With the notable exception of American Airlines, it looks like all of the US majors have some solid increases in average selling fares. What looks like a 13% reduction in average fares and a slight increase in capacity doesn’t bode well for American, an airline under pressure after recent results. For Spirit Airlines the 15% reduction in capacity alongside a 10% increase in average selling fares is likely to lead to less revenue unless they can really push ancillary revenues. However, if their costs drop then these two numbers may buy them some time as they reset the network.
\n
It’s early days in 2025 but some indicators suggest that the winners of Q1 2025 in the US airline financial stakes are likely to be very near the top of the list at the end of 2025. Can those mid-market large airlines capture any ground? It should be interesting to see, we will circle back in early April.
\n
\n
\n
\n
","rss_summary":"
It’s a brave call in the second week of the year and you have to admire the confidence as Delta Air Lines predicts that 2025 could be their best-ever financial year, although there are only fifty-one more weeks to go! But they may have a point! What does the data say?
\n","rss_body":"
It’s a brave call in the second week of the year and you have to admire the confidence as Delta Air Lines predicts that 2025 could be their best-ever financial year, although there are only fifty-one more weeks to go! But they may have a point! What does the data say?
\n\n
\n
Building on the first quarter capacity data we shared last week we’ve looked at Delta’s current average selling fares in the domestic market, comparing them to Q1 2024, and certainly for Delta the picture does look pretty good.
\n
On the chart below we have plotted both airline capacity and airfare changes. And to say the least, the current DL position looks very strong with a 4% capacity growth lining up against an improvement in selling fares of 14%, a quite remarkable set of numbers. Since the data is the freshest on the market and based upon millions of records it's certainly looking good and not surprising that their stock price rose sharply on Friday.
\n
\n
With the notable exception of American Airlines, it looks like all of the US majors have some solid increases in average selling fares. What looks like a 13% reduction in average fares and a slight increase in capacity doesn’t bode well for American, an airline under pressure after recent results. For Spirit Airlines the 15% reduction in capacity alongside a 10% increase in average selling fares is likely to lead to less revenue unless they can really push ancillary revenues. However, if their costs drop then these two numbers may buy them some time as they reset the network.
\n
It’s early days in 2025 but some indicators suggest that the winners of Q1 2025 in the US airline financial stakes are likely to be very near the top of the list at the end of 2025. Can those mid-market large airlines capture any ground? It should be interesting to see, we will circle back in early April.
\n
\n
\n
\n
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It’s a brave call in the second week of the year and you have to admire the confidence as Delta Air Lines predicts that 2025 could be their best-ever financial year, although there are only fifty-one more weeks to go! But they may have a point! What does the data say?
\n\n
\n
Building on the first quarter capacity data we shared last week we’ve looked at Delta’s current average selling fares in the domestic market, comparing them to Q1 2024, and certainly for Delta the picture does look pretty good.
\n
On the chart below we have plotted both airline capacity and airfare changes. And to say the least, the current DL position looks very strong with a 4% capacity growth lining up against an improvement in selling fares of 14%, a quite remarkable set of numbers. Since the data is the freshest on the market and based upon millions of records it's certainly looking good and not surprising that their stock price rose sharply on Friday.
\n
\n
With the notable exception of American Airlines, it looks like all of the US majors have some solid increases in average selling fares. What looks like a 13% reduction in average fares and a slight increase in capacity doesn’t bode well for American, an airline under pressure after recent results. For Spirit Airlines the 15% reduction in capacity alongside a 10% increase in average selling fares is likely to lead to less revenue unless they can really push ancillary revenues. However, if their costs drop then these two numbers may buy them some time as they reset the network.
\n
It’s early days in 2025 but some indicators suggest that the winners of Q1 2025 in the US airline financial stakes are likely to be very near the top of the list at the end of 2025. Can those mid-market large airlines capture any ground? It should be interesting to see, we will circle back in early April.
\n
\n
\n
\n
","postBodyRss":"
It’s a brave call in the second week of the year and you have to admire the confidence as Delta Air Lines predicts that 2025 could be their best-ever financial year, although there are only fifty-one more weeks to go! But they may have a point! What does the data say?
\n\n
\n
Building on the first quarter capacity data we shared last week we’ve looked at Delta’s current average selling fares in the domestic market, comparing them to Q1 2024, and certainly for Delta the picture does look pretty good.
\n
On the chart below we have plotted both airline capacity and airfare changes. And to say the least, the current DL position looks very strong with a 4% capacity growth lining up against an improvement in selling fares of 14%, a quite remarkable set of numbers. Since the data is the freshest on the market and based upon millions of records it's certainly looking good and not surprising that their stock price rose sharply on Friday.
\n
\n
With the notable exception of American Airlines, it looks like all of the US majors have some solid increases in average selling fares. What looks like a 13% reduction in average fares and a slight increase in capacity doesn’t bode well for American, an airline under pressure after recent results. For Spirit Airlines the 15% reduction in capacity alongside a 10% increase in average selling fares is likely to lead to less revenue unless they can really push ancillary revenues. However, if their costs drop then these two numbers may buy them some time as they reset the network.
\n
It’s early days in 2025 but some indicators suggest that the winners of Q1 2025 in the US airline financial stakes are likely to be very near the top of the list at the end of 2025. Can those mid-market large airlines capture any ground? It should be interesting to see, we will circle back in early April.
\n
\n
\n
\n
","postEmailContent":"
It’s a brave call in the second week of the year and you have to admire the confidence as Delta Air Lines predicts that 2025 could be their best-ever financial year, although there are only fifty-one more weeks to go! But they may have a point! What does the data say?
It’s a brave call in the second week of the year and you have to admire the confidence as Delta Air Lines predicts that 2025 could be their best-ever financial year, although there are only fifty-one more weeks to go! But they may have a point! What does the data say?
It’s a brave call in the second week of the year and you have to admire the confidence as Delta Air Lines predicts that 2025 could be their best-ever financial year, although there are only fifty-one more weeks to go! But they may have a point! What does the data say?
It’s a brave call in the second week of the year and you have to admire the confidence as Delta Air Lines predicts that 2025 could be their best-ever financial year, although there are only fifty-one more weeks to go! But they may have a point! What does the data say?
\n","postSummaryRss":"
It’s a brave call in the second week of the year and you have to admire the confidence as Delta Air Lines predicts that 2025 could be their best-ever financial year, although there are only fifty-one more weeks to go! But they may have a point! What does the data say?
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It’s a brave call in the second week of the year and you have to admire the confidence as Delta Air Lines predicts that 2025 could be their best-ever financial year, although there are only fifty-one more weeks to go! But they may have a point! What does the data say?
\n\n
\n
Building on the first quarter capacity data we shared last week we’ve looked at Delta’s current average selling fares in the domestic market, comparing them to Q1 2024, and certainly for Delta the picture does look pretty good.
\n
On the chart below we have plotted both airline capacity and airfare changes. And to say the least, the current DL position looks very strong with a 4% capacity growth lining up against an improvement in selling fares of 14%, a quite remarkable set of numbers. Since the data is the freshest on the market and based upon millions of records it's certainly looking good and not surprising that their stock price rose sharply on Friday.
\n
\n
With the notable exception of American Airlines, it looks like all of the US majors have some solid increases in average selling fares. What looks like a 13% reduction in average fares and a slight increase in capacity doesn’t bode well for American, an airline under pressure after recent results. For Spirit Airlines the 15% reduction in capacity alongside a 10% increase in average selling fares is likely to lead to less revenue unless they can really push ancillary revenues. However, if their costs drop then these two numbers may buy them some time as they reset the network.
\n
It’s early days in 2025 but some indicators suggest that the winners of Q1 2025 in the US airline financial stakes are likely to be very near the top of the list at the end of 2025. Can those mid-market large airlines capture any ground? It should be interesting to see, we will circle back in early April.
\n
\n
\n
\n
","rssSummary":"
It’s a brave call in the second week of the year and you have to admire the confidence as Delta Air Lines predicts that 2025 could be their best-ever financial year, although there are only fifty-one more weeks to go! But they may have a point! What does the data say?
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In November 2020 - while the pandemic wrecked the aviation sector - Korean Air and Asiana Airlines revealed plans to merge their businesses as Asiana faced collapse. Prior to the pandemic, there had been a number of times when the two airlines were close to a partnership. However, it was Covid-19 that forced the issue.
\n","post_body":"
In November 2020 - while the pandemic wrecked the aviation sector - Korean Air and Asiana Airlines revealed plans to merge their businesses as Asiana faced collapse. Prior to the pandemic, there had been a number of times when the two airlines were close to a partnership. However, it was Covid-19 that forced the issue.
\n\n
It’s taken nearly four and a half years of planning, regulatory approvals and the necessary swallowing of pride but finally at least all the necessary approvals are in place and it’s just a matter of “dotting the i’s and crossing the t’s”. But what does it all mean, and will we see any differences in commercial operations?
\n
Both Korean Air (KE) and Asiana (OZ) are more than just legacy passenger airlines - they both have interest in low-cost carriers (LCCs); Korean with Jin Air and Asiana with Air Busan. These will most likely merge as part of the process and the two airlines also have dedicated cargo divisions with their own fleets that will need to be merged. Overlay those factors with a high degree of network and schedule duplication, some fleet differences, various alliance partners and some major markets still recovering and there’s a lot to think about! So, where do you begin?
\n
The Short Haul Fleet
\n
While both carriers are A320 operators and have outstanding deliveries (with Korean expecting new B737-800s from later this year) there is no real preference of aircraft type between the two carriers which may require some tidying up over time. Korean own all but four of their B737/A320 fleets, while 15 of Asiana’s A320s (63%) are leased - so both airlines adopted different financing strategies which may have reflected their respective financial positions in recent years. Ultimately, in the medium term the combined airline may well have to operate a mixed fleet and make the best use of the different aircraft as they can.
\n
The Long-Haul Fleet
\n
Intriguingly, both airlines currently continue to operate the B747 and together operated over 3,300 sectors on the aircraft type last year, and while Korean Air have some sixteen B787-9/10s scheduled for delivery over the next three years it will hardly fill the gap of those thirty B747s. So, the combined airline is stuck with a large and expensive aircraft type for probably the next decade in some shape or form which will be good for the avgeek seeking their last dose of reliable B747 flying in the future!
\n
The Network Challenge
\n
Two competing airlines, operating from the same base and merging means plenty of network duplication and nearly identical scheduling on long-haul services. The two airlines compete head-to-head on 84 international routes supplying 25.8 million seats per annum with a 54:46 split between KE and OZ. Japan and China feature heavily as you would expect with the shorter international sectors and there will need to be some adjustments in those markets but it’s perhaps the real long-haul sectors where major work is required.
\n
Both airlines operate to all the major European capital cities, in most cases on a single daily frequency and in nearly every case within a two-hour competing schedule built around lunchtime departures from Seoul Incheon. Competing head-to-head with such capacity with large proportions of connecting traffic to secondary Chinese and Japanese destinations will have to change - perhaps a move towards a second wave of late-night services from Incheon to build a new series of connections. However, that’s simple to say and going to be difficult to achieve given slot availability at some of the major European airports, finding early morning arrival times at Heathrow for instance will be very hard unless some nice partner creates space for them; could that be Virgin, KLM, Air France or even Delta Air Lines?
\n
The situation on the North American market is going to need a similar radical rethink and while Korean Air have nearly twice as many services to the United States as Asiana, something will have to give. KE017 departs for LAX at 14:30 and OZ202 at 14:40 with both carriers using A380 equipment and that cannot be sustainable going forward however strong the market. And just for good order, both airlines operate evening services within an hour of each other, again on A380s. If nothing else, this is an easy dropping of frequency, creation of some more significant route profitability and a saving in carbon emissions surely. It will also probably lead to the scrapping of some A380s between the two carriers.
Incheon has the potential to be one of the world's super hubs exploiting its geographic position and for many years with that historic connectivity to China and Japan. In 2019 there were some thirty-seven destinations served in China with more than 200 flights a year (4 x weekly) by a combination of Asiana and Korean Air, last year only 28 were served with such frequency as China’s sluggish international recovery impacts Incheon’s connecting traffic.
\n
Similarly, Japan, a valuable source of connecting traffic especially to those secondary cities requiring a Narita- Haneda transfer, has experienced a slight drop in the number of markets served. However, perhaps the missing trick in the Japanese opportunity is that currently two-thirds of flights from Incheon are to either Kansai, Narita or Fukuoka. Structurally and geographically Incheon feels like it should be what Amsterdam is to provincial UK markets but with a bit of an Asian flavour; for some reason it just hasn’t happened perhaps in part because Japan’s secondary/regional airports have been reluctant to support such services; that may change in time.
The newly merged airline is going to need all the help they can get and that includes leveraging the powerful joint venture in place with Delta Air Lines on the transpacific and kissing goodbye to Asiana’s Star relationship. There is no doubt that Delta will continue to bring valuable support to the combined network along with other partners such as KLM/Air France and could in time lead to a reduced level of service to Frankfurt which will at least please Lufthansa who themselves use B747-800’s on the route so are hardly short of capacity!
\n
For the Skyteam Alliance a strengthened position in the North East Asian market will be very welcome given that they have no Japanese member, it could allow the alliance to become more aggressive in taking revenue out of Japan using that potential connectivity angle highlighted earlier but will certainly require some network changes.
\n
The Low-Cost Relatives?
\n
Two evenly sized airlines again operating against each other provides an opportunity for consolidation and that is likely to happen pretty quickly. Recent events may give a slight leaning towards the Air Busan name continuing on and since it’s the Asiana LCC could be seen to be a more equitable and even transformation of operations with both sides forsaking one operating brand. While brand values are always important in the LCC sector, price is king and ultimately price is a function of costs so whoever has the lowest current and long-term cost base is going to be the winner amongst the relatives.
\n
When Does This All Happen?
\n
After four years everyone seems eager to move forward quickly, and we should expect to see some early changes from the summer 2025 programmes. But, more realistically such big mergers take time, and it may be two years or more before we see a very different operation from what we see today. Undoubtedly expensive “expert” consultancy time will be spent making numerous recommendations, but the task required is clear, the execution is going to be the interesting part and that’s for the local management to deliver.
\n
","rss_summary":"
In November 2020 - while the pandemic wrecked the aviation sector - Korean Air and Asiana Airlines revealed plans to merge their businesses as Asiana faced collapse. Prior to the pandemic, there had been a number of times when the two airlines were close to a partnership. However, it was Covid-19 that forced the issue.
\n","rss_body":"
In November 2020 - while the pandemic wrecked the aviation sector - Korean Air and Asiana Airlines revealed plans to merge their businesses as Asiana faced collapse. Prior to the pandemic, there had been a number of times when the two airlines were close to a partnership. However, it was Covid-19 that forced the issue.
\n\n
It’s taken nearly four and a half years of planning, regulatory approvals and the necessary swallowing of pride but finally at least all the necessary approvals are in place and it’s just a matter of “dotting the i’s and crossing the t’s”. But what does it all mean, and will we see any differences in commercial operations?
\n
Both Korean Air (KE) and Asiana (OZ) are more than just legacy passenger airlines - they both have interest in low-cost carriers (LCCs); Korean with Jin Air and Asiana with Air Busan. These will most likely merge as part of the process and the two airlines also have dedicated cargo divisions with their own fleets that will need to be merged. Overlay those factors with a high degree of network and schedule duplication, some fleet differences, various alliance partners and some major markets still recovering and there’s a lot to think about! So, where do you begin?
\n
The Short Haul Fleet
\n
While both carriers are A320 operators and have outstanding deliveries (with Korean expecting new B737-800s from later this year) there is no real preference of aircraft type between the two carriers which may require some tidying up over time. Korean own all but four of their B737/A320 fleets, while 15 of Asiana’s A320s (63%) are leased - so both airlines adopted different financing strategies which may have reflected their respective financial positions in recent years. Ultimately, in the medium term the combined airline may well have to operate a mixed fleet and make the best use of the different aircraft as they can.
\n
The Long-Haul Fleet
\n
Intriguingly, both airlines currently continue to operate the B747 and together operated over 3,300 sectors on the aircraft type last year, and while Korean Air have some sixteen B787-9/10s scheduled for delivery over the next three years it will hardly fill the gap of those thirty B747s. So, the combined airline is stuck with a large and expensive aircraft type for probably the next decade in some shape or form which will be good for the avgeek seeking their last dose of reliable B747 flying in the future!
\n
The Network Challenge
\n
Two competing airlines, operating from the same base and merging means plenty of network duplication and nearly identical scheduling on long-haul services. The two airlines compete head-to-head on 84 international routes supplying 25.8 million seats per annum with a 54:46 split between KE and OZ. Japan and China feature heavily as you would expect with the shorter international sectors and there will need to be some adjustments in those markets but it’s perhaps the real long-haul sectors where major work is required.
\n
Both airlines operate to all the major European capital cities, in most cases on a single daily frequency and in nearly every case within a two-hour competing schedule built around lunchtime departures from Seoul Incheon. Competing head-to-head with such capacity with large proportions of connecting traffic to secondary Chinese and Japanese destinations will have to change - perhaps a move towards a second wave of late-night services from Incheon to build a new series of connections. However, that’s simple to say and going to be difficult to achieve given slot availability at some of the major European airports, finding early morning arrival times at Heathrow for instance will be very hard unless some nice partner creates space for them; could that be Virgin, KLM, Air France or even Delta Air Lines?
\n
The situation on the North American market is going to need a similar radical rethink and while Korean Air have nearly twice as many services to the United States as Asiana, something will have to give. KE017 departs for LAX at 14:30 and OZ202 at 14:40 with both carriers using A380 equipment and that cannot be sustainable going forward however strong the market. And just for good order, both airlines operate evening services within an hour of each other, again on A380s. If nothing else, this is an easy dropping of frequency, creation of some more significant route profitability and a saving in carbon emissions surely. It will also probably lead to the scrapping of some A380s between the two carriers.
Incheon has the potential to be one of the world's super hubs exploiting its geographic position and for many years with that historic connectivity to China and Japan. In 2019 there were some thirty-seven destinations served in China with more than 200 flights a year (4 x weekly) by a combination of Asiana and Korean Air, last year only 28 were served with such frequency as China’s sluggish international recovery impacts Incheon’s connecting traffic.
\n
Similarly, Japan, a valuable source of connecting traffic especially to those secondary cities requiring a Narita- Haneda transfer, has experienced a slight drop in the number of markets served. However, perhaps the missing trick in the Japanese opportunity is that currently two-thirds of flights from Incheon are to either Kansai, Narita or Fukuoka. Structurally and geographically Incheon feels like it should be what Amsterdam is to provincial UK markets but with a bit of an Asian flavour; for some reason it just hasn’t happened perhaps in part because Japan’s secondary/regional airports have been reluctant to support such services; that may change in time.
The newly merged airline is going to need all the help they can get and that includes leveraging the powerful joint venture in place with Delta Air Lines on the transpacific and kissing goodbye to Asiana’s Star relationship. There is no doubt that Delta will continue to bring valuable support to the combined network along with other partners such as KLM/Air France and could in time lead to a reduced level of service to Frankfurt which will at least please Lufthansa who themselves use B747-800’s on the route so are hardly short of capacity!
\n
For the Skyteam Alliance a strengthened position in the North East Asian market will be very welcome given that they have no Japanese member, it could allow the alliance to become more aggressive in taking revenue out of Japan using that potential connectivity angle highlighted earlier but will certainly require some network changes.
\n
The Low-Cost Relatives?
\n
Two evenly sized airlines again operating against each other provides an opportunity for consolidation and that is likely to happen pretty quickly. Recent events may give a slight leaning towards the Air Busan name continuing on and since it’s the Asiana LCC could be seen to be a more equitable and even transformation of operations with both sides forsaking one operating brand. While brand values are always important in the LCC sector, price is king and ultimately price is a function of costs so whoever has the lowest current and long-term cost base is going to be the winner amongst the relatives.
\n
When Does This All Happen?
\n
After four years everyone seems eager to move forward quickly, and we should expect to see some early changes from the summer 2025 programmes. But, more realistically such big mergers take time, and it may be two years or more before we see a very different operation from what we see today. Undoubtedly expensive “expert” consultancy time will be spent making numerous recommendations, but the task required is clear, the execution is going to be the interesting part and that’s for the local management to deliver.
\n
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In November 2020 - while the pandemic wrecked the aviation sector - Korean Air and Asiana Airlines revealed plans to merge their businesses as Asiana faced collapse. Prior to the pandemic, there had been a number of times when the two airlines were close to a partnership. However, it was Covid-19 that forced the issue.
\n\n
It’s taken nearly four and a half years of planning, regulatory approvals and the necessary swallowing of pride but finally at least all the necessary approvals are in place and it’s just a matter of “dotting the i’s and crossing the t’s”. But what does it all mean, and will we see any differences in commercial operations?
\n
Both Korean Air (KE) and Asiana (OZ) are more than just legacy passenger airlines - they both have interest in low-cost carriers (LCCs); Korean with Jin Air and Asiana with Air Busan. These will most likely merge as part of the process and the two airlines also have dedicated cargo divisions with their own fleets that will need to be merged. Overlay those factors with a high degree of network and schedule duplication, some fleet differences, various alliance partners and some major markets still recovering and there’s a lot to think about! So, where do you begin?
\n
The Short Haul Fleet
\n
While both carriers are A320 operators and have outstanding deliveries (with Korean expecting new B737-800s from later this year) there is no real preference of aircraft type between the two carriers which may require some tidying up over time. Korean own all but four of their B737/A320 fleets, while 15 of Asiana’s A320s (63%) are leased - so both airlines adopted different financing strategies which may have reflected their respective financial positions in recent years. Ultimately, in the medium term the combined airline may well have to operate a mixed fleet and make the best use of the different aircraft as they can.
\n
The Long-Haul Fleet
\n
Intriguingly, both airlines currently continue to operate the B747 and together operated over 3,300 sectors on the aircraft type last year, and while Korean Air have some sixteen B787-9/10s scheduled for delivery over the next three years it will hardly fill the gap of those thirty B747s. So, the combined airline is stuck with a large and expensive aircraft type for probably the next decade in some shape or form which will be good for the avgeek seeking their last dose of reliable B747 flying in the future!
\n
The Network Challenge
\n
Two competing airlines, operating from the same base and merging means plenty of network duplication and nearly identical scheduling on long-haul services. The two airlines compete head-to-head on 84 international routes supplying 25.8 million seats per annum with a 54:46 split between KE and OZ. Japan and China feature heavily as you would expect with the shorter international sectors and there will need to be some adjustments in those markets but it’s perhaps the real long-haul sectors where major work is required.
\n
Both airlines operate to all the major European capital cities, in most cases on a single daily frequency and in nearly every case within a two-hour competing schedule built around lunchtime departures from Seoul Incheon. Competing head-to-head with such capacity with large proportions of connecting traffic to secondary Chinese and Japanese destinations will have to change - perhaps a move towards a second wave of late-night services from Incheon to build a new series of connections. However, that’s simple to say and going to be difficult to achieve given slot availability at some of the major European airports, finding early morning arrival times at Heathrow for instance will be very hard unless some nice partner creates space for them; could that be Virgin, KLM, Air France or even Delta Air Lines?
\n
The situation on the North American market is going to need a similar radical rethink and while Korean Air have nearly twice as many services to the United States as Asiana, something will have to give. KE017 departs for LAX at 14:30 and OZ202 at 14:40 with both carriers using A380 equipment and that cannot be sustainable going forward however strong the market. And just for good order, both airlines operate evening services within an hour of each other, again on A380s. If nothing else, this is an easy dropping of frequency, creation of some more significant route profitability and a saving in carbon emissions surely. It will also probably lead to the scrapping of some A380s between the two carriers.
Incheon has the potential to be one of the world's super hubs exploiting its geographic position and for many years with that historic connectivity to China and Japan. In 2019 there were some thirty-seven destinations served in China with more than 200 flights a year (4 x weekly) by a combination of Asiana and Korean Air, last year only 28 were served with such frequency as China’s sluggish international recovery impacts Incheon’s connecting traffic.
\n
Similarly, Japan, a valuable source of connecting traffic especially to those secondary cities requiring a Narita- Haneda transfer, has experienced a slight drop in the number of markets served. However, perhaps the missing trick in the Japanese opportunity is that currently two-thirds of flights from Incheon are to either Kansai, Narita or Fukuoka. Structurally and geographically Incheon feels like it should be what Amsterdam is to provincial UK markets but with a bit of an Asian flavour; for some reason it just hasn’t happened perhaps in part because Japan’s secondary/regional airports have been reluctant to support such services; that may change in time.
The newly merged airline is going to need all the help they can get and that includes leveraging the powerful joint venture in place with Delta Air Lines on the transpacific and kissing goodbye to Asiana’s Star relationship. There is no doubt that Delta will continue to bring valuable support to the combined network along with other partners such as KLM/Air France and could in time lead to a reduced level of service to Frankfurt which will at least please Lufthansa who themselves use B747-800’s on the route so are hardly short of capacity!
\n
For the Skyteam Alliance a strengthened position in the North East Asian market will be very welcome given that they have no Japanese member, it could allow the alliance to become more aggressive in taking revenue out of Japan using that potential connectivity angle highlighted earlier but will certainly require some network changes.
\n
The Low-Cost Relatives?
\n
Two evenly sized airlines again operating against each other provides an opportunity for consolidation and that is likely to happen pretty quickly. Recent events may give a slight leaning towards the Air Busan name continuing on and since it’s the Asiana LCC could be seen to be a more equitable and even transformation of operations with both sides forsaking one operating brand. While brand values are always important in the LCC sector, price is king and ultimately price is a function of costs so whoever has the lowest current and long-term cost base is going to be the winner amongst the relatives.
\n
When Does This All Happen?
\n
After four years everyone seems eager to move forward quickly, and we should expect to see some early changes from the summer 2025 programmes. But, more realistically such big mergers take time, and it may be two years or more before we see a very different operation from what we see today. Undoubtedly expensive “expert” consultancy time will be spent making numerous recommendations, but the task required is clear, the execution is going to be the interesting part and that’s for the local management to deliver.
\n
","postBodyRss":"
In November 2020 - while the pandemic wrecked the aviation sector - Korean Air and Asiana Airlines revealed plans to merge their businesses as Asiana faced collapse. Prior to the pandemic, there had been a number of times when the two airlines were close to a partnership. However, it was Covid-19 that forced the issue.
\n\n
It’s taken nearly four and a half years of planning, regulatory approvals and the necessary swallowing of pride but finally at least all the necessary approvals are in place and it’s just a matter of “dotting the i’s and crossing the t’s”. But what does it all mean, and will we see any differences in commercial operations?
\n
Both Korean Air (KE) and Asiana (OZ) are more than just legacy passenger airlines - they both have interest in low-cost carriers (LCCs); Korean with Jin Air and Asiana with Air Busan. These will most likely merge as part of the process and the two airlines also have dedicated cargo divisions with their own fleets that will need to be merged. Overlay those factors with a high degree of network and schedule duplication, some fleet differences, various alliance partners and some major markets still recovering and there’s a lot to think about! So, where do you begin?
\n
The Short Haul Fleet
\n
While both carriers are A320 operators and have outstanding deliveries (with Korean expecting new B737-800s from later this year) there is no real preference of aircraft type between the two carriers which may require some tidying up over time. Korean own all but four of their B737/A320 fleets, while 15 of Asiana’s A320s (63%) are leased - so both airlines adopted different financing strategies which may have reflected their respective financial positions in recent years. Ultimately, in the medium term the combined airline may well have to operate a mixed fleet and make the best use of the different aircraft as they can.
\n
The Long-Haul Fleet
\n
Intriguingly, both airlines currently continue to operate the B747 and together operated over 3,300 sectors on the aircraft type last year, and while Korean Air have some sixteen B787-9/10s scheduled for delivery over the next three years it will hardly fill the gap of those thirty B747s. So, the combined airline is stuck with a large and expensive aircraft type for probably the next decade in some shape or form which will be good for the avgeek seeking their last dose of reliable B747 flying in the future!
\n
The Network Challenge
\n
Two competing airlines, operating from the same base and merging means plenty of network duplication and nearly identical scheduling on long-haul services. The two airlines compete head-to-head on 84 international routes supplying 25.8 million seats per annum with a 54:46 split between KE and OZ. Japan and China feature heavily as you would expect with the shorter international sectors and there will need to be some adjustments in those markets but it’s perhaps the real long-haul sectors where major work is required.
\n
Both airlines operate to all the major European capital cities, in most cases on a single daily frequency and in nearly every case within a two-hour competing schedule built around lunchtime departures from Seoul Incheon. Competing head-to-head with such capacity with large proportions of connecting traffic to secondary Chinese and Japanese destinations will have to change - perhaps a move towards a second wave of late-night services from Incheon to build a new series of connections. However, that’s simple to say and going to be difficult to achieve given slot availability at some of the major European airports, finding early morning arrival times at Heathrow for instance will be very hard unless some nice partner creates space for them; could that be Virgin, KLM, Air France or even Delta Air Lines?
\n
The situation on the North American market is going to need a similar radical rethink and while Korean Air have nearly twice as many services to the United States as Asiana, something will have to give. KE017 departs for LAX at 14:30 and OZ202 at 14:40 with both carriers using A380 equipment and that cannot be sustainable going forward however strong the market. And just for good order, both airlines operate evening services within an hour of each other, again on A380s. If nothing else, this is an easy dropping of frequency, creation of some more significant route profitability and a saving in carbon emissions surely. It will also probably lead to the scrapping of some A380s between the two carriers.
Incheon has the potential to be one of the world's super hubs exploiting its geographic position and for many years with that historic connectivity to China and Japan. In 2019 there were some thirty-seven destinations served in China with more than 200 flights a year (4 x weekly) by a combination of Asiana and Korean Air, last year only 28 were served with such frequency as China’s sluggish international recovery impacts Incheon’s connecting traffic.
\n
Similarly, Japan, a valuable source of connecting traffic especially to those secondary cities requiring a Narita- Haneda transfer, has experienced a slight drop in the number of markets served. However, perhaps the missing trick in the Japanese opportunity is that currently two-thirds of flights from Incheon are to either Kansai, Narita or Fukuoka. Structurally and geographically Incheon feels like it should be what Amsterdam is to provincial UK markets but with a bit of an Asian flavour; for some reason it just hasn’t happened perhaps in part because Japan’s secondary/regional airports have been reluctant to support such services; that may change in time.
The newly merged airline is going to need all the help they can get and that includes leveraging the powerful joint venture in place with Delta Air Lines on the transpacific and kissing goodbye to Asiana’s Star relationship. There is no doubt that Delta will continue to bring valuable support to the combined network along with other partners such as KLM/Air France and could in time lead to a reduced level of service to Frankfurt which will at least please Lufthansa who themselves use B747-800’s on the route so are hardly short of capacity!
\n
For the Skyteam Alliance a strengthened position in the North East Asian market will be very welcome given that they have no Japanese member, it could allow the alliance to become more aggressive in taking revenue out of Japan using that potential connectivity angle highlighted earlier but will certainly require some network changes.
\n
The Low-Cost Relatives?
\n
Two evenly sized airlines again operating against each other provides an opportunity for consolidation and that is likely to happen pretty quickly. Recent events may give a slight leaning towards the Air Busan name continuing on and since it’s the Asiana LCC could be seen to be a more equitable and even transformation of operations with both sides forsaking one operating brand. While brand values are always important in the LCC sector, price is king and ultimately price is a function of costs so whoever has the lowest current and long-term cost base is going to be the winner amongst the relatives.
\n
When Does This All Happen?
\n
After four years everyone seems eager to move forward quickly, and we should expect to see some early changes from the summer 2025 programmes. But, more realistically such big mergers take time, and it may be two years or more before we see a very different operation from what we see today. Undoubtedly expensive “expert” consultancy time will be spent making numerous recommendations, but the task required is clear, the execution is going to be the interesting part and that’s for the local management to deliver.
\n
","postEmailContent":"
In November 2020 - while the pandemic wrecked the aviation sector - Korean Air and Asiana Airlines revealed plans to merge their businesses as Asiana faced collapse. Prior to the pandemic, there had been a number of times when the two airlines were close to a partnership. However, it was Covid-19 that forced the issue.
In November 2020 - while the pandemic wrecked the aviation sector - Korean Air and Asiana Airlines revealed plans to merge their businesses as Asiana faced collapse. Prior to the pandemic, there had been a number of times when the two airlines were close to a partnership. However, it was Covid-19 that forced the issue.
In November 2020 - while the pandemic wrecked the aviation sector - Korean Air and Asiana Airlines revealed plans to merge their businesses as Asiana faced collapse. Prior to the pandemic, there had been a number of times when the two airlines were close to a partnership. However, it was Covid-19 that forced the issue.
In November 2020 - while the pandemic wrecked the aviation sector - Korean Air and Asiana Airlines revealed plans to merge their businesses as Asiana faced collapse. Prior to the pandemic, there had been a number of times when the two airlines were close to a partnership. However, it was Covid-19 that forced the issue.
\n","postSummaryRss":"
In November 2020 - while the pandemic wrecked the aviation sector - Korean Air and Asiana Airlines revealed plans to merge their businesses as Asiana faced collapse. Prior to the pandemic, there had been a number of times when the two airlines were close to a partnership. However, it was Covid-19 that forced the issue.
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In November 2020 - while the pandemic wrecked the aviation sector - Korean Air and Asiana Airlines revealed plans to merge their businesses as Asiana faced collapse. Prior to the pandemic, there had been a number of times when the two airlines were close to a partnership. However, it was Covid-19 that forced the issue.
\n\n
It’s taken nearly four and a half years of planning, regulatory approvals and the necessary swallowing of pride but finally at least all the necessary approvals are in place and it’s just a matter of “dotting the i’s and crossing the t’s”. But what does it all mean, and will we see any differences in commercial operations?
\n
Both Korean Air (KE) and Asiana (OZ) are more than just legacy passenger airlines - they both have interest in low-cost carriers (LCCs); Korean with Jin Air and Asiana with Air Busan. These will most likely merge as part of the process and the two airlines also have dedicated cargo divisions with their own fleets that will need to be merged. Overlay those factors with a high degree of network and schedule duplication, some fleet differences, various alliance partners and some major markets still recovering and there’s a lot to think about! So, where do you begin?
\n
The Short Haul Fleet
\n
While both carriers are A320 operators and have outstanding deliveries (with Korean expecting new B737-800s from later this year) there is no real preference of aircraft type between the two carriers which may require some tidying up over time. Korean own all but four of their B737/A320 fleets, while 15 of Asiana’s A320s (63%) are leased - so both airlines adopted different financing strategies which may have reflected their respective financial positions in recent years. Ultimately, in the medium term the combined airline may well have to operate a mixed fleet and make the best use of the different aircraft as they can.
\n
The Long-Haul Fleet
\n
Intriguingly, both airlines currently continue to operate the B747 and together operated over 3,300 sectors on the aircraft type last year, and while Korean Air have some sixteen B787-9/10s scheduled for delivery over the next three years it will hardly fill the gap of those thirty B747s. So, the combined airline is stuck with a large and expensive aircraft type for probably the next decade in some shape or form which will be good for the avgeek seeking their last dose of reliable B747 flying in the future!
\n
The Network Challenge
\n
Two competing airlines, operating from the same base and merging means plenty of network duplication and nearly identical scheduling on long-haul services. The two airlines compete head-to-head on 84 international routes supplying 25.8 million seats per annum with a 54:46 split between KE and OZ. Japan and China feature heavily as you would expect with the shorter international sectors and there will need to be some adjustments in those markets but it’s perhaps the real long-haul sectors where major work is required.
\n
Both airlines operate to all the major European capital cities, in most cases on a single daily frequency and in nearly every case within a two-hour competing schedule built around lunchtime departures from Seoul Incheon. Competing head-to-head with such capacity with large proportions of connecting traffic to secondary Chinese and Japanese destinations will have to change - perhaps a move towards a second wave of late-night services from Incheon to build a new series of connections. However, that’s simple to say and going to be difficult to achieve given slot availability at some of the major European airports, finding early morning arrival times at Heathrow for instance will be very hard unless some nice partner creates space for them; could that be Virgin, KLM, Air France or even Delta Air Lines?
\n
The situation on the North American market is going to need a similar radical rethink and while Korean Air have nearly twice as many services to the United States as Asiana, something will have to give. KE017 departs for LAX at 14:30 and OZ202 at 14:40 with both carriers using A380 equipment and that cannot be sustainable going forward however strong the market. And just for good order, both airlines operate evening services within an hour of each other, again on A380s. If nothing else, this is an easy dropping of frequency, creation of some more significant route profitability and a saving in carbon emissions surely. It will also probably lead to the scrapping of some A380s between the two carriers.
Incheon has the potential to be one of the world's super hubs exploiting its geographic position and for many years with that historic connectivity to China and Japan. In 2019 there were some thirty-seven destinations served in China with more than 200 flights a year (4 x weekly) by a combination of Asiana and Korean Air, last year only 28 were served with such frequency as China’s sluggish international recovery impacts Incheon’s connecting traffic.
\n
Similarly, Japan, a valuable source of connecting traffic especially to those secondary cities requiring a Narita- Haneda transfer, has experienced a slight drop in the number of markets served. However, perhaps the missing trick in the Japanese opportunity is that currently two-thirds of flights from Incheon are to either Kansai, Narita or Fukuoka. Structurally and geographically Incheon feels like it should be what Amsterdam is to provincial UK markets but with a bit of an Asian flavour; for some reason it just hasn’t happened perhaps in part because Japan’s secondary/regional airports have been reluctant to support such services; that may change in time.
The newly merged airline is going to need all the help they can get and that includes leveraging the powerful joint venture in place with Delta Air Lines on the transpacific and kissing goodbye to Asiana’s Star relationship. There is no doubt that Delta will continue to bring valuable support to the combined network along with other partners such as KLM/Air France and could in time lead to a reduced level of service to Frankfurt which will at least please Lufthansa who themselves use B747-800’s on the route so are hardly short of capacity!
\n
For the Skyteam Alliance a strengthened position in the North East Asian market will be very welcome given that they have no Japanese member, it could allow the alliance to become more aggressive in taking revenue out of Japan using that potential connectivity angle highlighted earlier but will certainly require some network changes.
\n
The Low-Cost Relatives?
\n
Two evenly sized airlines again operating against each other provides an opportunity for consolidation and that is likely to happen pretty quickly. Recent events may give a slight leaning towards the Air Busan name continuing on and since it’s the Asiana LCC could be seen to be a more equitable and even transformation of operations with both sides forsaking one operating brand. While brand values are always important in the LCC sector, price is king and ultimately price is a function of costs so whoever has the lowest current and long-term cost base is going to be the winner amongst the relatives.
\n
When Does This All Happen?
\n
After four years everyone seems eager to move forward quickly, and we should expect to see some early changes from the summer 2025 programmes. But, more realistically such big mergers take time, and it may be two years or more before we see a very different operation from what we see today. Undoubtedly expensive “expert” consultancy time will be spent making numerous recommendations, but the task required is clear, the execution is going to be the interesting part and that’s for the local management to deliver.
\n
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In November 2020 - while the pandemic wrecked the aviation sector - Korean Air and Asiana Airlines revealed plans to merge their businesses as Asiana faced collapse. Prior to the pandemic, there had been a number of times when the two airlines were close to a partnership. However, it was Covid-19 that forced the issue.
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The first quarter of each year is always challenging for airlines in the Northern Hemisphere as demand drops and they seek to stimulate demand with aggressive pricing while handling the complications of seasonal weather disruption and subsequent increases in operating costs.
","post_body":"
The first quarter of each year is always challenging for airlines in the Northern Hemisphere as demand drops and they seek to stimulate demand with aggressive pricing while handling the complications of seasonal weather disruption and subsequent increases in operating costs. This year will be no different, but as some airlines begin to see a softening in demand, the US market is about to see a change of administration and some analysts are questioning “where next for the low-cost segment?”, it’s a timely moment to see how the principal carriers are looking for Q1 of 2025.
\n
\n
Slight Capacity Growth, But Don't Miss Some Important Adjustments
\n
Total capacity in the US market this quarter will increase by just 1.1% to 270 million. This is comprised of a domestic market of 249 million seeing growth year on year of 1.3% and international capacity of 21 million slipping back by 1.8% over the previous year. With the domestic market more than ten times larger, this segment determines the market’s general direction.
\n
Across the major US based airlines there are a range of perspectives on the levels of production. The big three legacy scheduled airlines range from a near 1% increase - in the case of American Airlines - through to United being more bullish with a 5.8% capacity increase, of which 6% is placed into the domestic market. JetBlue’s network reorganisation programme appears to result in some 4% fewer seats in the first quarter while not surprisingly Spirit Airlines have a 15% reduction in capacity as they work their way through the initial stages of their Chapter 11 filing, and we will look in more detail at those adjustments later.
\n
Bullish capacity growth from the ultra-low-cost carriers is reflected in Allegiant with 14% growth, and Frontier at 10%, while Breeze is in that evolutionary growth phase. Whether such growth reflects expected demand, a commercial necessity to fly or a chase for revenues, will only be determined in April and beyond.
\n
\n
In the domestic market there are big and bold moves by some carriers, perhaps forced by fleet deliveries in the last twelve months. They must operate those aircraft somewhere, and after all, any revenue is better than no revenue, isn’t it? Not always…
\n
In particular, Breeze has a 53% increase in planned capacity and Avelo (18%) and Allegiant (14%) are also putting in some large increases across their operations. Changes in a low-cost airline’s network from winter to summer seasons are fairly standard in all markets, but in the case of some US carriers the levels of churn are dramatic; Avelo Airlines for example is opening fourteen new airport markets this quarter compared to last year, while at the same time dropping eleven markets from their programme. This may highlight an airline trying to find its way in a very competitive market.
\n
\n
International capacity has a similar picture to that of the domestic markets with the notable exception of Spirit who have cut over one-third of their international network as they seek to find a way forward, which brings us nicely onto what is happening at Spirit?
\n
Reshaping a network is a complex business with many variables to consider, and can have a huge impact on employees with factors such as base closures to consider and relocations for those interested. But the reshaping has to start somewhere, and Spirit certainly seem to be getting on with the job, dropping some major airport pairs including 5 routes where they operated more than 30,000 seats in quarter one 2024. This includes the cancellation of routes between EWR – PHX, MCO – SLC and LAS – PIT.
Spirit Airlines' First Moves on their Network Redesign
\n
Inevitably, when an airline implements a programme of capacity cuts it generally impacts all of their airport bases, and across the ten largest airports for Spirit there have been cuts at eight, the exceptions being Houston and Detroit. At Detroit, nearly 10% more capacity will be added in the first quarter with new routes to Boston and Nashville driving much of that growth. Boston – Detroit has never struck me as a route to launch in the first quarter of the year so this will be interesting to watch!
\n
At the other end of the spectrum Orlando has taken a battering, losing nearly a third of their capacity while Las Vegas has also seen a 20% drop in capacity, moving the airport down one position to the third largest Spirit base. And while Ft Lauderdale/Hollywood has lost 10% of its capacity it has widened its position as the number one market for the airline and now stands at nearly two-thirds larger than second placed Orlando.
\n
\n
And finally, at route level across the twenty largest markets, four have capacity growth scheduled in the first quarter including a very large 22% increase between Burbank and Las Vegas, scaling up to 23 Spirit flights a week, while Southwest will operate a competitive 61 services. This should make for some very competitive fares in that market, at least for the traveller!
\n
Boston – Orlando has been the route most affected by capacity cuts, losing over a third of last year’s capacity. Spirit have been competing against both JetBlue and Delta Air Lines on that route, and both have added capacity this quarter so perhaps a graceful exit makes sense. The next two most impacted routes are both to Ft Lauderdale/Hollywood, from Chicago O’Hare and Atlanta, both of which are major connecting hubs for their own base carriers, where local market demand may already be well served.
\n
\n
Early Days, But Progress For Spirit
\n
It’s early days for the Spirit Chapter 11 project and even earlier days in the year, but there are signs of the network being restructured and a slightly different focus on market development. In the context of a market with some modest growth over the next ninety days it is far too early to see if these changes in themselves will be enough to turn the business around but without trying, the only other outcome would be inevitable - and no one likes to see an airline fail.
","rss_summary":"
The first quarter of each year is always challenging for airlines in the Northern Hemisphere as demand drops and they seek to stimulate demand with aggressive pricing while handling the complications of seasonal weather disruption and subsequent increases in operating costs.
","rss_body":"
The first quarter of each year is always challenging for airlines in the Northern Hemisphere as demand drops and they seek to stimulate demand with aggressive pricing while handling the complications of seasonal weather disruption and subsequent increases in operating costs. This year will be no different, but as some airlines begin to see a softening in demand, the US market is about to see a change of administration and some analysts are questioning “where next for the low-cost segment?”, it’s a timely moment to see how the principal carriers are looking for Q1 of 2025.
\n
\n
Slight Capacity Growth, But Don't Miss Some Important Adjustments
\n
Total capacity in the US market this quarter will increase by just 1.1% to 270 million. This is comprised of a domestic market of 249 million seeing growth year on year of 1.3% and international capacity of 21 million slipping back by 1.8% over the previous year. With the domestic market more than ten times larger, this segment determines the market’s general direction.
\n
Across the major US based airlines there are a range of perspectives on the levels of production. The big three legacy scheduled airlines range from a near 1% increase - in the case of American Airlines - through to United being more bullish with a 5.8% capacity increase, of which 6% is placed into the domestic market. JetBlue’s network reorganisation programme appears to result in some 4% fewer seats in the first quarter while not surprisingly Spirit Airlines have a 15% reduction in capacity as they work their way through the initial stages of their Chapter 11 filing, and we will look in more detail at those adjustments later.
\n
Bullish capacity growth from the ultra-low-cost carriers is reflected in Allegiant with 14% growth, and Frontier at 10%, while Breeze is in that evolutionary growth phase. Whether such growth reflects expected demand, a commercial necessity to fly or a chase for revenues, will only be determined in April and beyond.
\n
\n
In the domestic market there are big and bold moves by some carriers, perhaps forced by fleet deliveries in the last twelve months. They must operate those aircraft somewhere, and after all, any revenue is better than no revenue, isn’t it? Not always…
\n
In particular, Breeze has a 53% increase in planned capacity and Avelo (18%) and Allegiant (14%) are also putting in some large increases across their operations. Changes in a low-cost airline’s network from winter to summer seasons are fairly standard in all markets, but in the case of some US carriers the levels of churn are dramatic; Avelo Airlines for example is opening fourteen new airport markets this quarter compared to last year, while at the same time dropping eleven markets from their programme. This may highlight an airline trying to find its way in a very competitive market.
\n
\n
International capacity has a similar picture to that of the domestic markets with the notable exception of Spirit who have cut over one-third of their international network as they seek to find a way forward, which brings us nicely onto what is happening at Spirit?
\n
Reshaping a network is a complex business with many variables to consider, and can have a huge impact on employees with factors such as base closures to consider and relocations for those interested. But the reshaping has to start somewhere, and Spirit certainly seem to be getting on with the job, dropping some major airport pairs including 5 routes where they operated more than 30,000 seats in quarter one 2024. This includes the cancellation of routes between EWR – PHX, MCO – SLC and LAS – PIT.
Spirit Airlines' First Moves on their Network Redesign
\n
Inevitably, when an airline implements a programme of capacity cuts it generally impacts all of their airport bases, and across the ten largest airports for Spirit there have been cuts at eight, the exceptions being Houston and Detroit. At Detroit, nearly 10% more capacity will be added in the first quarter with new routes to Boston and Nashville driving much of that growth. Boston – Detroit has never struck me as a route to launch in the first quarter of the year so this will be interesting to watch!
\n
At the other end of the spectrum Orlando has taken a battering, losing nearly a third of their capacity while Las Vegas has also seen a 20% drop in capacity, moving the airport down one position to the third largest Spirit base. And while Ft Lauderdale/Hollywood has lost 10% of its capacity it has widened its position as the number one market for the airline and now stands at nearly two-thirds larger than second placed Orlando.
\n
\n
And finally, at route level across the twenty largest markets, four have capacity growth scheduled in the first quarter including a very large 22% increase between Burbank and Las Vegas, scaling up to 23 Spirit flights a week, while Southwest will operate a competitive 61 services. This should make for some very competitive fares in that market, at least for the traveller!
\n
Boston – Orlando has been the route most affected by capacity cuts, losing over a third of last year’s capacity. Spirit have been competing against both JetBlue and Delta Air Lines on that route, and both have added capacity this quarter so perhaps a graceful exit makes sense. The next two most impacted routes are both to Ft Lauderdale/Hollywood, from Chicago O’Hare and Atlanta, both of which are major connecting hubs for their own base carriers, where local market demand may already be well served.
\n
\n
Early Days, But Progress For Spirit
\n
It’s early days for the Spirit Chapter 11 project and even earlier days in the year, but there are signs of the network being restructured and a slightly different focus on market development. In the context of a market with some modest growth over the next ninety days it is far too early to see if these changes in themselves will be enough to turn the business around but without trying, the only other outcome would be inevitable - and no one likes to see an airline fail.
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The first quarter of each year is always challenging for airlines in the Northern Hemisphere as demand drops and they seek to stimulate demand with aggressive pricing while handling the complications of seasonal weather disruption and subsequent increases in operating costs. This year will be no different, but as some airlines begin to see a softening in demand, the US market is about to see a change of administration and some analysts are questioning “where next for the low-cost segment?”, it’s a timely moment to see how the principal carriers are looking for Q1 of 2025.
\n
\n
Slight Capacity Growth, But Don't Miss Some Important Adjustments
\n
Total capacity in the US market this quarter will increase by just 1.1% to 270 million. This is comprised of a domestic market of 249 million seeing growth year on year of 1.3% and international capacity of 21 million slipping back by 1.8% over the previous year. With the domestic market more than ten times larger, this segment determines the market’s general direction.
\n
Across the major US based airlines there are a range of perspectives on the levels of production. The big three legacy scheduled airlines range from a near 1% increase - in the case of American Airlines - through to United being more bullish with a 5.8% capacity increase, of which 6% is placed into the domestic market. JetBlue’s network reorganisation programme appears to result in some 4% fewer seats in the first quarter while not surprisingly Spirit Airlines have a 15% reduction in capacity as they work their way through the initial stages of their Chapter 11 filing, and we will look in more detail at those adjustments later.
\n
Bullish capacity growth from the ultra-low-cost carriers is reflected in Allegiant with 14% growth, and Frontier at 10%, while Breeze is in that evolutionary growth phase. Whether such growth reflects expected demand, a commercial necessity to fly or a chase for revenues, will only be determined in April and beyond.
\n
\n
In the domestic market there are big and bold moves by some carriers, perhaps forced by fleet deliveries in the last twelve months. They must operate those aircraft somewhere, and after all, any revenue is better than no revenue, isn’t it? Not always…
\n
In particular, Breeze has a 53% increase in planned capacity and Avelo (18%) and Allegiant (14%) are also putting in some large increases across their operations. Changes in a low-cost airline’s network from winter to summer seasons are fairly standard in all markets, but in the case of some US carriers the levels of churn are dramatic; Avelo Airlines for example is opening fourteen new airport markets this quarter compared to last year, while at the same time dropping eleven markets from their programme. This may highlight an airline trying to find its way in a very competitive market.
\n
\n
International capacity has a similar picture to that of the domestic markets with the notable exception of Spirit who have cut over one-third of their international network as they seek to find a way forward, which brings us nicely onto what is happening at Spirit?
\n
Reshaping a network is a complex business with many variables to consider, and can have a huge impact on employees with factors such as base closures to consider and relocations for those interested. But the reshaping has to start somewhere, and Spirit certainly seem to be getting on with the job, dropping some major airport pairs including 5 routes where they operated more than 30,000 seats in quarter one 2024. This includes the cancellation of routes between EWR – PHX, MCO – SLC and LAS – PIT.
Spirit Airlines' First Moves on their Network Redesign
\n
Inevitably, when an airline implements a programme of capacity cuts it generally impacts all of their airport bases, and across the ten largest airports for Spirit there have been cuts at eight, the exceptions being Houston and Detroit. At Detroit, nearly 10% more capacity will be added in the first quarter with new routes to Boston and Nashville driving much of that growth. Boston – Detroit has never struck me as a route to launch in the first quarter of the year so this will be interesting to watch!
\n
At the other end of the spectrum Orlando has taken a battering, losing nearly a third of their capacity while Las Vegas has also seen a 20% drop in capacity, moving the airport down one position to the third largest Spirit base. And while Ft Lauderdale/Hollywood has lost 10% of its capacity it has widened its position as the number one market for the airline and now stands at nearly two-thirds larger than second placed Orlando.
\n
\n
And finally, at route level across the twenty largest markets, four have capacity growth scheduled in the first quarter including a very large 22% increase between Burbank and Las Vegas, scaling up to 23 Spirit flights a week, while Southwest will operate a competitive 61 services. This should make for some very competitive fares in that market, at least for the traveller!
\n
Boston – Orlando has been the route most affected by capacity cuts, losing over a third of last year’s capacity. Spirit have been competing against both JetBlue and Delta Air Lines on that route, and both have added capacity this quarter so perhaps a graceful exit makes sense. The next two most impacted routes are both to Ft Lauderdale/Hollywood, from Chicago O’Hare and Atlanta, both of which are major connecting hubs for their own base carriers, where local market demand may already be well served.
\n
\n
Early Days, But Progress For Spirit
\n
It’s early days for the Spirit Chapter 11 project and even earlier days in the year, but there are signs of the network being restructured and a slightly different focus on market development. In the context of a market with some modest growth over the next ninety days it is far too early to see if these changes in themselves will be enough to turn the business around but without trying, the only other outcome would be inevitable - and no one likes to see an airline fail.
","postBodyRss":"
The first quarter of each year is always challenging for airlines in the Northern Hemisphere as demand drops and they seek to stimulate demand with aggressive pricing while handling the complications of seasonal weather disruption and subsequent increases in operating costs. This year will be no different, but as some airlines begin to see a softening in demand, the US market is about to see a change of administration and some analysts are questioning “where next for the low-cost segment?”, it’s a timely moment to see how the principal carriers are looking for Q1 of 2025.
\n
\n
Slight Capacity Growth, But Don't Miss Some Important Adjustments
\n
Total capacity in the US market this quarter will increase by just 1.1% to 270 million. This is comprised of a domestic market of 249 million seeing growth year on year of 1.3% and international capacity of 21 million slipping back by 1.8% over the previous year. With the domestic market more than ten times larger, this segment determines the market’s general direction.
\n
Across the major US based airlines there are a range of perspectives on the levels of production. The big three legacy scheduled airlines range from a near 1% increase - in the case of American Airlines - through to United being more bullish with a 5.8% capacity increase, of which 6% is placed into the domestic market. JetBlue’s network reorganisation programme appears to result in some 4% fewer seats in the first quarter while not surprisingly Spirit Airlines have a 15% reduction in capacity as they work their way through the initial stages of their Chapter 11 filing, and we will look in more detail at those adjustments later.
\n
Bullish capacity growth from the ultra-low-cost carriers is reflected in Allegiant with 14% growth, and Frontier at 10%, while Breeze is in that evolutionary growth phase. Whether such growth reflects expected demand, a commercial necessity to fly or a chase for revenues, will only be determined in April and beyond.
\n
\n
In the domestic market there are big and bold moves by some carriers, perhaps forced by fleet deliveries in the last twelve months. They must operate those aircraft somewhere, and after all, any revenue is better than no revenue, isn’t it? Not always…
\n
In particular, Breeze has a 53% increase in planned capacity and Avelo (18%) and Allegiant (14%) are also putting in some large increases across their operations. Changes in a low-cost airline’s network from winter to summer seasons are fairly standard in all markets, but in the case of some US carriers the levels of churn are dramatic; Avelo Airlines for example is opening fourteen new airport markets this quarter compared to last year, while at the same time dropping eleven markets from their programme. This may highlight an airline trying to find its way in a very competitive market.
\n
\n
International capacity has a similar picture to that of the domestic markets with the notable exception of Spirit who have cut over one-third of their international network as they seek to find a way forward, which brings us nicely onto what is happening at Spirit?
\n
Reshaping a network is a complex business with many variables to consider, and can have a huge impact on employees with factors such as base closures to consider and relocations for those interested. But the reshaping has to start somewhere, and Spirit certainly seem to be getting on with the job, dropping some major airport pairs including 5 routes where they operated more than 30,000 seats in quarter one 2024. This includes the cancellation of routes between EWR – PHX, MCO – SLC and LAS – PIT.
Spirit Airlines' First Moves on their Network Redesign
\n
Inevitably, when an airline implements a programme of capacity cuts it generally impacts all of their airport bases, and across the ten largest airports for Spirit there have been cuts at eight, the exceptions being Houston and Detroit. At Detroit, nearly 10% more capacity will be added in the first quarter with new routes to Boston and Nashville driving much of that growth. Boston – Detroit has never struck me as a route to launch in the first quarter of the year so this will be interesting to watch!
\n
At the other end of the spectrum Orlando has taken a battering, losing nearly a third of their capacity while Las Vegas has also seen a 20% drop in capacity, moving the airport down one position to the third largest Spirit base. And while Ft Lauderdale/Hollywood has lost 10% of its capacity it has widened its position as the number one market for the airline and now stands at nearly two-thirds larger than second placed Orlando.
\n
\n
And finally, at route level across the twenty largest markets, four have capacity growth scheduled in the first quarter including a very large 22% increase between Burbank and Las Vegas, scaling up to 23 Spirit flights a week, while Southwest will operate a competitive 61 services. This should make for some very competitive fares in that market, at least for the traveller!
\n
Boston – Orlando has been the route most affected by capacity cuts, losing over a third of last year’s capacity. Spirit have been competing against both JetBlue and Delta Air Lines on that route, and both have added capacity this quarter so perhaps a graceful exit makes sense. The next two most impacted routes are both to Ft Lauderdale/Hollywood, from Chicago O’Hare and Atlanta, both of which are major connecting hubs for their own base carriers, where local market demand may already be well served.
\n
\n
Early Days, But Progress For Spirit
\n
It’s early days for the Spirit Chapter 11 project and even earlier days in the year, but there are signs of the network being restructured and a slightly different focus on market development. In the context of a market with some modest growth over the next ninety days it is far too early to see if these changes in themselves will be enough to turn the business around but without trying, the only other outcome would be inevitable - and no one likes to see an airline fail.
","postEmailContent":"
The first quarter of each year is always challenging for airlines in the Northern Hemisphere as demand drops and they seek to stimulate demand with aggressive pricing while handling the complications of seasonal weather disruption and subsequent increases in operating costs.
The first quarter of each year is always challenging for airlines in the Northern Hemisphere as demand drops and they seek to stimulate demand with aggressive pricing while handling the complications of seasonal weather disruption and subsequent increases in operating costs.
The first quarter of each year is always challenging for airlines in the Northern Hemisphere as demand drops and they seek to stimulate demand with aggressive pricing while handling the complications of seasonal weather disruption and subsequent increases in operating costs.
The first quarter of each year is always challenging for airlines in the Northern Hemisphere as demand drops and they seek to stimulate demand with aggressive pricing while handling the complications of seasonal weather disruption and subsequent increases in operating costs.
","postSummaryRss":"
The first quarter of each year is always challenging for airlines in the Northern Hemisphere as demand drops and they seek to stimulate demand with aggressive pricing while handling the complications of seasonal weather disruption and subsequent increases in operating costs.
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The first quarter of each year is always challenging for airlines in the Northern Hemisphere as demand drops and they seek to stimulate demand with aggressive pricing while handling the complications of seasonal weather disruption and subsequent increases in operating costs. This year will be no different, but as some airlines begin to see a softening in demand, the US market is about to see a change of administration and some analysts are questioning “where next for the low-cost segment?”, it’s a timely moment to see how the principal carriers are looking for Q1 of 2025.
\n
\n
Slight Capacity Growth, But Don't Miss Some Important Adjustments
\n
Total capacity in the US market this quarter will increase by just 1.1% to 270 million. This is comprised of a domestic market of 249 million seeing growth year on year of 1.3% and international capacity of 21 million slipping back by 1.8% over the previous year. With the domestic market more than ten times larger, this segment determines the market’s general direction.
\n
Across the major US based airlines there are a range of perspectives on the levels of production. The big three legacy scheduled airlines range from a near 1% increase - in the case of American Airlines - through to United being more bullish with a 5.8% capacity increase, of which 6% is placed into the domestic market. JetBlue’s network reorganisation programme appears to result in some 4% fewer seats in the first quarter while not surprisingly Spirit Airlines have a 15% reduction in capacity as they work their way through the initial stages of their Chapter 11 filing, and we will look in more detail at those adjustments later.
\n
Bullish capacity growth from the ultra-low-cost carriers is reflected in Allegiant with 14% growth, and Frontier at 10%, while Breeze is in that evolutionary growth phase. Whether such growth reflects expected demand, a commercial necessity to fly or a chase for revenues, will only be determined in April and beyond.
\n
\n
In the domestic market there are big and bold moves by some carriers, perhaps forced by fleet deliveries in the last twelve months. They must operate those aircraft somewhere, and after all, any revenue is better than no revenue, isn’t it? Not always…
\n
In particular, Breeze has a 53% increase in planned capacity and Avelo (18%) and Allegiant (14%) are also putting in some large increases across their operations. Changes in a low-cost airline’s network from winter to summer seasons are fairly standard in all markets, but in the case of some US carriers the levels of churn are dramatic; Avelo Airlines for example is opening fourteen new airport markets this quarter compared to last year, while at the same time dropping eleven markets from their programme. This may highlight an airline trying to find its way in a very competitive market.
\n
\n
International capacity has a similar picture to that of the domestic markets with the notable exception of Spirit who have cut over one-third of their international network as they seek to find a way forward, which brings us nicely onto what is happening at Spirit?
\n
Reshaping a network is a complex business with many variables to consider, and can have a huge impact on employees with factors such as base closures to consider and relocations for those interested. But the reshaping has to start somewhere, and Spirit certainly seem to be getting on with the job, dropping some major airport pairs including 5 routes where they operated more than 30,000 seats in quarter one 2024. This includes the cancellation of routes between EWR – PHX, MCO – SLC and LAS – PIT.
Spirit Airlines' First Moves on their Network Redesign
\n
Inevitably, when an airline implements a programme of capacity cuts it generally impacts all of their airport bases, and across the ten largest airports for Spirit there have been cuts at eight, the exceptions being Houston and Detroit. At Detroit, nearly 10% more capacity will be added in the first quarter with new routes to Boston and Nashville driving much of that growth. Boston – Detroit has never struck me as a route to launch in the first quarter of the year so this will be interesting to watch!
\n
At the other end of the spectrum Orlando has taken a battering, losing nearly a third of their capacity while Las Vegas has also seen a 20% drop in capacity, moving the airport down one position to the third largest Spirit base. And while Ft Lauderdale/Hollywood has lost 10% of its capacity it has widened its position as the number one market for the airline and now stands at nearly two-thirds larger than second placed Orlando.
\n
\n
And finally, at route level across the twenty largest markets, four have capacity growth scheduled in the first quarter including a very large 22% increase between Burbank and Las Vegas, scaling up to 23 Spirit flights a week, while Southwest will operate a competitive 61 services. This should make for some very competitive fares in that market, at least for the traveller!
\n
Boston – Orlando has been the route most affected by capacity cuts, losing over a third of last year’s capacity. Spirit have been competing against both JetBlue and Delta Air Lines on that route, and both have added capacity this quarter so perhaps a graceful exit makes sense. The next two most impacted routes are both to Ft Lauderdale/Hollywood, from Chicago O’Hare and Atlanta, both of which are major connecting hubs for their own base carriers, where local market demand may already be well served.
\n
\n
Early Days, But Progress For Spirit
\n
It’s early days for the Spirit Chapter 11 project and even earlier days in the year, but there are signs of the network being restructured and a slightly different focus on market development. In the context of a market with some modest growth over the next ninety days it is far too early to see if these changes in themselves will be enough to turn the business around but without trying, the only other outcome would be inevitable - and no one likes to see an airline fail.
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The first quarter of each year is always challenging for airlines in the Northern Hemisphere as demand drops and they seek to stimulate demand with aggressive pricing while handling the complications of seasonal weather disruption and subsequent increases in operating costs.
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Welcome to this special end-of-year edition of the OAG Airline-Tech Innovation Radar.
\n
Now that 2024 has come to an end, we take this opportunity to look back and reflect on a year filled with substantial technological progress within the airline and airport sectors.
","post_body":"
Welcome to this special end-of-year edition of the OAG Airline-Tech Innovation Radar.
\n
Now that 2024 has come to an end, we take this opportunity to look back and reflect on a year filled with substantial technological progress within the airline and airport sectors.
\n
For context - throughout the past year, we have diligently tracked and reported on two to five key innovation launches each month, focusing exclusively on real-world implementations by airlines, airports, and technology providers that have tangibly advanced the industry.
\n
Today, we are excited to share insights derived from reviewing all these significant innovations of 2024.
\n
\n
For our regular readers, this edition synthesizes a year's worth of data into actionable insights and trends.
\n
For those new to our radar, a warm welcome—what you’ll find here is a carefully curated snapshot of genuine, implemented innovations, not theoretical ideas or proposals.
\n
\n
Hence, our Innovation Radar serves as a reliable barometer for actual technological adoption and application across the global aviation industry.
\n
Let’s explore together what a year of dedicated observation has revealed about the trajectory of Airline-Tech.
\n
2024 Airline-Tech Review: A Year of Transformative Innovations
\n
As we reflect on the past year's innovations, it becomes clear that 2024 was a landmark year for technological advancements within the airline industry. We identified 28 significant innovations that made a meaningful impact, each categorized via two dimensions to enhance understanding of the evolving Airline-Tech landscape.
\n
Below, we present a visual representation of these innovations across our radar.
\n
\n
Each innovation has been classified into one of five sub-categories focusing on either Airline Retail or Airline Operations, reflecting the specific use case area the respective innovation impacts.
\n
Furthermore, we assessed the innovation impact level of each entry, categorizing them as either:
\n
\n
Incremental (Improve),
\n
Significant (Expand),
\n
Or Game-changing (Disrupt).
\n
\n
Our analysis shows a diverse spread of innovations across nearly the entire radar visual, underscoring the breadth of initiatives launched by the industry in 2024.
\n
Remarkably, every category saw innovation except for one: Network and Revenue Management.
\n
\n
This absence could suggest a potential lack of visible innovation in this area, possibly due to the secretive nature of revenue management processes within airlines, which usually lack a direct consumer interface.
\n
It is also worth noting that incremental innovations predominated, a trend that aligns with industry patterns. It is generally easier and less risky for organizations to improve existing processes with new technology than to undertake the disruption of established systems and workflows.
\n
These initial categorizations help us appreciate the innovations themselves but also provide insights into the strategic priorities and technological trajectories of airlines in 2024.
\n
Key Areas of Innovation Focus in 2024
\n
As we take a deeper look at 2024's major technological advancements, four categories stand out due to the high volume of innovation activities recorded on our radar. These categories align distinctly with either Airline Retail or Airline Operations, each driven by specific industry needs and trends.
\n
\n
On the Airline Retail side:
\n
\n
Distribution and Ancillaries: We tracked four and five innovations, respectively in these two areas. Innovations in Distribution are heavily influenced by the airline industry's push to simplify and enhance the flight booking experience. This includes integration with New Distribution Capability (NDC) frameworks and dynamic pricing strategies that enable richer and more customized offers to passengers.
\n
\n
On the Airline Operations side:
\n
\n
Airport Terminal: Innovations here are fuelled by the adoption of robotics and, more importantly, advanced digital tools designed to improve passenger communications—whether for updates on delayed flights, boarding processes, or navigation through airport facilities, for example, via 3D Airport Maps.
\n
Flight Operations: The primary drivers for innovations in the Flight category are cost savings and environmental considerations. Efforts to reduce fuel consumption and minimize CO2 emissions have led to advances in more efficient flight routing, enhanced weather prediction technologies, and streamlined aircraft turnaround processes.
The Convergence of Data and AI in Airline Operations
\n
As we examined the technological innovations across the airline industry from our 2024 reviews, a distinct pattern emerged: the combination of data analytics and Artificial Intelligence (AI) is the driving force behind most of these advancements, particularly in operations featured on the left-hand side of our radar.
\n
A glance at the December edition of our Airline-Tech Radar illustrates this trend, showcasing three innovations—AI-Assisted Air Traffic Control at London Heathrow, AI-Powered Baggage Management by Japan Airlines, and AI-Powered Smart-Stand Technology at Gatwick Airport. Each leverages AI's capability to process exponentially growing data sets to enhance operational efficiency.
\n
\n
These patterns underscore AI’s growing role in the airline industry, especially in operations where real-time data analysis and decision-making are crucial. The importance of trustworthy data fueling such AI models cannot be overstated.
\n
Here’s why meaningful data is paramount:
\n\n
Precision and Efficiency. AI systems require high-quality, granular data to make accurate predictions and decisions. Inaccurate or incomplete data can lead to suboptimal outcomes that may undermine the efficiency improvements these technologies are designed to deliver.
\n
Scalability. As AI technologies become more integrated into airline operations, the scalability of these systems will depend on the continuous flow of up-to-date, comprehensive data. This ensures that AI solutions can adapt to and learn from changing conditions and scale across different operational contexts without losing effectiveness.
\n
Trust and Reliability. For AI-driven innovations to gain widespread acceptance within the airline industry, stakeholders must trust the accuracy and reliability of these systems. Reliable data is the foundation of this trust, as it assures stakeholders that AI decisions are based on solid, verifiable information.
\n\n
Looking ahead to 2025, the role of AI in airline operations is set to expand further, especially with the ongoing sophistication of Generative AI, which has begun to show its potential in transforming various aspects of the aviation value chain. The evolution of these AI applications will increasingly hinge on the availability of detailed, accurate data, making the management and analysis of data streams even more critical.
\n
Ensuring access to high-quality data will be a crucial challenge for the industry, one that will dictate the pace and success of future innovations in airline tech.
\n
At OAG, we are proud to serve as the industry’s most trusted source of aviation data. In this role, we will continue to closely monitor the market for new innovations in the year to come.
\n
Stay tuned for what 2025 has to offer.
\n
While you're here, explore a round-up of 2024's busiest routes and airports.
\n
","rss_summary":"
Welcome to this special end-of-year edition of the OAG Airline-Tech Innovation Radar.
\n
Now that 2024 has come to an end, we take this opportunity to look back and reflect on a year filled with substantial technological progress within the airline and airport sectors.
","rss_body":"
Welcome to this special end-of-year edition of the OAG Airline-Tech Innovation Radar.
\n
Now that 2024 has come to an end, we take this opportunity to look back and reflect on a year filled with substantial technological progress within the airline and airport sectors.
\n
For context - throughout the past year, we have diligently tracked and reported on two to five key innovation launches each month, focusing exclusively on real-world implementations by airlines, airports, and technology providers that have tangibly advanced the industry.
\n
Today, we are excited to share insights derived from reviewing all these significant innovations of 2024.
\n
\n
For our regular readers, this edition synthesizes a year's worth of data into actionable insights and trends.
\n
For those new to our radar, a warm welcome—what you’ll find here is a carefully curated snapshot of genuine, implemented innovations, not theoretical ideas or proposals.
\n
\n
Hence, our Innovation Radar serves as a reliable barometer for actual technological adoption and application across the global aviation industry.
\n
Let’s explore together what a year of dedicated observation has revealed about the trajectory of Airline-Tech.
\n
2024 Airline-Tech Review: A Year of Transformative Innovations
\n
As we reflect on the past year's innovations, it becomes clear that 2024 was a landmark year for technological advancements within the airline industry. We identified 28 significant innovations that made a meaningful impact, each categorized via two dimensions to enhance understanding of the evolving Airline-Tech landscape.
\n
Below, we present a visual representation of these innovations across our radar.
\n
\n
Each innovation has been classified into one of five sub-categories focusing on either Airline Retail or Airline Operations, reflecting the specific use case area the respective innovation impacts.
\n
Furthermore, we assessed the innovation impact level of each entry, categorizing them as either:
\n
\n
Incremental (Improve),
\n
Significant (Expand),
\n
Or Game-changing (Disrupt).
\n
\n
Our analysis shows a diverse spread of innovations across nearly the entire radar visual, underscoring the breadth of initiatives launched by the industry in 2024.
\n
Remarkably, every category saw innovation except for one: Network and Revenue Management.
\n
\n
This absence could suggest a potential lack of visible innovation in this area, possibly due to the secretive nature of revenue management processes within airlines, which usually lack a direct consumer interface.
\n
It is also worth noting that incremental innovations predominated, a trend that aligns with industry patterns. It is generally easier and less risky for organizations to improve existing processes with new technology than to undertake the disruption of established systems and workflows.
\n
These initial categorizations help us appreciate the innovations themselves but also provide insights into the strategic priorities and technological trajectories of airlines in 2024.
\n
Key Areas of Innovation Focus in 2024
\n
As we take a deeper look at 2024's major technological advancements, four categories stand out due to the high volume of innovation activities recorded on our radar. These categories align distinctly with either Airline Retail or Airline Operations, each driven by specific industry needs and trends.
\n
\n
On the Airline Retail side:
\n
\n
Distribution and Ancillaries: We tracked four and five innovations, respectively in these two areas. Innovations in Distribution are heavily influenced by the airline industry's push to simplify and enhance the flight booking experience. This includes integration with New Distribution Capability (NDC) frameworks and dynamic pricing strategies that enable richer and more customized offers to passengers.
\n
\n
On the Airline Operations side:
\n
\n
Airport Terminal: Innovations here are fuelled by the adoption of robotics and, more importantly, advanced digital tools designed to improve passenger communications—whether for updates on delayed flights, boarding processes, or navigation through airport facilities, for example, via 3D Airport Maps.
\n
Flight Operations: The primary drivers for innovations in the Flight category are cost savings and environmental considerations. Efforts to reduce fuel consumption and minimize CO2 emissions have led to advances in more efficient flight routing, enhanced weather prediction technologies, and streamlined aircraft turnaround processes.
The Convergence of Data and AI in Airline Operations
\n
As we examined the technological innovations across the airline industry from our 2024 reviews, a distinct pattern emerged: the combination of data analytics and Artificial Intelligence (AI) is the driving force behind most of these advancements, particularly in operations featured on the left-hand side of our radar.
\n
A glance at the December edition of our Airline-Tech Radar illustrates this trend, showcasing three innovations—AI-Assisted Air Traffic Control at London Heathrow, AI-Powered Baggage Management by Japan Airlines, and AI-Powered Smart-Stand Technology at Gatwick Airport. Each leverages AI's capability to process exponentially growing data sets to enhance operational efficiency.
\n
\n
These patterns underscore AI’s growing role in the airline industry, especially in operations where real-time data analysis and decision-making are crucial. The importance of trustworthy data fueling such AI models cannot be overstated.
\n
Here’s why meaningful data is paramount:
\n\n
Precision and Efficiency. AI systems require high-quality, granular data to make accurate predictions and decisions. Inaccurate or incomplete data can lead to suboptimal outcomes that may undermine the efficiency improvements these technologies are designed to deliver.
\n
Scalability. As AI technologies become more integrated into airline operations, the scalability of these systems will depend on the continuous flow of up-to-date, comprehensive data. This ensures that AI solutions can adapt to and learn from changing conditions and scale across different operational contexts without losing effectiveness.
\n
Trust and Reliability. For AI-driven innovations to gain widespread acceptance within the airline industry, stakeholders must trust the accuracy and reliability of these systems. Reliable data is the foundation of this trust, as it assures stakeholders that AI decisions are based on solid, verifiable information.
\n\n
Looking ahead to 2025, the role of AI in airline operations is set to expand further, especially with the ongoing sophistication of Generative AI, which has begun to show its potential in transforming various aspects of the aviation value chain. The evolution of these AI applications will increasingly hinge on the availability of detailed, accurate data, making the management and analysis of data streams even more critical.
\n
Ensuring access to high-quality data will be a crucial challenge for the industry, one that will dictate the pace and success of future innovations in airline tech.
\n
At OAG, we are proud to serve as the industry’s most trusted source of aviation data. In this role, we will continue to closely monitor the market for new innovations in the year to come.
\n
Stay tuned for what 2025 has to offer.
\n
While you're here, explore a round-up of 2024's busiest routes and airports.
\n
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Welcome to this special end-of-year edition of the OAG Airline-Tech Innovation Radar.
\n
Now that 2024 has come to an end, we take this opportunity to look back and reflect on a year filled with substantial technological progress within the airline and airport sectors.
\n
For context - throughout the past year, we have diligently tracked and reported on two to five key innovation launches each month, focusing exclusively on real-world implementations by airlines, airports, and technology providers that have tangibly advanced the industry.
\n
Today, we are excited to share insights derived from reviewing all these significant innovations of 2024.
\n
\n
For our regular readers, this edition synthesizes a year's worth of data into actionable insights and trends.
\n
For those new to our radar, a warm welcome—what you’ll find here is a carefully curated snapshot of genuine, implemented innovations, not theoretical ideas or proposals.
\n
\n
Hence, our Innovation Radar serves as a reliable barometer for actual technological adoption and application across the global aviation industry.
\n
Let’s explore together what a year of dedicated observation has revealed about the trajectory of Airline-Tech.
\n
2024 Airline-Tech Review: A Year of Transformative Innovations
\n
As we reflect on the past year's innovations, it becomes clear that 2024 was a landmark year for technological advancements within the airline industry. We identified 28 significant innovations that made a meaningful impact, each categorized via two dimensions to enhance understanding of the evolving Airline-Tech landscape.
\n
Below, we present a visual representation of these innovations across our radar.
\n
\n
Each innovation has been classified into one of five sub-categories focusing on either Airline Retail or Airline Operations, reflecting the specific use case area the respective innovation impacts.
\n
Furthermore, we assessed the innovation impact level of each entry, categorizing them as either:
\n
\n
Incremental (Improve),
\n
Significant (Expand),
\n
Or Game-changing (Disrupt).
\n
\n
Our analysis shows a diverse spread of innovations across nearly the entire radar visual, underscoring the breadth of initiatives launched by the industry in 2024.
\n
Remarkably, every category saw innovation except for one: Network and Revenue Management.
\n
\n
This absence could suggest a potential lack of visible innovation in this area, possibly due to the secretive nature of revenue management processes within airlines, which usually lack a direct consumer interface.
\n
It is also worth noting that incremental innovations predominated, a trend that aligns with industry patterns. It is generally easier and less risky for organizations to improve existing processes with new technology than to undertake the disruption of established systems and workflows.
\n
These initial categorizations help us appreciate the innovations themselves but also provide insights into the strategic priorities and technological trajectories of airlines in 2024.
\n
Key Areas of Innovation Focus in 2024
\n
As we take a deeper look at 2024's major technological advancements, four categories stand out due to the high volume of innovation activities recorded on our radar. These categories align distinctly with either Airline Retail or Airline Operations, each driven by specific industry needs and trends.
\n
\n
On the Airline Retail side:
\n
\n
Distribution and Ancillaries: We tracked four and five innovations, respectively in these two areas. Innovations in Distribution are heavily influenced by the airline industry's push to simplify and enhance the flight booking experience. This includes integration with New Distribution Capability (NDC) frameworks and dynamic pricing strategies that enable richer and more customized offers to passengers.
\n
\n
On the Airline Operations side:
\n
\n
Airport Terminal: Innovations here are fuelled by the adoption of robotics and, more importantly, advanced digital tools designed to improve passenger communications—whether for updates on delayed flights, boarding processes, or navigation through airport facilities, for example, via 3D Airport Maps.
\n
Flight Operations: The primary drivers for innovations in the Flight category are cost savings and environmental considerations. Efforts to reduce fuel consumption and minimize CO2 emissions have led to advances in more efficient flight routing, enhanced weather prediction technologies, and streamlined aircraft turnaround processes.
The Convergence of Data and AI in Airline Operations
\n
As we examined the technological innovations across the airline industry from our 2024 reviews, a distinct pattern emerged: the combination of data analytics and Artificial Intelligence (AI) is the driving force behind most of these advancements, particularly in operations featured on the left-hand side of our radar.
\n
A glance at the December edition of our Airline-Tech Radar illustrates this trend, showcasing three innovations—AI-Assisted Air Traffic Control at London Heathrow, AI-Powered Baggage Management by Japan Airlines, and AI-Powered Smart-Stand Technology at Gatwick Airport. Each leverages AI's capability to process exponentially growing data sets to enhance operational efficiency.
\n
\n
These patterns underscore AI’s growing role in the airline industry, especially in operations where real-time data analysis and decision-making are crucial. The importance of trustworthy data fueling such AI models cannot be overstated.
\n
Here’s why meaningful data is paramount:
\n\n
Precision and Efficiency. AI systems require high-quality, granular data to make accurate predictions and decisions. Inaccurate or incomplete data can lead to suboptimal outcomes that may undermine the efficiency improvements these technologies are designed to deliver.
\n
Scalability. As AI technologies become more integrated into airline operations, the scalability of these systems will depend on the continuous flow of up-to-date, comprehensive data. This ensures that AI solutions can adapt to and learn from changing conditions and scale across different operational contexts without losing effectiveness.
\n
Trust and Reliability. For AI-driven innovations to gain widespread acceptance within the airline industry, stakeholders must trust the accuracy and reliability of these systems. Reliable data is the foundation of this trust, as it assures stakeholders that AI decisions are based on solid, verifiable information.
\n\n
Looking ahead to 2025, the role of AI in airline operations is set to expand further, especially with the ongoing sophistication of Generative AI, which has begun to show its potential in transforming various aspects of the aviation value chain. The evolution of these AI applications will increasingly hinge on the availability of detailed, accurate data, making the management and analysis of data streams even more critical.
\n
Ensuring access to high-quality data will be a crucial challenge for the industry, one that will dictate the pace and success of future innovations in airline tech.
\n
At OAG, we are proud to serve as the industry’s most trusted source of aviation data. In this role, we will continue to closely monitor the market for new innovations in the year to come.
\n
Stay tuned for what 2025 has to offer.
\n
While you're here, explore a round-up of 2024's busiest routes and airports.
\n
","postBodyRss":"
Welcome to this special end-of-year edition of the OAG Airline-Tech Innovation Radar.
\n
Now that 2024 has come to an end, we take this opportunity to look back and reflect on a year filled with substantial technological progress within the airline and airport sectors.
\n
For context - throughout the past year, we have diligently tracked and reported on two to five key innovation launches each month, focusing exclusively on real-world implementations by airlines, airports, and technology providers that have tangibly advanced the industry.
\n
Today, we are excited to share insights derived from reviewing all these significant innovations of 2024.
\n
\n
For our regular readers, this edition synthesizes a year's worth of data into actionable insights and trends.
\n
For those new to our radar, a warm welcome—what you’ll find here is a carefully curated snapshot of genuine, implemented innovations, not theoretical ideas or proposals.
\n
\n
Hence, our Innovation Radar serves as a reliable barometer for actual technological adoption and application across the global aviation industry.
\n
Let’s explore together what a year of dedicated observation has revealed about the trajectory of Airline-Tech.
\n
2024 Airline-Tech Review: A Year of Transformative Innovations
\n
As we reflect on the past year's innovations, it becomes clear that 2024 was a landmark year for technological advancements within the airline industry. We identified 28 significant innovations that made a meaningful impact, each categorized via two dimensions to enhance understanding of the evolving Airline-Tech landscape.
\n
Below, we present a visual representation of these innovations across our radar.
\n
\n
Each innovation has been classified into one of five sub-categories focusing on either Airline Retail or Airline Operations, reflecting the specific use case area the respective innovation impacts.
\n
Furthermore, we assessed the innovation impact level of each entry, categorizing them as either:
\n
\n
Incremental (Improve),
\n
Significant (Expand),
\n
Or Game-changing (Disrupt).
\n
\n
Our analysis shows a diverse spread of innovations across nearly the entire radar visual, underscoring the breadth of initiatives launched by the industry in 2024.
\n
Remarkably, every category saw innovation except for one: Network and Revenue Management.
\n
\n
This absence could suggest a potential lack of visible innovation in this area, possibly due to the secretive nature of revenue management processes within airlines, which usually lack a direct consumer interface.
\n
It is also worth noting that incremental innovations predominated, a trend that aligns with industry patterns. It is generally easier and less risky for organizations to improve existing processes with new technology than to undertake the disruption of established systems and workflows.
\n
These initial categorizations help us appreciate the innovations themselves but also provide insights into the strategic priorities and technological trajectories of airlines in 2024.
\n
Key Areas of Innovation Focus in 2024
\n
As we take a deeper look at 2024's major technological advancements, four categories stand out due to the high volume of innovation activities recorded on our radar. These categories align distinctly with either Airline Retail or Airline Operations, each driven by specific industry needs and trends.
\n
\n
On the Airline Retail side:
\n
\n
Distribution and Ancillaries: We tracked four and five innovations, respectively in these two areas. Innovations in Distribution are heavily influenced by the airline industry's push to simplify and enhance the flight booking experience. This includes integration with New Distribution Capability (NDC) frameworks and dynamic pricing strategies that enable richer and more customized offers to passengers.
\n
\n
On the Airline Operations side:
\n
\n
Airport Terminal: Innovations here are fuelled by the adoption of robotics and, more importantly, advanced digital tools designed to improve passenger communications—whether for updates on delayed flights, boarding processes, or navigation through airport facilities, for example, via 3D Airport Maps.
\n
Flight Operations: The primary drivers for innovations in the Flight category are cost savings and environmental considerations. Efforts to reduce fuel consumption and minimize CO2 emissions have led to advances in more efficient flight routing, enhanced weather prediction technologies, and streamlined aircraft turnaround processes.
The Convergence of Data and AI in Airline Operations
\n
As we examined the technological innovations across the airline industry from our 2024 reviews, a distinct pattern emerged: the combination of data analytics and Artificial Intelligence (AI) is the driving force behind most of these advancements, particularly in operations featured on the left-hand side of our radar.
\n
A glance at the December edition of our Airline-Tech Radar illustrates this trend, showcasing three innovations—AI-Assisted Air Traffic Control at London Heathrow, AI-Powered Baggage Management by Japan Airlines, and AI-Powered Smart-Stand Technology at Gatwick Airport. Each leverages AI's capability to process exponentially growing data sets to enhance operational efficiency.
\n
\n
These patterns underscore AI’s growing role in the airline industry, especially in operations where real-time data analysis and decision-making are crucial. The importance of trustworthy data fueling such AI models cannot be overstated.
\n
Here’s why meaningful data is paramount:
\n\n
Precision and Efficiency. AI systems require high-quality, granular data to make accurate predictions and decisions. Inaccurate or incomplete data can lead to suboptimal outcomes that may undermine the efficiency improvements these technologies are designed to deliver.
\n
Scalability. As AI technologies become more integrated into airline operations, the scalability of these systems will depend on the continuous flow of up-to-date, comprehensive data. This ensures that AI solutions can adapt to and learn from changing conditions and scale across different operational contexts without losing effectiveness.
\n
Trust and Reliability. For AI-driven innovations to gain widespread acceptance within the airline industry, stakeholders must trust the accuracy and reliability of these systems. Reliable data is the foundation of this trust, as it assures stakeholders that AI decisions are based on solid, verifiable information.
\n\n
Looking ahead to 2025, the role of AI in airline operations is set to expand further, especially with the ongoing sophistication of Generative AI, which has begun to show its potential in transforming various aspects of the aviation value chain. The evolution of these AI applications will increasingly hinge on the availability of detailed, accurate data, making the management and analysis of data streams even more critical.
\n
Ensuring access to high-quality data will be a crucial challenge for the industry, one that will dictate the pace and success of future innovations in airline tech.
\n
At OAG, we are proud to serve as the industry’s most trusted source of aviation data. In this role, we will continue to closely monitor the market for new innovations in the year to come.
\n
Stay tuned for what 2025 has to offer.
\n
While you're here, explore a round-up of 2024's busiest routes and airports.
\n
","postEmailContent":"
Welcome to this special end-of-year edition of the OAG Airline-Tech Innovation Radar.
\n
Now that 2024 has come to an end, we take this opportunity to look back and reflect on a year filled with substantial technological progress within the airline and airport sectors.
Welcome to this special end-of-year edition of the OAG Airline-Tech Innovation Radar.
\n
Now that 2024 has come to an end, we take this opportunity to look back and reflect on a year filled with substantial technological progress within the airline and airport sectors.
Welcome to this special end-of-year edition of the OAG Airline-Tech Innovation Radar.
\n
Now that 2024 has come to an end, we take this opportunity to look back and reflect on a year filled with substantial technological progress within the airline and airport sectors.
Welcome to this special end-of-year edition of the OAG Airline-Tech Innovation Radar.
\n
Now that 2024 has come to an end, we take this opportunity to look back and reflect on a year filled with substantial technological progress within the airline and airport sectors.
","postSummaryRss":"
Welcome to this special end-of-year edition of the OAG Airline-Tech Innovation Radar.
\n
Now that 2024 has come to an end, we take this opportunity to look back and reflect on a year filled with substantial technological progress within the airline and airport sectors.
","postTemplate":"oag-theme/templates/blog-post.html","previewImageSrc":null,"previewKey":"LuuoIdPM","previousPostFeaturedImage":"https://www.oag.com/hubfs/Nervous%20Q1%202025%20in%20Aviation.jpg","previousPostFeaturedImageAltText":"","previousPostName":"The Nervous First Quarter; US Airlines’ Capacity Growth Disguises Key Adjustments","previousPostSlug":"blog/q1-2025-us-airlines-capacity-growth-disguises-key-adjustments","processingStatus":"PUBLISHED","propertyForDynamicPageCanonicalUrl":null,"propertyForDynamicPageFeaturedImage":null,"propertyForDynamicPageMetaDescription":null,"propertyForDynamicPageSlug":null,"propertyForDynamicPageTitle":null,"publicAccessRules":[],"publicAccessRulesEnabled":false,"publishDate":1736427600000,"publishDateLocalTime":1736427600000,"publishDateLocalized":{"date":1736427600000,"format":"dd MMMM yyyy","language":"en_GB"},"publishImmediately":false,"publishTimezoneOffset":null,"publishedAt":1737106995051,"publishedByEmail":null,"publishedById":64413925,"publishedByName":null,"publishedUrl":"https://www.oag.com/blog/2024-review-of-key-innovations-in-airline-tech","resolvedDomain":"www.oag.com","resolvedLanguage":null,"rssBody":"
Welcome to this special end-of-year edition of the OAG Airline-Tech Innovation Radar.
\n
Now that 2024 has come to an end, we take this opportunity to look back and reflect on a year filled with substantial technological progress within the airline and airport sectors.
\n
For context - throughout the past year, we have diligently tracked and reported on two to five key innovation launches each month, focusing exclusively on real-world implementations by airlines, airports, and technology providers that have tangibly advanced the industry.
\n
Today, we are excited to share insights derived from reviewing all these significant innovations of 2024.
\n
\n
For our regular readers, this edition synthesizes a year's worth of data into actionable insights and trends.
\n
For those new to our radar, a warm welcome—what you’ll find here is a carefully curated snapshot of genuine, implemented innovations, not theoretical ideas or proposals.
\n
\n
Hence, our Innovation Radar serves as a reliable barometer for actual technological adoption and application across the global aviation industry.
\n
Let’s explore together what a year of dedicated observation has revealed about the trajectory of Airline-Tech.
\n
2024 Airline-Tech Review: A Year of Transformative Innovations
\n
As we reflect on the past year's innovations, it becomes clear that 2024 was a landmark year for technological advancements within the airline industry. We identified 28 significant innovations that made a meaningful impact, each categorized via two dimensions to enhance understanding of the evolving Airline-Tech landscape.
\n
Below, we present a visual representation of these innovations across our radar.
\n
\n
Each innovation has been classified into one of five sub-categories focusing on either Airline Retail or Airline Operations, reflecting the specific use case area the respective innovation impacts.
\n
Furthermore, we assessed the innovation impact level of each entry, categorizing them as either:
\n
\n
Incremental (Improve),
\n
Significant (Expand),
\n
Or Game-changing (Disrupt).
\n
\n
Our analysis shows a diverse spread of innovations across nearly the entire radar visual, underscoring the breadth of initiatives launched by the industry in 2024.
\n
Remarkably, every category saw innovation except for one: Network and Revenue Management.
\n
\n
This absence could suggest a potential lack of visible innovation in this area, possibly due to the secretive nature of revenue management processes within airlines, which usually lack a direct consumer interface.
\n
It is also worth noting that incremental innovations predominated, a trend that aligns with industry patterns. It is generally easier and less risky for organizations to improve existing processes with new technology than to undertake the disruption of established systems and workflows.
\n
These initial categorizations help us appreciate the innovations themselves but also provide insights into the strategic priorities and technological trajectories of airlines in 2024.
\n
Key Areas of Innovation Focus in 2024
\n
As we take a deeper look at 2024's major technological advancements, four categories stand out due to the high volume of innovation activities recorded on our radar. These categories align distinctly with either Airline Retail or Airline Operations, each driven by specific industry needs and trends.
\n
\n
On the Airline Retail side:
\n
\n
Distribution and Ancillaries: We tracked four and five innovations, respectively in these two areas. Innovations in Distribution are heavily influenced by the airline industry's push to simplify and enhance the flight booking experience. This includes integration with New Distribution Capability (NDC) frameworks and dynamic pricing strategies that enable richer and more customized offers to passengers.
\n
\n
On the Airline Operations side:
\n
\n
Airport Terminal: Innovations here are fuelled by the adoption of robotics and, more importantly, advanced digital tools designed to improve passenger communications—whether for updates on delayed flights, boarding processes, or navigation through airport facilities, for example, via 3D Airport Maps.
\n
Flight Operations: The primary drivers for innovations in the Flight category are cost savings and environmental considerations. Efforts to reduce fuel consumption and minimize CO2 emissions have led to advances in more efficient flight routing, enhanced weather prediction technologies, and streamlined aircraft turnaround processes.
The Convergence of Data and AI in Airline Operations
\n
As we examined the technological innovations across the airline industry from our 2024 reviews, a distinct pattern emerged: the combination of data analytics and Artificial Intelligence (AI) is the driving force behind most of these advancements, particularly in operations featured on the left-hand side of our radar.
\n
A glance at the December edition of our Airline-Tech Radar illustrates this trend, showcasing three innovations—AI-Assisted Air Traffic Control at London Heathrow, AI-Powered Baggage Management by Japan Airlines, and AI-Powered Smart-Stand Technology at Gatwick Airport. Each leverages AI's capability to process exponentially growing data sets to enhance operational efficiency.
\n
\n
These patterns underscore AI’s growing role in the airline industry, especially in operations where real-time data analysis and decision-making are crucial. The importance of trustworthy data fueling such AI models cannot be overstated.
\n
Here’s why meaningful data is paramount:
\n\n
Precision and Efficiency. AI systems require high-quality, granular data to make accurate predictions and decisions. Inaccurate or incomplete data can lead to suboptimal outcomes that may undermine the efficiency improvements these technologies are designed to deliver.
\n
Scalability. As AI technologies become more integrated into airline operations, the scalability of these systems will depend on the continuous flow of up-to-date, comprehensive data. This ensures that AI solutions can adapt to and learn from changing conditions and scale across different operational contexts without losing effectiveness.
\n
Trust and Reliability. For AI-driven innovations to gain widespread acceptance within the airline industry, stakeholders must trust the accuracy and reliability of these systems. Reliable data is the foundation of this trust, as it assures stakeholders that AI decisions are based on solid, verifiable information.
\n\n
Looking ahead to 2025, the role of AI in airline operations is set to expand further, especially with the ongoing sophistication of Generative AI, which has begun to show its potential in transforming various aspects of the aviation value chain. The evolution of these AI applications will increasingly hinge on the availability of detailed, accurate data, making the management and analysis of data streams even more critical.
\n
Ensuring access to high-quality data will be a crucial challenge for the industry, one that will dictate the pace and success of future innovations in airline tech.
\n
At OAG, we are proud to serve as the industry’s most trusted source of aviation data. In this role, we will continue to closely monitor the market for new innovations in the year to come.
\n
Stay tuned for what 2025 has to offer.
\n
While you're here, explore a round-up of 2024's busiest routes and airports.
\n
","rssSummary":"
Welcome to this special end-of-year edition of the OAG Airline-Tech Innovation Radar.
\n
Now that 2024 has come to an end, we take this opportunity to look back and reflect on a year filled with substantial technological progress within the airline and airport sectors.
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Gary Bowerman, Director of Check-In Asia, and Rebecca Francosky, Director Air Service Development at Hartsfield-Jackson Atlanta International Airport (ATL) to recap 2024's aviation trends and look ahead to what's in store next year for the industry.
","post_body":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Gary Bowerman, Director of Check-In Asia, and Rebecca Francosky, Director Air Service Development at Hartsfield-Jackson Atlanta International Airport (ATL) to recap 2024's aviation trends and look ahead to what's in store next year for the industry.
\n
From looking back at a turbulent year in the industry to making predictions about what might happen as we move into 2025, the live panel began by taking a look at global capacity growth trends this year.
\n
Capacity Growth Trends in 2024
\n
As the aviation industry continues to rebound from the significant disruptions caused by the COVID-19 pandemic, capacity growth has emerged as a crucial indicator of recovery. In 2024, global capacity ended 6.3% ahead of the previous year, showcasing notable resilience. However, the industry is still grappling with the loss of five years of expected growth, a challenge compounded by ongoing supply chain disruptions.
\n
\n
regional changes
\n
The panel then discussed regional changes during the year. While four aviation markets are not yet back to 2019 levels (Southern Africa, South-East Asia, Eastern Europe, and Southwest Pacific) the fastest growing regions include Central Asia, Upper South America, and North Africa, all of which have double digit growth compared to 2019.
\n
\n
Predictions for 2025
\n
As the world began to open from COVID lockdowns, it was reported that air travel would not fully recover until 2025. With 2025 on the horizon, our panel gave their thoughts on what the industry will look like next year. What obstacles lie ahead?
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Gary Bowerman, Director of Check-In Asia, and Rebecca Francosky, Director Air Service Development at Hartsfield-Jackson Atlanta International Airport (ATL) to recap 2024's aviation trends and look ahead to what's in store next year for the industry.
","rss_body":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Gary Bowerman, Director of Check-In Asia, and Rebecca Francosky, Director Air Service Development at Hartsfield-Jackson Atlanta International Airport (ATL) to recap 2024's aviation trends and look ahead to what's in store next year for the industry.
\n
From looking back at a turbulent year in the industry to making predictions about what might happen as we move into 2025, the live panel began by taking a look at global capacity growth trends this year.
\n
Capacity Growth Trends in 2024
\n
As the aviation industry continues to rebound from the significant disruptions caused by the COVID-19 pandemic, capacity growth has emerged as a crucial indicator of recovery. In 2024, global capacity ended 6.3% ahead of the previous year, showcasing notable resilience. However, the industry is still grappling with the loss of five years of expected growth, a challenge compounded by ongoing supply chain disruptions.
\n
\n
regional changes
\n
The panel then discussed regional changes during the year. While four aviation markets are not yet back to 2019 levels (Southern Africa, South-East Asia, Eastern Europe, and Southwest Pacific) the fastest growing regions include Central Asia, Upper South America, and North Africa, all of which have double digit growth compared to 2019.
\n
\n
Predictions for 2025
\n
As the world began to open from COVID lockdowns, it was reported that air travel would not fully recover until 2025. With 2025 on the horizon, our panel gave their thoughts on what the industry will look like next year. What obstacles lie ahead?
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Gary Bowerman, Director of Check-In Asia, and Rebecca Francosky, Director Air Service Development at Hartsfield-Jackson Atlanta International Airport (ATL) to recap 2024's aviation trends and look ahead to what's in store next year for the industry.
\n
From looking back at a turbulent year in the industry to making predictions about what might happen as we move into 2025, the live panel began by taking a look at global capacity growth trends this year.
\n
Capacity Growth Trends in 2024
\n
As the aviation industry continues to rebound from the significant disruptions caused by the COVID-19 pandemic, capacity growth has emerged as a crucial indicator of recovery. In 2024, global capacity ended 6.3% ahead of the previous year, showcasing notable resilience. However, the industry is still grappling with the loss of five years of expected growth, a challenge compounded by ongoing supply chain disruptions.
\n
\n
regional changes
\n
The panel then discussed regional changes during the year. While four aviation markets are not yet back to 2019 levels (Southern Africa, South-East Asia, Eastern Europe, and Southwest Pacific) the fastest growing regions include Central Asia, Upper South America, and North Africa, all of which have double digit growth compared to 2019.
\n
\n
Predictions for 2025
\n
As the world began to open from COVID lockdowns, it was reported that air travel would not fully recover until 2025. With 2025 on the horizon, our panel gave their thoughts on what the industry will look like next year. What obstacles lie ahead?
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Gary Bowerman, Director of Check-In Asia, and Rebecca Francosky, Director Air Service Development at Hartsfield-Jackson Atlanta International Airport (ATL) to recap 2024's aviation trends and look ahead to what's in store next year for the industry.
\n
From looking back at a turbulent year in the industry to making predictions about what might happen as we move into 2025, the live panel began by taking a look at global capacity growth trends this year.
\n
Capacity Growth Trends in 2024
\n
As the aviation industry continues to rebound from the significant disruptions caused by the COVID-19 pandemic, capacity growth has emerged as a crucial indicator of recovery. In 2024, global capacity ended 6.3% ahead of the previous year, showcasing notable resilience. However, the industry is still grappling with the loss of five years of expected growth, a challenge compounded by ongoing supply chain disruptions.
\n
\n
regional changes
\n
The panel then discussed regional changes during the year. While four aviation markets are not yet back to 2019 levels (Southern Africa, South-East Asia, Eastern Europe, and Southwest Pacific) the fastest growing regions include Central Asia, Upper South America, and North Africa, all of which have double digit growth compared to 2019.
\n
\n
Predictions for 2025
\n
As the world began to open from COVID lockdowns, it was reported that air travel would not fully recover until 2025. With 2025 on the horizon, our panel gave their thoughts on what the industry will look like next year. What obstacles lie ahead?
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Gary Bowerman, Director of Check-In Asia, and Rebecca Francosky, Director Air Service Development at Hartsfield-Jackson Atlanta International Airport (ATL) to recap 2024's aviation trends and look ahead to what's in store next year for the industry.
\n
From looking back at a turbulent year in the industry to making predictions about what might happen as we move into 2025, the live panel began by taking a look at global capacity growth trends this year.
\n
Capacity Growth Trends in 2024
\n
As the aviation industry continues to rebound from the significant disruptions caused by the COVID-19 pandemic, capacity growth has emerged as a crucial indicator of recovery. In 2024, global capacity ended 6.3% ahead of the previous year, showcasing notable resilience. However, the industry is still grappling with the loss of five years of expected growth, a challenge compounded by ongoing supply chain disruptions.
\n
\n
regional changes
\n
The panel then discussed regional changes during the year. While four aviation markets are not yet back to 2019 levels (Southern Africa, South-East Asia, Eastern Europe, and Southwest Pacific) the fastest growing regions include Central Asia, Upper South America, and North Africa, all of which have double digit growth compared to 2019.
\n
\n
Predictions for 2025
\n
As the world began to open from COVID lockdowns, it was reported that air travel would not fully recover until 2025. With 2025 on the horizon, our panel gave their thoughts on what the industry will look like next year. What obstacles lie ahead?
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Gary Bowerman, Director of Check-In Asia, and Rebecca Francosky, Director Air Service Development at Hartsfield-Jackson Atlanta International Airport (ATL) to recap 2024's aviation trends and look ahead to what's in store next year for the industry.
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Gary Bowerman, Director of Check-In Asia, and Rebecca Francosky, Director Air Service Development at Hartsfield-Jackson Atlanta International Airport (ATL) to recap 2024's aviation trends and look ahead to what's in store next year for the industry.
\n
From looking back at a turbulent year in the industry to making predictions about what might happen as we move into 2025, the live panel began by taking a look at global capacity growth trends this year.
\n
Capacity Growth Trends in 2024
\n
As the aviation industry continues to rebound from the significant disruptions caused by the COVID-19 pandemic, capacity growth has emerged as a crucial indicator of recovery. In 2024, global capacity ended 6.3% ahead of the previous year, showcasing notable resilience. However, the industry is still grappling with the loss of five years of expected growth, a challenge compounded by ongoing supply chain disruptions.
\n
\n
regional changes
\n
The panel then discussed regional changes during the year. While four aviation markets are not yet back to 2019 levels (Southern Africa, South-East Asia, Eastern Europe, and Southwest Pacific) the fastest growing regions include Central Asia, Upper South America, and North Africa, all of which have double digit growth compared to 2019.
\n
\n
Predictions for 2025
\n
As the world began to open from COVID lockdowns, it was reported that air travel would not fully recover until 2025. With 2025 on the horizon, our panel gave their thoughts on what the industry will look like next year. What obstacles lie ahead?
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Gary Bowerman, Director of Check-In Asia, and Rebecca Francosky, Director Air Service Development at Hartsfield-Jackson Atlanta International Airport (ATL) to recap 2024's aviation trends and look ahead to what's in store next year for the industry.
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Gary Bowerman, Director of Check-In Asia, and Rebecca Francosky, Director Air Service Development at Hartsfield-Jackson Atlanta International Airport (ATL) to recap 2024's aviation trends and look ahead to what's in store next year for the industry.
\n
From looking back at a turbulent year in the industry to making predictions about what might happen as we move into 2025, the live panel began by taking a look at global capacity growth trends this year.
\n
Capacity Growth Trends in 2024
\n
As the aviation industry continues to rebound from the significant disruptions caused by the COVID-19 pandemic, capacity growth has emerged as a crucial indicator of recovery. In 2024, global capacity ended 6.3% ahead of the previous year, showcasing notable resilience. However, the industry is still grappling with the loss of five years of expected growth, a challenge compounded by ongoing supply chain disruptions.
\n
\n
regional changes
\n
The panel then discussed regional changes during the year. While four aviation markets are not yet back to 2019 levels (Southern Africa, South-East Asia, Eastern Europe, and Southwest Pacific) the fastest growing regions include Central Asia, Upper South America, and North Africa, all of which have double digit growth compared to 2019.
\n
\n
Predictions for 2025
\n
As the world began to open from COVID lockdowns, it was reported that air travel would not fully recover until 2025. With 2025 on the horizon, our panel gave their thoughts on what the industry will look like next year. What obstacles lie ahead?
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Gary Bowerman, Director of Check-In Asia, and Rebecca Francosky, Director Air Service Development at Hartsfield-Jackson Atlanta International Airport (ATL) to recap 2024's aviation trends and look ahead to what's in store next year for the industry.
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Eddy Pieniazek, Head of Analytics and Advisory at Ishka Aviation Finance for a look ahead to the opportunities and challenges emerging this winter season.
","post_body":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Eddy Pieniazek, Head of Analytics and Advisory at Ishka Aviation Finance for a look ahead to the opportunities and challenges emerging this winter season.
\n
From airline prices to capacity trends, low-cost carriers, and the future of the Chinese airline industry, these discussions cover the length and breadth of aviation.
\n
Airline Capacity and Airfare Trends
\n
The talk began on a hopeful note, with the speakers expressing optimism over the forecast of airline prices in the next 12 months - barring any further significant geopolitical issues. A crucial point that emerges from the conversation is the robust growth visible in the Asia Pacific, Europe, and Latin America, the capacity trends in these regions provide much-needed optimism.
\n
Challenges and Strategies
\n
The challenges that ultra-low-cost carriers face were discussed, emphasizing the effect of legacy carriers shifting capacity on these low-cost airlines. The importance of China in the global airline industry was underscored, as Chinese airlines have shown considerable domestic and international capacity growth. However, predictions indicate the return of outbound Chinese travelers may not be as quick as expected.
\n
Watch clip: John Grant on the effect of legacy airlines switching capacity to international markets.
\n
\n
Supply Chain Woes
\n
The last part of the talk addressed pressing issues faced by aircraft manufacturers and airlines caused by delivery delays and supply chain disruptions. It concluded with a warning about the troubled journey ahead, especially for the winter season.
\n
Watch clip: 7% of the global airline fleet is out for maintenance, is this a high number?
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Eddy Pieniazek, Head of Analytics and Advisory at Ishka Aviation Finance for a look ahead to the opportunities and challenges emerging this winter season.
","rss_body":"
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Eddy Pieniazek, Head of Analytics and Advisory at Ishka Aviation Finance for a look ahead to the opportunities and challenges emerging this winter season.
\n
From airline prices to capacity trends, low-cost carriers, and the future of the Chinese airline industry, these discussions cover the length and breadth of aviation.
\n
Airline Capacity and Airfare Trends
\n
The talk began on a hopeful note, with the speakers expressing optimism over the forecast of airline prices in the next 12 months - barring any further significant geopolitical issues. A crucial point that emerges from the conversation is the robust growth visible in the Asia Pacific, Europe, and Latin America, the capacity trends in these regions provide much-needed optimism.
\n
Challenges and Strategies
\n
The challenges that ultra-low-cost carriers face were discussed, emphasizing the effect of legacy carriers shifting capacity on these low-cost airlines. The importance of China in the global airline industry was underscored, as Chinese airlines have shown considerable domestic and international capacity growth. However, predictions indicate the return of outbound Chinese travelers may not be as quick as expected.
\n
Watch clip: John Grant on the effect of legacy airlines switching capacity to international markets.
\n
\n
Supply Chain Woes
\n
The last part of the talk addressed pressing issues faced by aircraft manufacturers and airlines caused by delivery delays and supply chain disruptions. It concluded with a warning about the troubled journey ahead, especially for the winter season.
\n
Watch clip: 7% of the global airline fleet is out for maintenance, is this a high number?
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Eddy Pieniazek, Head of Analytics and Advisory at Ishka Aviation Finance for a look ahead to the opportunities and challenges emerging this winter season.
\n
From airline prices to capacity trends, low-cost carriers, and the future of the Chinese airline industry, these discussions cover the length and breadth of aviation.
\n
Airline Capacity and Airfare Trends
\n
The talk began on a hopeful note, with the speakers expressing optimism over the forecast of airline prices in the next 12 months - barring any further significant geopolitical issues. A crucial point that emerges from the conversation is the robust growth visible in the Asia Pacific, Europe, and Latin America, the capacity trends in these regions provide much-needed optimism.
\n
Challenges and Strategies
\n
The challenges that ultra-low-cost carriers face were discussed, emphasizing the effect of legacy carriers shifting capacity on these low-cost airlines. The importance of China in the global airline industry was underscored, as Chinese airlines have shown considerable domestic and international capacity growth. However, predictions indicate the return of outbound Chinese travelers may not be as quick as expected.
\n
Watch clip: John Grant on the effect of legacy airlines switching capacity to international markets.
\n
\n
Supply Chain Woes
\n
The last part of the talk addressed pressing issues faced by aircraft manufacturers and airlines caused by delivery delays and supply chain disruptions. It concluded with a warning about the troubled journey ahead, especially for the winter season.
\n
Watch clip: 7% of the global airline fleet is out for maintenance, is this a high number?
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Eddy Pieniazek, Head of Analytics and Advisory at Ishka Aviation Finance for a look ahead to the opportunities and challenges emerging this winter season.
\n
From airline prices to capacity trends, low-cost carriers, and the future of the Chinese airline industry, these discussions cover the length and breadth of aviation.
\n
Airline Capacity and Airfare Trends
\n
The talk began on a hopeful note, with the speakers expressing optimism over the forecast of airline prices in the next 12 months - barring any further significant geopolitical issues. A crucial point that emerges from the conversation is the robust growth visible in the Asia Pacific, Europe, and Latin America, the capacity trends in these regions provide much-needed optimism.
\n
Challenges and Strategies
\n
The challenges that ultra-low-cost carriers face were discussed, emphasizing the effect of legacy carriers shifting capacity on these low-cost airlines. The importance of China in the global airline industry was underscored, as Chinese airlines have shown considerable domestic and international capacity growth. However, predictions indicate the return of outbound Chinese travelers may not be as quick as expected.
\n
Watch clip: John Grant on the effect of legacy airlines switching capacity to international markets.
\n
\n
Supply Chain Woes
\n
The last part of the talk addressed pressing issues faced by aircraft manufacturers and airlines caused by delivery delays and supply chain disruptions. It concluded with a warning about the troubled journey ahead, especially for the winter season.
\n
Watch clip: 7% of the global airline fleet is out for maintenance, is this a high number?
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Eddy Pieniazek, Head of Analytics and Advisory at Ishka Aviation Finance for a look ahead to the opportunities and challenges emerging this winter season.
\n
From airline prices to capacity trends, low-cost carriers, and the future of the Chinese airline industry, these discussions cover the length and breadth of aviation.
\n
Airline Capacity and Airfare Trends
\n
The talk began on a hopeful note, with the speakers expressing optimism over the forecast of airline prices in the next 12 months - barring any further significant geopolitical issues. A crucial point that emerges from the conversation is the robust growth visible in the Asia Pacific, Europe, and Latin America, the capacity trends in these regions provide much-needed optimism.
\n
Challenges and Strategies
\n
The challenges that ultra-low-cost carriers face were discussed, emphasizing the effect of legacy carriers shifting capacity on these low-cost airlines. The importance of China in the global airline industry was underscored, as Chinese airlines have shown considerable domestic and international capacity growth. However, predictions indicate the return of outbound Chinese travelers may not be as quick as expected.
\n
Watch clip: John Grant on the effect of legacy airlines switching capacity to international markets.
\n
\n
Supply Chain Woes
\n
The last part of the talk addressed pressing issues faced by aircraft manufacturers and airlines caused by delivery delays and supply chain disruptions. It concluded with a warning about the troubled journey ahead, especially for the winter season.
\n
Watch clip: 7% of the global airline fleet is out for maintenance, is this a high number?
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Eddy Pieniazek, Head of Analytics and Advisory at Ishka Aviation Finance for a look ahead to the opportunities and challenges emerging this winter season.
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Eddy Pieniazek, Head of Analytics and Advisory at Ishka Aviation Finance for a look ahead to the opportunities and challenges emerging this winter season.
\n
From airline prices to capacity trends, low-cost carriers, and the future of the Chinese airline industry, these discussions cover the length and breadth of aviation.
\n
Airline Capacity and Airfare Trends
\n
The talk began on a hopeful note, with the speakers expressing optimism over the forecast of airline prices in the next 12 months - barring any further significant geopolitical issues. A crucial point that emerges from the conversation is the robust growth visible in the Asia Pacific, Europe, and Latin America, the capacity trends in these regions provide much-needed optimism.
\n
Challenges and Strategies
\n
The challenges that ultra-low-cost carriers face were discussed, emphasizing the effect of legacy carriers shifting capacity on these low-cost airlines. The importance of China in the global airline industry was underscored, as Chinese airlines have shown considerable domestic and international capacity growth. However, predictions indicate the return of outbound Chinese travelers may not be as quick as expected.
\n
Watch clip: John Grant on the effect of legacy airlines switching capacity to international markets.
\n
\n
Supply Chain Woes
\n
The last part of the talk addressed pressing issues faced by aircraft manufacturers and airlines caused by delivery delays and supply chain disruptions. It concluded with a warning about the troubled journey ahead, especially for the winter season.
\n
Watch clip: 7% of the global airline fleet is out for maintenance, is this a high number?
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Eddy Pieniazek, Head of Analytics and Advisory at Ishka Aviation Finance for a look ahead to the opportunities and challenges emerging this winter season.
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For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Eddy Pieniazek, Head of Analytics and Advisory at Ishka Aviation Finance for a look ahead to the opportunities and challenges emerging this winter season.
\n
From airline prices to capacity trends, low-cost carriers, and the future of the Chinese airline industry, these discussions cover the length and breadth of aviation.
\n
Airline Capacity and Airfare Trends
\n
The talk began on a hopeful note, with the speakers expressing optimism over the forecast of airline prices in the next 12 months - barring any further significant geopolitical issues. A crucial point that emerges from the conversation is the robust growth visible in the Asia Pacific, Europe, and Latin America, the capacity trends in these regions provide much-needed optimism.
\n
Challenges and Strategies
\n
The challenges that ultra-low-cost carriers face were discussed, emphasizing the effect of legacy carriers shifting capacity on these low-cost airlines. The importance of China in the global airline industry was underscored, as Chinese airlines have shown considerable domestic and international capacity growth. However, predictions indicate the return of outbound Chinese travelers may not be as quick as expected.
\n
Watch clip: John Grant on the effect of legacy airlines switching capacity to international markets.
\n
\n
Supply Chain Woes
\n
The last part of the talk addressed pressing issues faced by aircraft manufacturers and airlines caused by delivery delays and supply chain disruptions. It concluded with a warning about the troubled journey ahead, especially for the winter season.
\n
Watch clip: 7% of the global airline fleet is out for maintenance, is this a high number?
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Eddy Pieniazek, Head of Analytics and Advisory at Ishka Aviation Finance for a look ahead to the opportunities and challenges emerging this winter season.
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Deirdre Fulton, John Grant, and Tony Harrington delivered in-depth insights about the current state of the aviation sector in Australia, discussing global capacity trends, domestic markets, international connectivity, and airport infrastructural developments.
","post_body":"
Deirdre Fulton, John Grant, and Tony Harrington delivered in-depth insights about the current state of the aviation sector in Australia, discussing global capacity trends, domestic markets, international connectivity, and airport infrastructural developments.
\n
After reviewing global capacity, the panel dived into Australia's domestic market, where the Qantas Group and Virgin Australia operate 90% of capacity. Despite the challenges faced by regional carrier REX, our experts stressed the importance of regional connectivity and the urgent need for government support.
\n
\n
\n
Moving on to international capacity, John noted that \" Western Europe is up about 2% versus 2019. Northeast Asia lags a little bit.\" In reference to China specifically, he stated, \"We're perhaps at what would be a more natural level of international capacity than the previously overinflated artificial level of supply from China\".
\n
An exciting development the team were keen to discuss is the new Western Sydney International Airport, which should open in a couple of years' time. Tony remarked that \"There'll be great interest in it particularly when foreign carriers start coming in, the local carriers will start taking notice.\" with John adding: \"Maybe we will finally see a new entrant, that is based at the new airport and becomes almost a a disruptive player like a Ryanair.\"
\n
For more insight, analysis and expert opinion watch the webinar in full below, and download the slides to access the charts and data shared during the presentation.
Deirdre Fulton, John Grant, and Tony Harrington delivered in-depth insights about the current state of the aviation sector in Australia, discussing global capacity trends, domestic markets, international connectivity, and airport infrastructural developments.
","rss_body":"
Deirdre Fulton, John Grant, and Tony Harrington delivered in-depth insights about the current state of the aviation sector in Australia, discussing global capacity trends, domestic markets, international connectivity, and airport infrastructural developments.
\n
After reviewing global capacity, the panel dived into Australia's domestic market, where the Qantas Group and Virgin Australia operate 90% of capacity. Despite the challenges faced by regional carrier REX, our experts stressed the importance of regional connectivity and the urgent need for government support.
\n
\n
\n
Moving on to international capacity, John noted that \" Western Europe is up about 2% versus 2019. Northeast Asia lags a little bit.\" In reference to China specifically, he stated, \"We're perhaps at what would be a more natural level of international capacity than the previously overinflated artificial level of supply from China\".
\n
An exciting development the team were keen to discuss is the new Western Sydney International Airport, which should open in a couple of years' time. Tony remarked that \"There'll be great interest in it particularly when foreign carriers start coming in, the local carriers will start taking notice.\" with John adding: \"Maybe we will finally see a new entrant, that is based at the new airport and becomes almost a a disruptive player like a Ryanair.\"
\n
For more insight, analysis and expert opinion watch the webinar in full below, and download the slides to access the charts and data shared during the presentation.
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Deirdre Fulton, John Grant, and Tony Harrington delivered in-depth insights about the current state of the aviation sector in Australia, discussing global capacity trends, domestic markets, international connectivity, and airport infrastructural developments.
\n
After reviewing global capacity, the panel dived into Australia's domestic market, where the Qantas Group and Virgin Australia operate 90% of capacity. Despite the challenges faced by regional carrier REX, our experts stressed the importance of regional connectivity and the urgent need for government support.
\n
\n
\n
Moving on to international capacity, John noted that \" Western Europe is up about 2% versus 2019. Northeast Asia lags a little bit.\" In reference to China specifically, he stated, \"We're perhaps at what would be a more natural level of international capacity than the previously overinflated artificial level of supply from China\".
\n
An exciting development the team were keen to discuss is the new Western Sydney International Airport, which should open in a couple of years' time. Tony remarked that \"There'll be great interest in it particularly when foreign carriers start coming in, the local carriers will start taking notice.\" with John adding: \"Maybe we will finally see a new entrant, that is based at the new airport and becomes almost a a disruptive player like a Ryanair.\"
\n
For more insight, analysis and expert opinion watch the webinar in full below, and download the slides to access the charts and data shared during the presentation.
Deirdre Fulton, John Grant, and Tony Harrington delivered in-depth insights about the current state of the aviation sector in Australia, discussing global capacity trends, domestic markets, international connectivity, and airport infrastructural developments.
\n
After reviewing global capacity, the panel dived into Australia's domestic market, where the Qantas Group and Virgin Australia operate 90% of capacity. Despite the challenges faced by regional carrier REX, our experts stressed the importance of regional connectivity and the urgent need for government support.
\n
\n
\n
Moving on to international capacity, John noted that \" Western Europe is up about 2% versus 2019. Northeast Asia lags a little bit.\" In reference to China specifically, he stated, \"We're perhaps at what would be a more natural level of international capacity than the previously overinflated artificial level of supply from China\".
\n
An exciting development the team were keen to discuss is the new Western Sydney International Airport, which should open in a couple of years' time. Tony remarked that \"There'll be great interest in it particularly when foreign carriers start coming in, the local carriers will start taking notice.\" with John adding: \"Maybe we will finally see a new entrant, that is based at the new airport and becomes almost a a disruptive player like a Ryanair.\"
\n
For more insight, analysis and expert opinion watch the webinar in full below, and download the slides to access the charts and data shared during the presentation.
Deirdre Fulton, John Grant, and Tony Harrington delivered in-depth insights about the current state of the aviation sector in Australia, discussing global capacity trends, domestic markets, international connectivity, and airport infrastructural developments.
\n
After reviewing global capacity, the panel dived into Australia's domestic market, where the Qantas Group and Virgin Australia operate 90% of capacity. Despite the challenges faced by regional carrier REX, our experts stressed the importance of regional connectivity and the urgent need for government support.
\n
\n
\n
Moving on to international capacity, John noted that \" Western Europe is up about 2% versus 2019. Northeast Asia lags a little bit.\" In reference to China specifically, he stated, \"We're perhaps at what would be a more natural level of international capacity than the previously overinflated artificial level of supply from China\".
\n
An exciting development the team were keen to discuss is the new Western Sydney International Airport, which should open in a couple of years' time. Tony remarked that \"There'll be great interest in it particularly when foreign carriers start coming in, the local carriers will start taking notice.\" with John adding: \"Maybe we will finally see a new entrant, that is based at the new airport and becomes almost a a disruptive player like a Ryanair.\"
\n
For more insight, analysis and expert opinion watch the webinar in full below, and download the slides to access the charts and data shared during the presentation.
Deirdre Fulton, John Grant, and Tony Harrington delivered in-depth insights about the current state of the aviation sector in Australia, discussing global capacity trends, domestic markets, international connectivity, and airport infrastructural developments.
Deirdre Fulton, John Grant, and Tony Harrington delivered in-depth insights about the current state of the aviation sector in Australia, discussing global capacity trends, domestic markets, international connectivity, and airport infrastructural developments.
\n
After reviewing global capacity, the panel dived into Australia's domestic market, where the Qantas Group and Virgin Australia operate 90% of capacity. Despite the challenges faced by regional carrier REX, our experts stressed the importance of regional connectivity and the urgent need for government support.
\n
\n
\n
Moving on to international capacity, John noted that \" Western Europe is up about 2% versus 2019. Northeast Asia lags a little bit.\" In reference to China specifically, he stated, \"We're perhaps at what would be a more natural level of international capacity than the previously overinflated artificial level of supply from China\".
\n
An exciting development the team were keen to discuss is the new Western Sydney International Airport, which should open in a couple of years' time. Tony remarked that \"There'll be great interest in it particularly when foreign carriers start coming in, the local carriers will start taking notice.\" with John adding: \"Maybe we will finally see a new entrant, that is based at the new airport and becomes almost a a disruptive player like a Ryanair.\"
\n
For more insight, analysis and expert opinion watch the webinar in full below, and download the slides to access the charts and data shared during the presentation.
Deirdre Fulton, John Grant, and Tony Harrington delivered in-depth insights about the current state of the aviation sector in Australia, discussing global capacity trends, domestic markets, international connectivity, and airport infrastructural developments.
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Deirdre Fulton, John Grant, and Tony Harrington delivered in-depth insights about the current state of the aviation sector in Australia, discussing global capacity trends, domestic markets, international connectivity, and airport infrastructural developments.
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Deirdre Fulton, John Grant, and Tony Harrington delivered in-depth insights about the current state of the aviation sector in Australia, discussing global capacity trends, domestic markets, international connectivity, and airport infrastructural developments.
\n
After reviewing global capacity, the panel dived into Australia's domestic market, where the Qantas Group and Virgin Australia operate 90% of capacity. Despite the challenges faced by regional carrier REX, our experts stressed the importance of regional connectivity and the urgent need for government support.
\n
\n
\n
Moving on to international capacity, John noted that \" Western Europe is up about 2% versus 2019. Northeast Asia lags a little bit.\" In reference to China specifically, he stated, \"We're perhaps at what would be a more natural level of international capacity than the previously overinflated artificial level of supply from China\".
\n
An exciting development the team were keen to discuss is the new Western Sydney International Airport, which should open in a couple of years' time. Tony remarked that \"There'll be great interest in it particularly when foreign carriers start coming in, the local carriers will start taking notice.\" with John adding: \"Maybe we will finally see a new entrant, that is based at the new airport and becomes almost a a disruptive player like a Ryanair.\"
\n
For more insight, analysis and expert opinion watch the webinar in full below, and download the slides to access the charts and data shared during the presentation.
Deirdre Fulton, John Grant, and Tony Harrington delivered in-depth insights about the current state of the aviation sector in Australia, discussing global capacity trends, domestic markets, international connectivity, and airport infrastructural developments.
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July's webinar took place during Farnborough International Airshow week, and while we eagerly waited for aircraft orders to be announced, it was the perfect time to stop and take stock of the Middle East's exciting aviation market today. Perfectly placed to help us look at the data and the stories behind it was Trent Mumford, VP of Aviation at the Saudi Tourism Authority.
","post_body":"
July's webinar took place during Farnborough International Airshow week, and while we eagerly waited for aircraft orders to be announced, it was the perfect time to stop and take stock of the Middle East's exciting aviation market today. Perfectly placed to help us look at the data and the stories behind it was Trent Mumford, VP of Aviation at the Saudi Tourism Authority.
\n
Following the usual summary of capacity growth trends, Deirdre, John and Trent dived into the Middle East data with a look at the top 5 largest country markets, where United Arab Emirates has most capacity this month, and all but one - Israel - shows strong growth in Summer 2024 compared to Summer 2023.
\n
\n
Among the many insights shared during the webinar, Trent touched on the Cairo-Jeddah route, which is one of the busiest in the world, and sees a mixed market profile, with labour traffic, religious traffic, high-end tourism and business all being in the mix. Deirdre points out that this is the kind of market airlines strive for- you don't want to be too heavily reliant on any one group.
\n
A look at the data for capacity to Saudi Arabia from China shows that the market is on-track for huge 132% growth in 2024 vs 2023, with the number of inbound seats going from 108,000 in 2023 to 252,000 in 2024. China will play a key part in Saudi Arabia reaching its Vision 2030 tourism targets.
\n
For more insight, analysis and expert opinion watch the webinar in full below, and download the slides to access the charts and data shared during the presentation.
July's webinar took place during Farnborough International Airshow week, and while we eagerly waited for aircraft orders to be announced, it was the perfect time to stop and take stock of the Middle East's exciting aviation market today. Perfectly placed to help us look at the data and the stories behind it was Trent Mumford, VP of Aviation at the Saudi Tourism Authority.
","rss_body":"
July's webinar took place during Farnborough International Airshow week, and while we eagerly waited for aircraft orders to be announced, it was the perfect time to stop and take stock of the Middle East's exciting aviation market today. Perfectly placed to help us look at the data and the stories behind it was Trent Mumford, VP of Aviation at the Saudi Tourism Authority.
\n
Following the usual summary of capacity growth trends, Deirdre, John and Trent dived into the Middle East data with a look at the top 5 largest country markets, where United Arab Emirates has most capacity this month, and all but one - Israel - shows strong growth in Summer 2024 compared to Summer 2023.
\n
\n
Among the many insights shared during the webinar, Trent touched on the Cairo-Jeddah route, which is one of the busiest in the world, and sees a mixed market profile, with labour traffic, religious traffic, high-end tourism and business all being in the mix. Deirdre points out that this is the kind of market airlines strive for- you don't want to be too heavily reliant on any one group.
\n
A look at the data for capacity to Saudi Arabia from China shows that the market is on-track for huge 132% growth in 2024 vs 2023, with the number of inbound seats going from 108,000 in 2023 to 252,000 in 2024. China will play a key part in Saudi Arabia reaching its Vision 2030 tourism targets.
\n
For more insight, analysis and expert opinion watch the webinar in full below, and download the slides to access the charts and data shared during the presentation.
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July's webinar took place during Farnborough International Airshow week, and while we eagerly waited for aircraft orders to be announced, it was the perfect time to stop and take stock of the Middle East's exciting aviation market today. Perfectly placed to help us look at the data and the stories behind it was Trent Mumford, VP of Aviation at the Saudi Tourism Authority.
\n
Following the usual summary of capacity growth trends, Deirdre, John and Trent dived into the Middle East data with a look at the top 5 largest country markets, where United Arab Emirates has most capacity this month, and all but one - Israel - shows strong growth in Summer 2024 compared to Summer 2023.
\n
\n
Among the many insights shared during the webinar, Trent touched on the Cairo-Jeddah route, which is one of the busiest in the world, and sees a mixed market profile, with labour traffic, religious traffic, high-end tourism and business all being in the mix. Deirdre points out that this is the kind of market airlines strive for- you don't want to be too heavily reliant on any one group.
\n
A look at the data for capacity to Saudi Arabia from China shows that the market is on-track for huge 132% growth in 2024 vs 2023, with the number of inbound seats going from 108,000 in 2023 to 252,000 in 2024. China will play a key part in Saudi Arabia reaching its Vision 2030 tourism targets.
\n
For more insight, analysis and expert opinion watch the webinar in full below, and download the slides to access the charts and data shared during the presentation.
July's webinar took place during Farnborough International Airshow week, and while we eagerly waited for aircraft orders to be announced, it was the perfect time to stop and take stock of the Middle East's exciting aviation market today. Perfectly placed to help us look at the data and the stories behind it was Trent Mumford, VP of Aviation at the Saudi Tourism Authority.
\n
Following the usual summary of capacity growth trends, Deirdre, John and Trent dived into the Middle East data with a look at the top 5 largest country markets, where United Arab Emirates has most capacity this month, and all but one - Israel - shows strong growth in Summer 2024 compared to Summer 2023.
\n
\n
Among the many insights shared during the webinar, Trent touched on the Cairo-Jeddah route, which is one of the busiest in the world, and sees a mixed market profile, with labour traffic, religious traffic, high-end tourism and business all being in the mix. Deirdre points out that this is the kind of market airlines strive for- you don't want to be too heavily reliant on any one group.
\n
A look at the data for capacity to Saudi Arabia from China shows that the market is on-track for huge 132% growth in 2024 vs 2023, with the number of inbound seats going from 108,000 in 2023 to 252,000 in 2024. China will play a key part in Saudi Arabia reaching its Vision 2030 tourism targets.
\n
For more insight, analysis and expert opinion watch the webinar in full below, and download the slides to access the charts and data shared during the presentation.
July's webinar took place during Farnborough International Airshow week, and while we eagerly waited for aircraft orders to be announced, it was the perfect time to stop and take stock of the Middle East's exciting aviation market today. Perfectly placed to help us look at the data and the stories behind it was Trent Mumford, VP of Aviation at the Saudi Tourism Authority.
\n
Following the usual summary of capacity growth trends, Deirdre, John and Trent dived into the Middle East data with a look at the top 5 largest country markets, where United Arab Emirates has most capacity this month, and all but one - Israel - shows strong growth in Summer 2024 compared to Summer 2023.
\n
\n
Among the many insights shared during the webinar, Trent touched on the Cairo-Jeddah route, which is one of the busiest in the world, and sees a mixed market profile, with labour traffic, religious traffic, high-end tourism and business all being in the mix. Deirdre points out that this is the kind of market airlines strive for- you don't want to be too heavily reliant on any one group.
\n
A look at the data for capacity to Saudi Arabia from China shows that the market is on-track for huge 132% growth in 2024 vs 2023, with the number of inbound seats going from 108,000 in 2023 to 252,000 in 2024. China will play a key part in Saudi Arabia reaching its Vision 2030 tourism targets.
\n
For more insight, analysis and expert opinion watch the webinar in full below, and download the slides to access the charts and data shared during the presentation.
July's webinar took place during Farnborough International Airshow week, and while we eagerly waited for aircraft orders to be announced, it was the perfect time to stop and take stock of the Middle East's exciting aviation market today. Perfectly placed to help us look at the data and the stories behind it was Trent Mumford, VP of Aviation at the Saudi Tourism Authority.
July's webinar took place during Farnborough International Airshow week, and while we eagerly waited for aircraft orders to be announced, it was the perfect time to stop and take stock of the Middle East's exciting aviation market today. Perfectly placed to help us look at the data and the stories behind it was Trent Mumford, VP of Aviation at the Saudi Tourism Authority.
\n
Following the usual summary of capacity growth trends, Deirdre, John and Trent dived into the Middle East data with a look at the top 5 largest country markets, where United Arab Emirates has most capacity this month, and all but one - Israel - shows strong growth in Summer 2024 compared to Summer 2023.
\n
\n
Among the many insights shared during the webinar, Trent touched on the Cairo-Jeddah route, which is one of the busiest in the world, and sees a mixed market profile, with labour traffic, religious traffic, high-end tourism and business all being in the mix. Deirdre points out that this is the kind of market airlines strive for- you don't want to be too heavily reliant on any one group.
\n
A look at the data for capacity to Saudi Arabia from China shows that the market is on-track for huge 132% growth in 2024 vs 2023, with the number of inbound seats going from 108,000 in 2023 to 252,000 in 2024. China will play a key part in Saudi Arabia reaching its Vision 2030 tourism targets.
\n
For more insight, analysis and expert opinion watch the webinar in full below, and download the slides to access the charts and data shared during the presentation.
July's webinar took place during Farnborough International Airshow week, and while we eagerly waited for aircraft orders to be announced, it was the perfect time to stop and take stock of the Middle East's exciting aviation market today. Perfectly placed to help us look at the data and the stories behind it was Trent Mumford, VP of Aviation at the Saudi Tourism Authority.
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July's webinar took place during Farnborough International Airshow week, and while we eagerly waited for aircraft orders to be announced, it was the perfect time to stop and take stock of the Middle East's exciting aviation market today. Perfectly placed to help us look at the data and the stories behind it was Trent Mumford, VP of Aviation at the Saudi Tourism Authority.
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July's webinar took place during Farnborough International Airshow week, and while we eagerly waited for aircraft orders to be announced, it was the perfect time to stop and take stock of the Middle East's exciting aviation market today. Perfectly placed to help us look at the data and the stories behind it was Trent Mumford, VP of Aviation at the Saudi Tourism Authority.
\n
Following the usual summary of capacity growth trends, Deirdre, John and Trent dived into the Middle East data with a look at the top 5 largest country markets, where United Arab Emirates has most capacity this month, and all but one - Israel - shows strong growth in Summer 2024 compared to Summer 2023.
\n
\n
Among the many insights shared during the webinar, Trent touched on the Cairo-Jeddah route, which is one of the busiest in the world, and sees a mixed market profile, with labour traffic, religious traffic, high-end tourism and business all being in the mix. Deirdre points out that this is the kind of market airlines strive for- you don't want to be too heavily reliant on any one group.
\n
A look at the data for capacity to Saudi Arabia from China shows that the market is on-track for huge 132% growth in 2024 vs 2023, with the number of inbound seats going from 108,000 in 2023 to 252,000 in 2024. China will play a key part in Saudi Arabia reaching its Vision 2030 tourism targets.
\n
For more insight, analysis and expert opinion watch the webinar in full below, and download the slides to access the charts and data shared during the presentation.
July's webinar took place during Farnborough International Airshow week, and while we eagerly waited for aircraft orders to be announced, it was the perfect time to stop and take stock of the Middle East's exciting aviation market today. Perfectly placed to help us look at the data and the stories behind it was Trent Mumford, VP of Aviation at the Saudi Tourism Authority.
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Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
\n
During the busiest months, the demand on airline catering is significant, placing immense pressure on suppliers to deliver exceptional service. To meet this demand, companies like gategroup - the leading airline catering and retail-on-board supplier - engage in a daily preparation process that encompasses a multitude of complex operations.
\n
John Grant (Chief Analyst at OAG) speaks to Dave Ingram, Senior Project Manager at gategroup to discuss how they manage an intricate operation and the challenges they often face. Tune in now...
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
\n
","post_summary":"
Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
Airline catering plays a pivotal role in the aviation supply chain, ensuring that passengers are provided with in-flight meals and that airports worldwide are well-stocked with catering supplies. It is an indispensable aspect of the aviation industry that requires meticulous resource management.
\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.
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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.
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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! 🎧
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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! 🎧
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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
","post_summary":"
In this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
In this podcast, John Grant talks to Julian Roberts, President and CEO at Pascan Aviation - an independent regional carrier based in Quebec, Canada.
\n\n
The real heart of aviation is the small regional carriers, like Pascan Aviation, that provide connectivity to small cities and make sure that commercial business can continue in those communities.
\n
Pascan Aviation have worked their way through the pandemic and are now seizing new opportunities as they expand out from Quebec. Listen to this podcast where Julian Roberts explains the difficulties and challenges faced by regional airlines and the importance of being the \"people's regional airline\".
\n
Fasten your seat belt, sit back and tune in!
\n
You can also find the podcast on your preferred podcast provider, just search 'OAG On Air'.
\n
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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.
\n","postSummaryRss":"
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.
Or search for OAG On Air on your preferred podcast provider! 🎧
\n
\n\n
Recommended:
\n
\n
\n
","post_summary":"
With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
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.
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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:
\n
\n
\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.
\n","postSummaryRss":"
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.
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