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What are the world's top performing airlines in august 2025?
\n
\n
Royal Jordanian is the top-ranking airline with an OTP of 93.24%. Out of 4,034 flights, just 0.12% were cancelled.
\n
Philippine Airlines takes second place, achieving an OTP of 92.97%.
\n
South African airline FlySafair is in third place with an OTP of 91.86%. Impressively, out of 5231 total flights, the airline had a 0% cancellation rate in August 2025.
\n
\n
How is Airline OTP Calculated?
\n
\n
Airline on-time performance is based on actual gatearrivaltimes. Flights that arrive within 15 minutes of the schedule are considered on time. Arriving 15 minutes or more after the scheduled time is considered not on time.
\n
Cancellations are included in our data and are considered not on-time.
\n
\n
","rss_summary":"
On-time performance (OTP) data is critical to understanding the performance of airlines and airports around the world. Every month, OAG’s data spotlights the best-performing airlines in terms of punctuality, measuring flights that arrived within 15 minutes of schedule.
","rss_body":"
On-time performance (OTP) data is critical to understanding the performance of airlines and airports around the world. Every month, OAG’s data spotlights the best-performing airlines in terms of punctuality, measuring flights that arrived within 15 minutes of schedule.
What are the world's top performing airlines in august 2025?
\n
\n
Royal Jordanian is the top-ranking airline with an OTP of 93.24%. Out of 4,034 flights, just 0.12% were cancelled.
\n
Philippine Airlines takes second place, achieving an OTP of 92.97%.
\n
South African airline FlySafair is in third place with an OTP of 91.86%. Impressively, out of 5231 total flights, the airline had a 0% cancellation rate in August 2025.
\n
\n
How is Airline OTP Calculated?
\n
\n
Airline on-time performance is based on actual gatearrivaltimes. Flights that arrive within 15 minutes of the schedule are considered on time. Arriving 15 minutes or more after the scheduled time is considered not on time.
\n
Cancellations are included in our data and are considered not on-time.
\n
\n
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On-time performance (OTP) data is critical to understanding the performance of airlines and airports around the world. Every month, OAG’s data spotlights the best-performing airlines in terms of punctuality, measuring flights that arrived within 15 minutes of schedule.
What are the world's top performing airlines in august 2025?
\n
\n
Royal Jordanian is the top-ranking airline with an OTP of 93.24%. Out of 4,034 flights, just 0.12% were cancelled.
\n
Philippine Airlines takes second place, achieving an OTP of 92.97%.
\n
South African airline FlySafair is in third place with an OTP of 91.86%. Impressively, out of 5231 total flights, the airline had a 0% cancellation rate in August 2025.
\n
\n
How is Airline OTP Calculated?
\n
\n
Airline on-time performance is based on actual gatearrivaltimes. Flights that arrive within 15 minutes of the schedule are considered on time. Arriving 15 minutes or more after the scheduled time is considered not on time.
\n
Cancellations are included in our data and are considered not on-time.
\n
\n
","postBodyRss":"
On-time performance (OTP) data is critical to understanding the performance of airlines and airports around the world. Every month, OAG’s data spotlights the best-performing airlines in terms of punctuality, measuring flights that arrived within 15 minutes of schedule.
What are the world's top performing airlines in august 2025?
\n
\n
Royal Jordanian is the top-ranking airline with an OTP of 93.24%. Out of 4,034 flights, just 0.12% were cancelled.
\n
Philippine Airlines takes second place, achieving an OTP of 92.97%.
\n
South African airline FlySafair is in third place with an OTP of 91.86%. Impressively, out of 5231 total flights, the airline had a 0% cancellation rate in August 2025.
\n
\n
How is Airline OTP Calculated?
\n
\n
Airline on-time performance is based on actual gatearrivaltimes. Flights that arrive within 15 minutes of the schedule are considered on time. Arriving 15 minutes or more after the scheduled time is considered not on time.
\n
Cancellations are included in our data and are considered not on-time.
\n
\n
","postEmailContent":"
On-time performance (OTP) data is critical to understanding the performance of airlines and airports around the world. Every month, OAG’s data spotlights the best-performing airlines in terms of punctuality, measuring flights that arrived within 15 minutes of schedule.
On-time performance (OTP) data is critical to understanding the performance of airlines and airports around the world. Every month, OAG’s data spotlights the best-performing airlines in terms of punctuality, measuring flights that arrived within 15 minutes of schedule.
On-time performance (OTP) data is critical to understanding the performance of airlines and airports around the world. Every month, OAG’s data spotlights the best-performing airlines in terms of punctuality, measuring flights that arrived within 15 minutes of schedule.
On-time performance (OTP) data is critical to understanding the performance of airlines and airports around the world. Every month, OAG’s data spotlights the best-performing airlines in terms of punctuality, measuring flights that arrived within 15 minutes of schedule.
","postSummaryRss":"
On-time performance (OTP) data is critical to understanding the performance of airlines and airports around the world. Every month, OAG’s data spotlights the best-performing airlines in terms of punctuality, measuring flights that arrived within 15 minutes of schedule.
","postTemplate":"oag-theme/templates/blog-post.html","previewImageSrc":null,"previewKey":"lclMnJIF","previousPostFeaturedImage":"https://www.oag.com/hubfs/Spirit%20Airlines%20September%202025.jpg","previousPostFeaturedImageAltText":"","previousPostName":"What Has Led to the Second Chapter 11 Filing for Spirit Airlines?","previousPostSlug":"blog/what-has-led-to-the-second-chapter-11-filing-for-spirit-airlines","processingStatus":"PUBLISHED","propertyForDynamicPageCanonicalUrl":null,"propertyForDynamicPageFeaturedImage":null,"propertyForDynamicPageMetaDescription":null,"propertyForDynamicPageSlug":null,"propertyForDynamicPageTitle":null,"publicAccessRules":[],"publicAccessRulesEnabled":false,"publishDate":1757666694000,"publishDateLocalTime":1757666694000,"publishDateLocalized":{"date":1757666694000,"format":"dd MMMM yyyy","language":"en_GB"},"publishImmediately":true,"publishTimezoneOffset":null,"publishedAt":1757666694373,"publishedByEmail":null,"publishedById":64413925,"publishedByName":null,"publishedUrl":"https://www.oag.com/blog/the-worlds-top-20-airlines-for-on-time-performance-in-august-2025","resolvedDomain":"www.oag.com","resolvedLanguage":null,"rssBody":"
On-time performance (OTP) data is critical to understanding the performance of airlines and airports around the world. Every month, OAG’s data spotlights the best-performing airlines in terms of punctuality, measuring flights that arrived within 15 minutes of schedule.
What are the world's top performing airlines in august 2025?
\n
\n
Royal Jordanian is the top-ranking airline with an OTP of 93.24%. Out of 4,034 flights, just 0.12% were cancelled.
\n
Philippine Airlines takes second place, achieving an OTP of 92.97%.
\n
South African airline FlySafair is in third place with an OTP of 91.86%. Impressively, out of 5231 total flights, the airline had a 0% cancellation rate in August 2025.
\n
\n
How is Airline OTP Calculated?
\n
\n
Airline on-time performance is based on actual gatearrivaltimes. Flights that arrive within 15 minutes of the schedule are considered on time. Arriving 15 minutes or more after the scheduled time is considered not on time.
\n
Cancellations are included in our data and are considered not on-time.
\n
\n
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On-time performance (OTP) data is critical to understanding the performance of airlines and airports around the world. Every month, OAG’s data spotlights the best-performing airlines in terms of punctuality, measuring flights that arrived within 15 minutes of schedule.
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Airline-Tech Innovations That Stand Out in September 2025 | Future of Travel | OAG","id":195502509980,"includeDefaultCustomCss":null,"isCaptchaRequired":true,"isCrawlableByBots":false,"isDraft":false,"isInstantEmailEnabled":true,"isPublished":true,"isSocialPublishingEnabled":false,"keywords":[],"label":"AI in the Travel Industry: Three Airline-Tech Innovations That Stand Out in September 2025","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":{"tag_ids":[5656435279],"topic_ids":[5656435279],"post_summary":"
These days, almost every Airline-Tech headline comes with an AI label attached. Just as “online” became the default in the 2000s, AI has now become the baseline for meaningful progress in the travel industry. The question is no longer if AI is involved, but how it’s being applied, and which experiments truly push the industry forward.
\n
In this September edition of our OAG Airline-Tech Innovation Radar, we’ve picked three standout innovations that cut through the noise and offer a glimpse of where Airline Tech is headed next.
","post_body":"
These days, almost every Airline-Tech headline comes with an AI label attached. Just as “online” became the default in the 2000s, AI has now become the baseline for meaningful progress in the travel industry. The question is no longer if AI is involved, but how it’s being applied, and which experiments truly push the industry forward.
\n
In this September edition of our OAG Airline-Tech Innovation Radar, we’ve picked three standout innovations that cut through the noise and offer a glimpse of where Airline Tech is headed next.
\n
Key Summary:
\n\n
Google has dropped two notable launches; Flight Deals, an AI-powered flight search tool built on Gemini 2.5 that makes it easier for flexible travelers to discover cheaper fares, and Magic Cue, an AI feature for Google’s Pixel 10 phones that automatically detects when travel information is likely needed.
\n
Travel marketplace Wingie Enuygun has built Wingie Talkie, a real-time speech-to-speech translation engine and launched its own MCP (Model Context Protocol) server that allows external AI models to directly search, book, and modify travel inside Wingie’s ecosystem.
\n
Working with its brand agency Carat USA and AI-platform Sightly, United Airlines has built a system to identify culturally relevant moments in real time and opportunities for brand messaging.
\n\n\n
Innovation #1: Google Pushes Deeper Into Travel With AI Flight Search and Contextual “Magic Cue”
\n
There’s hardly a monthly AI update in aviation without a major Big Tech move. Back in our July edition, we spotlighted how Apple and OpenAI were embedding themselves deeper into passenger touchpoints.
\n
This month, it’s Google making waves, with two notable launches that show how far Big Tech is willing to go in reshaping travel:
\n
Flight Deals
\n
Google has introduced an AI-powered flight search tool built on Gemini 2.5 that makes it easier for flexible travelers to discover cheaper fares.
\n
Here’s how it works:
\n
\n
Instead of fiddling with filters, users can type natural-language prompts like “week-long trip this winter to a city with great food, nonstop only” and receive matching options with live pricing.
\n
Results are ranked by savings percentage and integrated directly into the existing Google Flights interface.
\n
\n
\n
One could argue this launch was inevitable, as most analysts were just waiting for Google to enter direct competition with an entire wave of startups that have been building AI-powered travel search engines over the past two years. Given Google’s reach and infrastructure, those smaller players may quickly find themselves outgunned.
\n
Magic Cue
\n
Arguably, the more exciting launch is Magic Cue, a new AI feature for Google’s Pixel 10 phones that automatically surfaces travel information when needed.
\n
No more digging through apps or scrolling through email chains: the system proactively identifies when booking details are relevant (for instance, while you’re contacting an airline or replying to a friend about your flight) and places them front and center.
\n
Here’s how it works:
\n
\n
AI monitors user context and communication patterns.
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It automatically detects when travel information is likely needed.
\n
Relevant booking details (flight times, hotel addresses, etc.) appear without manual searching.
\n
\n
The result is a more seamless travel experience, where information is presented to you instead of you having to search for it. It’s reminiscent of the big UX leap years ago when Google Calendar started automatically pulling flight and hotel details from Gmail – slightly scary, perhaps, but undeniably convenient.
\n
\n
Why does this innovation stand out?
\n
First, because travelers typically bounce across countless pages before booking.
\n
\n
Expedia data shows U.S. travelers average 277 web pages; globally, it’s 141 pages in the 45 days leading up to a trip.
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By proactively surfacing relevant details, Google reduces friction and sets new expectations for intelligent, contextual assistance.
\n
\n
Secondly, because hardware is the Trojan horse.
\n
\n
Since Magic Cue ships as part of the Pixel 10 rollout, users can adopt it for various daily tasks and naturally rely on it when traveling.
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Such repeated exposure could normalize AI-driven travel assistance more quickly than any standalone travel app.
\n
\n
In our view, Magic Cue may be the most overlooked AI-powered travel feature of the year.
Innovation #2: Wingie Enuygun Fixes the Call Center and Opens Travel to AI Models
\n
Few things frustrate travelers more than a customer hotline: long waits (averaging over two minutes across major OTAs), limited language options, and endless transfers. These pain points have plagued the travel industry for decades, especially when dealing with airlines.
\n
Wingie Enuygun, the fast-growing travel marketplace from the Middle East and North Africa, is tackling this head-on with a set of AI-driven breakthroughs that hint at where the industry is headed next.
\n
First, fixing the hotline problem
\n
Instead of battling chronic shortages of multilingual agents, Wingie has built Wingie Talkie, a real-time speech-to-speech translation engine.
\n
\n
It enables Turkish-speaking agents to instantly converse with travelers in other languages, eliminating the need for separate desks or interpreters.
\n
Already live in five languages, it resolves around 10% of inbound calls and is on track to cover nearly 20 languages by year-end.
\n
In other words, a caller in Berlin can be helped by an Istanbul-based agent (in German) within seconds.
\n
\n
This live-to-live translation not only tackles one of the industry’s biggest service bottlenecks.
\n
It also feels like an early glimpse of what customer support could look like in every sector beyond the travel industry.
\n
Second, opening travel infrastructure to AI
\n
The bigger industry-defining leap is Wingie’s launch of its own MCP (Model Context Protocol) server. MCP is a technical bridge that allows external AI models to directly search, book, and modify travel inside Wingie’s ecosystem.
\n
For the first time, large language models like Claude (and soon ChatGPT, Gemini, and others) can go beyond offering inspiration and planning tips to actually executing bookings in real time.
\n
This extends well beyond a simple API:
\n
\n
MCP enables AI assistants to process natural-language commands, such as “find me the cheapest flight to Berlin next week” or “resend my hotel booking confirmation,” and complete the action seamlessly within Wingie’s system.
\n
The shift could redefine how travelers interact with OTAs: not by opening an app or website, but by asking their AI agent to handle it directly.
\n
\n
Why does this innovation stand out?
\n
Wingie is offering one of the clearest looks yet at the pipes for tomorrow’s AI-native travel experience. By addressing the most disliked aspect of travel (the hotline) and then opening its infrastructure to AI agents, it’s setting a template for how the industry can transition from reactive service to proactive, AI-powered assistance.
\n
\n
Innovation #3: United Airlines Uses AI to IDENTIFY MARKETING OPPORTUNITIES
\n
When we discuss airline innovation in this series, it typically revolves around fleet operations, turnaround times, or booking systems. Rarely do we highlight the marketing department. But United Airlines just rolled out an approach that’s worth attention, and yes, it’s powered by AI.
\n
Here’s the problem United is tackling: airlines tend to trend on social media for the wrong reasons, such as delays, missed connections, or operational meltdowns.
\n
That makes traditional advertising risky. Push the wrong message at the wrong time, and you risk amplifying negativity instead of cutting through it.
\n
United is trying to flip this dynamic:
\n
\n
Working with its brand agency Carat USA and AI-platform Sightly, the airline has built a system to identify culturally relevant moments in real time – opportunities where brand messaging can ride the wave of the news cycle instead of getting lost in it.
\n
Imagine an unexpected consumer backlash to a competitor decision or a cultural event that sparks industry-wide discussion: rather than reacting late, United’s AI tools flag the opening instantly and enable the brand team to deploy tailored creative across TikTok, YouTube, or programmatic video.
\n
For instance, if Delta or American were to quietly raise their baggage fees, United could detect the spike in online chatter and counter it with messaging tied to its own customer-friendly policies.
\n
\n
Why does this innovation stand out?
\n
We find this innovation particularly relevant because it demonstrates how AI is being increasingly leveraged across corporate airline functions.
\n
\n
Just as airlines moved from static pricing to dynamic revenue management, they’re now evolving from static ad campaigns to dynamic, real-time brand positioning.
\n
Airlines have long struggled to engage travelers outside the narrow band of booking, check-in, and the flight itself. Real-time messaging helps expand those touchpoints, building relevance in contexts where airlines are usually absent.
\n
\n
While United claims its AI-powered marketing has already delivered strong lifts in engagement and conversion metrics, these results are difficult to verify externally (and should be taken with a grain of salt). But this innovation demonstrates how AI is becoming a tool to reshape airline storytelling in the public eye.
\n
\n
That's it for the September edition - stay tuned to find out our favourite travel tech developments next month. For more insights, read more of our Future of Travel posts here.
\n
","rss_summary":"
These days, almost every Airline-Tech headline comes with an AI label attached. Just as “online” became the default in the 2000s, AI has now become the baseline for meaningful progress in the travel industry. The question is no longer if AI is involved, but how it’s being applied, and which experiments truly push the industry forward.
\n
In this September edition of our OAG Airline-Tech Innovation Radar, we’ve picked three standout innovations that cut through the noise and offer a glimpse of where Airline Tech is headed next.
","rss_body":"
These days, almost every Airline-Tech headline comes with an AI label attached. Just as “online” became the default in the 2000s, AI has now become the baseline for meaningful progress in the travel industry. The question is no longer if AI is involved, but how it’s being applied, and which experiments truly push the industry forward.
\n
In this September edition of our OAG Airline-Tech Innovation Radar, we’ve picked three standout innovations that cut through the noise and offer a glimpse of where Airline Tech is headed next.
\n
Key Summary:
\n\n
Google has dropped two notable launches; Flight Deals, an AI-powered flight search tool built on Gemini 2.5 that makes it easier for flexible travelers to discover cheaper fares, and Magic Cue, an AI feature for Google’s Pixel 10 phones that automatically detects when travel information is likely needed.
\n
Travel marketplace Wingie Enuygun has built Wingie Talkie, a real-time speech-to-speech translation engine and launched its own MCP (Model Context Protocol) server that allows external AI models to directly search, book, and modify travel inside Wingie’s ecosystem.
\n
Working with its brand agency Carat USA and AI-platform Sightly, United Airlines has built a system to identify culturally relevant moments in real time and opportunities for brand messaging.
\n\n\n
Innovation #1: Google Pushes Deeper Into Travel With AI Flight Search and Contextual “Magic Cue”
\n
There’s hardly a monthly AI update in aviation without a major Big Tech move. Back in our July edition, we spotlighted how Apple and OpenAI were embedding themselves deeper into passenger touchpoints.
\n
This month, it’s Google making waves, with two notable launches that show how far Big Tech is willing to go in reshaping travel:
\n
Flight Deals
\n
Google has introduced an AI-powered flight search tool built on Gemini 2.5 that makes it easier for flexible travelers to discover cheaper fares.
\n
Here’s how it works:
\n
\n
Instead of fiddling with filters, users can type natural-language prompts like “week-long trip this winter to a city with great food, nonstop only” and receive matching options with live pricing.
\n
Results are ranked by savings percentage and integrated directly into the existing Google Flights interface.
\n
\n
\n
One could argue this launch was inevitable, as most analysts were just waiting for Google to enter direct competition with an entire wave of startups that have been building AI-powered travel search engines over the past two years. Given Google’s reach and infrastructure, those smaller players may quickly find themselves outgunned.
\n
Magic Cue
\n
Arguably, the more exciting launch is Magic Cue, a new AI feature for Google’s Pixel 10 phones that automatically surfaces travel information when needed.
\n
No more digging through apps or scrolling through email chains: the system proactively identifies when booking details are relevant (for instance, while you’re contacting an airline or replying to a friend about your flight) and places them front and center.
\n
Here’s how it works:
\n
\n
AI monitors user context and communication patterns.
\n
It automatically detects when travel information is likely needed.
\n
Relevant booking details (flight times, hotel addresses, etc.) appear without manual searching.
\n
\n
The result is a more seamless travel experience, where information is presented to you instead of you having to search for it. It’s reminiscent of the big UX leap years ago when Google Calendar started automatically pulling flight and hotel details from Gmail – slightly scary, perhaps, but undeniably convenient.
\n
\n
Why does this innovation stand out?
\n
First, because travelers typically bounce across countless pages before booking.
\n
\n
Expedia data shows U.S. travelers average 277 web pages; globally, it’s 141 pages in the 45 days leading up to a trip.
\n
By proactively surfacing relevant details, Google reduces friction and sets new expectations for intelligent, contextual assistance.
\n
\n
Secondly, because hardware is the Trojan horse.
\n
\n
Since Magic Cue ships as part of the Pixel 10 rollout, users can adopt it for various daily tasks and naturally rely on it when traveling.
\n
Such repeated exposure could normalize AI-driven travel assistance more quickly than any standalone travel app.
\n
\n
In our view, Magic Cue may be the most overlooked AI-powered travel feature of the year.
Innovation #2: Wingie Enuygun Fixes the Call Center and Opens Travel to AI Models
\n
Few things frustrate travelers more than a customer hotline: long waits (averaging over two minutes across major OTAs), limited language options, and endless transfers. These pain points have plagued the travel industry for decades, especially when dealing with airlines.
\n
Wingie Enuygun, the fast-growing travel marketplace from the Middle East and North Africa, is tackling this head-on with a set of AI-driven breakthroughs that hint at where the industry is headed next.
\n
First, fixing the hotline problem
\n
Instead of battling chronic shortages of multilingual agents, Wingie has built Wingie Talkie, a real-time speech-to-speech translation engine.
\n
\n
It enables Turkish-speaking agents to instantly converse with travelers in other languages, eliminating the need for separate desks or interpreters.
\n
Already live in five languages, it resolves around 10% of inbound calls and is on track to cover nearly 20 languages by year-end.
\n
In other words, a caller in Berlin can be helped by an Istanbul-based agent (in German) within seconds.
\n
\n
This live-to-live translation not only tackles one of the industry’s biggest service bottlenecks.
\n
It also feels like an early glimpse of what customer support could look like in every sector beyond the travel industry.
\n
Second, opening travel infrastructure to AI
\n
The bigger industry-defining leap is Wingie’s launch of its own MCP (Model Context Protocol) server. MCP is a technical bridge that allows external AI models to directly search, book, and modify travel inside Wingie’s ecosystem.
\n
For the first time, large language models like Claude (and soon ChatGPT, Gemini, and others) can go beyond offering inspiration and planning tips to actually executing bookings in real time.
\n
This extends well beyond a simple API:
\n
\n
MCP enables AI assistants to process natural-language commands, such as “find me the cheapest flight to Berlin next week” or “resend my hotel booking confirmation,” and complete the action seamlessly within Wingie’s system.
\n
The shift could redefine how travelers interact with OTAs: not by opening an app or website, but by asking their AI agent to handle it directly.
\n
\n
Why does this innovation stand out?
\n
Wingie is offering one of the clearest looks yet at the pipes for tomorrow’s AI-native travel experience. By addressing the most disliked aspect of travel (the hotline) and then opening its infrastructure to AI agents, it’s setting a template for how the industry can transition from reactive service to proactive, AI-powered assistance.
\n
\n
Innovation #3: United Airlines Uses AI to IDENTIFY MARKETING OPPORTUNITIES
\n
When we discuss airline innovation in this series, it typically revolves around fleet operations, turnaround times, or booking systems. Rarely do we highlight the marketing department. But United Airlines just rolled out an approach that’s worth attention, and yes, it’s powered by AI.
\n
Here’s the problem United is tackling: airlines tend to trend on social media for the wrong reasons, such as delays, missed connections, or operational meltdowns.
\n
That makes traditional advertising risky. Push the wrong message at the wrong time, and you risk amplifying negativity instead of cutting through it.
\n
United is trying to flip this dynamic:
\n
\n
Working with its brand agency Carat USA and AI-platform Sightly, the airline has built a system to identify culturally relevant moments in real time – opportunities where brand messaging can ride the wave of the news cycle instead of getting lost in it.
\n
Imagine an unexpected consumer backlash to a competitor decision or a cultural event that sparks industry-wide discussion: rather than reacting late, United’s AI tools flag the opening instantly and enable the brand team to deploy tailored creative across TikTok, YouTube, or programmatic video.
\n
For instance, if Delta or American were to quietly raise their baggage fees, United could detect the spike in online chatter and counter it with messaging tied to its own customer-friendly policies.
\n
\n
Why does this innovation stand out?
\n
We find this innovation particularly relevant because it demonstrates how AI is being increasingly leveraged across corporate airline functions.
\n
\n
Just as airlines moved from static pricing to dynamic revenue management, they’re now evolving from static ad campaigns to dynamic, real-time brand positioning.
\n
Airlines have long struggled to engage travelers outside the narrow band of booking, check-in, and the flight itself. Real-time messaging helps expand those touchpoints, building relevance in contexts where airlines are usually absent.
\n
\n
While United claims its AI-powered marketing has already delivered strong lifts in engagement and conversion metrics, these results are difficult to verify externally (and should be taken with a grain of salt). But this innovation demonstrates how AI is becoming a tool to reshape airline storytelling in the public eye.
\n
\n
That's it for the September edition - stay tuned to find out our favourite travel tech developments next month. For more insights, read more of our Future of Travel posts here.
\n
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These days, almost every Airline-Tech headline comes with an AI label attached. Just as “online” became the default in the 2000s, AI has now become the baseline for meaningful progress in the travel industry. The question is no longer if AI is involved, but how it’s being applied, and which experiments truly push the industry forward.
\n
In this September edition of our OAG Airline-Tech Innovation Radar, we’ve picked three standout innovations that cut through the noise and offer a glimpse of where Airline Tech is headed next.
\n
Key Summary:
\n\n
Google has dropped two notable launches; Flight Deals, an AI-powered flight search tool built on Gemini 2.5 that makes it easier for flexible travelers to discover cheaper fares, and Magic Cue, an AI feature for Google’s Pixel 10 phones that automatically detects when travel information is likely needed.
\n
Travel marketplace Wingie Enuygun has built Wingie Talkie, a real-time speech-to-speech translation engine and launched its own MCP (Model Context Protocol) server that allows external AI models to directly search, book, and modify travel inside Wingie’s ecosystem.
\n
Working with its brand agency Carat USA and AI-platform Sightly, United Airlines has built a system to identify culturally relevant moments in real time and opportunities for brand messaging.
\n\n\n
Innovation #1: Google Pushes Deeper Into Travel With AI Flight Search and Contextual “Magic Cue”
\n
There’s hardly a monthly AI update in aviation without a major Big Tech move. Back in our July edition, we spotlighted how Apple and OpenAI were embedding themselves deeper into passenger touchpoints.
\n
This month, it’s Google making waves, with two notable launches that show how far Big Tech is willing to go in reshaping travel:
\n
Flight Deals
\n
Google has introduced an AI-powered flight search tool built on Gemini 2.5 that makes it easier for flexible travelers to discover cheaper fares.
\n
Here’s how it works:
\n
\n
Instead of fiddling with filters, users can type natural-language prompts like “week-long trip this winter to a city with great food, nonstop only” and receive matching options with live pricing.
\n
Results are ranked by savings percentage and integrated directly into the existing Google Flights interface.
\n
\n
\n
One could argue this launch was inevitable, as most analysts were just waiting for Google to enter direct competition with an entire wave of startups that have been building AI-powered travel search engines over the past two years. Given Google’s reach and infrastructure, those smaller players may quickly find themselves outgunned.
\n
Magic Cue
\n
Arguably, the more exciting launch is Magic Cue, a new AI feature for Google’s Pixel 10 phones that automatically surfaces travel information when needed.
\n
No more digging through apps or scrolling through email chains: the system proactively identifies when booking details are relevant (for instance, while you’re contacting an airline or replying to a friend about your flight) and places them front and center.
\n
Here’s how it works:
\n
\n
AI monitors user context and communication patterns.
\n
It automatically detects when travel information is likely needed.
\n
Relevant booking details (flight times, hotel addresses, etc.) appear without manual searching.
\n
\n
The result is a more seamless travel experience, where information is presented to you instead of you having to search for it. It’s reminiscent of the big UX leap years ago when Google Calendar started automatically pulling flight and hotel details from Gmail – slightly scary, perhaps, but undeniably convenient.
\n
\n
Why does this innovation stand out?
\n
First, because travelers typically bounce across countless pages before booking.
\n
\n
Expedia data shows U.S. travelers average 277 web pages; globally, it’s 141 pages in the 45 days leading up to a trip.
\n
By proactively surfacing relevant details, Google reduces friction and sets new expectations for intelligent, contextual assistance.
\n
\n
Secondly, because hardware is the Trojan horse.
\n
\n
Since Magic Cue ships as part of the Pixel 10 rollout, users can adopt it for various daily tasks and naturally rely on it when traveling.
\n
Such repeated exposure could normalize AI-driven travel assistance more quickly than any standalone travel app.
\n
\n
In our view, Magic Cue may be the most overlooked AI-powered travel feature of the year.
Innovation #2: Wingie Enuygun Fixes the Call Center and Opens Travel to AI Models
\n
Few things frustrate travelers more than a customer hotline: long waits (averaging over two minutes across major OTAs), limited language options, and endless transfers. These pain points have plagued the travel industry for decades, especially when dealing with airlines.
\n
Wingie Enuygun, the fast-growing travel marketplace from the Middle East and North Africa, is tackling this head-on with a set of AI-driven breakthroughs that hint at where the industry is headed next.
\n
First, fixing the hotline problem
\n
Instead of battling chronic shortages of multilingual agents, Wingie has built Wingie Talkie, a real-time speech-to-speech translation engine.
\n
\n
It enables Turkish-speaking agents to instantly converse with travelers in other languages, eliminating the need for separate desks or interpreters.
\n
Already live in five languages, it resolves around 10% of inbound calls and is on track to cover nearly 20 languages by year-end.
\n
In other words, a caller in Berlin can be helped by an Istanbul-based agent (in German) within seconds.
\n
\n
This live-to-live translation not only tackles one of the industry’s biggest service bottlenecks.
\n
It also feels like an early glimpse of what customer support could look like in every sector beyond the travel industry.
\n
Second, opening travel infrastructure to AI
\n
The bigger industry-defining leap is Wingie’s launch of its own MCP (Model Context Protocol) server. MCP is a technical bridge that allows external AI models to directly search, book, and modify travel inside Wingie’s ecosystem.
\n
For the first time, large language models like Claude (and soon ChatGPT, Gemini, and others) can go beyond offering inspiration and planning tips to actually executing bookings in real time.
\n
This extends well beyond a simple API:
\n
\n
MCP enables AI assistants to process natural-language commands, such as “find me the cheapest flight to Berlin next week” or “resend my hotel booking confirmation,” and complete the action seamlessly within Wingie’s system.
\n
The shift could redefine how travelers interact with OTAs: not by opening an app or website, but by asking their AI agent to handle it directly.
\n
\n
Why does this innovation stand out?
\n
Wingie is offering one of the clearest looks yet at the pipes for tomorrow’s AI-native travel experience. By addressing the most disliked aspect of travel (the hotline) and then opening its infrastructure to AI agents, it’s setting a template for how the industry can transition from reactive service to proactive, AI-powered assistance.
\n
\n
Innovation #3: United Airlines Uses AI to IDENTIFY MARKETING OPPORTUNITIES
\n
When we discuss airline innovation in this series, it typically revolves around fleet operations, turnaround times, or booking systems. Rarely do we highlight the marketing department. But United Airlines just rolled out an approach that’s worth attention, and yes, it’s powered by AI.
\n
Here’s the problem United is tackling: airlines tend to trend on social media for the wrong reasons, such as delays, missed connections, or operational meltdowns.
\n
That makes traditional advertising risky. Push the wrong message at the wrong time, and you risk amplifying negativity instead of cutting through it.
\n
United is trying to flip this dynamic:
\n
\n
Working with its brand agency Carat USA and AI-platform Sightly, the airline has built a system to identify culturally relevant moments in real time – opportunities where brand messaging can ride the wave of the news cycle instead of getting lost in it.
\n
Imagine an unexpected consumer backlash to a competitor decision or a cultural event that sparks industry-wide discussion: rather than reacting late, United’s AI tools flag the opening instantly and enable the brand team to deploy tailored creative across TikTok, YouTube, or programmatic video.
\n
For instance, if Delta or American were to quietly raise their baggage fees, United could detect the spike in online chatter and counter it with messaging tied to its own customer-friendly policies.
\n
\n
Why does this innovation stand out?
\n
We find this innovation particularly relevant because it demonstrates how AI is being increasingly leveraged across corporate airline functions.
\n
\n
Just as airlines moved from static pricing to dynamic revenue management, they’re now evolving from static ad campaigns to dynamic, real-time brand positioning.
\n
Airlines have long struggled to engage travelers outside the narrow band of booking, check-in, and the flight itself. Real-time messaging helps expand those touchpoints, building relevance in contexts where airlines are usually absent.
\n
\n
While United claims its AI-powered marketing has already delivered strong lifts in engagement and conversion metrics, these results are difficult to verify externally (and should be taken with a grain of salt). But this innovation demonstrates how AI is becoming a tool to reshape airline storytelling in the public eye.
\n
\n
That's it for the September edition - stay tuned to find out our favourite travel tech developments next month. For more insights, read more of our Future of Travel posts here.
\n
","postBodyRss":"
These days, almost every Airline-Tech headline comes with an AI label attached. Just as “online” became the default in the 2000s, AI has now become the baseline for meaningful progress in the travel industry. The question is no longer if AI is involved, but how it’s being applied, and which experiments truly push the industry forward.
\n
In this September edition of our OAG Airline-Tech Innovation Radar, we’ve picked three standout innovations that cut through the noise and offer a glimpse of where Airline Tech is headed next.
\n
Key Summary:
\n\n
Google has dropped two notable launches; Flight Deals, an AI-powered flight search tool built on Gemini 2.5 that makes it easier for flexible travelers to discover cheaper fares, and Magic Cue, an AI feature for Google’s Pixel 10 phones that automatically detects when travel information is likely needed.
\n
Travel marketplace Wingie Enuygun has built Wingie Talkie, a real-time speech-to-speech translation engine and launched its own MCP (Model Context Protocol) server that allows external AI models to directly search, book, and modify travel inside Wingie’s ecosystem.
\n
Working with its brand agency Carat USA and AI-platform Sightly, United Airlines has built a system to identify culturally relevant moments in real time and opportunities for brand messaging.
\n\n\n
Innovation #1: Google Pushes Deeper Into Travel With AI Flight Search and Contextual “Magic Cue”
\n
There’s hardly a monthly AI update in aviation without a major Big Tech move. Back in our July edition, we spotlighted how Apple and OpenAI were embedding themselves deeper into passenger touchpoints.
\n
This month, it’s Google making waves, with two notable launches that show how far Big Tech is willing to go in reshaping travel:
\n
Flight Deals
\n
Google has introduced an AI-powered flight search tool built on Gemini 2.5 that makes it easier for flexible travelers to discover cheaper fares.
\n
Here’s how it works:
\n
\n
Instead of fiddling with filters, users can type natural-language prompts like “week-long trip this winter to a city with great food, nonstop only” and receive matching options with live pricing.
\n
Results are ranked by savings percentage and integrated directly into the existing Google Flights interface.
\n
\n
\n
One could argue this launch was inevitable, as most analysts were just waiting for Google to enter direct competition with an entire wave of startups that have been building AI-powered travel search engines over the past two years. Given Google’s reach and infrastructure, those smaller players may quickly find themselves outgunned.
\n
Magic Cue
\n
Arguably, the more exciting launch is Magic Cue, a new AI feature for Google’s Pixel 10 phones that automatically surfaces travel information when needed.
\n
No more digging through apps or scrolling through email chains: the system proactively identifies when booking details are relevant (for instance, while you’re contacting an airline or replying to a friend about your flight) and places them front and center.
\n
Here’s how it works:
\n
\n
AI monitors user context and communication patterns.
\n
It automatically detects when travel information is likely needed.
\n
Relevant booking details (flight times, hotel addresses, etc.) appear without manual searching.
\n
\n
The result is a more seamless travel experience, where information is presented to you instead of you having to search for it. It’s reminiscent of the big UX leap years ago when Google Calendar started automatically pulling flight and hotel details from Gmail – slightly scary, perhaps, but undeniably convenient.
\n
\n
Why does this innovation stand out?
\n
First, because travelers typically bounce across countless pages before booking.
\n
\n
Expedia data shows U.S. travelers average 277 web pages; globally, it’s 141 pages in the 45 days leading up to a trip.
\n
By proactively surfacing relevant details, Google reduces friction and sets new expectations for intelligent, contextual assistance.
\n
\n
Secondly, because hardware is the Trojan horse.
\n
\n
Since Magic Cue ships as part of the Pixel 10 rollout, users can adopt it for various daily tasks and naturally rely on it when traveling.
\n
Such repeated exposure could normalize AI-driven travel assistance more quickly than any standalone travel app.
\n
\n
In our view, Magic Cue may be the most overlooked AI-powered travel feature of the year.
Innovation #2: Wingie Enuygun Fixes the Call Center and Opens Travel to AI Models
\n
Few things frustrate travelers more than a customer hotline: long waits (averaging over two minutes across major OTAs), limited language options, and endless transfers. These pain points have plagued the travel industry for decades, especially when dealing with airlines.
\n
Wingie Enuygun, the fast-growing travel marketplace from the Middle East and North Africa, is tackling this head-on with a set of AI-driven breakthroughs that hint at where the industry is headed next.
\n
First, fixing the hotline problem
\n
Instead of battling chronic shortages of multilingual agents, Wingie has built Wingie Talkie, a real-time speech-to-speech translation engine.
\n
\n
It enables Turkish-speaking agents to instantly converse with travelers in other languages, eliminating the need for separate desks or interpreters.
\n
Already live in five languages, it resolves around 10% of inbound calls and is on track to cover nearly 20 languages by year-end.
\n
In other words, a caller in Berlin can be helped by an Istanbul-based agent (in German) within seconds.
\n
\n
This live-to-live translation not only tackles one of the industry’s biggest service bottlenecks.
\n
It also feels like an early glimpse of what customer support could look like in every sector beyond the travel industry.
\n
Second, opening travel infrastructure to AI
\n
The bigger industry-defining leap is Wingie’s launch of its own MCP (Model Context Protocol) server. MCP is a technical bridge that allows external AI models to directly search, book, and modify travel inside Wingie’s ecosystem.
\n
For the first time, large language models like Claude (and soon ChatGPT, Gemini, and others) can go beyond offering inspiration and planning tips to actually executing bookings in real time.
\n
This extends well beyond a simple API:
\n
\n
MCP enables AI assistants to process natural-language commands, such as “find me the cheapest flight to Berlin next week” or “resend my hotel booking confirmation,” and complete the action seamlessly within Wingie’s system.
\n
The shift could redefine how travelers interact with OTAs: not by opening an app or website, but by asking their AI agent to handle it directly.
\n
\n
Why does this innovation stand out?
\n
Wingie is offering one of the clearest looks yet at the pipes for tomorrow’s AI-native travel experience. By addressing the most disliked aspect of travel (the hotline) and then opening its infrastructure to AI agents, it’s setting a template for how the industry can transition from reactive service to proactive, AI-powered assistance.
\n
\n
Innovation #3: United Airlines Uses AI to IDENTIFY MARKETING OPPORTUNITIES
\n
When we discuss airline innovation in this series, it typically revolves around fleet operations, turnaround times, or booking systems. Rarely do we highlight the marketing department. But United Airlines just rolled out an approach that’s worth attention, and yes, it’s powered by AI.
\n
Here’s the problem United is tackling: airlines tend to trend on social media for the wrong reasons, such as delays, missed connections, or operational meltdowns.
\n
That makes traditional advertising risky. Push the wrong message at the wrong time, and you risk amplifying negativity instead of cutting through it.
\n
United is trying to flip this dynamic:
\n
\n
Working with its brand agency Carat USA and AI-platform Sightly, the airline has built a system to identify culturally relevant moments in real time – opportunities where brand messaging can ride the wave of the news cycle instead of getting lost in it.
\n
Imagine an unexpected consumer backlash to a competitor decision or a cultural event that sparks industry-wide discussion: rather than reacting late, United’s AI tools flag the opening instantly and enable the brand team to deploy tailored creative across TikTok, YouTube, or programmatic video.
\n
For instance, if Delta or American were to quietly raise their baggage fees, United could detect the spike in online chatter and counter it with messaging tied to its own customer-friendly policies.
\n
\n
Why does this innovation stand out?
\n
We find this innovation particularly relevant because it demonstrates how AI is being increasingly leveraged across corporate airline functions.
\n
\n
Just as airlines moved from static pricing to dynamic revenue management, they’re now evolving from static ad campaigns to dynamic, real-time brand positioning.
\n
Airlines have long struggled to engage travelers outside the narrow band of booking, check-in, and the flight itself. Real-time messaging helps expand those touchpoints, building relevance in contexts where airlines are usually absent.
\n
\n
While United claims its AI-powered marketing has already delivered strong lifts in engagement and conversion metrics, these results are difficult to verify externally (and should be taken with a grain of salt). But this innovation demonstrates how AI is becoming a tool to reshape airline storytelling in the public eye.
\n
\n
That's it for the September edition - stay tuned to find out our favourite travel tech developments next month. For more insights, read more of our Future of Travel posts here.
\n
","postEmailContent":"
These days, almost every Airline-Tech headline comes with an AI label attached. Just as “online” became the default in the 2000s, AI has now become the baseline for meaningful progress in the travel industry. The question is no longer if AI is involved, but how it’s being applied, and which experiments truly push the industry forward.
\n
In this September edition of our OAG Airline-Tech Innovation Radar, we’ve picked three standout innovations that cut through the noise and offer a glimpse of where Airline Tech is headed next.
These days, almost every Airline-Tech headline comes with an AI label attached. Just as “online” became the default in the 2000s, AI has now become the baseline for meaningful progress in the travel industry. The question is no longer if AI is involved, but how it’s being applied, and which experiments truly push the industry forward.
\n
In this September edition of our OAG Airline-Tech Innovation Radar, we’ve picked three standout innovations that cut through the noise and offer a glimpse of where Airline Tech is headed next.
These days, almost every Airline-Tech headline comes with an AI label attached. Just as “online” became the default in the 2000s, AI has now become the baseline for meaningful progress in the travel industry. The question is no longer if AI is involved, but how it’s being applied, and which experiments truly push the industry forward.
\n
In this September edition of our OAG Airline-Tech Innovation Radar, we’ve picked three standout innovations that cut through the noise and offer a glimpse of where Airline Tech is headed next.
These days, almost every Airline-Tech headline comes with an AI label attached. Just as “online” became the default in the 2000s, AI has now become the baseline for meaningful progress in the travel industry. The question is no longer if AI is involved, but how it’s being applied, and which experiments truly push the industry forward.
\n
In this September edition of our OAG Airline-Tech Innovation Radar, we’ve picked three standout innovations that cut through the noise and offer a glimpse of where Airline Tech is headed next.
","postSummaryRss":"
These days, almost every Airline-Tech headline comes with an AI label attached. Just as “online” became the default in the 2000s, AI has now become the baseline for meaningful progress in the travel industry. The question is no longer if AI is involved, but how it’s being applied, and which experiments truly push the industry forward.
\n
In this September edition of our OAG Airline-Tech Innovation Radar, we’ve picked three standout innovations that cut through the noise and offer a glimpse of where Airline Tech is headed next.
","postTemplate":"oag-theme/templates/blog-post.html","previewImageSrc":null,"previewKey":"ebogsIbr","previousPostFeaturedImage":"https://www.oag.com/hubfs/OTP%20August%202025%20graphic.jpg","previousPostFeaturedImageAltText":"","previousPostName":"The World’s Top 20 Airlines for On-Time Performance in August 2025","previousPostSlug":"blog/the-worlds-top-20-airlines-for-on-time-performance-in-august-2025","processingStatus":"PUBLISHED","propertyForDynamicPageCanonicalUrl":null,"propertyForDynamicPageFeaturedImage":null,"propertyForDynamicPageMetaDescription":null,"propertyForDynamicPageSlug":null,"propertyForDynamicPageTitle":null,"publicAccessRules":[],"publicAccessRulesEnabled":false,"publishDate":1756911600000,"publishDateLocalTime":1756911600000,"publishDateLocalized":{"date":1756911600000,"format":"dd MMMM yyyy","language":"en_GB"},"publishImmediately":false,"publishTimezoneOffset":null,"publishedAt":1756911604742,"publishedByEmail":null,"publishedById":100,"publishedByName":null,"publishedUrl":"https://www.oag.com/blog/three-airline-tech-innovations-that-stand-out-in-september-2025","resolvedDomain":"www.oag.com","resolvedLanguage":null,"rssBody":"
These days, almost every Airline-Tech headline comes with an AI label attached. Just as “online” became the default in the 2000s, AI has now become the baseline for meaningful progress in the travel industry. The question is no longer if AI is involved, but how it’s being applied, and which experiments truly push the industry forward.
\n
In this September edition of our OAG Airline-Tech Innovation Radar, we’ve picked three standout innovations that cut through the noise and offer a glimpse of where Airline Tech is headed next.
\n
Key Summary:
\n\n
Google has dropped two notable launches; Flight Deals, an AI-powered flight search tool built on Gemini 2.5 that makes it easier for flexible travelers to discover cheaper fares, and Magic Cue, an AI feature for Google’s Pixel 10 phones that automatically detects when travel information is likely needed.
\n
Travel marketplace Wingie Enuygun has built Wingie Talkie, a real-time speech-to-speech translation engine and launched its own MCP (Model Context Protocol) server that allows external AI models to directly search, book, and modify travel inside Wingie’s ecosystem.
\n
Working with its brand agency Carat USA and AI-platform Sightly, United Airlines has built a system to identify culturally relevant moments in real time and opportunities for brand messaging.
\n\n\n
Innovation #1: Google Pushes Deeper Into Travel With AI Flight Search and Contextual “Magic Cue”
\n
There’s hardly a monthly AI update in aviation without a major Big Tech move. Back in our July edition, we spotlighted how Apple and OpenAI were embedding themselves deeper into passenger touchpoints.
\n
This month, it’s Google making waves, with two notable launches that show how far Big Tech is willing to go in reshaping travel:
\n
Flight Deals
\n
Google has introduced an AI-powered flight search tool built on Gemini 2.5 that makes it easier for flexible travelers to discover cheaper fares.
\n
Here’s how it works:
\n
\n
Instead of fiddling with filters, users can type natural-language prompts like “week-long trip this winter to a city with great food, nonstop only” and receive matching options with live pricing.
\n
Results are ranked by savings percentage and integrated directly into the existing Google Flights interface.
\n
\n
\n
One could argue this launch was inevitable, as most analysts were just waiting for Google to enter direct competition with an entire wave of startups that have been building AI-powered travel search engines over the past two years. Given Google’s reach and infrastructure, those smaller players may quickly find themselves outgunned.
\n
Magic Cue
\n
Arguably, the more exciting launch is Magic Cue, a new AI feature for Google’s Pixel 10 phones that automatically surfaces travel information when needed.
\n
No more digging through apps or scrolling through email chains: the system proactively identifies when booking details are relevant (for instance, while you’re contacting an airline or replying to a friend about your flight) and places them front and center.
\n
Here’s how it works:
\n
\n
AI monitors user context and communication patterns.
\n
It automatically detects when travel information is likely needed.
\n
Relevant booking details (flight times, hotel addresses, etc.) appear without manual searching.
\n
\n
The result is a more seamless travel experience, where information is presented to you instead of you having to search for it. It’s reminiscent of the big UX leap years ago when Google Calendar started automatically pulling flight and hotel details from Gmail – slightly scary, perhaps, but undeniably convenient.
\n
\n
Why does this innovation stand out?
\n
First, because travelers typically bounce across countless pages before booking.
\n
\n
Expedia data shows U.S. travelers average 277 web pages; globally, it’s 141 pages in the 45 days leading up to a trip.
\n
By proactively surfacing relevant details, Google reduces friction and sets new expectations for intelligent, contextual assistance.
\n
\n
Secondly, because hardware is the Trojan horse.
\n
\n
Since Magic Cue ships as part of the Pixel 10 rollout, users can adopt it for various daily tasks and naturally rely on it when traveling.
\n
Such repeated exposure could normalize AI-driven travel assistance more quickly than any standalone travel app.
\n
\n
In our view, Magic Cue may be the most overlooked AI-powered travel feature of the year.
Innovation #2: Wingie Enuygun Fixes the Call Center and Opens Travel to AI Models
\n
Few things frustrate travelers more than a customer hotline: long waits (averaging over two minutes across major OTAs), limited language options, and endless transfers. These pain points have plagued the travel industry for decades, especially when dealing with airlines.
\n
Wingie Enuygun, the fast-growing travel marketplace from the Middle East and North Africa, is tackling this head-on with a set of AI-driven breakthroughs that hint at where the industry is headed next.
\n
First, fixing the hotline problem
\n
Instead of battling chronic shortages of multilingual agents, Wingie has built Wingie Talkie, a real-time speech-to-speech translation engine.
\n
\n
It enables Turkish-speaking agents to instantly converse with travelers in other languages, eliminating the need for separate desks or interpreters.
\n
Already live in five languages, it resolves around 10% of inbound calls and is on track to cover nearly 20 languages by year-end.
\n
In other words, a caller in Berlin can be helped by an Istanbul-based agent (in German) within seconds.
\n
\n
This live-to-live translation not only tackles one of the industry’s biggest service bottlenecks.
\n
It also feels like an early glimpse of what customer support could look like in every sector beyond the travel industry.
\n
Second, opening travel infrastructure to AI
\n
The bigger industry-defining leap is Wingie’s launch of its own MCP (Model Context Protocol) server. MCP is a technical bridge that allows external AI models to directly search, book, and modify travel inside Wingie’s ecosystem.
\n
For the first time, large language models like Claude (and soon ChatGPT, Gemini, and others) can go beyond offering inspiration and planning tips to actually executing bookings in real time.
\n
This extends well beyond a simple API:
\n
\n
MCP enables AI assistants to process natural-language commands, such as “find me the cheapest flight to Berlin next week” or “resend my hotel booking confirmation,” and complete the action seamlessly within Wingie’s system.
\n
The shift could redefine how travelers interact with OTAs: not by opening an app or website, but by asking their AI agent to handle it directly.
\n
\n
Why does this innovation stand out?
\n
Wingie is offering one of the clearest looks yet at the pipes for tomorrow’s AI-native travel experience. By addressing the most disliked aspect of travel (the hotline) and then opening its infrastructure to AI agents, it’s setting a template for how the industry can transition from reactive service to proactive, AI-powered assistance.
\n
\n
Innovation #3: United Airlines Uses AI to IDENTIFY MARKETING OPPORTUNITIES
\n
When we discuss airline innovation in this series, it typically revolves around fleet operations, turnaround times, or booking systems. Rarely do we highlight the marketing department. But United Airlines just rolled out an approach that’s worth attention, and yes, it’s powered by AI.
\n
Here’s the problem United is tackling: airlines tend to trend on social media for the wrong reasons, such as delays, missed connections, or operational meltdowns.
\n
That makes traditional advertising risky. Push the wrong message at the wrong time, and you risk amplifying negativity instead of cutting through it.
\n
United is trying to flip this dynamic:
\n
\n
Working with its brand agency Carat USA and AI-platform Sightly, the airline has built a system to identify culturally relevant moments in real time – opportunities where brand messaging can ride the wave of the news cycle instead of getting lost in it.
\n
Imagine an unexpected consumer backlash to a competitor decision or a cultural event that sparks industry-wide discussion: rather than reacting late, United’s AI tools flag the opening instantly and enable the brand team to deploy tailored creative across TikTok, YouTube, or programmatic video.
\n
For instance, if Delta or American were to quietly raise their baggage fees, United could detect the spike in online chatter and counter it with messaging tied to its own customer-friendly policies.
\n
\n
Why does this innovation stand out?
\n
We find this innovation particularly relevant because it demonstrates how AI is being increasingly leveraged across corporate airline functions.
\n
\n
Just as airlines moved from static pricing to dynamic revenue management, they’re now evolving from static ad campaigns to dynamic, real-time brand positioning.
\n
Airlines have long struggled to engage travelers outside the narrow band of booking, check-in, and the flight itself. Real-time messaging helps expand those touchpoints, building relevance in contexts where airlines are usually absent.
\n
\n
While United claims its AI-powered marketing has already delivered strong lifts in engagement and conversion metrics, these results are difficult to verify externally (and should be taken with a grain of salt). But this innovation demonstrates how AI is becoming a tool to reshape airline storytelling in the public eye.
\n
\n
That's it for the September edition - stay tuned to find out our favourite travel tech developments next month. For more insights, read more of our Future of Travel posts here.
\n
","rssSummary":"
These days, almost every Airline-Tech headline comes with an AI label attached. Just as “online” became the default in the 2000s, AI has now become the baseline for meaningful progress in the travel industry. The question is no longer if AI is involved, but how it’s being applied, and which experiments truly push the industry forward.
\n
In this September edition of our OAG Airline-Tech Innovation Radar, we’ve picked three standout innovations that cut through the noise and offer a glimpse of where Airline Tech is headed next.
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Which country does British Airways fly most passengers to? And what about Ryanair? Whether you want to learn a bit more about airlines' networks or consider yourself an aviation expert, there may be some surprises in this quick quiz!
","post_body":"
Which country does British Airways fly most passengers to? And what about Ryanair? Whether you want to learn a bit more about airlines' networks or consider yourself an aviation expert, there may be some surprises in this quick quiz!
\n
We've charted thirteen major airlines' top nine countries for seat capacity in 2025, with the largest markets represented by bigger circles. Note that we have removed the country in which the airline is domiciled/registered (which is usually, but not always, the top market) to make it a little bit trickier!
\n
Guess the airline by its top destination
\n
\n
Airlines’ international networks and top destinations vary depending on their strategy and market strengths. Some carriers concentrate on long-haul routes from one or two global hubs to maximize connectivity. Others spread capacity across multiple regions, balancing service between transatlantic, transpacific, and emerging markets.
\n
Airlines may prioritize their home country’s trade partners, while others emphasize access to the world’s largest business and leisure destinations. These differences in international capacity not only highlight where airlines see the greatest demand, but also how they position themselves competitively in the global travel market.
Which country does British Airways fly most passengers to? And what about Ryanair? Whether you want to learn a bit more about airlines' networks or consider yourself an aviation expert, there may be some surprises in this quick quiz!
","rss_body":"
Which country does British Airways fly most passengers to? And what about Ryanair? Whether you want to learn a bit more about airlines' networks or consider yourself an aviation expert, there may be some surprises in this quick quiz!
\n
We've charted thirteen major airlines' top nine countries for seat capacity in 2025, with the largest markets represented by bigger circles. Note that we have removed the country in which the airline is domiciled/registered (which is usually, but not always, the top market) to make it a little bit trickier!
\n
Guess the airline by its top destination
\n
\n
Airlines’ international networks and top destinations vary depending on their strategy and market strengths. Some carriers concentrate on long-haul routes from one or two global hubs to maximize connectivity. Others spread capacity across multiple regions, balancing service between transatlantic, transpacific, and emerging markets.
\n
Airlines may prioritize their home country’s trade partners, while others emphasize access to the world’s largest business and leisure destinations. These differences in international capacity not only highlight where airlines see the greatest demand, but also how they position themselves competitively in the global travel market.
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Which country does British Airways fly most passengers to? And what about Ryanair? Whether you want to learn a bit more about airlines' networks or consider yourself an aviation expert, there may be some surprises in this quick quiz!
\n
We've charted thirteen major airlines' top nine countries for seat capacity in 2025, with the largest markets represented by bigger circles. Note that we have removed the country in which the airline is domiciled/registered (which is usually, but not always, the top market) to make it a little bit trickier!
\n
Guess the airline by its top destination
\n
\n
Airlines’ international networks and top destinations vary depending on their strategy and market strengths. Some carriers concentrate on long-haul routes from one or two global hubs to maximize connectivity. Others spread capacity across multiple regions, balancing service between transatlantic, transpacific, and emerging markets.
\n
Airlines may prioritize their home country’s trade partners, while others emphasize access to the world’s largest business and leisure destinations. These differences in international capacity not only highlight where airlines see the greatest demand, but also how they position themselves competitively in the global travel market.
Which country does British Airways fly most passengers to? And what about Ryanair? Whether you want to learn a bit more about airlines' networks or consider yourself an aviation expert, there may be some surprises in this quick quiz!
\n
We've charted thirteen major airlines' top nine countries for seat capacity in 2025, with the largest markets represented by bigger circles. Note that we have removed the country in which the airline is domiciled/registered (which is usually, but not always, the top market) to make it a little bit trickier!
\n
Guess the airline by its top destination
\n
\n
Airlines’ international networks and top destinations vary depending on their strategy and market strengths. Some carriers concentrate on long-haul routes from one or two global hubs to maximize connectivity. Others spread capacity across multiple regions, balancing service between transatlantic, transpacific, and emerging markets.
\n
Airlines may prioritize their home country’s trade partners, while others emphasize access to the world’s largest business and leisure destinations. These differences in international capacity not only highlight where airlines see the greatest demand, but also how they position themselves competitively in the global travel market.
Which country does British Airways fly most passengers to? And what about Ryanair? Whether you want to learn a bit more about airlines' networks or consider yourself an aviation expert, there may be some surprises in this quick quiz!
Which country does British Airways fly most passengers to? And what about Ryanair? Whether you want to learn a bit more about airlines' networks or consider yourself an aviation expert, there may be some surprises in this quick quiz!
Which country does British Airways fly most passengers to? And what about Ryanair? Whether you want to learn a bit more about airlines' networks or consider yourself an aviation expert, there may be some surprises in this quick quiz!
Which country does British Airways fly most passengers to? And what about Ryanair? Whether you want to learn a bit more about airlines' networks or consider yourself an aviation expert, there may be some surprises in this quick quiz!
","postSummaryRss":"
Which country does British Airways fly most passengers to? And what about Ryanair? Whether you want to learn a bit more about airlines' networks or consider yourself an aviation expert, there may be some surprises in this quick quiz!
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Which country does British Airways fly most passengers to? And what about Ryanair? Whether you want to learn a bit more about airlines' networks or consider yourself an aviation expert, there may be some surprises in this quick quiz!
\n
We've charted thirteen major airlines' top nine countries for seat capacity in 2025, with the largest markets represented by bigger circles. Note that we have removed the country in which the airline is domiciled/registered (which is usually, but not always, the top market) to make it a little bit trickier!
\n
Guess the airline by its top destination
\n
\n
Airlines’ international networks and top destinations vary depending on their strategy and market strengths. Some carriers concentrate on long-haul routes from one or two global hubs to maximize connectivity. Others spread capacity across multiple regions, balancing service between transatlantic, transpacific, and emerging markets.
\n
Airlines may prioritize their home country’s trade partners, while others emphasize access to the world’s largest business and leisure destinations. These differences in international capacity not only highlight where airlines see the greatest demand, but also how they position themselves competitively in the global travel market.
Which country does British Airways fly most passengers to? And what about Ryanair? Whether you want to learn a bit more about airlines' networks or consider yourself an aviation expert, there may be some surprises in this quick quiz!
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Has Led to the Second Chapter 11 Filing for Spirit Airlines? | Aviation Market Analysis | OAG","id":195409952781,"includeDefaultCustomCss":null,"isCaptchaRequired":true,"isCrawlableByBots":false,"isDraft":false,"isInstantEmailEnabled":true,"isPublished":true,"isSocialPublishingEnabled":false,"keywords":[],"label":"What Has Led to the Second Chapter 11 Filing for Spirit Airlines?","language":"en-gb","lastEditSessionId":null,"lastEditUpdateId":null,"layoutSections":{},"legacyBlogTabid":null,"legacyId":null,"legacyPostGuid":null,"linkRelCanonicalUrl":"","listTemplate":"generated_layouts/66381677173.html","liveDomain":"www.oag.com","mab":false,"mabExperimentId":null,"mabMaster":false,"mabVariant":false,"meta":{"post_summary":"
Spirit Airlines has had a particularly bad year – navigating its first Chapter 11 proceedings, dealing with significant network and capacity cuts, plus a slowdown in domestic activity and increased competition. When the tide turns against you, it can really turn.
\n","post_body":"
Spirit Airlines has had a particularly bad year – navigating its first Chapter 11 proceedings, dealing with significant network and capacity cuts, plus a slowdown in domestic activity and increased competition. When the tide turns against you, it can really turn.
\n\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.
\n","rss_body":"
Spirit Airlines has had a particularly bad year – navigating its first Chapter 11 proceedings, dealing with significant network and capacity cuts, plus a slowdown in domestic activity and increased competition. When the tide turns against you, it can really turn.
\n\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.
\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/Guess%20the%20airline%20top%20countries.jpg","previousPostFeaturedImageAltText":"Airline Markets Represented by Flags","previousPostName":"Quiz: Guess the Airline from its Most Popular Destinations","previousPostSlug":"blog/quiz-guess-the-airline-from-its-most-popular-destinations","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
","rssSummary":"
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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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.
\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.
\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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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.
","post_body":"
Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
\n
During the busiest months, the demand on airline catering is significant, placing immense pressure on suppliers to deliver exceptional service. To meet this demand, companies like gategroup - the leading airline catering and retail-on-board supplier - engage in a daily preparation process that encompasses a multitude of complex operations.
\n
John Grant (Chief Analyst at OAG) speaks to Dave Ingram, Senior Project Manager at gategroup to discuss how they manage an intricate operation and the challenges they often face. Tune in now...
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
\n
","rss_summary":"
Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
","rss_body":"
Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
\n
During the busiest months, the demand on airline catering is significant, placing immense pressure on suppliers to deliver exceptional service. To meet this demand, companies like gategroup - the leading airline catering and retail-on-board supplier - engage in a daily preparation process that encompasses a multitude of complex operations.
\n
John Grant (Chief Analyst at OAG) speaks to Dave Ingram, Senior Project Manager at gategroup to discuss how they manage an intricate operation and the challenges they often face. Tune in now...
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
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Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
\n
During the busiest months, the demand on airline catering is significant, placing immense pressure on suppliers to deliver exceptional service. To meet this demand, companies like gategroup - the leading airline catering and retail-on-board supplier - engage in a daily preparation process that encompasses a multitude of complex operations.
\n
John Grant (Chief Analyst at OAG) speaks to Dave Ingram, Senior Project Manager at gategroup to discuss how they manage an intricate operation and the challenges they often face. Tune in now...
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
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Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
\n
During the busiest months, the demand on airline catering is significant, placing immense pressure on suppliers to deliver exceptional service. To meet this demand, companies like gategroup - the leading airline catering and retail-on-board supplier - engage in a daily preparation process that encompasses a multitude of complex operations.
\n
John Grant (Chief Analyst at OAG) speaks to Dave Ingram, Senior Project Manager at gategroup to discuss how they manage an intricate operation and the challenges they often face. Tune in now...
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
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Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
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Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
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During the busiest months, the demand on airline catering is significant, placing immense pressure on suppliers to deliver exceptional service. To meet this demand, companies like gategroup - the leading airline catering and retail-on-board supplier - engage in a daily preparation process that encompasses a multitude of complex operations.
\n
John Grant (Chief Analyst at OAG) speaks to Dave Ingram, Senior Project Manager at gategroup to discuss how they manage an intricate operation and the challenges they often face. Tune in now...
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
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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\".
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Fasten your seat belt, sit back and tune in!
\n
You can also find the podcast on your preferred podcast provider, just search 'OAG On Air'.
\n
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In this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
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In this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
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The real heart of aviation is the small regional carriers, like Pascan Aviation, that provide connectivity to small cities and make sure that commercial business can continue in those communities.
\n
Pascan Aviation have worked their way through the pandemic and are now seizing new opportunities as they expand out from Quebec. Listen to this podcast where Julian Roberts explains the difficulties and challenges faced by regional airlines and the importance of being the \"people's regional airline\".
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Fasten your seat belt, sit back and tune in!
\n
You can also find the podcast on your preferred podcast provider, just search 'OAG On Air'.
\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\".
\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
\n
\n
","rssSummary":"
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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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.
\n","post_body":"
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
\n\n
Recommended:
\n
\n
\n
","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.
\n","rss_body":"
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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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
\n\n
Recommended:
\n
\n
\n
","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
\n\n
Recommended:
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\n
","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! 🎧
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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.
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Fasten your seat belt, sit back and tune in!
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On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
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Fasten your seat belt, sit back and tune in!
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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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Fasten your seat belt, sit back and tune in!
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Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
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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.
","postBodyRss":"
Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
\n
Dethroning 3-time winner airBaltic was no easy task, but in 2018, Copa Airlines topped the ranking as the most punctual airline in the world with OTP of 89.79%, becoming the first-ever Latin American winner of the League.
\n
In fact, it's been a brilliant year for South America as LATAM Airlines Group came first in our Mega Airlines category with on-time performance of 85.60%, climbing a remarkable seven places and knocking Japan Airlines off top-spot. The success follows in our Medium Airports category as Panama City climbs from 3rd to 1st.
\n
We also welcome five new entrants in the Small Airports category, with Minsk going on to claim first place, but it is Japan which continues its excellent standards by winning the Large Airport and Mega Airport categories with Osaka and Tokyo Haneda respectively holding onto the top spots.
\n
With so many airlines and airports anticipating this report, it's no wonder the Punctuality League is being recognised as the world's definitive measurement of on-time performance. There's plenty of hot topics and discussions set to arise from these results, so make sure you're part of the action and download your very own copy using the form at the top of this page.
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Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
\n","postSummaryRss":"
Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
\n
Dethroning 3-time winner airBaltic was no easy task, but in 2018, Copa Airlines topped the ranking as the most punctual airline in the world with OTP of 89.79%, becoming the first-ever Latin American winner of the League.
\n
In fact, it's been a brilliant year for South America as LATAM Airlines Group came first in our Mega Airlines category with on-time performance of 85.60%, climbing a remarkable seven places and knocking Japan Airlines off top-spot. The success follows in our Medium Airports category as Panama City climbs from 3rd to 1st.
\n
We also welcome five new entrants in the Small Airports category, with Minsk going on to claim first place, but it is Japan which continues its excellent standards by winning the Large Airport and Mega Airport categories with Osaka and Tokyo Haneda respectively holding onto the top spots.
\n
With so many airlines and airports anticipating this report, it's no wonder the Punctuality League is being recognised as the world's definitive measurement of on-time performance. There's plenty of hot topics and discussions set to arise from these results, so make sure you're part of the action and download your very own copy using the form at the top of this page.
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Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
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Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
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Dethroning 3-time winner airBaltic was no easy task, but in 2018, Copa Airlines topped the ranking as the most punctual airline in the world with OTP of 89.79%, becoming the first-ever Latin American winner of the League.
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In fact, it's been a brilliant year for South America as LATAM Airlines Group came first in our Mega Airlines category with on-time performance of 85.60%, climbing a remarkable seven places and knocking Japan Airlines off top-spot. The success follows in our Medium Airports category as Panama City climbs from 3rd to 1st.
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We also welcome five new entrants in the Small Airports category, with Minsk going on to claim first place, but it is Japan which continues its excellent standards by winning the Large Airport and Mega Airport categories with Osaka and Tokyo Haneda respectively holding onto the top spots.
\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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