignments and flight displays. For airport operations teams access to reliable, real-time data is essential for coordinating services such as baggage handling, passenger assistance teams, and cabin cleaning - especially in busy and high-traffic terminals. AvTech - which specialises in passenger support and airport operational services - uses OAG’s Flight Info API to power time-sensitive resource deployment.
\n\n
What Are Service Providers Still Missing?
\n
Many providers still use spreadsheets or static planning tools that don’t account for the unpredictability of real-world operations. The opportunity cost? Higher staffing costs, idle ground equipment, missed SLAs, and dissatisfied passengers.
\n
By unlocking the full value of flight data - including live updates, predictive models, and historical trends - airport service providers gain control, flexibility, and foresight. Whether it’s aligning staffing with demand or rerouting resources during disruption, smart data enables smart decisions.
\n
Innovation in Action: How ASPs Are Already Transforming Operations
\n
Airport service providers are increasingly adopting innovation to tackle operational challenges and drive efficiencies.
\n
Here’s how groundbreaking technologies are transforming airport operations and enhancing overall performance:
\n
\n
Assaia – AI for Turnaround Optimization: Assaia's \"ApronAI\" uses AI-powered computer vision and machine learning to monitor aircraft turnaround operations in real-time.\n
\n
Cameras track essential ground activities like fueling, catering, and baggage handling, automatically identifying delays and inefficiencies.
\n
Airports such as JFK and Seattle-Tacoma benefit from automated turnaround tracking, reduced delays, and optimized resource use.
\n
\n
\n
Zensors – AI Vision for Passenger Flow: Zensors transforms existing CCTV systems into intelligent, real-time analytics platforms.\n
Pittsburgh International Airport uses Zensors to dynamically manage terminal operations and significantly reduce passenger wait times without investing in additional hardware.
\n
\n
\n
Aurrigo – Autonomous Mobility Vehicles: Aurrigo develops driverless pods and baggage tractors to enhance airside and landside efficiency.\n
\n
The autonomous Auto-DollyTug navigates complex apron environments, streamlining baggage operations.
\n
Tested at Heathrow and Changi, these innovations reduce labor strain and carbon footprints, while improving operational efficiency.
\n
\n
\n
Aira – AR Navigation for Accessibility: Aira offers augmented reality guidance through smart glasses and mobile apps to assist visually impaired travelers.\n
\n
Real-time agent support enables passengers at airports like Los Angeles (LAX) and Houston to independently navigate terminals, highlighting technology's potential to improve inclusivity alongside efficiency.
\n
\n
\n
\n
The New Standard for Smarter Operations
\n
Airport service providers who embrace data are leading the industry. They’re improving staff performance, increasing on-time metrics, reducing environmental impact, and elevating passenger experiences.
\n
Flight data isn’t just for tracking arrivals and departures. It’s the backbone of efficient, responsive, and resilient operations.
Real-time data is reshaping how airport service providers (ASPs) manage their operations – helping them to reduce delays, boost efficiency and stay competitive. With rising passenger volumes, tighter margins, and unpredictable disruptions, it’s becoming increasingly essential for ASPs to invest heavily in operational efficiency. Yet, many providers are still planning based on outdated schedules, siloed systems, and limited visibility.
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Bold Winter Shift: French Capacity is Cut | Aviation Market Analysis | OAG","id":194493114921,"includeDefaultCustomCss":null,"isCaptchaRequired":true,"isCrawlableByBots":false,"isDraft":false,"isInstantEmailEnabled":true,"isPublished":true,"isSocialPublishingEnabled":false,"keywords":[],"label":"Ryanair’s Bold Winter Shift: French Capacity is Cut","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":{"html_title":"Ryanair’s Bold Winter Shift: French Capacity is Cut | Aviation Market Analysis | OAG","public_access_rules":[],"public_access_rules_enabled":false,"tag_ids":[66382214546],"topic_ids":[66382214546],"post_summary":"
For many airlines, cost control is crucial. When an external supplier or agency imposes a price increase, the airline, and ultimately the passenger, suffers as those charges are passed on through higher ticket prices. Unfortunately for most airlines it’s a “grin and bear it” moment with their operations based on a single home market. But not for Ryanair, who’ve cut winter capacity to France.
\n","post_body":"
For many airlines, cost control is crucial. When an external supplier or agency imposes a price increase, the airline, and ultimately the passenger, suffers as those charges are passed on through higher ticket prices. Unfortunately for most airlines it’s a “grin and bear it” moment with their operations based on a single home market. But not for Ryanair, who’ve cut winter capacity to France.
\n\n
KEY POINTS:
\n
\n
Ryanair is cutting 11% of its French winter capacity due to higher aviation taxes and ATC disruptions.
\n
Despite cuts in France, the airline is adding 31,000 more flights and six million extra seats overall versus last winter.
\n
Italy and Ireland see the biggest capacity gains, with major boosts also for airports: Brussels Charleroi, London Stansted, Alicante, Krakow, and Malta.
\n
Four French airports - Strasbourg, Bergerac, Paris Vatry, and Brive - are essentially being dropped entirely.
\n
Ryanair’s network flexibility lets it move aircraft easily, giving it strong leverage with airports.
\n
\n\n
The most recent increase in aviation taxes, combined with the loss of around 7.3 million passengers from French ATC disruption, has prompted the airline to cut 11% of its historic winter capacity to France. And yet, in total, the airline will operate some 31,000 more flights capacity and six million more seats than in the winter 2024/25 season. So how has that all happened?
\n
Massive Network Flexibility
\n
With 93 bases across Europe, Ryanair can easily move one or two aircraft from base to base over the winter season if the price is right at the receiving base! While some other carriers can match this network flexibility, Ryanair are the masters in such movement and it certainly provides them with a strong negotiating point in their dealings with airports and stakeholders. And, as always, where there are losers there are winners, so let’s look at who they are…
\n
Country-Level Winners
\n
At country level there is only one country – among Ryanair’s markets - that sees a year-on-year decline, and that’s France. Every other major market is benefitting from the redistribution of capacity, with average capacity growth of over 8% as new aircraft join the airline’s fleet:
\n
\n
Italy is the clear winner with an additional 1.5 million seats and 10% growth as Ryanair cements its dominance in both the domestic and intra-European market.
\n
Ireland, with 15% growth, is clearly now back in favour with Ryanair. With nearly 600,000 additional seats at Dublin alone, the airline seems to have found a way around some of the local capacity restrictions.
\n
Spain and the UK are below the average amongst the airline’s top markets, consistent growth in already very mature markets reflects the confidence of the airline in its business model.
\n
\n
\n
Airport-Level Winners
\n
Not surprisingly the major airport winners in the Ryanair winter stakes are in those major country markets. Brussels Charleroi, London Stansted, Alicante, Krakow and Malta all gain over 200,000 additional seats for the 20 week season - so travellers can expect some aggressive pricing to and from those destinations I suspect.
\n
\n
\n
\n
\n
France’s Capacity Loss
\n
Applying an even-handed approach to their dissatisfaction, Ryanair have dropped capacity at every French airport they operate with four airports essentially being wiped off their network map: Strasbourg, Bergerac, Paris-Vatry and Brive. While others, such as Béziers, have lost over half of their capacity season on season.
\n
Ryanair are the only scheduled airline operating at Béziers and the loss of over 100 flights in the winter season will be an issue, although on the bright side of life the airline has conveniently not scheduled any services for Friday, Saturday or Sunday allowing for long-weekends for all the airport staff! You would suspect that the towns chamber of commerce will be wondering what to do now those services have been lost.
\n
The biggest losses in capacity are at two of the largest Ryanair bases:
\n
\n
Paris Beauvais down 76,000 seats (-6.5%)
\n
Marseille down 58,000 (-7.4%)
\n
\n
While Marseille has multiple airlines operating, Paris Beauvais will feel the impact as Ryanair is their largest customer and ten times the size of their next operator.
\n
\n
The imposition of additional taxes may play well in some quarters of French politics and the various sustainability groups, but since Ryanair has one of the most efficient fleets in Europe it will be interesting to see if the lost revenue from non-collection of any taxes and the damage to the local economies is greater than the incremental revenue the authorities were hoping to see.
\n
Few Airports “Beat” Ryanair
\n
It has been said many times before and is worth saying again, few airlines beat Ryanair at their own game and the latest attempts of the French once again repeat the lessons that other authorities and airports have experienced. As the largest airline in Europe with multiple bases and the ability to flex their market power when necessary, Ryanair really are a capacity tap, it can be turned on and off at a moment’s notice and never misread a threat from Europe’s largest low-cost carrier.
\n
\n
","rss_summary":"
For many airlines, cost control is crucial. When an external supplier or agency imposes a price increase, the airline, and ultimately the passenger, suffers as those charges are passed on through higher ticket prices. Unfortunately for most airlines it’s a “grin and bear it” moment with their operations based on a single home market. But not for Ryanair, who’ve cut winter capacity to France.
\n","rss_body":"
For many airlines, cost control is crucial. When an external supplier or agency imposes a price increase, the airline, and ultimately the passenger, suffers as those charges are passed on through higher ticket prices. Unfortunately for most airlines it’s a “grin and bear it” moment with their operations based on a single home market. But not for Ryanair, who’ve cut winter capacity to France.
\n\n
KEY POINTS:
\n
\n
Ryanair is cutting 11% of its French winter capacity due to higher aviation taxes and ATC disruptions.
\n
Despite cuts in France, the airline is adding 31,000 more flights and six million extra seats overall versus last winter.
\n
Italy and Ireland see the biggest capacity gains, with major boosts also for airports: Brussels Charleroi, London Stansted, Alicante, Krakow, and Malta.
\n
Four French airports - Strasbourg, Bergerac, Paris Vatry, and Brive - are essentially being dropped entirely.
\n
Ryanair’s network flexibility lets it move aircraft easily, giving it strong leverage with airports.
\n
\n\n
The most recent increase in aviation taxes, combined with the loss of around 7.3 million passengers from French ATC disruption, has prompted the airline to cut 11% of its historic winter capacity to France. And yet, in total, the airline will operate some 31,000 more flights capacity and six million more seats than in the winter 2024/25 season. So how has that all happened?
\n
Massive Network Flexibility
\n
With 93 bases across Europe, Ryanair can easily move one or two aircraft from base to base over the winter season if the price is right at the receiving base! While some other carriers can match this network flexibility, Ryanair are the masters in such movement and it certainly provides them with a strong negotiating point in their dealings with airports and stakeholders. And, as always, where there are losers there are winners, so let’s look at who they are…
\n
Country-Level Winners
\n
At country level there is only one country – among Ryanair’s markets - that sees a year-on-year decline, and that’s France. Every other major market is benefitting from the redistribution of capacity, with average capacity growth of over 8% as new aircraft join the airline’s fleet:
\n
\n
Italy is the clear winner with an additional 1.5 million seats and 10% growth as Ryanair cements its dominance in both the domestic and intra-European market.
\n
Ireland, with 15% growth, is clearly now back in favour with Ryanair. With nearly 600,000 additional seats at Dublin alone, the airline seems to have found a way around some of the local capacity restrictions.
\n
Spain and the UK are below the average amongst the airline’s top markets, consistent growth in already very mature markets reflects the confidence of the airline in its business model.
\n
\n
\n
Airport-Level Winners
\n
Not surprisingly the major airport winners in the Ryanair winter stakes are in those major country markets. Brussels Charleroi, London Stansted, Alicante, Krakow and Malta all gain over 200,000 additional seats for the 20 week season - so travellers can expect some aggressive pricing to and from those destinations I suspect.
\n
\n
\n
\n
\n
France’s Capacity Loss
\n
Applying an even-handed approach to their dissatisfaction, Ryanair have dropped capacity at every French airport they operate with four airports essentially being wiped off their network map: Strasbourg, Bergerac, Paris-Vatry and Brive. While others, such as Béziers, have lost over half of their capacity season on season.
\n
Ryanair are the only scheduled airline operating at Béziers and the loss of over 100 flights in the winter season will be an issue, although on the bright side of life the airline has conveniently not scheduled any services for Friday, Saturday or Sunday allowing for long-weekends for all the airport staff! You would suspect that the towns chamber of commerce will be wondering what to do now those services have been lost.
\n
The biggest losses in capacity are at two of the largest Ryanair bases:
\n
\n
Paris Beauvais down 76,000 seats (-6.5%)
\n
Marseille down 58,000 (-7.4%)
\n
\n
While Marseille has multiple airlines operating, Paris Beauvais will feel the impact as Ryanair is their largest customer and ten times the size of their next operator.
\n
\n
The imposition of additional taxes may play well in some quarters of French politics and the various sustainability groups, but since Ryanair has one of the most efficient fleets in Europe it will be interesting to see if the lost revenue from non-collection of any taxes and the damage to the local economies is greater than the incremental revenue the authorities were hoping to see.
\n
Few Airports “Beat” Ryanair
\n
It has been said many times before and is worth saying again, few airlines beat Ryanair at their own game and the latest attempts of the French once again repeat the lessons that other authorities and airports have experienced. As the largest airline in Europe with multiple bases and the ability to flex their market power when necessary, Ryanair really are a capacity tap, it can be turned on and off at a moment’s notice and never misread a threat from Europe’s largest low-cost carrier.
\n
\n
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For many airlines, cost control is crucial. When an external supplier or agency imposes a price increase, the airline, and ultimately the passenger, suffers as those charges are passed on through higher ticket prices. Unfortunately for most airlines it’s a “grin and bear it” moment with their operations based on a single home market. But not for Ryanair, who’ve cut winter capacity to France.
\n\n
KEY POINTS:
\n
\n
Ryanair is cutting 11% of its French winter capacity due to higher aviation taxes and ATC disruptions.
\n
Despite cuts in France, the airline is adding 31,000 more flights and six million extra seats overall versus last winter.
\n
Italy and Ireland see the biggest capacity gains, with major boosts also for airports: Brussels Charleroi, London Stansted, Alicante, Krakow, and Malta.
\n
Four French airports - Strasbourg, Bergerac, Paris Vatry, and Brive - are essentially being dropped entirely.
\n
Ryanair’s network flexibility lets it move aircraft easily, giving it strong leverage with airports.
\n
\n\n
The most recent increase in aviation taxes, combined with the loss of around 7.3 million passengers from French ATC disruption, has prompted the airline to cut 11% of its historic winter capacity to France. And yet, in total, the airline will operate some 31,000 more flights capacity and six million more seats than in the winter 2024/25 season. So how has that all happened?
\n
Massive Network Flexibility
\n
With 93 bases across Europe, Ryanair can easily move one or two aircraft from base to base over the winter season if the price is right at the receiving base! While some other carriers can match this network flexibility, Ryanair are the masters in such movement and it certainly provides them with a strong negotiating point in their dealings with airports and stakeholders. And, as always, where there are losers there are winners, so let’s look at who they are…
\n
Country-Level Winners
\n
At country level there is only one country – among Ryanair’s markets - that sees a year-on-year decline, and that’s France. Every other major market is benefitting from the redistribution of capacity, with average capacity growth of over 8% as new aircraft join the airline’s fleet:
\n
\n
Italy is the clear winner with an additional 1.5 million seats and 10% growth as Ryanair cements its dominance in both the domestic and intra-European market.
\n
Ireland, with 15% growth, is clearly now back in favour with Ryanair. With nearly 600,000 additional seats at Dublin alone, the airline seems to have found a way around some of the local capacity restrictions.
\n
Spain and the UK are below the average amongst the airline’s top markets, consistent growth in already very mature markets reflects the confidence of the airline in its business model.
\n
\n
\n
Airport-Level Winners
\n
Not surprisingly the major airport winners in the Ryanair winter stakes are in those major country markets. Brussels Charleroi, London Stansted, Alicante, Krakow and Malta all gain over 200,000 additional seats for the 20 week season - so travellers can expect some aggressive pricing to and from those destinations I suspect.
\n
\n
\n
\n
\n
France’s Capacity Loss
\n
Applying an even-handed approach to their dissatisfaction, Ryanair have dropped capacity at every French airport they operate with four airports essentially being wiped off their network map: Strasbourg, Bergerac, Paris-Vatry and Brive. While others, such as Béziers, have lost over half of their capacity season on season.
\n
Ryanair are the only scheduled airline operating at Béziers and the loss of over 100 flights in the winter season will be an issue, although on the bright side of life the airline has conveniently not scheduled any services for Friday, Saturday or Sunday allowing for long-weekends for all the airport staff! You would suspect that the towns chamber of commerce will be wondering what to do now those services have been lost.
\n
The biggest losses in capacity are at two of the largest Ryanair bases:
\n
\n
Paris Beauvais down 76,000 seats (-6.5%)
\n
Marseille down 58,000 (-7.4%)
\n
\n
While Marseille has multiple airlines operating, Paris Beauvais will feel the impact as Ryanair is their largest customer and ten times the size of their next operator.
\n
\n
The imposition of additional taxes may play well in some quarters of French politics and the various sustainability groups, but since Ryanair has one of the most efficient fleets in Europe it will be interesting to see if the lost revenue from non-collection of any taxes and the damage to the local economies is greater than the incremental revenue the authorities were hoping to see.
\n
Few Airports “Beat” Ryanair
\n
It has been said many times before and is worth saying again, few airlines beat Ryanair at their own game and the latest attempts of the French once again repeat the lessons that other authorities and airports have experienced. As the largest airline in Europe with multiple bases and the ability to flex their market power when necessary, Ryanair really are a capacity tap, it can be turned on and off at a moment’s notice and never misread a threat from Europe’s largest low-cost carrier.
\n
\n
","postBodyRss":"
For many airlines, cost control is crucial. When an external supplier or agency imposes a price increase, the airline, and ultimately the passenger, suffers as those charges are passed on through higher ticket prices. Unfortunately for most airlines it’s a “grin and bear it” moment with their operations based on a single home market. But not for Ryanair, who’ve cut winter capacity to France.
\n\n
KEY POINTS:
\n
\n
Ryanair is cutting 11% of its French winter capacity due to higher aviation taxes and ATC disruptions.
\n
Despite cuts in France, the airline is adding 31,000 more flights and six million extra seats overall versus last winter.
\n
Italy and Ireland see the biggest capacity gains, with major boosts also for airports: Brussels Charleroi, London Stansted, Alicante, Krakow, and Malta.
\n
Four French airports - Strasbourg, Bergerac, Paris Vatry, and Brive - are essentially being dropped entirely.
\n
Ryanair’s network flexibility lets it move aircraft easily, giving it strong leverage with airports.
\n
\n\n
The most recent increase in aviation taxes, combined with the loss of around 7.3 million passengers from French ATC disruption, has prompted the airline to cut 11% of its historic winter capacity to France. And yet, in total, the airline will operate some 31,000 more flights capacity and six million more seats than in the winter 2024/25 season. So how has that all happened?
\n
Massive Network Flexibility
\n
With 93 bases across Europe, Ryanair can easily move one or two aircraft from base to base over the winter season if the price is right at the receiving base! While some other carriers can match this network flexibility, Ryanair are the masters in such movement and it certainly provides them with a strong negotiating point in their dealings with airports and stakeholders. And, as always, where there are losers there are winners, so let’s look at who they are…
\n
Country-Level Winners
\n
At country level there is only one country – among Ryanair’s markets - that sees a year-on-year decline, and that’s France. Every other major market is benefitting from the redistribution of capacity, with average capacity growth of over 8% as new aircraft join the airline’s fleet:
\n
\n
Italy is the clear winner with an additional 1.5 million seats and 10% growth as Ryanair cements its dominance in both the domestic and intra-European market.
\n
Ireland, with 15% growth, is clearly now back in favour with Ryanair. With nearly 600,000 additional seats at Dublin alone, the airline seems to have found a way around some of the local capacity restrictions.
\n
Spain and the UK are below the average amongst the airline’s top markets, consistent growth in already very mature markets reflects the confidence of the airline in its business model.
\n
\n
\n
Airport-Level Winners
\n
Not surprisingly the major airport winners in the Ryanair winter stakes are in those major country markets. Brussels Charleroi, London Stansted, Alicante, Krakow and Malta all gain over 200,000 additional seats for the 20 week season - so travellers can expect some aggressive pricing to and from those destinations I suspect.
\n
\n
\n
\n
\n
France’s Capacity Loss
\n
Applying an even-handed approach to their dissatisfaction, Ryanair have dropped capacity at every French airport they operate with four airports essentially being wiped off their network map: Strasbourg, Bergerac, Paris-Vatry and Brive. While others, such as Béziers, have lost over half of their capacity season on season.
\n
Ryanair are the only scheduled airline operating at Béziers and the loss of over 100 flights in the winter season will be an issue, although on the bright side of life the airline has conveniently not scheduled any services for Friday, Saturday or Sunday allowing for long-weekends for all the airport staff! You would suspect that the towns chamber of commerce will be wondering what to do now those services have been lost.
\n
The biggest losses in capacity are at two of the largest Ryanair bases:
\n
\n
Paris Beauvais down 76,000 seats (-6.5%)
\n
Marseille down 58,000 (-7.4%)
\n
\n
While Marseille has multiple airlines operating, Paris Beauvais will feel the impact as Ryanair is their largest customer and ten times the size of their next operator.
\n
\n
The imposition of additional taxes may play well in some quarters of French politics and the various sustainability groups, but since Ryanair has one of the most efficient fleets in Europe it will be interesting to see if the lost revenue from non-collection of any taxes and the damage to the local economies is greater than the incremental revenue the authorities were hoping to see.
\n
Few Airports “Beat” Ryanair
\n
It has been said many times before and is worth saying again, few airlines beat Ryanair at their own game and the latest attempts of the French once again repeat the lessons that other authorities and airports have experienced. As the largest airline in Europe with multiple bases and the ability to flex their market power when necessary, Ryanair really are a capacity tap, it can be turned on and off at a moment’s notice and never misread a threat from Europe’s largest low-cost carrier.
\n
\n
","postEmailContent":"
For many airlines, cost control is crucial. When an external supplier or agency imposes a price increase, the airline, and ultimately the passenger, suffers as those charges are passed on through higher ticket prices. Unfortunately for most airlines it’s a “grin and bear it” moment with their operations based on a single home market. But not for Ryanair, who’ve cut winter capacity to France.
For many airlines, cost control is crucial. When an external supplier or agency imposes a price increase, the airline, and ultimately the passenger, suffers as those charges are passed on through higher ticket prices. Unfortunately for most airlines it’s a “grin and bear it” moment with their operations based on a single home market. But not for Ryanair, who’ve cut winter capacity to France.
For many airlines, cost control is crucial. When an external supplier or agency imposes a price increase, the airline, and ultimately the passenger, suffers as those charges are passed on through higher ticket prices. Unfortunately for most airlines it’s a “grin and bear it” moment with their operations based on a single home market. But not for Ryanair, who’ve cut winter capacity to France.
For many airlines, cost control is crucial. When an external supplier or agency imposes a price increase, the airline, and ultimately the passenger, suffers as those charges are passed on through higher ticket prices. Unfortunately for most airlines it’s a “grin and bear it” moment with their operations based on a single home market. But not for Ryanair, who’ve cut winter capacity to France.
\n","postSummaryRss":"
For many airlines, cost control is crucial. When an external supplier or agency imposes a price increase, the airline, and ultimately the passenger, suffers as those charges are passed on through higher ticket prices. Unfortunately for most airlines it’s a “grin and bear it” moment with their operations based on a single home market. But not for Ryanair, who’ve cut winter capacity to France.
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For many airlines, cost control is crucial. When an external supplier or agency imposes a price increase, the airline, and ultimately the passenger, suffers as those charges are passed on through higher ticket prices. Unfortunately for most airlines it’s a “grin and bear it” moment with their operations based on a single home market. But not for Ryanair, who’ve cut winter capacity to France.
\n\n
KEY POINTS:
\n
\n
Ryanair is cutting 11% of its French winter capacity due to higher aviation taxes and ATC disruptions.
\n
Despite cuts in France, the airline is adding 31,000 more flights and six million extra seats overall versus last winter.
\n
Italy and Ireland see the biggest capacity gains, with major boosts also for airports: Brussels Charleroi, London Stansted, Alicante, Krakow, and Malta.
\n
Four French airports - Strasbourg, Bergerac, Paris Vatry, and Brive - are essentially being dropped entirely.
\n
Ryanair’s network flexibility lets it move aircraft easily, giving it strong leverage with airports.
\n
\n\n
The most recent increase in aviation taxes, combined with the loss of around 7.3 million passengers from French ATC disruption, has prompted the airline to cut 11% of its historic winter capacity to France. And yet, in total, the airline will operate some 31,000 more flights capacity and six million more seats than in the winter 2024/25 season. So how has that all happened?
\n
Massive Network Flexibility
\n
With 93 bases across Europe, Ryanair can easily move one or two aircraft from base to base over the winter season if the price is right at the receiving base! While some other carriers can match this network flexibility, Ryanair are the masters in such movement and it certainly provides them with a strong negotiating point in their dealings with airports and stakeholders. And, as always, where there are losers there are winners, so let’s look at who they are…
\n
Country-Level Winners
\n
At country level there is only one country – among Ryanair’s markets - that sees a year-on-year decline, and that’s France. Every other major market is benefitting from the redistribution of capacity, with average capacity growth of over 8% as new aircraft join the airline’s fleet:
\n
\n
Italy is the clear winner with an additional 1.5 million seats and 10% growth as Ryanair cements its dominance in both the domestic and intra-European market.
\n
Ireland, with 15% growth, is clearly now back in favour with Ryanair. With nearly 600,000 additional seats at Dublin alone, the airline seems to have found a way around some of the local capacity restrictions.
\n
Spain and the UK are below the average amongst the airline’s top markets, consistent growth in already very mature markets reflects the confidence of the airline in its business model.
\n
\n
\n
Airport-Level Winners
\n
Not surprisingly the major airport winners in the Ryanair winter stakes are in those major country markets. Brussels Charleroi, London Stansted, Alicante, Krakow and Malta all gain over 200,000 additional seats for the 20 week season - so travellers can expect some aggressive pricing to and from those destinations I suspect.
\n
\n
\n
\n
\n
France’s Capacity Loss
\n
Applying an even-handed approach to their dissatisfaction, Ryanair have dropped capacity at every French airport they operate with four airports essentially being wiped off their network map: Strasbourg, Bergerac, Paris-Vatry and Brive. While others, such as Béziers, have lost over half of their capacity season on season.
\n
Ryanair are the only scheduled airline operating at Béziers and the loss of over 100 flights in the winter season will be an issue, although on the bright side of life the airline has conveniently not scheduled any services for Friday, Saturday or Sunday allowing for long-weekends for all the airport staff! You would suspect that the towns chamber of commerce will be wondering what to do now those services have been lost.
\n
The biggest losses in capacity are at two of the largest Ryanair bases:
\n
\n
Paris Beauvais down 76,000 seats (-6.5%)
\n
Marseille down 58,000 (-7.4%)
\n
\n
While Marseille has multiple airlines operating, Paris Beauvais will feel the impact as Ryanair is their largest customer and ten times the size of their next operator.
\n
\n
The imposition of additional taxes may play well in some quarters of French politics and the various sustainability groups, but since Ryanair has one of the most efficient fleets in Europe it will be interesting to see if the lost revenue from non-collection of any taxes and the damage to the local economies is greater than the incremental revenue the authorities were hoping to see.
\n
Few Airports “Beat” Ryanair
\n
It has been said many times before and is worth saying again, few airlines beat Ryanair at their own game and the latest attempts of the French once again repeat the lessons that other authorities and airports have experienced. As the largest airline in Europe with multiple bases and the ability to flex their market power when necessary, Ryanair really are a capacity tap, it can be turned on and off at a moment’s notice and never misread a threat from Europe’s largest low-cost carrier.
\n
\n
","rssSummary":"
For many airlines, cost control is crucial. When an external supplier or agency imposes a price increase, the airline, and ultimately the passenger, suffers as those charges are passed on through higher ticket prices. Unfortunately for most airlines it’s a “grin and bear it” moment with their operations based on a single home market. But not for Ryanair, who’ve cut winter capacity to France.
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Gary Bowerman (Asia Travel Markets & Consumer Trends Analyst) to give a mid-year aviation recap and discuss predictions for the industry for the second half of 2025.
\n","post_body":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Gary Bowerman (Asia Travel Markets & Consumer Trends Analyst) to give a mid-year aviation recap and discuss predictions for the industry for the second half of 2025.
\n\n
The live panel discussed global growth trends and also took a deep dive into some of the world's biggest markets:
\n
\n
In Asia, is Japan reaching peak volumes? Why has Thailand’s capacity dropped dramatically this year? Is Vietnam’s aviation market a rising star?
\n
In the US, one of the world’s biggest domestic markets, is more consolidation imminent? And is international travel demand finally softening?
\n
\n\n
A look at growth trends
\n
First, the panel began by taking a look at global growth trends:
\n
\n
Capacity for this summer is expected to be 3.1% ahead of 2024, a little slower than we expected last month. For the year to date so far (January-July 2025), capacity is 3.1% ahead of the same months in 2024.
\n
If growth had continued at the underlying rate from 2019 to 2025, capacity would now be at 625m seats in July 2025, rather than 557m.
\n
The equivalent ‘lost’ daily flights in the month of July are almost 19,000.
\n
\n
\n
Part one: asia
\n
Next, the panel began their in-depth analysis with a focus on Asia’s aviation market:
\n
\n
Several of Southeast Asia’s major markets are showing notable capacity gains: Vietnam is up by 16%, Malaysia by 10%, and Cambodia by an impressive 22%.
\n
However, this increase in capacity is not reflected in the latest H1 2025 arrivals data, which indicates that most markets have experienced a decline in visitor arrivals—Vietnam being the key exception.
\n
\n
In this clip, Gary gave his insights into these capacity trends we've seen developing:
\n
\n
vietnam growth takes off
\n
Growth in Vietnam has been on a steady upward trajectory since around 2011, with significant international growth taking place between 2010 and 2019. In the 15 years from 2010-2025, growth has averaged 9%, despite the impact of the pandemic. Is this Vietnam’s moment?
\n
\n
Part two: usa
\n
In the second half of the webinar, the panel discussed the US - is the domestic market softening?
\n
\n
Domestic capacity in the US is pretty flat – although not contracting – this summer, with capacity growth of just 0.8%, compared to an increase of 2.3% in international capacity.
\n
Looking at the Top 10 carriers (domestic and international capacity) shows mixed performance: United leads with a 6.3% year-on-year increase, Delta has grown by 2.9%, and American by a steadier 1.2%.
\n
In contrast, most low-cost and ultra-low-cost carriers are seeing limited growth, with the notable exception of Allegiant, which is up 13.6%.
\n
\n
Courtney gave his insights into the trends we're seeing:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Gary Bowerman (Asia Travel Markets & Consumer Trends Analyst) to give a mid-year aviation recap and discuss predictions for the industry for the second half of 2025.
\n","rss_body":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Gary Bowerman (Asia Travel Markets & Consumer Trends Analyst) to give a mid-year aviation recap and discuss predictions for the industry for the second half of 2025.
\n\n
The live panel discussed global growth trends and also took a deep dive into some of the world's biggest markets:
\n
\n
In Asia, is Japan reaching peak volumes? Why has Thailand’s capacity dropped dramatically this year? Is Vietnam’s aviation market a rising star?
\n
In the US, one of the world’s biggest domestic markets, is more consolidation imminent? And is international travel demand finally softening?
\n
\n\n
A look at growth trends
\n
First, the panel began by taking a look at global growth trends:
\n
\n
Capacity for this summer is expected to be 3.1% ahead of 2024, a little slower than we expected last month. For the year to date so far (January-July 2025), capacity is 3.1% ahead of the same months in 2024.
\n
If growth had continued at the underlying rate from 2019 to 2025, capacity would now be at 625m seats in July 2025, rather than 557m.
\n
The equivalent ‘lost’ daily flights in the month of July are almost 19,000.
\n
\n
\n
Part one: asia
\n
Next, the panel began their in-depth analysis with a focus on Asia’s aviation market:
\n
\n
Several of Southeast Asia’s major markets are showing notable capacity gains: Vietnam is up by 16%, Malaysia by 10%, and Cambodia by an impressive 22%.
\n
However, this increase in capacity is not reflected in the latest H1 2025 arrivals data, which indicates that most markets have experienced a decline in visitor arrivals—Vietnam being the key exception.
\n
\n
In this clip, Gary gave his insights into these capacity trends we've seen developing:
\n
\n
vietnam growth takes off
\n
Growth in Vietnam has been on a steady upward trajectory since around 2011, with significant international growth taking place between 2010 and 2019. In the 15 years from 2010-2025, growth has averaged 9%, despite the impact of the pandemic. Is this Vietnam’s moment?
\n
\n
Part two: usa
\n
In the second half of the webinar, the panel discussed the US - is the domestic market softening?
\n
\n
Domestic capacity in the US is pretty flat – although not contracting – this summer, with capacity growth of just 0.8%, compared to an increase of 2.3% in international capacity.
\n
Looking at the Top 10 carriers (domestic and international capacity) shows mixed performance: United leads with a 6.3% year-on-year increase, Delta has grown by 2.9%, and American by a steadier 1.2%.
\n
In contrast, most low-cost and ultra-low-cost carriers are seeing limited growth, with the notable exception of Allegiant, which is up 13.6%.
\n
\n
Courtney gave his insights into the trends we're seeing:
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Gary Bowerman (Asia Travel Markets & Consumer Trends Analyst) to give a mid-year aviation recap and discuss predictions for the industry for the second half of 2025.
\n\n
The live panel discussed global growth trends and also took a deep dive into some of the world's biggest markets:
\n
\n
In Asia, is Japan reaching peak volumes? Why has Thailand’s capacity dropped dramatically this year? Is Vietnam’s aviation market a rising star?
\n
In the US, one of the world’s biggest domestic markets, is more consolidation imminent? And is international travel demand finally softening?
\n
\n\n
A look at growth trends
\n
First, the panel began by taking a look at global growth trends:
\n
\n
Capacity for this summer is expected to be 3.1% ahead of 2024, a little slower than we expected last month. For the year to date so far (January-July 2025), capacity is 3.1% ahead of the same months in 2024.
\n
If growth had continued at the underlying rate from 2019 to 2025, capacity would now be at 625m seats in July 2025, rather than 557m.
\n
The equivalent ‘lost’ daily flights in the month of July are almost 19,000.
\n
\n
\n
Part one: asia
\n
Next, the panel began their in-depth analysis with a focus on Asia’s aviation market:
\n
\n
Several of Southeast Asia’s major markets are showing notable capacity gains: Vietnam is up by 16%, Malaysia by 10%, and Cambodia by an impressive 22%.
\n
However, this increase in capacity is not reflected in the latest H1 2025 arrivals data, which indicates that most markets have experienced a decline in visitor arrivals—Vietnam being the key exception.
\n
\n
In this clip, Gary gave his insights into these capacity trends we've seen developing:
\n
\n
vietnam growth takes off
\n
Growth in Vietnam has been on a steady upward trajectory since around 2011, with significant international growth taking place between 2010 and 2019. In the 15 years from 2010-2025, growth has averaged 9%, despite the impact of the pandemic. Is this Vietnam’s moment?
\n
\n
Part two: usa
\n
In the second half of the webinar, the panel discussed the US - is the domestic market softening?
\n
\n
Domestic capacity in the US is pretty flat – although not contracting – this summer, with capacity growth of just 0.8%, compared to an increase of 2.3% in international capacity.
\n
Looking at the Top 10 carriers (domestic and international capacity) shows mixed performance: United leads with a 6.3% year-on-year increase, Delta has grown by 2.9%, and American by a steadier 1.2%.
\n
In contrast, most low-cost and ultra-low-cost carriers are seeing limited growth, with the notable exception of Allegiant, which is up 13.6%.
\n
\n
Courtney gave his insights into the trends we're seeing:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Gary Bowerman (Asia Travel Markets & Consumer Trends Analyst) to give a mid-year aviation recap and discuss predictions for the industry for the second half of 2025.
\n\n
The live panel discussed global growth trends and also took a deep dive into some of the world's biggest markets:
\n
\n
In Asia, is Japan reaching peak volumes? Why has Thailand’s capacity dropped dramatically this year? Is Vietnam’s aviation market a rising star?
\n
In the US, one of the world’s biggest domestic markets, is more consolidation imminent? And is international travel demand finally softening?
\n
\n\n
A look at growth trends
\n
First, the panel began by taking a look at global growth trends:
\n
\n
Capacity for this summer is expected to be 3.1% ahead of 2024, a little slower than we expected last month. For the year to date so far (January-July 2025), capacity is 3.1% ahead of the same months in 2024.
\n
If growth had continued at the underlying rate from 2019 to 2025, capacity would now be at 625m seats in July 2025, rather than 557m.
\n
The equivalent ‘lost’ daily flights in the month of July are almost 19,000.
\n
\n
\n
Part one: asia
\n
Next, the panel began their in-depth analysis with a focus on Asia’s aviation market:
\n
\n
Several of Southeast Asia’s major markets are showing notable capacity gains: Vietnam is up by 16%, Malaysia by 10%, and Cambodia by an impressive 22%.
\n
However, this increase in capacity is not reflected in the latest H1 2025 arrivals data, which indicates that most markets have experienced a decline in visitor arrivals—Vietnam being the key exception.
\n
\n
In this clip, Gary gave his insights into these capacity trends we've seen developing:
\n
\n
vietnam growth takes off
\n
Growth in Vietnam has been on a steady upward trajectory since around 2011, with significant international growth taking place between 2010 and 2019. In the 15 years from 2010-2025, growth has averaged 9%, despite the impact of the pandemic. Is this Vietnam’s moment?
\n
\n
Part two: usa
\n
In the second half of the webinar, the panel discussed the US - is the domestic market softening?
\n
\n
Domestic capacity in the US is pretty flat – although not contracting – this summer, with capacity growth of just 0.8%, compared to an increase of 2.3% in international capacity.
\n
Looking at the Top 10 carriers (domestic and international capacity) shows mixed performance: United leads with a 6.3% year-on-year increase, Delta has grown by 2.9%, and American by a steadier 1.2%.
\n
In contrast, most low-cost and ultra-low-cost carriers are seeing limited growth, with the notable exception of Allegiant, which is up 13.6%.
\n
\n
Courtney gave his insights into the trends we're seeing:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Gary Bowerman (Asia Travel Markets & Consumer Trends Analyst) to give a mid-year aviation recap and discuss predictions for the industry for the second half of 2025.
\n\n
The live panel discussed global growth trends and also took a deep dive into some of the world's biggest markets:
\n
\n
In Asia, is Japan reaching peak volumes? Why has Thailand’s capacity dropped dramatically this year? Is Vietnam’s aviation market a rising star?
\n
In the US, one of the world’s biggest domestic markets, is more consolidation imminent? And is international travel demand finally softening?
\n
\n\n
A look at growth trends
\n
First, the panel began by taking a look at global growth trends:
\n
\n
Capacity for this summer is expected to be 3.1% ahead of 2024, a little slower than we expected last month. For the year to date so far (January-July 2025), capacity is 3.1% ahead of the same months in 2024.
\n
If growth had continued at the underlying rate from 2019 to 2025, capacity would now be at 625m seats in July 2025, rather than 557m.
\n
The equivalent ‘lost’ daily flights in the month of July are almost 19,000.
\n
\n
\n
Part one: asia
\n
Next, the panel began their in-depth analysis with a focus on Asia’s aviation market:
\n
\n
Several of Southeast Asia’s major markets are showing notable capacity gains: Vietnam is up by 16%, Malaysia by 10%, and Cambodia by an impressive 22%.
\n
However, this increase in capacity is not reflected in the latest H1 2025 arrivals data, which indicates that most markets have experienced a decline in visitor arrivals—Vietnam being the key exception.
\n
\n
In this clip, Gary gave his insights into these capacity trends we've seen developing:
\n
\n
vietnam growth takes off
\n
Growth in Vietnam has been on a steady upward trajectory since around 2011, with significant international growth taking place between 2010 and 2019. In the 15 years from 2010-2025, growth has averaged 9%, despite the impact of the pandemic. Is this Vietnam’s moment?
\n
\n
Part two: usa
\n
In the second half of the webinar, the panel discussed the US - is the domestic market softening?
\n
\n
Domestic capacity in the US is pretty flat – although not contracting – this summer, with capacity growth of just 0.8%, compared to an increase of 2.3% in international capacity.
\n
Looking at the Top 10 carriers (domestic and international capacity) shows mixed performance: United leads with a 6.3% year-on-year increase, Delta has grown by 2.9%, and American by a steadier 1.2%.
\n
In contrast, most low-cost and ultra-low-cost carriers are seeing limited growth, with the notable exception of Allegiant, which is up 13.6%.
\n
\n
Courtney gave his insights into the trends we're seeing:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Gary Bowerman (Asia Travel Markets & Consumer Trends Analyst) to give a mid-year aviation recap and discuss predictions for the industry for the second half of 2025.
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Gary Bowerman (Asia Travel Markets & Consumer Trends Analyst) to give a mid-year aviation recap and discuss predictions for the industry for the second half of 2025.
\n\n
The live panel discussed global growth trends and also took a deep dive into some of the world's biggest markets:
\n
\n
In Asia, is Japan reaching peak volumes? Why has Thailand’s capacity dropped dramatically this year? Is Vietnam’s aviation market a rising star?
\n
In the US, one of the world’s biggest domestic markets, is more consolidation imminent? And is international travel demand finally softening?
\n
\n\n
A look at growth trends
\n
First, the panel began by taking a look at global growth trends:
\n
\n
Capacity for this summer is expected to be 3.1% ahead of 2024, a little slower than we expected last month. For the year to date so far (January-July 2025), capacity is 3.1% ahead of the same months in 2024.
\n
If growth had continued at the underlying rate from 2019 to 2025, capacity would now be at 625m seats in July 2025, rather than 557m.
\n
The equivalent ‘lost’ daily flights in the month of July are almost 19,000.
\n
\n
\n
Part one: asia
\n
Next, the panel began their in-depth analysis with a focus on Asia’s aviation market:
\n
\n
Several of Southeast Asia’s major markets are showing notable capacity gains: Vietnam is up by 16%, Malaysia by 10%, and Cambodia by an impressive 22%.
\n
However, this increase in capacity is not reflected in the latest H1 2025 arrivals data, which indicates that most markets have experienced a decline in visitor arrivals—Vietnam being the key exception.
\n
\n
In this clip, Gary gave his insights into these capacity trends we've seen developing:
\n
\n
vietnam growth takes off
\n
Growth in Vietnam has been on a steady upward trajectory since around 2011, with significant international growth taking place between 2010 and 2019. In the 15 years from 2010-2025, growth has averaged 9%, despite the impact of the pandemic. Is this Vietnam’s moment?
\n
\n
Part two: usa
\n
In the second half of the webinar, the panel discussed the US - is the domestic market softening?
\n
\n
Domestic capacity in the US is pretty flat – although not contracting – this summer, with capacity growth of just 0.8%, compared to an increase of 2.3% in international capacity.
\n
Looking at the Top 10 carriers (domestic and international capacity) shows mixed performance: United leads with a 6.3% year-on-year increase, Delta has grown by 2.9%, and American by a steadier 1.2%.
\n
In contrast, most low-cost and ultra-low-cost carriers are seeing limited growth, with the notable exception of Allegiant, which is up 13.6%.
\n
\n
Courtney gave his insights into the trends we're seeing:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Gary Bowerman (Asia Travel Markets & Consumer Trends Analyst) to give a mid-year aviation recap and discuss predictions for the industry for the second half of 2025.
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Gary Bowerman (Asia Travel Markets & Consumer Trends Analyst) to give a mid-year aviation recap and discuss predictions for the industry for the second half of 2025.
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Gary Bowerman (Asia Travel Markets & Consumer Trends Analyst) to give a mid-year aviation recap and discuss predictions for the industry for the second half of 2025.
\n\n
The live panel discussed global growth trends and also took a deep dive into some of the world's biggest markets:
\n
\n
In Asia, is Japan reaching peak volumes? Why has Thailand’s capacity dropped dramatically this year? Is Vietnam’s aviation market a rising star?
\n
In the US, one of the world’s biggest domestic markets, is more consolidation imminent? And is international travel demand finally softening?
\n
\n\n
A look at growth trends
\n
First, the panel began by taking a look at global growth trends:
\n
\n
Capacity for this summer is expected to be 3.1% ahead of 2024, a little slower than we expected last month. For the year to date so far (January-July 2025), capacity is 3.1% ahead of the same months in 2024.
\n
If growth had continued at the underlying rate from 2019 to 2025, capacity would now be at 625m seats in July 2025, rather than 557m.
\n
The equivalent ‘lost’ daily flights in the month of July are almost 19,000.
\n
\n
\n
Part one: asia
\n
Next, the panel began their in-depth analysis with a focus on Asia’s aviation market:
\n
\n
Several of Southeast Asia’s major markets are showing notable capacity gains: Vietnam is up by 16%, Malaysia by 10%, and Cambodia by an impressive 22%.
\n
However, this increase in capacity is not reflected in the latest H1 2025 arrivals data, which indicates that most markets have experienced a decline in visitor arrivals—Vietnam being the key exception.
\n
\n
In this clip, Gary gave his insights into these capacity trends we've seen developing:
\n
\n
vietnam growth takes off
\n
Growth in Vietnam has been on a steady upward trajectory since around 2011, with significant international growth taking place between 2010 and 2019. In the 15 years from 2010-2025, growth has averaged 9%, despite the impact of the pandemic. Is this Vietnam’s moment?
\n
\n
Part two: usa
\n
In the second half of the webinar, the panel discussed the US - is the domestic market softening?
\n
\n
Domestic capacity in the US is pretty flat – although not contracting – this summer, with capacity growth of just 0.8%, compared to an increase of 2.3% in international capacity.
\n
Looking at the Top 10 carriers (domestic and international capacity) shows mixed performance: United leads with a 6.3% year-on-year increase, Delta has grown by 2.9%, and American by a steadier 1.2%.
\n
In contrast, most low-cost and ultra-low-cost carriers are seeing limited growth, with the notable exception of Allegiant, which is up 13.6%.
\n
\n
Courtney gave his insights into the trends we're seeing:
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Courtney Miller (Founder and Managing Director, Visual Approach Analytics) and Gary Bowerman (Asia Travel Markets & Consumer Trends Analyst) to give a mid-year aviation recap and discuss predictions for the industry for the second half of 2025.
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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:
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","rss_body":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Oliver Martin (Senior Director, Skift Inc) and Jacob Pewitt Yancey (Head of Analytics, Arrivalist) to dive into the latest global tourism trends.
\n\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.
\n","postSummaryRss":"
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 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:
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","rss_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","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?
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","rss_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.
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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.
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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.
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The live panel discussed:
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Growth trends - what are the fastest growing markets on the continent?
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Airline business models - do those that work elsewhere work for Africa?
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What opportunities and challenges lie ahead?
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A Look at Growth Trends
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First, the panel discussed global growth trends and Africa's capacity and frequency changes:
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Capacity for this summer is expected to be 3.3% ahead of 2024
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In Africa domestic growth has contracted but international capacity is up by 3.5%
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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
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Frequency growth follows a similar trend
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Ogaga gave his insights on the global outlook:
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exploring the Carrier Landscape
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Next, the panel discussed the African carrier landscape. There were some interesting points to explore:
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In the last 10 years, Ethiopian has moved up to become Africa’s largest carrier, with 17% of African capacity
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SAA, once the largest carrier, is now 11th largest in the continent
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8 of the Top 20 largest carriers operating in Africa are domiciled outside of the continent
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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
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Which business model dominates in the continent?
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Next, the panel discussed business models:
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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%
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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
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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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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.
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
\n
","postBodyRss":"
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.
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.
\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.
\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!
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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.
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.
\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!
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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.
\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\".
\n
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'.
\n
\n
\n
","postBodyRss":"
In this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
\n\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.
\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\".
\n
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'.
\n
\n
\n
","postEmailContent":"
In this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
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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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.
\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\".
\n
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'.
\n
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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! 🎧
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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.
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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","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.
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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! 🎧
\n
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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!
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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.
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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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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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.
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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.
\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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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.
","postEmailContent":"
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.
","rssSummary":"
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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