Objectively, capacity discipline is good for airlines and allows those that are well managed to drive profitability, which has to be good for the whole industry. With signs of some improvement on aircraft deliveries, careful capacity growth will be important for the rest of 2025 and into next year.
\nFor many years, airline profitability was cyclical in nature and for most was just something to dream about. However, recently airlines - and indeed many parts of the ecosystem - have become consistently profitable, which is necessary to support future investments - be that new aircraft, environmental improvements or more tailored service offerings. However, what we have noticed is wealthier airlines growing richer, while others continue to struggle.
\nWhile it seems that everyone is expecting a slowdown in the global economy, the first half of the year appears to have been better than many anticipated.
\nWhen evaluating airline profitability, it’s important to look at the industry as a whole, and industry-wide the expected margins for 2025 are no better than interest on a savings account. Obviously, congratulations to the small percentage of well-managed and very profitable airlines but they are indeed a small percentage of all airlines operating. As many of us in the industry have been saying for years, much work must be done to drag the poorest performers forward.
\n
With ongoing tensions in various regions and the market vulnerable to political power plays, the whole aviation sector craves political stability and a calm market where politics are not considered a risk to operations and revenues. It seems, however, that there will always be external influences, and very rarely do they have a positive impact on the industry - but at some point surely things will change for the better?
\nIt seems that every part of the aviation industry is impacted by the supply of required resources.
\nThe supply of new seats, galleys and even overhead storage bins are all delaying the introduction of new aircraft, but perhaps the most important supply chain shortage is the lack of human resources; as skilled pilots, engineers and management leave the industry, resulting in a skills shortage. Overlay that challenge with new airline start-ups offering extremely attractive expatriate packages to buy in the required expertise, and there is a growing crisis which cannot be filled without years of training and on-the-job experience. With shortages of ATC controllers in both Europe and North America the pressures on the industry are very real and are not going to disappear before the end of the decade at the very earliest.
\nSupply issues also extend into available capacity, especially at some major airports around the world. While airports such as Singapore Changi are already in their next development phase, in Europe capacity constraints remain in many airports as a combination of physical and environmental restrictions limit future growth. And while those constraints are great for those airlines with dominant shares of capacity, it does limit competition and growth from new airlines. Whether the third runway at Heathrow will ever be built remains an open question heading into the second half of the year, and even a definite “yes” will see no new capacity before 2035 at the earliest.
\n
The global economy is expected to slow down through the rest of the year, with IATA predicting global GDP to fall to 2.5% compared to the 3.3% of 2024. There are already signs of a softening in demand across some markets, although how much of that is economic conditions or changing consumer sentiment towards certain markets is unclear.
\nDespite the expectations of an economic slowdown, traffic appears to be growing in many markets.
\nFor many airlines, the industry is based around the US dollar, and a weakening of the dollar is good news for all airlines. With the price of oil having been well below last year’s levels (though watch this space), the combination of these two factors provides a significant cost saving for airlines, just as demand may be slipping slightly. Significant cost savings flow straight through to the bottom line and will likely continue through the rest of the year.
\nExperience suggests that airlines can stimulate demand in times of an economic slowdown using price as a major part of their marketing activity. Adjustments in capacity can also be expected, with seasonal service perhaps being dropped earlier and premium capacity switched to stronger markets. While the global economy may slow down in the second half of the year, quarter three is the peak period, and we anticipate demand being stronger than some expect, and that will extend into the shoulder months of September and October. That just leaves two months of possible demand uncertainty.
\nIn conclusion, at the half way stage of the year - despite all the challenges that the industry has faced - we believe that the market has probably performed better than anyone had expected at the beginning of January this year. Cost savings are currently offsetting any softening of demand and lower airfares. While the second half of the year will inevitably see some surprises, it feels as though the industry is well placed to handle any tremors in the global marketplace, and if 2025 is going to be as good as we expect despite the challenges, just how good could 2026 be?
\n
It’s somehow always surprising to reach the mid-point of the year, but we are nearly halfway through 2025. As always, the aviation industry has been moving forward in many ways, so it seems appropriate at “half-term” in 2025 to review progress and perhaps speculate on what’s on the horizon for the aviation industry in the second half of the year.
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It’s somehow always surprising to reach the mid-point of the year, but we are nearly halfway through 2025. As always, the aviation industry has been moving forward in many ways, so it seems appropriate at “half-term” in 2025 to review progress and perhaps speculate on what’s on the horizon for the aviation industry in the second half of the year.
","post_body":"
It’s somehow always surprising to reach the mid-point of the year, but we are nearly halfway through 2025. As always, the aviation industry has been moving forward in many ways, so it seems appropriate at “half-term” in 2025 to review progress and perhaps speculate on what’s on the horizon for the aviation industry in the second half of the year.
\nAlthough many airlines are frustrated by supply chain challenges - which we will look at in more detail later - simple economics show that restricted supply leads to higher load factors, higher airfares and ultimately profitability for some.
\nScheduled airline capacity this year is expected to have grown by 1.6% compared to last year and by 4.0% versus 2019.
\nNaturally there are some markets where growth has been strong in the last few years:
\nHowever, some regions like Southeast Asia and the Southwest Pacific are still facing difficulties in their capacity recovery, and markets such as Indonesia continue to be challenged by supply side issues and weak demand.
\nObjectively, capacity discipline is good for airlines and allows those that are well managed to drive profitability, which has to be good for the whole industry. With signs of some improvement on aircraft deliveries, careful capacity growth will be important for the rest of 2025 and into next year.
\nFor many years, airline profitability was cyclical in nature and for most was just something to dream about. However, recently airlines - and indeed many parts of the ecosystem - have become consistently profitable, which is necessary to support future investments - be that new aircraft, environmental improvements or more tailored service offerings. However, what we have noticed is wealthier airlines growing richer, while others continue to struggle.
\nWhile it seems that everyone is expecting a slowdown in the global economy, the first half of the year appears to have been better than many anticipated.
\nWhen evaluating airline profitability, it’s important to look at the industry as a whole, and industry-wide the expected margins for 2025 are no better than interest on a savings account. Obviously, congratulations to the small percentage of well-managed and very profitable airlines but they are indeed a small percentage of all airlines operating. As many of us in the industry have been saying for years, much work must be done to drag the poorest performers forward.
\n
With ongoing tensions in various regions and the market vulnerable to political power plays, the whole aviation sector craves political stability and a calm market where politics are not considered a risk to operations and revenues. It seems, however, that there will always be external influences, and very rarely do they have a positive impact on the industry - but at some point surely things will change for the better?
\nIt seems that every part of the aviation industry is impacted by the supply of required resources.
\nThe supply of new seats, galleys and even overhead storage bins are all delaying the introduction of new aircraft, but perhaps the most important supply chain shortage is the lack of human resources; as skilled pilots, engineers and management leave the industry, resulting in a skills shortage. Overlay that challenge with new airline start-ups offering extremely attractive expatriate packages to buy in the required expertise, and there is a growing crisis which cannot be filled without years of training and on-the-job experience. With shortages of ATC controllers in both Europe and North America the pressures on the industry are very real and are not going to disappear before the end of the decade at the very earliest.
\nSupply issues also extend into available capacity, especially at some major airports around the world. While airports such as Singapore Changi are already in their next development phase, in Europe capacity constraints remain in many airports as a combination of physical and environmental restrictions limit future growth. And while those constraints are great for those airlines with dominant shares of capacity, it does limit competition and growth from new airlines. Whether the third runway at Heathrow will ever be built remains an open question heading into the second half of the year, and even a definite “yes” will see no new capacity before 2035 at the earliest.
\nThe global economy is expected to slow down through the rest of the year, with IATA predicting global GDP to fall to 2.5% compared to the 3.3% of 2024. There are already signs of a softening in demand across some markets, although how much of that is economic conditions or changing consumer sentiment towards certain markets is unclear.
\nDespite the expectations of an economic slowdown, traffic appears to be growing in many markets.
\nFor many airlines, the industry is based around the US dollar, and a weakening of the dollar is good news for all airlines. With the price of oil having been well below last year’s levels (though watch this space), the combination of these two factors provides a significant cost saving for airlines, just as demand may be slipping slightly. Significant cost savings flow straight through to the bottom line and will likely continue through the rest of the year.
\nExperience suggests that airlines can stimulate demand in times of an economic slowdown using price as a major part of their marketing activity. Adjustments in capacity can also be expected, with seasonal service perhaps being dropped earlier and premium capacity switched to stronger markets. While the global economy may slow down in the second half of the year, quarter three is the peak period, and we anticipate demand being stronger than some expect, and that will extend into the shoulder months of September and October. That just leaves two months of possible demand uncertainty.
\nIn conclusion, at the half way stage of the year - despite all the challenges that the industry has faced - we believe that the market has probably performed better than anyone had expected at the beginning of January this year. Cost savings are currently offsetting any softening of demand and lower airfares. While the second half of the year will inevitably see some surprises, it feels as though the industry is well placed to handle any tremors in the global marketplace, and if 2025 is going to be as good as we expect despite the challenges, just how good could 2026 be?
\n
It’s somehow always surprising to reach the mid-point of the year, but we are nearly halfway through 2025. As always, the aviation industry has been moving forward in many ways, so it seems appropriate at “half-term” in 2025 to review progress and perhaps speculate on what’s on the horizon for the aviation industry in the second half of the year.
\nAlthough many airlines are frustrated by supply chain challenges - which we will look at in more detail later - simple economics show that restricted supply leads to higher load factors, higher airfares and ultimately profitability for some.
\nScheduled airline capacity this year is expected to have grown by 1.6% compared to last year and by 4.0% versus 2019.
\nNaturally there are some markets where growth has been strong in the last few years:
\nHowever, some regions like Southeast Asia and the Southwest Pacific are still facing difficulties in their capacity recovery, and markets such as Indonesia continue to be challenged by supply side issues and weak demand.
\nObjectively, capacity discipline is good for airlines and allows those that are well managed to drive profitability, which has to be good for the whole industry. With signs of some improvement on aircraft deliveries, careful capacity growth will be important for the rest of 2025 and into next year.
\nFor many years, airline profitability was cyclical in nature and for most was just something to dream about. However, recently airlines - and indeed many parts of the ecosystem - have become consistently profitable, which is necessary to support future investments - be that new aircraft, environmental improvements or more tailored service offerings. However, what we have noticed is wealthier airlines growing richer, while others continue to struggle.
\nWhile it seems that everyone is expecting a slowdown in the global economy, the first half of the year appears to have been better than many anticipated.
\nWhen evaluating airline profitability, it’s important to look at the industry as a whole, and industry-wide the expected margins for 2025 are no better than interest on a savings account. Obviously, congratulations to the small percentage of well-managed and very profitable airlines but they are indeed a small percentage of all airlines operating. As many of us in the industry have been saying for years, much work must be done to drag the poorest performers forward.
\n
With ongoing tensions in various regions and the market vulnerable to political power plays, the whole aviation sector craves political stability and a calm market where politics are not considered a risk to operations and revenues. It seems, however, that there will always be external influences, and very rarely do they have a positive impact on the industry - but at some point surely things will change for the better?
\nIt seems that every part of the aviation industry is impacted by the supply of required resources.
\nThe supply of new seats, galleys and even overhead storage bins are all delaying the introduction of new aircraft, but perhaps the most important supply chain shortage is the lack of human resources; as skilled pilots, engineers and management leave the industry, resulting in a skills shortage. Overlay that challenge with new airline start-ups offering extremely attractive expatriate packages to buy in the required expertise, and there is a growing crisis which cannot be filled without years of training and on-the-job experience. With shortages of ATC controllers in both Europe and North America the pressures on the industry are very real and are not going to disappear before the end of the decade at the very earliest.
\nSupply issues also extend into available capacity, especially at some major airports around the world. While airports such as Singapore Changi are already in their next development phase, in Europe capacity constraints remain in many airports as a combination of physical and environmental restrictions limit future growth. And while those constraints are great for those airlines with dominant shares of capacity, it does limit competition and growth from new airlines. Whether the third runway at Heathrow will ever be built remains an open question heading into the second half of the year, and even a definite “yes” will see no new capacity before 2035 at the earliest.
\nThe global economy is expected to slow down through the rest of the year, with IATA predicting global GDP to fall to 2.5% compared to the 3.3% of 2024. There are already signs of a softening in demand across some markets, although how much of that is economic conditions or changing consumer sentiment towards certain markets is unclear.
\nDespite the expectations of an economic slowdown, traffic appears to be growing in many markets.
\nFor many airlines, the industry is based around the US dollar, and a weakening of the dollar is good news for all airlines. With the price of oil having been well below last year’s levels (though watch this space), the combination of these two factors provides a significant cost saving for airlines, just as demand may be slipping slightly. Significant cost savings flow straight through to the bottom line and will likely continue through the rest of the year.
\nExperience suggests that airlines can stimulate demand in times of an economic slowdown using price as a major part of their marketing activity. Adjustments in capacity can also be expected, with seasonal service perhaps being dropped earlier and premium capacity switched to stronger markets. While the global economy may slow down in the second half of the year, quarter three is the peak period, and we anticipate demand being stronger than some expect, and that will extend into the shoulder months of September and October. That just leaves two months of possible demand uncertainty.
\nIn conclusion, at the half way stage of the year - despite all the challenges that the industry has faced - we believe that the market has probably performed better than anyone had expected at the beginning of January this year. Cost savings are currently offsetting any softening of demand and lower airfares. While the second half of the year will inevitably see some surprises, it feels as though the industry is well placed to handle any tremors in the global marketplace, and if 2025 is going to be as good as we expect despite the challenges, just how good could 2026 be?
\n
It’s somehow always surprising to reach the mid-point of the year, but we are nearly halfway through 2025. As always, the aviation industry has been moving forward in many ways, so it seems appropriate at “half-term” in 2025 to review progress and perhaps speculate on what’s on the horizon for the aviation industry in the second half of the year.
\nAlthough many airlines are frustrated by supply chain challenges - which we will look at in more detail later - simple economics show that restricted supply leads to higher load factors, higher airfares and ultimately profitability for some.
\nScheduled airline capacity this year is expected to have grown by 1.6% compared to last year and by 4.0% versus 2019.
\nNaturally there are some markets where growth has been strong in the last few years:
\nHowever, some regions like Southeast Asia and the Southwest Pacific are still facing difficulties in their capacity recovery, and markets such as Indonesia continue to be challenged by supply side issues and weak demand.
\nObjectively, capacity discipline is good for airlines and allows those that are well managed to drive profitability, which has to be good for the whole industry. With signs of some improvement on aircraft deliveries, careful capacity growth will be important for the rest of 2025 and into next year.
\nFor many years, airline profitability was cyclical in nature and for most was just something to dream about. However, recently airlines - and indeed many parts of the ecosystem - have become consistently profitable, which is necessary to support future investments - be that new aircraft, environmental improvements or more tailored service offerings. However, what we have noticed is wealthier airlines growing richer, while others continue to struggle.
\nWhile it seems that everyone is expecting a slowdown in the global economy, the first half of the year appears to have been better than many anticipated.
\nWhen evaluating airline profitability, it’s important to look at the industry as a whole, and industry-wide the expected margins for 2025 are no better than interest on a savings account. Obviously, congratulations to the small percentage of well-managed and very profitable airlines but they are indeed a small percentage of all airlines operating. As many of us in the industry have been saying for years, much work must be done to drag the poorest performers forward.
\n
With ongoing tensions in various regions and the market vulnerable to political power plays, the whole aviation sector craves political stability and a calm market where politics are not considered a risk to operations and revenues. It seems, however, that there will always be external influences, and very rarely do they have a positive impact on the industry - but at some point surely things will change for the better?
\nIt seems that every part of the aviation industry is impacted by the supply of required resources.
\nThe supply of new seats, galleys and even overhead storage bins are all delaying the introduction of new aircraft, but perhaps the most important supply chain shortage is the lack of human resources; as skilled pilots, engineers and management leave the industry, resulting in a skills shortage. Overlay that challenge with new airline start-ups offering extremely attractive expatriate packages to buy in the required expertise, and there is a growing crisis which cannot be filled without years of training and on-the-job experience. With shortages of ATC controllers in both Europe and North America the pressures on the industry are very real and are not going to disappear before the end of the decade at the very earliest.
\nSupply issues also extend into available capacity, especially at some major airports around the world. While airports such as Singapore Changi are already in their next development phase, in Europe capacity constraints remain in many airports as a combination of physical and environmental restrictions limit future growth. And while those constraints are great for those airlines with dominant shares of capacity, it does limit competition and growth from new airlines. Whether the third runway at Heathrow will ever be built remains an open question heading into the second half of the year, and even a definite “yes” will see no new capacity before 2035 at the earliest.
\nThe global economy is expected to slow down through the rest of the year, with IATA predicting global GDP to fall to 2.5% compared to the 3.3% of 2024. There are already signs of a softening in demand across some markets, although how much of that is economic conditions or changing consumer sentiment towards certain markets is unclear.
\nDespite the expectations of an economic slowdown, traffic appears to be growing in many markets.
\nFor many airlines, the industry is based around the US dollar, and a weakening of the dollar is good news for all airlines. With the price of oil having been well below last year’s levels (though watch this space), the combination of these two factors provides a significant cost saving for airlines, just as demand may be slipping slightly. Significant cost savings flow straight through to the bottom line and will likely continue through the rest of the year.
\nExperience suggests that airlines can stimulate demand in times of an economic slowdown using price as a major part of their marketing activity. Adjustments in capacity can also be expected, with seasonal service perhaps being dropped earlier and premium capacity switched to stronger markets. While the global economy may slow down in the second half of the year, quarter three is the peak period, and we anticipate demand being stronger than some expect, and that will extend into the shoulder months of September and October. That just leaves two months of possible demand uncertainty.
\nIn conclusion, at the half way stage of the year - despite all the challenges that the industry has faced - we believe that the market has probably performed better than anyone had expected at the beginning of January this year. Cost savings are currently offsetting any softening of demand and lower airfares. While the second half of the year will inevitably see some surprises, it feels as though the industry is well placed to handle any tremors in the global marketplace, and if 2025 is going to be as good as we expect despite the challenges, just how good could 2026 be?
\n
It’s somehow always surprising to reach the mid-point of the year, but we are nearly halfway through 2025. As always, the aviation industry has been moving forward in many ways, so it seems appropriate at “half-term” in 2025 to review progress and perhaps speculate on what’s on the horizon for the aviation industry in the second half of the year.
","postFeaturedImageIfEnabled":"https://www.oag.com/hubfs/2025%20midway%20blog.jpg","postListContent":"
It’s somehow always surprising to reach the mid-point of the year, but we are nearly halfway through 2025. As always, the aviation industry has been moving forward in many ways, so it seems appropriate at “half-term” in 2025 to review progress and perhaps speculate on what’s on the horizon for the aviation industry in the second half of the year.
","postListSummaryFeaturedImage":"https://www.oag.com/hubfs/2025%20midway%20blog.jpg","postRssContent":"
It’s somehow always surprising to reach the mid-point of the year, but we are nearly halfway through 2025. As always, the aviation industry has been moving forward in many ways, so it seems appropriate at “half-term” in 2025 to review progress and perhaps speculate on what’s on the horizon for the aviation industry in the second half of the year.
","postRssSummaryFeaturedImage":"https://www.oag.com/hubfs/2025%20midway%20blog.jpg","postSummary":"
It’s somehow always surprising to reach the mid-point of the year, but we are nearly halfway through 2025. As always, the aviation industry has been moving forward in many ways, so it seems appropriate at “half-term” in 2025 to review progress and perhaps speculate on what’s on the horizon for the aviation industry in the second half of the year.
","postSummaryRss":"
It’s somehow always surprising to reach the mid-point of the year, but we are nearly halfway through 2025. As always, the aviation industry has been moving forward in many ways, so it seems appropriate at “half-term” in 2025 to review progress and perhaps speculate on what’s on the horizon for the aviation industry in the second half of the year.
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It’s somehow always surprising to reach the mid-point of the year, but we are nearly halfway through 2025. As always, the aviation industry has been moving forward in many ways, so it seems appropriate at “half-term” in 2025 to review progress and perhaps speculate on what’s on the horizon for the aviation industry in the second half of the year.
\nAlthough many airlines are frustrated by supply chain challenges - which we will look at in more detail later - simple economics show that restricted supply leads to higher load factors, higher airfares and ultimately profitability for some.
\nScheduled airline capacity this year is expected to have grown by 1.6% compared to last year and by 4.0% versus 2019.
\nNaturally there are some markets where growth has been strong in the last few years:
\nHowever, some regions like Southeast Asia and the Southwest Pacific are still facing difficulties in their capacity recovery, and markets such as Indonesia continue to be challenged by supply side issues and weak demand.
\nObjectively, capacity discipline is good for airlines and allows those that are well managed to drive profitability, which has to be good for the whole industry. With signs of some improvement on aircraft deliveries, careful capacity growth will be important for the rest of 2025 and into next year.
\nFor many years, airline profitability was cyclical in nature and for most was just something to dream about. However, recently airlines - and indeed many parts of the ecosystem - have become consistently profitable, which is necessary to support future investments - be that new aircraft, environmental improvements or more tailored service offerings. However, what we have noticed is wealthier airlines growing richer, while others continue to struggle.
\nWhile it seems that everyone is expecting a slowdown in the global economy, the first half of the year appears to have been better than many anticipated.
\nWhen evaluating airline profitability, it’s important to look at the industry as a whole, and industry-wide the expected margins for 2025 are no better than interest on a savings account. Obviously, congratulations to the small percentage of well-managed and very profitable airlines but they are indeed a small percentage of all airlines operating. As many of us in the industry have been saying for years, much work must be done to drag the poorest performers forward.
\n
With ongoing tensions in various regions and the market vulnerable to political power plays, the whole aviation sector craves political stability and a calm market where politics are not considered a risk to operations and revenues. It seems, however, that there will always be external influences, and very rarely do they have a positive impact on the industry - but at some point surely things will change for the better?
\nIt seems that every part of the aviation industry is impacted by the supply of required resources.
\nThe supply of new seats, galleys and even overhead storage bins are all delaying the introduction of new aircraft, but perhaps the most important supply chain shortage is the lack of human resources; as skilled pilots, engineers and management leave the industry, resulting in a skills shortage. Overlay that challenge with new airline start-ups offering extremely attractive expatriate packages to buy in the required expertise, and there is a growing crisis which cannot be filled without years of training and on-the-job experience. With shortages of ATC controllers in both Europe and North America the pressures on the industry are very real and are not going to disappear before the end of the decade at the very earliest.
\nSupply issues also extend into available capacity, especially at some major airports around the world. While airports such as Singapore Changi are already in their next development phase, in Europe capacity constraints remain in many airports as a combination of physical and environmental restrictions limit future growth. And while those constraints are great for those airlines with dominant shares of capacity, it does limit competition and growth from new airlines. Whether the third runway at Heathrow will ever be built remains an open question heading into the second half of the year, and even a definite “yes” will see no new capacity before 2035 at the earliest.
\nThe global economy is expected to slow down through the rest of the year, with IATA predicting global GDP to fall to 2.5% compared to the 3.3% of 2024. There are already signs of a softening in demand across some markets, although how much of that is economic conditions or changing consumer sentiment towards certain markets is unclear.
\nDespite the expectations of an economic slowdown, traffic appears to be growing in many markets.
\nFor many airlines, the industry is based around the US dollar, and a weakening of the dollar is good news for all airlines. With the price of oil having been well below last year’s levels (though watch this space), the combination of these two factors provides a significant cost saving for airlines, just as demand may be slipping slightly. Significant cost savings flow straight through to the bottom line and will likely continue through the rest of the year.
\nExperience suggests that airlines can stimulate demand in times of an economic slowdown using price as a major part of their marketing activity. Adjustments in capacity can also be expected, with seasonal service perhaps being dropped earlier and premium capacity switched to stronger markets. While the global economy may slow down in the second half of the year, quarter three is the peak period, and we anticipate demand being stronger than some expect, and that will extend into the shoulder months of September and October. That just leaves two months of possible demand uncertainty.
\nIn conclusion, at the half way stage of the year - despite all the challenges that the industry has faced - we believe that the market has probably performed better than anyone had expected at the beginning of January this year. Cost savings are currently offsetting any softening of demand and lower airfares. While the second half of the year will inevitably see some surprises, it feels as though the industry is well placed to handle any tremors in the global marketplace, and if 2025 is going to be as good as we expect despite the challenges, just how good could 2026 be?
\n
It’s somehow always surprising to reach the mid-point of the year, but we are nearly halfway through 2025. As always, the aviation industry has been moving forward in many ways, so it seems appropriate at “half-term” in 2025 to review progress and perhaps speculate on what’s on the horizon for the aviation industry in the second half of the year.
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\n\nThe live panel discussed:
\nThe panel began by starting at the top and looking at global growth trends:
\nNext, the panel discussed one of the key topics of this month's webinar - tariffs - and began by examining the latest US visitor statistics, which had been published at the end of the previous week. (Preliminary, so subject to change).
\n\n
Oliver gave his thoughts on how much impact tariffs and evolving tariff policies will have on consumers' travel decisions:
\n\nIn the last two months alone the industry has been impacted by a number of geopolitical events, including the escalating tensions between Israel and Iran which resulted in the closure of airspace in a number of neighbouring countries.
\nWhilst the industry navigates unpredictable events such as short-notice airspace closures, and makes decisions about whether to fly to areas where conflict may escalate, what is the lasting impact on consumer sentiment and decisions to fly?
\n\nWith 5 years to go until the end of the decade, a flurry of new 2030 tourism targets have been announced this year. The panel gave their thoughts:
\n\nHaving just spent 7 years leading the research team at Visit Florida, Jacob gave an insightful round-up to summarise the panel discussion:
\n\n\n
\n\n
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Oliver Martin (Senior Director, Skift Inc) and Jacob Pewitt Yancey (Head of Analytics, Arrivalist) to dive into the latest global tourism trends.
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\nNext, the panel discussed one of the key topics of this month's webinar - tariffs - and began by examining the latest US visitor statistics, which had been published at the end of the previous week. (Preliminary, so subject to change).
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Oliver gave his thoughts on how much impact tariffs and evolving tariff policies will have on consumers' travel decisions:
\n\nIn the last two months alone the industry has been impacted by a number of geopolitical events, including the escalating tensions between Israel and Iran which resulted in the closure of airspace in a number of neighbouring countries.
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\n\nHaving just spent 7 years leading the research team at Visit Florida, Jacob gave an insightful round-up to summarise the panel discussion:
\n\n\n
\n\n
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Oliver Martin (Senior Director, Skift Inc) and Jacob Pewitt Yancey (Head of Analytics, Arrivalist) to dive into the latest global tourism trends.
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\nThe panel began by starting at the top and looking at global growth trends:
\nNext, the panel discussed one of the key topics of this month's webinar - tariffs - and began by examining the latest US visitor statistics, which had been published at the end of the previous week. (Preliminary, so subject to change).
\n\n
Oliver gave his thoughts on how much impact tariffs and evolving tariff policies will have on consumers' travel decisions:
\n\nIn the last two months alone the industry has been impacted by a number of geopolitical events, including the escalating tensions between Israel and Iran which resulted in the closure of airspace in a number of neighbouring countries.
\nWhilst the industry navigates unpredictable events such as short-notice airspace closures, and makes decisions about whether to fly to areas where conflict may escalate, what is the lasting impact on consumer sentiment and decisions to fly?
\n\nWith 5 years to go until the end of the decade, a flurry of new 2030 tourism targets have been announced this year. The panel gave their thoughts:
\n\nHaving just spent 7 years leading the research team at Visit Florida, Jacob gave an insightful round-up to summarise the panel discussion:
\n\n\n
\n\n
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Oliver Martin (Senior Director, Skift Inc) and Jacob Pewitt Yancey (Head of Analytics, Arrivalist) to dive into the latest global tourism trends.
\n\nThe live panel discussed:
\nThe panel began by starting at the top and looking at global growth trends:
\nNext, the panel discussed one of the key topics of this month's webinar - tariffs - and began by examining the latest US visitor statistics, which had been published at the end of the previous week. (Preliminary, so subject to change).
\n\n
Oliver gave his thoughts on how much impact tariffs and evolving tariff policies will have on consumers' travel decisions:
\n\nIn the last two months alone the industry has been impacted by a number of geopolitical events, including the escalating tensions between Israel and Iran which resulted in the closure of airspace in a number of neighbouring countries.
\nWhilst the industry navigates unpredictable events such as short-notice airspace closures, and makes decisions about whether to fly to areas where conflict may escalate, what is the lasting impact on consumer sentiment and decisions to fly?
\n\nWith 5 years to go until the end of the decade, a flurry of new 2030 tourism targets have been announced this year. The panel gave their thoughts:
\n\nHaving just spent 7 years leading the research team at Visit Florida, Jacob gave an insightful round-up to summarise the panel discussion:
\n\n\n
\n\n
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Oliver Martin (Senior Director, Skift Inc) and Jacob Pewitt Yancey (Head of Analytics, Arrivalist) to dive into the latest global tourism trends.
\n\nThe live panel discussed:
\nThe panel began by starting at the top and looking at global growth trends:
\nNext, the panel discussed one of the key topics of this month's webinar - tariffs - and began by examining the latest US visitor statistics, which had been published at the end of the previous week. (Preliminary, so subject to change).
\n\n
Oliver gave his thoughts on how much impact tariffs and evolving tariff policies will have on consumers' travel decisions:
\n\nIn the last two months alone the industry has been impacted by a number of geopolitical events, including the escalating tensions between Israel and Iran which resulted in the closure of airspace in a number of neighbouring countries.
\nWhilst the industry navigates unpredictable events such as short-notice airspace closures, and makes decisions about whether to fly to areas where conflict may escalate, what is the lasting impact on consumer sentiment and decisions to fly?
\n\nWith 5 years to go until the end of the decade, a flurry of new 2030 tourism targets have been announced this year. The panel gave their thoughts:
\n\nHaving just spent 7 years leading the research team at Visit Florida, Jacob gave an insightful round-up to summarise the panel discussion:
\n\n\n
\n\n
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Oliver Martin (Senior Director, Skift Inc) and Jacob Pewitt Yancey (Head of Analytics, Arrivalist) to dive into the latest global tourism trends.
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\nThe panel began by starting at the top and looking at global growth trends:
\nNext, the panel discussed one of the key topics of this month's webinar - tariffs - and began by examining the latest US visitor statistics, which had been published at the end of the previous week. (Preliminary, so subject to change).
\n\n
Oliver gave his thoughts on how much impact tariffs and evolving tariff policies will have on consumers' travel decisions:
\n\nIn the last two months alone the industry has been impacted by a number of geopolitical events, including the escalating tensions between Israel and Iran which resulted in the closure of airspace in a number of neighbouring countries.
\nWhilst the industry navigates unpredictable events such as short-notice airspace closures, and makes decisions about whether to fly to areas where conflict may escalate, what is the lasting impact on consumer sentiment and decisions to fly?
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\n\nHaving just spent 7 years leading the research team at Visit Florida, Jacob gave an insightful round-up to summarise the panel discussion:
\n\n\n
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\nNext, the panel discussed one of the key topics of this month's webinar - tariffs - and began by examining the latest US visitor statistics, which had been published at the end of the previous week. (Preliminary, so subject to change).
\n\n
Oliver gave his thoughts on how much impact tariffs and evolving tariff policies will have on consumers' travel decisions:
\n\nIn the last two months alone the industry has been impacted by a number of geopolitical events, including the escalating tensions between Israel and Iran which resulted in the closure of airspace in a number of neighbouring countries.
\nWhilst the industry navigates unpredictable events such as short-notice airspace closures, and makes decisions about whether to fly to areas where conflict may escalate, what is the lasting impact on consumer sentiment and decisions to fly?
\n\nWith 5 years to go until the end of the decade, a flurry of new 2030 tourism targets have been announced this year. The panel gave their thoughts:
\n\nHaving just spent 7 years leading the research team at Visit Florida, Jacob gave an insightful round-up to summarise the panel discussion:
\n\n\n
\n\n
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Oliver Martin (Senior Director, Skift Inc) and Jacob Pewitt Yancey (Head of Analytics, Arrivalist) to dive into the latest global tourism trends.
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OAG’s monthly infographic delivers succinct highlights, offering essential statistics and expert analysis of the aviation industry’s key developments for June 2025.
\n\n
Including:
\nClick through for our aviation infographics of the month (view June 2025's aviation infographics full-size by clicking here), and click on any chart to read the full data analysis.
\n\n\n
To get a weekly round-up of our aviation market analysis, news on industry trends and deep dives into the latest tech for the industry, as well as our bite-sized infographics, subscribe to OAG's weekly digest below. 👇
\n
Pressed for time but keen to stay informed about the latest in aviation data? OAG’s monthly infographic delivers succinct highlights, offering essential statistics and expert analysis of the aviation industry’s key developments for June 2025.
\n","keywords":[],"enable_google_amp_output_override":false,"generate_json_ld_enabled":true,"composition_id":0,"is_crawlable_by_bots":false,"tag_ids":[103404385452],"topic_ids":[103404385452],"post_body":"
Pressed for time but keen to stay informed about the latest in aviation data? OAG’s monthly infographic delivers succinct highlights, offering essential statistics and expert analysis of the aviation industry’s key developments for June 2025.
\n\n
Including:
\nClick through for our aviation infographics of the month (view June 2025's aviation infographics full-size by clicking here), and click on any chart to read the full data analysis.
\n\n\n
To get a weekly round-up of our aviation market analysis, news on industry trends and deep dives into the latest tech for the industry, as well as our bite-sized infographics, subscribe to OAG's weekly digest below. 👇
\n
Pressed for time but keen to stay informed about the latest in aviation data? OAG’s monthly infographic delivers succinct highlights, offering essential statistics and expert analysis of the aviation industry’s key developments for June 2025.
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Pressed for time but keen to stay informed about the latest in aviation data? OAG’s monthly infographic delivers succinct highlights, offering essential statistics and expert analysis of the aviation industry’s key developments for June 2025.
\n\n
Including:
\nClick through for our aviation infographics of the month (view June 2025's aviation infographics full-size by clicking here), and click on any chart to read the full data analysis.
\n\n\n
To get a weekly round-up of our aviation market analysis, news on industry trends and deep dives into the latest tech for the industry, as well as our bite-sized infographics, subscribe to OAG's weekly digest below. 👇
\n
Pressed for time but keen to stay informed about the latest in aviation data? OAG’s monthly infographic delivers succinct highlights, offering essential statistics and expert analysis of the aviation industry’s key developments for June 2025.
\n\n
Including:
\nClick through for our aviation infographics of the month (view June 2025's aviation infographics full-size by clicking here), and click on any chart to read the full data analysis.
\n\n\n
To get a weekly round-up of our aviation market analysis, news on industry trends and deep dives into the latest tech for the industry, as well as our bite-sized infographics, subscribe to OAG's weekly digest below. 👇
\n
Pressed for time but keen to stay informed about the latest in aviation data? OAG’s monthly infographic delivers succinct highlights, offering essential statistics and expert analysis of the aviation industry’s key developments for June 2025.
","postFeaturedImageIfEnabled":"https://www.oag.com/hubfs/Aviation%20Infographics%20of%20the%20month%20featured%20images%20%281%29.jpg","postListContent":"Pressed for time but keen to stay informed about the latest in aviation data? OAG’s monthly infographic delivers succinct highlights, offering essential statistics and expert analysis of the aviation industry’s key developments for June 2025.
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Pressed for time but keen to stay informed about the latest in aviation data? OAG’s monthly infographic delivers succinct highlights, offering essential statistics and expert analysis of the aviation industry’s key developments for June 2025.
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\n\n
Including:
\nClick through for our aviation infographics of the month (view June 2025's aviation infographics full-size by clicking here), and click on any chart to read the full data analysis.
\n\n\n
To get a weekly round-up of our aviation market analysis, news on industry trends and deep dives into the latest tech for the industry, as well as our bite-sized infographics, subscribe to OAG's weekly digest below. 👇
\n
Pressed for time but keen to stay informed about the latest in aviation data? OAG’s monthly infographic delivers succinct highlights, offering essential statistics and expert analysis of the aviation industry’s key developments for June 2025.
\n","rssSummaryFeaturedImage":"https://www.oag.com/hubfs/Aviation%20Infographics%20of%20the%20month%20featured%20images%20%281%29.jpg","scheduledUpdateDate":0,"screenshotPreviewTakenAt":1750929447631,"screenshotPreviewUrl":"https://cdn1.hubspot.net/hubshotv3/prod/e/0/55597a21-141a-4b53-adfd-bcb33038b552.png","sections":{},"securityState":"NONE","siteId":null,"slug":"blog/infographics-june","stagedFrom":null,"state":"PUBLISHED","stateWhenDeleted":null,"structuredContentPageType":null,"structuredContentType":null,"styleOverrideId":null,"subcategory":"normal_blog_post","syncedWithBlogRoot":true,"tagIds":[103404385452],"tagList":[{"categoryId":3,"cdnPurgeEmbargoTime":null,"contentIds":[],"cosObjectType":"TAG","created":1676989906416,"deletedAt":0,"description":"","id":103404385452,"label":"Infographics","language":"en-gb","name":"Infographics","portalId":490937,"slug":"infographics","translatedFromId":null,"translations":{},"updated":1676989906416}],"tagNames":["Infographics"],"teamPerms":[],"templatePath":"","templatePathForRender":"oag-theme/templates/blog-post.html","textToAudioFileId":null,"textToAudioGenerationRequestId":null,"themePath":null,"themeSettingsValues":null,"title":"Aviation 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The aviation industry can be the most unforgiving at times. Wafer thin margins on a capital-intensive industry, external factors always snapping away, fickle consumer demand and powerful competition makes for a tough environment that only a select few can withstand. Clever marketing, network coverage, strategic partnerships, brand loyalty and great products are all created to give airlines a competitive edge. While some achieve success, others get caught in “no man’s land”, struggling to break out of what appears to be a circle of ever-increasing issues. It feels like JetBlue may be in just that position.
\n\nJetBlue launched in February 2000 as a fresh, exciting low-cost airline offering service levels that competed with the major US legacy airlines. They quickly earned a reputation for great service and being different in a tired market. Admired by many, the airline grew rapidly (as the chart below shows) offering 44.5 million seats in the peak years of 2019 and 2023 before capacity cuts in recent years have eased capacity back to just over 40 million seats in 2025.
\nJetBlue has always been a market ‘challenger’, offering value adds and pioneering in-flight services, all while being perceived as a value-for-money carrier. And, unlike other low-cost airlines, JetBlue evolved into a more hybrid model over time. Key developments in this evolution included:
\nEach of these additions gradually pulled the airline further away from its roots, adding costs and complexity to the business.
\nReflective of the direction of travel for JetBlue is a financial performance that continues to worry analysts, with the 2024 results showing significant deterioration compared to the previous year. And with concerns already expressed by the CEO regarding 2025’s results, while other airlines are making money, JetBlue can’t quite make it happen.
\nThe US domestic market is one of the fiercest, making survival particularly challenging. Both network breadth and market size can be crucial, although operating a large network of routes with low average frequency can lead to too much fragmentation; it really is a fine balancing act. The network maps below show how much capacity JetBlue has placed in each state this year.
\nFor JetBlue, some 60% of its capacity is allocated to New York and Florida, with the airline operating a network heavily skewed towards the East Coast. The significant reliance on these two states makes for a challenging market, as all major legacy and low-cost carriers are competing for every passenger in these key markets.
\nThe second capacity map shows that other very large markets such as California and Texas are now relatively small parts of the JetBlue network with 5% of JetBlue’s capacity allocated to California and Texas - a virtually unserved state with less than 200,000 seats allocated for 2025. In 2017, JetBlue operated some five million seats from California, equating to nearly 12% of the airline’s capacity with 23 routes dropped in the last two years, including Las Vegas – Long Beach and Long Beach – Oakland. JetBlue made significant capacity cutbacks from the California market citing the unprofitable network, however consolidation back to the East Coast has yet to secure a return on performance in the domestic market to date.
\nPart of the change in domestic structure from JetBlue was to support expansion into international markets, with 21% of capacity in 2025 allocated to such routes compared to 14% in 2017. Services from the East Coast to the Caribbean are important contributors to the network, but services to markets such as London, Paris, Amsterdam and Vancouver are probably still marginal on a year-round basis given the degree of competition. Taking the London Heathrow – New York market as an example, JetBlue will have a 4% share of all capacity making it the smallest operator in the market where they compete against all three airline alliances and their respective joint venture operations; making such a position profitable is tough.
\n
One of the first ingredients to a successful low-cost airline is a common operating fleet; the simplicity of the fleet equates to the lowest possible operating costs. JetBlue’s mixed fleet network began in 2005 when the first of their Embraers arrived and today some 24 of those are reported as inactive with the airline. Today, the airline operates a three-fleet programme consisting of approx. 220 A320s, 45 A220s and 12 ERJ170s. While perhaps “right sizing” capacity to market size adds a level of complexity to the operation, forcing the carrier to carry more cost than is perhaps ideal for the way the market is heading.
\nThe combination of all these factors strategically places JetBlue in probably a unique position in the US market, and in a softening market that position may not be the most desirable from which to rebuild profitability.
\n
For JetBlue each of those individual product elements may not seem significant, but roll them all up into one and the airline has entered the mid-market world between the low-cost and legacy carriers; a space that is both difficult to defend from the LCC competition and difficult to compete with the full-service carriers. Once popular, the term hybrid is increasingly code for not being sure what we are or what we do. JetBlue is at risk, or indeed may have already fallen into what feels like the black hole of a mid-market position where they are neither a legacy carrier with its attendant strengths or a low-cost carrier with an obsession on costs.
\nFalling into such a space is not new in the airline industry and many others have been there and continue to operate, while others have sadly failed or been acquired by larger operators able to drag them out of that position through radical reorganisation. Unfortunately for JetBlue, many of those that continue to operate in this space are state-owned entities regularly supported by additional funding from their governments, whereas JetBlue is, of course, driven by creating shareholder value with additional funding harder to secure.
\nNo one likes to see an airline struggling, especially when it has built such a strong brand with a lot of consumer loyalty. Equally, there are few industries as tough as the aviation sector and while new strategic partnerships may provide some hope, the reality is that a radical re-position and move in one direction or other is probably what’s required for the airline to work its way through the current challenges. And even then, aligning that repositioning to a rapidly changing domestic market will need to carry the support of those loyal JetBlue passengers who have used the airline for years.
\nI for one hope JetBlue make it; they’ve always been on-time and offered great service and value when I’ve used them, and hopefully that will be the case in the coming years in whatever shape or form they operate.
\n
The aviation industry can be the most unforgiving at times. Wafer thin margins on a capital-intensive industry, external factors always snapping away, fickle consumer demand and powerful competition makes for a tough environment that only a select few can withstand. Clever marketing, network coverage, strategic partnerships, brand loyalty and great products are all created to give airlines a competitive edge. While some achieve success, others get caught in “no man’s land”, struggling to break out of what appears to be a circle of ever-increasing issues. It feels like JetBlue may be in just that position.
\n","keywords":[],"enable_google_amp_output_override":false,"generate_json_ld_enabled":true,"composition_id":0,"is_crawlable_by_bots":false,"tag_ids":[66382214546],"topic_ids":[66382214546],"post_body":"
The aviation industry can be the most unforgiving at times. Wafer thin margins on a capital-intensive industry, external factors always snapping away, fickle consumer demand and powerful competition makes for a tough environment that only a select few can withstand. Clever marketing, network coverage, strategic partnerships, brand loyalty and great products are all created to give airlines a competitive edge. While some achieve success, others get caught in “no man’s land”, struggling to break out of what appears to be a circle of ever-increasing issues. It feels like JetBlue may be in just that position.
\n\nJetBlue launched in February 2000 as a fresh, exciting low-cost airline offering service levels that competed with the major US legacy airlines. They quickly earned a reputation for great service and being different in a tired market. Admired by many, the airline grew rapidly (as the chart below shows) offering 44.5 million seats in the peak years of 2019 and 2023 before capacity cuts in recent years have eased capacity back to just over 40 million seats in 2025.
\nJetBlue has always been a market ‘challenger’, offering value adds and pioneering in-flight services, all while being perceived as a value-for-money carrier. And, unlike other low-cost airlines, JetBlue evolved into a more hybrid model over time. Key developments in this evolution included:
\nEach of these additions gradually pulled the airline further away from its roots, adding costs and complexity to the business.
\nReflective of the direction of travel for JetBlue is a financial performance that continues to worry analysts, with the 2024 results showing significant deterioration compared to the previous year. And with concerns already expressed by the CEO regarding 2025’s results, while other airlines are making money, JetBlue can’t quite make it happen.
\nThe US domestic market is one of the fiercest, making survival particularly challenging. Both network breadth and market size can be crucial, although operating a large network of routes with low average frequency can lead to too much fragmentation; it really is a fine balancing act. The network maps below show how much capacity JetBlue has placed in each state this year.
\nFor JetBlue, some 60% of its capacity is allocated to New York and Florida, with the airline operating a network heavily skewed towards the East Coast. The significant reliance on these two states makes for a challenging market, as all major legacy and low-cost carriers are competing for every passenger in these key markets.
\nThe second capacity map shows that other very large markets such as California and Texas are now relatively small parts of the JetBlue network with 5% of JetBlue’s capacity allocated to California and Texas - a virtually unserved state with less than 200,000 seats allocated for 2025. In 2017, JetBlue operated some five million seats from California, equating to nearly 12% of the airline’s capacity with 23 routes dropped in the last two years, including Las Vegas – Long Beach and Long Beach – Oakland. JetBlue made significant capacity cutbacks from the California market citing the unprofitable network, however consolidation back to the East Coast has yet to secure a return on performance in the domestic market to date.
\nPart of the change in domestic structure from JetBlue was to support expansion into international markets, with 21% of capacity in 2025 allocated to such routes compared to 14% in 2017. Services from the East Coast to the Caribbean are important contributors to the network, but services to markets such as London, Paris, Amsterdam and Vancouver are probably still marginal on a year-round basis given the degree of competition. Taking the London Heathrow – New York market as an example, JetBlue will have a 4% share of all capacity making it the smallest operator in the market where they compete against all three airline alliances and their respective joint venture operations; making such a position profitable is tough.
\n
One of the first ingredients to a successful low-cost airline is a common operating fleet; the simplicity of the fleet equates to the lowest possible operating costs. JetBlue’s mixed fleet network began in 2005 when the first of their Embraers arrived and today some 24 of those are reported as inactive with the airline. Today, the airline operates a three-fleet programme consisting of approx. 220 A320s, 45 A220s and 12 ERJ170s. While perhaps “right sizing” capacity to market size adds a level of complexity to the operation, forcing the carrier to carry more cost than is perhaps ideal for the way the market is heading.
\nThe combination of all these factors strategically places JetBlue in probably a unique position in the US market, and in a softening market that position may not be the most desirable from which to rebuild profitability.
\nFor JetBlue each of those individual product elements may not seem significant, but roll them all up into one and the airline has entered the mid-market world between the low-cost and legacy carriers; a space that is both difficult to defend from the LCC competition and difficult to compete with the full-service carriers. Once popular, the term hybrid is increasingly code for not being sure what we are or what we do. JetBlue is at risk, or indeed may have already fallen into what feels like the black hole of a mid-market position where they are neither a legacy carrier with its attendant strengths or a low-cost carrier with an obsession on costs.
\nFalling into such a space is not new in the airline industry and many others have been there and continue to operate, while others have sadly failed or been acquired by larger operators able to drag them out of that position through radical reorganisation. Unfortunately for JetBlue, many of those that continue to operate in this space are state-owned entities regularly supported by additional funding from their governments, whereas JetBlue is, of course, driven by creating shareholder value with additional funding harder to secure.
\nNo one likes to see an airline struggling, especially when it has built such a strong brand with a lot of consumer loyalty. Equally, there are few industries as tough as the aviation sector and while new strategic partnerships may provide some hope, the reality is that a radical re-position and move in one direction or other is probably what’s required for the airline to work its way through the current challenges. And even then, aligning that repositioning to a rapidly changing domestic market will need to carry the support of those loyal JetBlue passengers who have used the airline for years.
\nI for one hope JetBlue make it; they’ve always been on-time and offered great service and value when I’ve used them, and hopefully that will be the case in the coming years in whatever shape or form they operate.
\n
The aviation industry can be the most unforgiving at times. Wafer thin margins on a capital-intensive industry, external factors always snapping away, fickle consumer demand and powerful competition makes for a tough environment that only a select few can withstand. Clever marketing, network coverage, strategic partnerships, brand loyalty and great products are all created to give airlines a competitive edge. While some achieve success, others get caught in “no man’s land”, struggling to break out of what appears to be a circle of ever-increasing issues. It feels like JetBlue may be in just that position.
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The aviation industry can be the most unforgiving at times. Wafer thin margins on a capital-intensive industry, external factors always snapping away, fickle consumer demand and powerful competition makes for a tough environment that only a select few can withstand. Clever marketing, network coverage, strategic partnerships, brand loyalty and great products are all created to give airlines a competitive edge. While some achieve success, others get caught in “no man’s land”, struggling to break out of what appears to be a circle of ever-increasing issues. It feels like JetBlue may be in just that position.
\n\nJetBlue launched in February 2000 as a fresh, exciting low-cost airline offering service levels that competed with the major US legacy airlines. They quickly earned a reputation for great service and being different in a tired market. Admired by many, the airline grew rapidly (as the chart below shows) offering 44.5 million seats in the peak years of 2019 and 2023 before capacity cuts in recent years have eased capacity back to just over 40 million seats in 2025.
\nJetBlue has always been a market ‘challenger’, offering value adds and pioneering in-flight services, all while being perceived as a value-for-money carrier. And, unlike other low-cost airlines, JetBlue evolved into a more hybrid model over time. Key developments in this evolution included:
\nEach of these additions gradually pulled the airline further away from its roots, adding costs and complexity to the business.
\nReflective of the direction of travel for JetBlue is a financial performance that continues to worry analysts, with the 2024 results showing significant deterioration compared to the previous year. And with concerns already expressed by the CEO regarding 2025’s results, while other airlines are making money, JetBlue can’t quite make it happen.
\nThe US domestic market is one of the fiercest, making survival particularly challenging. Both network breadth and market size can be crucial, although operating a large network of routes with low average frequency can lead to too much fragmentation; it really is a fine balancing act. The network maps below show how much capacity JetBlue has placed in each state this year.
\nFor JetBlue, some 60% of its capacity is allocated to New York and Florida, with the airline operating a network heavily skewed towards the East Coast. The significant reliance on these two states makes for a challenging market, as all major legacy and low-cost carriers are competing for every passenger in these key markets.
\nThe second capacity map shows that other very large markets such as California and Texas are now relatively small parts of the JetBlue network with 5% of JetBlue’s capacity allocated to California and Texas - a virtually unserved state with less than 200,000 seats allocated for 2025. In 2017, JetBlue operated some five million seats from California, equating to nearly 12% of the airline’s capacity with 23 routes dropped in the last two years, including Las Vegas – Long Beach and Long Beach – Oakland. JetBlue made significant capacity cutbacks from the California market citing the unprofitable network, however consolidation back to the East Coast has yet to secure a return on performance in the domestic market to date.
\nPart of the change in domestic structure from JetBlue was to support expansion into international markets, with 21% of capacity in 2025 allocated to such routes compared to 14% in 2017. Services from the East Coast to the Caribbean are important contributors to the network, but services to markets such as London, Paris, Amsterdam and Vancouver are probably still marginal on a year-round basis given the degree of competition. Taking the London Heathrow – New York market as an example, JetBlue will have a 4% share of all capacity making it the smallest operator in the market where they compete against all three airline alliances and their respective joint venture operations; making such a position profitable is tough.
\n
One of the first ingredients to a successful low-cost airline is a common operating fleet; the simplicity of the fleet equates to the lowest possible operating costs. JetBlue’s mixed fleet network began in 2005 when the first of their Embraers arrived and today some 24 of those are reported as inactive with the airline. Today, the airline operates a three-fleet programme consisting of approx. 220 A320s, 45 A220s and 12 ERJ170s. While perhaps “right sizing” capacity to market size adds a level of complexity to the operation, forcing the carrier to carry more cost than is perhaps ideal for the way the market is heading.
\nThe combination of all these factors strategically places JetBlue in probably a unique position in the US market, and in a softening market that position may not be the most desirable from which to rebuild profitability.
\nFor JetBlue each of those individual product elements may not seem significant, but roll them all up into one and the airline has entered the mid-market world between the low-cost and legacy carriers; a space that is both difficult to defend from the LCC competition and difficult to compete with the full-service carriers. Once popular, the term hybrid is increasingly code for not being sure what we are or what we do. JetBlue is at risk, or indeed may have already fallen into what feels like the black hole of a mid-market position where they are neither a legacy carrier with its attendant strengths or a low-cost carrier with an obsession on costs.
\nFalling into such a space is not new in the airline industry and many others have been there and continue to operate, while others have sadly failed or been acquired by larger operators able to drag them out of that position through radical reorganisation. Unfortunately for JetBlue, many of those that continue to operate in this space are state-owned entities regularly supported by additional funding from their governments, whereas JetBlue is, of course, driven by creating shareholder value with additional funding harder to secure.
\nNo one likes to see an airline struggling, especially when it has built such a strong brand with a lot of consumer loyalty. Equally, there are few industries as tough as the aviation sector and while new strategic partnerships may provide some hope, the reality is that a radical re-position and move in one direction or other is probably what’s required for the airline to work its way through the current challenges. And even then, aligning that repositioning to a rapidly changing domestic market will need to carry the support of those loyal JetBlue passengers who have used the airline for years.
\nI for one hope JetBlue make it; they’ve always been on-time and offered great service and value when I’ve used them, and hopefully that will be the case in the coming years in whatever shape or form they operate.
\n
The aviation industry can be the most unforgiving at times. Wafer thin margins on a capital-intensive industry, external factors always snapping away, fickle consumer demand and powerful competition makes for a tough environment that only a select few can withstand. Clever marketing, network coverage, strategic partnerships, brand loyalty and great products are all created to give airlines a competitive edge. While some achieve success, others get caught in “no man’s land”, struggling to break out of what appears to be a circle of ever-increasing issues. It feels like JetBlue may be in just that position.
\n\nJetBlue launched in February 2000 as a fresh, exciting low-cost airline offering service levels that competed with the major US legacy airlines. They quickly earned a reputation for great service and being different in a tired market. Admired by many, the airline grew rapidly (as the chart below shows) offering 44.5 million seats in the peak years of 2019 and 2023 before capacity cuts in recent years have eased capacity back to just over 40 million seats in 2025.
\nJetBlue has always been a market ‘challenger’, offering value adds and pioneering in-flight services, all while being perceived as a value-for-money carrier. And, unlike other low-cost airlines, JetBlue evolved into a more hybrid model over time. Key developments in this evolution included:
\nEach of these additions gradually pulled the airline further away from its roots, adding costs and complexity to the business.
\nReflective of the direction of travel for JetBlue is a financial performance that continues to worry analysts, with the 2024 results showing significant deterioration compared to the previous year. And with concerns already expressed by the CEO regarding 2025’s results, while other airlines are making money, JetBlue can’t quite make it happen.
\nThe US domestic market is one of the fiercest, making survival particularly challenging. Both network breadth and market size can be crucial, although operating a large network of routes with low average frequency can lead to too much fragmentation; it really is a fine balancing act. The network maps below show how much capacity JetBlue has placed in each state this year.
\nFor JetBlue, some 60% of its capacity is allocated to New York and Florida, with the airline operating a network heavily skewed towards the East Coast. The significant reliance on these two states makes for a challenging market, as all major legacy and low-cost carriers are competing for every passenger in these key markets.
\nThe second capacity map shows that other very large markets such as California and Texas are now relatively small parts of the JetBlue network with 5% of JetBlue’s capacity allocated to California and Texas - a virtually unserved state with less than 200,000 seats allocated for 2025. In 2017, JetBlue operated some five million seats from California, equating to nearly 12% of the airline’s capacity with 23 routes dropped in the last two years, including Las Vegas – Long Beach and Long Beach – Oakland. JetBlue made significant capacity cutbacks from the California market citing the unprofitable network, however consolidation back to the East Coast has yet to secure a return on performance in the domestic market to date.
\nPart of the change in domestic structure from JetBlue was to support expansion into international markets, with 21% of capacity in 2025 allocated to such routes compared to 14% in 2017. Services from the East Coast to the Caribbean are important contributors to the network, but services to markets such as London, Paris, Amsterdam and Vancouver are probably still marginal on a year-round basis given the degree of competition. Taking the London Heathrow – New York market as an example, JetBlue will have a 4% share of all capacity making it the smallest operator in the market where they compete against all three airline alliances and their respective joint venture operations; making such a position profitable is tough.
\n
One of the first ingredients to a successful low-cost airline is a common operating fleet; the simplicity of the fleet equates to the lowest possible operating costs. JetBlue’s mixed fleet network began in 2005 when the first of their Embraers arrived and today some 24 of those are reported as inactive with the airline. Today, the airline operates a three-fleet programme consisting of approx. 220 A320s, 45 A220s and 12 ERJ170s. While perhaps “right sizing” capacity to market size adds a level of complexity to the operation, forcing the carrier to carry more cost than is perhaps ideal for the way the market is heading.
\nThe combination of all these factors strategically places JetBlue in probably a unique position in the US market, and in a softening market that position may not be the most desirable from which to rebuild profitability.
\nFor JetBlue each of those individual product elements may not seem significant, but roll them all up into one and the airline has entered the mid-market world between the low-cost and legacy carriers; a space that is both difficult to defend from the LCC competition and difficult to compete with the full-service carriers. Once popular, the term hybrid is increasingly code for not being sure what we are or what we do. JetBlue is at risk, or indeed may have already fallen into what feels like the black hole of a mid-market position where they are neither a legacy carrier with its attendant strengths or a low-cost carrier with an obsession on costs.
\nFalling into such a space is not new in the airline industry and many others have been there and continue to operate, while others have sadly failed or been acquired by larger operators able to drag them out of that position through radical reorganisation. Unfortunately for JetBlue, many of those that continue to operate in this space are state-owned entities regularly supported by additional funding from their governments, whereas JetBlue is, of course, driven by creating shareholder value with additional funding harder to secure.
\nNo one likes to see an airline struggling, especially when it has built such a strong brand with a lot of consumer loyalty. Equally, there are few industries as tough as the aviation sector and while new strategic partnerships may provide some hope, the reality is that a radical re-position and move in one direction or other is probably what’s required for the airline to work its way through the current challenges. And even then, aligning that repositioning to a rapidly changing domestic market will need to carry the support of those loyal JetBlue passengers who have used the airline for years.
\nI for one hope JetBlue make it; they’ve always been on-time and offered great service and value when I’ve used them, and hopefully that will be the case in the coming years in whatever shape or form they operate.
\n
The aviation industry can be the most unforgiving at times. Wafer thin margins on a capital-intensive industry, external factors always snapping away, fickle consumer demand and powerful competition makes for a tough environment that only a select few can withstand. Clever marketing, network coverage, strategic partnerships, brand loyalty and great products are all created to give airlines a competitive edge. While some achieve success, others get caught in “no man’s land”, struggling to break out of what appears to be a circle of ever-increasing issues. It feels like JetBlue may be in just that position.
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The aviation industry can be the most unforgiving at times. Wafer thin margins on a capital-intensive industry, external factors always snapping away, fickle consumer demand and powerful competition makes for a tough environment that only a select few can withstand. Clever marketing, network coverage, strategic partnerships, brand loyalty and great products are all created to give airlines a competitive edge. While some achieve success, others get caught in “no man’s land”, struggling to break out of what appears to be a circle of ever-increasing issues. It feels like JetBlue may be in just that position.
","postListSummaryFeaturedImage":"https://www.oag.com/hubfs/JetBlue%20strategy%20blog.jpg","postRssContent":"
The aviation industry can be the most unforgiving at times. Wafer thin margins on a capital-intensive industry, external factors always snapping away, fickle consumer demand and powerful competition makes for a tough environment that only a select few can withstand. Clever marketing, network coverage, strategic partnerships, brand loyalty and great products are all created to give airlines a competitive edge. While some achieve success, others get caught in “no man’s land”, struggling to break out of what appears to be a circle of ever-increasing issues. It feels like JetBlue may be in just that position.
","postRssSummaryFeaturedImage":"https://www.oag.com/hubfs/JetBlue%20strategy%20blog.jpg","postSummary":"
The aviation industry can be the most unforgiving at times. Wafer thin margins on a capital-intensive industry, external factors always snapping away, fickle consumer demand and powerful competition makes for a tough environment that only a select few can withstand. Clever marketing, network coverage, strategic partnerships, brand loyalty and great products are all created to give airlines a competitive edge. While some achieve success, others get caught in “no man’s land”, struggling to break out of what appears to be a circle of ever-increasing issues. It feels like JetBlue may be in just that position.
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The aviation industry can be the most unforgiving at times. Wafer thin margins on a capital-intensive industry, external factors always snapping away, fickle consumer demand and powerful competition makes for a tough environment that only a select few can withstand. Clever marketing, network coverage, strategic partnerships, brand loyalty and great products are all created to give airlines a competitive edge. While some achieve success, others get caught in “no man’s land”, struggling to break out of what appears to be a circle of ever-increasing issues. It feels like JetBlue may be in just that position.
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The aviation industry can be the most unforgiving at times. Wafer thin margins on a capital-intensive industry, external factors always snapping away, fickle consumer demand and powerful competition makes for a tough environment that only a select few can withstand. Clever marketing, network coverage, strategic partnerships, brand loyalty and great products are all created to give airlines a competitive edge. While some achieve success, others get caught in “no man’s land”, struggling to break out of what appears to be a circle of ever-increasing issues. It feels like JetBlue may be in just that position.
\n\nJetBlue launched in February 2000 as a fresh, exciting low-cost airline offering service levels that competed with the major US legacy airlines. They quickly earned a reputation for great service and being different in a tired market. Admired by many, the airline grew rapidly (as the chart below shows) offering 44.5 million seats in the peak years of 2019 and 2023 before capacity cuts in recent years have eased capacity back to just over 40 million seats in 2025.
\nJetBlue has always been a market ‘challenger’, offering value adds and pioneering in-flight services, all while being perceived as a value-for-money carrier. And, unlike other low-cost airlines, JetBlue evolved into a more hybrid model over time. Key developments in this evolution included:
\nEach of these additions gradually pulled the airline further away from its roots, adding costs and complexity to the business.
\nReflective of the direction of travel for JetBlue is a financial performance that continues to worry analysts, with the 2024 results showing significant deterioration compared to the previous year. And with concerns already expressed by the CEO regarding 2025’s results, while other airlines are making money, JetBlue can’t quite make it happen.
\nThe US domestic market is one of the fiercest, making survival particularly challenging. Both network breadth and market size can be crucial, although operating a large network of routes with low average frequency can lead to too much fragmentation; it really is a fine balancing act. The network maps below show how much capacity JetBlue has placed in each state this year.
\nFor JetBlue, some 60% of its capacity is allocated to New York and Florida, with the airline operating a network heavily skewed towards the East Coast. The significant reliance on these two states makes for a challenging market, as all major legacy and low-cost carriers are competing for every passenger in these key markets.
\nThe second capacity map shows that other very large markets such as California and Texas are now relatively small parts of the JetBlue network with 5% of JetBlue’s capacity allocated to California and Texas - a virtually unserved state with less than 200,000 seats allocated for 2025. In 2017, JetBlue operated some five million seats from California, equating to nearly 12% of the airline’s capacity with 23 routes dropped in the last two years, including Las Vegas – Long Beach and Long Beach – Oakland. JetBlue made significant capacity cutbacks from the California market citing the unprofitable network, however consolidation back to the East Coast has yet to secure a return on performance in the domestic market to date.
\nPart of the change in domestic structure from JetBlue was to support expansion into international markets, with 21% of capacity in 2025 allocated to such routes compared to 14% in 2017. Services from the East Coast to the Caribbean are important contributors to the network, but services to markets such as London, Paris, Amsterdam and Vancouver are probably still marginal on a year-round basis given the degree of competition. Taking the London Heathrow – New York market as an example, JetBlue will have a 4% share of all capacity making it the smallest operator in the market where they compete against all three airline alliances and their respective joint venture operations; making such a position profitable is tough.
\n
One of the first ingredients to a successful low-cost airline is a common operating fleet; the simplicity of the fleet equates to the lowest possible operating costs. JetBlue’s mixed fleet network began in 2005 when the first of their Embraers arrived and today some 24 of those are reported as inactive with the airline. Today, the airline operates a three-fleet programme consisting of approx. 220 A320s, 45 A220s and 12 ERJ170s. While perhaps “right sizing” capacity to market size adds a level of complexity to the operation, forcing the carrier to carry more cost than is perhaps ideal for the way the market is heading.
\nThe combination of all these factors strategically places JetBlue in probably a unique position in the US market, and in a softening market that position may not be the most desirable from which to rebuild profitability.
\nFor JetBlue each of those individual product elements may not seem significant, but roll them all up into one and the airline has entered the mid-market world between the low-cost and legacy carriers; a space that is both difficult to defend from the LCC competition and difficult to compete with the full-service carriers. Once popular, the term hybrid is increasingly code for not being sure what we are or what we do. JetBlue is at risk, or indeed may have already fallen into what feels like the black hole of a mid-market position where they are neither a legacy carrier with its attendant strengths or a low-cost carrier with an obsession on costs.
\nFalling into such a space is not new in the airline industry and many others have been there and continue to operate, while others have sadly failed or been acquired by larger operators able to drag them out of that position through radical reorganisation. Unfortunately for JetBlue, many of those that continue to operate in this space are state-owned entities regularly supported by additional funding from their governments, whereas JetBlue is, of course, driven by creating shareholder value with additional funding harder to secure.
\nNo one likes to see an airline struggling, especially when it has built such a strong brand with a lot of consumer loyalty. Equally, there are few industries as tough as the aviation sector and while new strategic partnerships may provide some hope, the reality is that a radical re-position and move in one direction or other is probably what’s required for the airline to work its way through the current challenges. And even then, aligning that repositioning to a rapidly changing domestic market will need to carry the support of those loyal JetBlue passengers who have used the airline for years.
\nI for one hope JetBlue make it; they’ve always been on-time and offered great service and value when I’ve used them, and hopefully that will be the case in the coming years in whatever shape or form they operate.
\n
The aviation industry can be the most unforgiving at times. Wafer thin margins on a capital-intensive industry, external factors always snapping away, fickle consumer demand and powerful competition makes for a tough environment that only a select few can withstand. Clever marketing, network coverage, strategic partnerships, brand loyalty and great products are all created to give airlines a competitive edge. While some achieve success, others get caught in “no man’s land”, struggling to break out of what appears to be a circle of ever-increasing issues. It feels like JetBlue may be in just that position.
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Airports are extremely expensive to operate, and while every airport around the world has its peak hours of operation - there are equally as many hours of the day when many are like ghost towns, as they await their next flights and passengers. Even for airports such as Dubai and Atlanta that serve as major hubs connecting travellers across the globe, there are moments of relative calm. For smaller regional airports these quiet moments can be quite pronounced.
\nUltimately, airports are assets and like any asset maximising its utilisation is crucial. This means filling those quiet moments of the day becomes crucial for every airport planning team. To highlight how that can be done we’ve focused on one airport that has been particularly successful in recent times and all on one runway: London Gatwick (LGW).
\nLondon Gatwick is widely regarded as having the busiest single runway in the world, although with a planning application likely to be approved that may change in the next decade. In 2024 the airport handled 43.2 million passengers and some 262,000 movements, a far cry from the 26.8 million handled in 2000 - significant growth achieved without any new runway or terminal expansion.
\nThe chart below shows the number of scheduled flights departing each hour for the busiest day of those years between 05:00 and 23:00. Each line shows the growth in departures driven by new airlines operating at the airport and existing airlines such as easyJet, Wizzair and British Airways launching new routes and bases. Not surprisingly, the peak departure hour of 06:00 has seen the largest growth from just 5 departures to Tenerife, Brussels, Faro, Edinburgh and Paris in 2000 to 36 this year - with easyJet alone planning 27 departures. In total there are 439 scheduled departures on the busiest day compared to 301 departures in 2000, an impressive 45% growth in scheduled movements.
\nIntriguingly the peak hour for departures in 2000 was 11:00 with 28, in 2025 that hour now has less departures with 22, although in the same hour arrivals have increased by nearly 40% so actual usage of the runway has increased to 47 movements in the hour.
\nWith arrivals permitted throughout the day - although restricted late at night and early in the morning - the growth pattern is slightly different from that of departures. Reflective of Gatwick increasingly serving the local outbound demand the 39 arrivals between 05:00 and 08:00 this year are considerably below the 67 of 2000 when the airport was still a major arrival point for flights from the United States with services from Atlanta, Pittsburgh, Philadelphia and Charlotte among the markets served.
\nThe increasing local market position of Gatwick is also reflected in what were two of the quietest late hours of the day (22:00 & 23:00) when only four flights were scheduled to arrive in 2000, now handle 59 services, much to the pleasure of the handlers meeting those flights and clearing the baggage!
\n
London Gatwick’s busiest scheduled hour of the day this year will be 13:00 when 54 flights are planned, which is very similar to the 12:00 peak in 2000. However, the departing and arriving points of those flights are very different to twenty-five years ago with a greater focus on European markets.
\nAs a case study in maximising asset utilisation London Gatwick has done a great job in filling in the gaps and maximising their passenger throughput and of course revenues while at the same time firmly reaching a point where no more flights can be handled; after all, 54 in one hour is impressive on a single runway by any measure. Every airport in the world strives to replicate the growth and success that Gatwick has seen and that is precisely why airport CEOs are always reminding their commercial teams to “mind the gap”.
\n
Airports are extremely expensive to operate, and while every airport around the world has its peak hours of operation - there are equally as many hours of the day when many are like ghost towns, as they await their next flights and passengers. Even for airports such as Dubai and Atlanta that serve as major hubs connecting travellers across the globe, there are moments of relative calm. For smaller regional airports these quiet moments can be quite pronounced.
\nUltimately, airports are assets and like any asset maximising its utilisation is crucial. This means filling those quiet moments of the day becomes crucial for every airport planning team. To highlight how that can be done we’ve focused on one airport that has been particularly successful in recent times and all on one runway: London Gatwick (LGW).
\nLondon Gatwick is widely regarded as having the busiest single runway in the world, although with a planning application likely to be approved that may change in the next decade. In 2024 the airport handled 43.2 million passengers and some 262,000 movements, a far cry from the 26.8 million handled in 2000 - significant growth achieved without any new runway or terminal expansion.
\nThe chart below shows the number of scheduled flights departing each hour for the busiest day of those years between 05:00 and 23:00. Each line shows the growth in departures driven by new airlines operating at the airport and existing airlines such as easyJet, Wizzair and British Airways launching new routes and bases. Not surprisingly, the peak departure hour of 06:00 has seen the largest growth from just 5 departures to Tenerife, Brussels, Faro, Edinburgh and Paris in 2000 to 36 this year - with easyJet alone planning 27 departures. In total there are 439 scheduled departures on the busiest day compared to 301 departures in 2000, an impressive 45% growth in scheduled movements.
\nIntriguingly the peak hour for departures in 2000 was 11:00 with 28, in 2025 that hour now has less departures with 22, although in the same hour arrivals have increased by nearly 40% so actual usage of the runway has increased to 47 movements in the hour.
\nWith arrivals permitted throughout the day - although restricted late at night and early in the morning - the growth pattern is slightly different from that of departures. Reflective of Gatwick increasingly serving the local outbound demand the 39 arrivals between 05:00 and 08:00 this year are considerably below the 67 of 2000 when the airport was still a major arrival point for flights from the United States with services from Atlanta, Pittsburgh, Philadelphia and Charlotte among the markets served.
\nThe increasing local market position of Gatwick is also reflected in what were two of the quietest late hours of the day (22:00 & 23:00) when only four flights were scheduled to arrive in 2000, now handle 59 services, much to the pleasure of the handlers meeting those flights and clearing the baggage!
\nLondon Gatwick’s busiest scheduled hour of the day this year will be 13:00 when 54 flights are planned, which is very similar to the 12:00 peak in 2000. However, the departing and arriving points of those flights are very different to twenty-five years ago with a greater focus on European markets.
\nAs a case study in maximising asset utilisation London Gatwick has done a great job in filling in the gaps and maximising their passenger throughput and of course revenues while at the same time firmly reaching a point where no more flights can be handled; after all, 54 in one hour is impressive on a single runway by any measure. Every airport in the world strives to replicate the growth and success that Gatwick has seen and that is precisely why airport CEOs are always reminding their commercial teams to “mind the gap”.
\n
Airports are extremely expensive to operate, and while every airport around the world has its peak hours of operation - there are equally as many hours of the day when many are like ghost towns, as they await their next flights and passengers. Even for airports such as Dubai and Atlanta that serve as major hubs connecting travellers across the globe, there are moments of relative calm. For smaller regional airports these quiet moments can be quite pronounced.
\nUltimately, airports are assets and like any asset maximising its utilisation is crucial. This means filling those quiet moments of the day becomes crucial for every airport planning team. To highlight how that can be done we’ve focused on one airport that has been particularly successful in recent times and all on one runway: London Gatwick (LGW).
\nLondon Gatwick is widely regarded as having the busiest single runway in the world, although with a planning application likely to be approved that may change in the next decade. In 2024 the airport handled 43.2 million passengers and some 262,000 movements, a far cry from the 26.8 million handled in 2000 - significant growth achieved without any new runway or terminal expansion.
\nThe chart below shows the number of scheduled flights departing each hour for the busiest day of those years between 05:00 and 23:00. Each line shows the growth in departures driven by new airlines operating at the airport and existing airlines such as easyJet, Wizzair and British Airways launching new routes and bases. Not surprisingly, the peak departure hour of 06:00 has seen the largest growth from just 5 departures to Tenerife, Brussels, Faro, Edinburgh and Paris in 2000 to 36 this year - with easyJet alone planning 27 departures. In total there are 439 scheduled departures on the busiest day compared to 301 departures in 2000, an impressive 45% growth in scheduled movements.
\nIntriguingly the peak hour for departures in 2000 was 11:00 with 28, in 2025 that hour now has less departures with 22, although in the same hour arrivals have increased by nearly 40% so actual usage of the runway has increased to 47 movements in the hour.
\nWith arrivals permitted throughout the day - although restricted late at night and early in the morning - the growth pattern is slightly different from that of departures. Reflective of Gatwick increasingly serving the local outbound demand the 39 arrivals between 05:00 and 08:00 this year are considerably below the 67 of 2000 when the airport was still a major arrival point for flights from the United States with services from Atlanta, Pittsburgh, Philadelphia and Charlotte among the markets served.
\nThe increasing local market position of Gatwick is also reflected in what were two of the quietest late hours of the day (22:00 & 23:00) when only four flights were scheduled to arrive in 2000, now handle 59 services, much to the pleasure of the handlers meeting those flights and clearing the baggage!
\nLondon Gatwick’s busiest scheduled hour of the day this year will be 13:00 when 54 flights are planned, which is very similar to the 12:00 peak in 2000. However, the departing and arriving points of those flights are very different to twenty-five years ago with a greater focus on European markets.
\nAs a case study in maximising asset utilisation London Gatwick has done a great job in filling in the gaps and maximising their passenger throughput and of course revenues while at the same time firmly reaching a point where no more flights can be handled; after all, 54 in one hour is impressive on a single runway by any measure. Every airport in the world strives to replicate the growth and success that Gatwick has seen and that is precisely why airport CEOs are always reminding their commercial teams to “mind the gap”.
\n
Airports are extremely expensive to operate, and while every airport around the world has its peak hours of operation - there are equally as many hours of the day when many are like ghost towns, as they await their next flights and passengers. Even for airports such as Dubai and Atlanta that serve as major hubs connecting travellers across the globe, there are moments of relative calm. For smaller regional airports these quiet moments can be quite pronounced.
\nUltimately, airports are assets and like any asset maximising its utilisation is crucial. This means filling those quiet moments of the day becomes crucial for every airport planning team. To highlight how that can be done we’ve focused on one airport that has been particularly successful in recent times and all on one runway: London Gatwick (LGW).
\nLondon Gatwick is widely regarded as having the busiest single runway in the world, although with a planning application likely to be approved that may change in the next decade. In 2024 the airport handled 43.2 million passengers and some 262,000 movements, a far cry from the 26.8 million handled in 2000 - significant growth achieved without any new runway or terminal expansion.
\nThe chart below shows the number of scheduled flights departing each hour for the busiest day of those years between 05:00 and 23:00. Each line shows the growth in departures driven by new airlines operating at the airport and existing airlines such as easyJet, Wizzair and British Airways launching new routes and bases. Not surprisingly, the peak departure hour of 06:00 has seen the largest growth from just 5 departures to Tenerife, Brussels, Faro, Edinburgh and Paris in 2000 to 36 this year - with easyJet alone planning 27 departures. In total there are 439 scheduled departures on the busiest day compared to 301 departures in 2000, an impressive 45% growth in scheduled movements.
\nIntriguingly the peak hour for departures in 2000 was 11:00 with 28, in 2025 that hour now has less departures with 22, although in the same hour arrivals have increased by nearly 40% so actual usage of the runway has increased to 47 movements in the hour.
\nWith arrivals permitted throughout the day - although restricted late at night and early in the morning - the growth pattern is slightly different from that of departures. Reflective of Gatwick increasingly serving the local outbound demand the 39 arrivals between 05:00 and 08:00 this year are considerably below the 67 of 2000 when the airport was still a major arrival point for flights from the United States with services from Atlanta, Pittsburgh, Philadelphia and Charlotte among the markets served.
\nThe increasing local market position of Gatwick is also reflected in what were two of the quietest late hours of the day (22:00 & 23:00) when only four flights were scheduled to arrive in 2000, now handle 59 services, much to the pleasure of the handlers meeting those flights and clearing the baggage!
\nLondon Gatwick’s busiest scheduled hour of the day this year will be 13:00 when 54 flights are planned, which is very similar to the 12:00 peak in 2000. However, the departing and arriving points of those flights are very different to twenty-five years ago with a greater focus on European markets.
\nAs a case study in maximising asset utilisation London Gatwick has done a great job in filling in the gaps and maximising their passenger throughput and of course revenues while at the same time firmly reaching a point where no more flights can be handled; after all, 54 in one hour is impressive on a single runway by any measure. Every airport in the world strives to replicate the growth and success that Gatwick has seen and that is precisely why airport CEOs are always reminding their commercial teams to “mind the gap”.
\n
Airports are extremely expensive to operate, and while every airport around the world has its peak hours of operation - there are equally as many hours of the day when many are like ghost towns, as they await their next flights and passengers. Even for airports such as Dubai and Atlanta that serve as major hubs connecting travellers across the globe, there are moments of relative calm. For smaller regional airports these quiet moments can be quite pronounced.
\nUltimately, airports are assets and like any asset maximising its utilisation is crucial. This means filling those quiet moments of the day becomes crucial for every airport planning team. To highlight how that can be done we’ve focused on one airport that has been particularly successful in recent times and all on one runway: London Gatwick (LGW).
\nLondon Gatwick is widely regarded as having the busiest single runway in the world, although with a planning application likely to be approved that may change in the next decade. In 2024 the airport handled 43.2 million passengers and some 262,000 movements, a far cry from the 26.8 million handled in 2000 - significant growth achieved without any new runway or terminal expansion.
\nThe chart below shows the number of scheduled flights departing each hour for the busiest day of those years between 05:00 and 23:00. Each line shows the growth in departures driven by new airlines operating at the airport and existing airlines such as easyJet, Wizzair and British Airways launching new routes and bases. Not surprisingly, the peak departure hour of 06:00 has seen the largest growth from just 5 departures to Tenerife, Brussels, Faro, Edinburgh and Paris in 2000 to 36 this year - with easyJet alone planning 27 departures. In total there are 439 scheduled departures on the busiest day compared to 301 departures in 2000, an impressive 45% growth in scheduled movements.
\nIntriguingly the peak hour for departures in 2000 was 11:00 with 28, in 2025 that hour now has less departures with 22, although in the same hour arrivals have increased by nearly 40% so actual usage of the runway has increased to 47 movements in the hour.
\nWith arrivals permitted throughout the day - although restricted late at night and early in the morning - the growth pattern is slightly different from that of departures. Reflective of Gatwick increasingly serving the local outbound demand the 39 arrivals between 05:00 and 08:00 this year are considerably below the 67 of 2000 when the airport was still a major arrival point for flights from the United States with services from Atlanta, Pittsburgh, Philadelphia and Charlotte among the markets served.
\nThe increasing local market position of Gatwick is also reflected in what were two of the quietest late hours of the day (22:00 & 23:00) when only four flights were scheduled to arrive in 2000, now handle 59 services, much to the pleasure of the handlers meeting those flights and clearing the baggage!
\nLondon Gatwick’s busiest scheduled hour of the day this year will be 13:00 when 54 flights are planned, which is very similar to the 12:00 peak in 2000. However, the departing and arriving points of those flights are very different to twenty-five years ago with a greater focus on European markets.
\nAs a case study in maximising asset utilisation London Gatwick has done a great job in filling in the gaps and maximising their passenger throughput and of course revenues while at the same time firmly reaching a point where no more flights can be handled; after all, 54 in one hour is impressive on a single runway by any measure. Every airport in the world strives to replicate the growth and success that Gatwick has seen and that is precisely why airport CEOs are always reminding their commercial teams to “mind the gap”.
\n
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Siddharth Narkhede, Head of Airline Analysis at Ishka, to investigate the current operating environment for airlines.
\n\nThe live panel discussed:
\nAs usual, the panel began by starting at the top and looking at global growth trends before moving on to this month's subject matter:
\nNext, the panel examined the current composition of capacity from an aircraft group type perspective, grouping current operations into five categories.
\nNext, the panel looked forward to analyse what is on order as of now, across the same fleet categories:
\nNext, the panel discussed some of the key infrastructure investment challenges emerging, citing ATC as a key example:
\n\n\n\n
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Siddharth Narkhede, Head of Airline Analysis at Ishka, to investigate the current operating environment for airlines.
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\n\nThe live panel discussed:
\nAs usual, the panel began by starting at the top and looking at global growth trends before moving on to this month's subject matter:
\nNext, the panel examined the current composition of capacity from an aircraft group type perspective, grouping current operations into five categories.
\nNext, the panel looked forward to analyse what is on order as of now, across the same fleet categories:
\nNext, the panel discussed some of the key infrastructure investment challenges emerging, citing ATC as a key example:
\n\n\n\n
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Siddharth Narkhede, Head of Airline Analysis at Ishka, to investigate the current operating environment for airlines.
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this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Brett Snyder, President of Cranky Flier, to explore Summer 2025 capacity and frequency trends in the US market. 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\n\nThe panel began by exploring global growth trends:
\nWhile discussing the data for the summer season, the panel stressed how this is a constantly evolving time for the industry, and that it's going to ultimately be tricky to predict how the market will behave over the coming months, weeks, and even days:
\nDespite the uncertainty, at this point in the discussion, John asked, \"Brett, you're very in tune with the market. If you had to give a synopsis of what's happening in the first three months of this year and how the next three months look, what would your perspective be of the current state of the aviation industry?\" (A tricky question to ask when, as Brett puts it, we don't know what's going to happen tomorrow!)
\n\nThe panel then dived into the data for US domestic and international capacity:
\nAs the panel discussed the GDP forecast, the conversation turned to factors that may impact demand in the domestic market, including political and economic factors. To what extent will the cost of living and uncertainty in the US political system impact consumer confidence?
\n\n
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Brett Snyder, President of Cranky Flier, to explore Summer 2025 capacity and frequency trends in the US market. The live panel discussed:
\n\nThe panel began by exploring global growth trends:
\nWhile discussing the data for the summer season, the panel stressed how this is a constantly evolving time for the industry, and that it's going to ultimately be tricky to predict how the market will behave over the coming months, weeks, and even days:
\nDespite the uncertainty, at this point in the discussion, John asked, \"Brett, you're very in tune with the market. If you had to give a synopsis of what's happening in the first three months of this year and how the next three months look, what would your perspective be of the current state of the aviation industry?\" (A tricky question to ask when, as Brett puts it, we don't know what's going to happen tomorrow!)
\n\nThe panel then dived into the data for US domestic and international capacity:
\nAs the panel discussed the GDP forecast, the conversation turned to factors that may impact demand in the domestic market, including political and economic factors. To what extent will the cost of living and uncertainty in the US political system impact consumer confidence?
\n\n
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Brett Snyder, President of Cranky Flier, to explore Summer 2025 capacity and frequency trends in the US market. The live panel discussed:
\n\nThe panel began by exploring global growth trends:
\nWhile discussing the data for the summer season, the panel stressed how this is a constantly evolving time for the industry, and that it's going to ultimately be tricky to predict how the market will behave over the coming months, weeks, and even days:
\nDespite the uncertainty, at this point in the discussion, John asked, \"Brett, you're very in tune with the market. If you had to give a synopsis of what's happening in the first three months of this year and how the next three months look, what would your perspective be of the current state of the aviation industry?\" (A tricky question to ask when, as Brett puts it, we don't know what's going to happen tomorrow!)
\n\nThe panel then dived into the data for US domestic and international capacity:
\nAs the panel discussed the GDP forecast, the conversation turned to factors that may impact demand in the domestic market, including political and economic factors. To what extent will the cost of living and uncertainty in the US political system impact consumer confidence?
\n\n
For this month's aviation industry webinar, Deirdre Fulton and John Grant were joined by Brett Snyder, President of Cranky Flier, to explore Summer 2025 capacity and frequency trends in the US market. The live panel discussed:
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\nAs the panel discussed the GDP forecast, the conversation turned to factors that may impact demand in the domestic market, including political and economic factors. To what extent will the cost of living and uncertainty in the US political system impact consumer confidence?
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\nDuring the busiest months, the demand on airline catering is significant, placing immense pressure on suppliers to deliver exceptional service. To meet this demand, companies like gategroup - the leading airline catering and retail-on-board supplier - engage in a daily preparation process that encompasses a multitude of complex operations.
\nJohn Grant (Chief Analyst at OAG) speaks to Dave Ingram, Senior Project Manager at gategroup to discuss how they manage an intricate operation and the challenges they often face. Tune in now...
\n\n![\"Dave-Ingram-OAG-On-Air-Podcast\"](\"https://www.oag.com/hubfs/Podcast/Dave-Ingram-OAG-On-Air-Podcast.jpg\")
You can also listen here: Apple Podcasts, Spotify, Google, Stitcher, Tune In
\nOr search for OAG On Air on your preferred podcast provider! 🎧
\n
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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\nJohn Grant (Chief Analyst at OAG) speaks to Dave Ingram, Senior Project Manager at gategroup to discuss how they manage an intricate operation and the challenges they often face. Tune in now...
\n\n
You can also listen here: Apple Podcasts, Spotify, Google, Stitcher, Tune In
\nOr search for OAG On Air on your preferred podcast provider! 🎧
\n
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.
\nDuring the busiest months, the demand on airline catering is significant, placing immense pressure on suppliers to deliver exceptional service. To meet this demand, companies like gategroup - the leading airline catering and retail-on-board supplier - engage in a daily preparation process that encompasses a multitude of complex operations.
\nJohn Grant (Chief Analyst at OAG) speaks to Dave Ingram, Senior Project Manager at gategroup to discuss how they manage an intricate operation and the challenges they often face. Tune in now...
\n\n
You can also listen here: Apple Podcasts, Spotify, Google, Stitcher, Tune In
\nOr search for OAG On Air on your preferred podcast provider! 🎧
\n
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.
\nDuring the busiest months, the demand on airline catering is significant, placing immense pressure on suppliers to deliver exceptional service. To meet this demand, companies like gategroup - the leading airline catering and retail-on-board supplier - engage in a daily preparation process that encompasses a multitude of complex operations.
\nJohn Grant (Chief Analyst at OAG) speaks to Dave Ingram, Senior Project Manager at gategroup to discuss how they manage an intricate operation and the challenges they often face. Tune in now...
\n\n
You can also listen here: Apple Podcasts, Spotify, Google, Stitcher, Tune In
\nOr search for OAG On Air on your preferred podcast provider! 🎧
\n
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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\nJohn Grant (Chief Analyst at OAG) speaks to Dave Ingram, Senior Project Manager at gategroup to discuss how they manage an intricate operation and the challenges they often face. Tune in now...
\n\n
You can also listen here: Apple Podcasts, Spotify, Google, Stitcher, Tune In
\nOr search for OAG On Air on your preferred podcast provider! 🎧
\n
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In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
![\"Brent-Hill-Tourism-Fiji\"](\"https://www.oag.com/hubfs/Podcast/Brent-Hill-Tourism-Fiji.jpg\")
You can also listen here: Apple Podcasts, Spotify, Google, Stitcher, Tune In
\nOr search for OAG On Air on your preferred podcast provider! 🎧
\n
With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
You can also listen here: Apple Podcasts, Spotify, Google, Stitcher, Tune In
\nOr search for OAG On Air on your preferred podcast provider! 🎧
\n
With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
You can also listen here: Apple Podcasts, Spotify, Google, Stitcher, Tune In
\nOr search for OAG On Air on your preferred podcast provider! 🎧
\n
With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
You can also listen here: Apple Podcasts, Spotify, Google, Stitcher, Tune In
\nOr search for OAG On Air on your preferred podcast provider! 🎧
\n
With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
With the global recovery well underway it's noticeable how many destinations are adjusting their strategies and products to be more environmentally friendly and, of course, sustainable.
In this episode, John Grant talks to Brent Hill, Chief Executive Officer at Tourism Fiji, about how the destination is changing its marketing, product offering and most importantly how it's recovering from a pandemic. For any island economy, air services are essential, and Fiji is one of the few destinations to have both a long-haul local airline and a mix of inbound international services.
You can also listen here: Apple Podcasts, Spotify, Google, Stitcher, Tune In
\nOr search for OAG On Air on your preferred podcast provider! 🎧
\n
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.
On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
\n
![\"OAG-On-Air-Podcast\"](\"https://www.oag.com/hubfs/Podcast/Featured%20Images/OAG-On-Air-Podcast.jpg\")
On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
\n
On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
\n
On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
\n
On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
\n
On this episode of OAG On Air, Campbell Wilson - CEO at Scoot, a Singaporean low-cost airline - joins John Grant to discuss aviation's journey to recovery, his experiences and insights from a 26 year career with Singapore Airlines Group, how Scoot is responding as Asia reopens and the new opportunities that have arisen.
Fasten your seat belt, sit back and tune in!
Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
\nDethroning 3-time winner airBaltic was no easy task, but in 2018, Copa Airlines topped the ranking as the most punctual airline in the world with OTP of 89.79%, becoming the first-ever Latin American winner of the League.
\nIn fact, it's been a brilliant year for South America as LATAM Airlines Group came first in our Mega Airlines category with on-time performance of 85.60%, climbing a remarkable seven places and knocking Japan Airlines off top-spot. The success follows in our Medium Airports category as Panama City climbs from 3rd to 1st.
\nWe also welcome five new entrants in the Small Airports category, with Minsk going on to claim first place, but it is Japan which continues its excellent standards by winning the Large Airport and Mega Airport categories with Osaka and Tokyo Haneda respectively holding onto the top spots.
\nWith so many airlines and airports anticipating this report, it's no wonder the Punctuality League is being recognised as the world's definitive measurement of on-time performance. There's plenty of hot topics and discussions set to arise from these results, so make sure you're part of the action and download your very own copy using the form at the top of this page.
","post_summary":"Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
\n","blog_post_schedule_task_uid":null,"blog_publish_to_social_media_task":"DONE_NOT_SENT","blog_publish_instant_email_task_uid":"DONE","blog_publish_instant_email_campaign_id":null,"blog_publish_instant_email_retry_count":null,"rss_body":"Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
\nDethroning 3-time winner airBaltic was no easy task, but in 2018, Copa Airlines topped the ranking as the most punctual airline in the world with OTP of 89.79%, becoming the first-ever Latin American winner of the League.
\nIn fact, it's been a brilliant year for South America as LATAM Airlines Group came first in our Mega Airlines category with on-time performance of 85.60%, climbing a remarkable seven places and knocking Japan Airlines off top-spot. The success follows in our Medium Airports category as Panama City climbs from 3rd to 1st.
\nWe also welcome five new entrants in the Small Airports category, with Minsk going on to claim first place, but it is Japan which continues its excellent standards by winning the Large Airport and Mega Airport categories with Osaka and Tokyo Haneda respectively holding onto the top spots.
\nWith so many airlines and airports anticipating this report, it's no wonder the Punctuality League is being recognised as the world's definitive measurement of on-time performance. There's plenty of hot topics and discussions set to arise from these results, so make sure you're part of the action and download your very own copy using the form at the top of this page.
","rss_summary":"Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
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\nDethroning 3-time winner airBaltic was no easy task, but in 2018, Copa Airlines topped the ranking as the most punctual airline in the world with OTP of 89.79%, becoming the first-ever Latin American winner of the League.
\nIn fact, it's been a brilliant year for South America as LATAM Airlines Group came first in our Mega Airlines category with on-time performance of 85.60%, climbing a remarkable seven places and knocking Japan Airlines off top-spot. The success follows in our Medium Airports category as Panama City climbs from 3rd to 1st.
\nWe also welcome five new entrants in the Small Airports category, with Minsk going on to claim first place, but it is Japan which continues its excellent standards by winning the Large Airport and Mega Airport categories with Osaka and Tokyo Haneda respectively holding onto the top spots.
\nWith so many airlines and airports anticipating this report, it's no wonder the Punctuality League is being recognised as the world's definitive measurement of on-time performance. There's plenty of hot topics and discussions set to arise from these results, so make sure you're part of the action and download your very own copy using the form at the top of this page.
","postBodyRss":"Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
\nDethroning 3-time winner airBaltic was no easy task, but in 2018, Copa Airlines topped the ranking as the most punctual airline in the world with OTP of 89.79%, becoming the first-ever Latin American winner of the League.
\nIn fact, it's been a brilliant year for South America as LATAM Airlines Group came first in our Mega Airlines category with on-time performance of 85.60%, climbing a remarkable seven places and knocking Japan Airlines off top-spot. The success follows in our Medium Airports category as Panama City climbs from 3rd to 1st.
\nWe also welcome five new entrants in the Small Airports category, with Minsk going on to claim first place, but it is Japan which continues its excellent standards by winning the Large Airport and Mega Airport categories with Osaka and Tokyo Haneda respectively holding onto the top spots.
\nWith so many airlines and airports anticipating this report, it's no wonder the Punctuality League is being recognised as the world's definitive measurement of on-time performance. There's plenty of hot topics and discussions set to arise from these results, so make sure you're part of the action and download your very own copy using the form at the top of this page.
","postEmailContent":"Another year, another look at on-time performance for the world's airlines and airports and 2019's edition makes for some very interesting analysis, especially as sitting on top of this year's league is a brand new winner in airline punctuality.
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\nDethroning 3-time winner airBaltic was no easy task, but in 2018, Copa Airlines topped the ranking as the most punctual airline in the world with OTP of 89.79%, becoming the first-ever Latin American winner of the League.
\nIn fact, it's been a brilliant year for South America as LATAM Airlines Group came first in our Mega Airlines category with on-time performance of 85.60%, climbing a remarkable seven places and knocking Japan Airlines off top-spot. The success follows in our Medium Airports category as Panama City climbs from 3rd to 1st.
\nWe also welcome five new entrants in the Small Airports category, with Minsk going on to claim first place, but it is Japan which continues its excellent standards by winning the Large Airport and Mega Airport categories with Osaka and Tokyo Haneda respectively holding onto the top spots.
\nWith so many airlines and airports anticipating this report, it's no wonder the Punctuality League is being recognised as the world's definitive measurement of on-time performance. There's plenty of hot topics and discussions set to arise from these results, so make sure you're part of the action and download your very own copy using the form at the top of this page.
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\nIn fact, it's been a brilliant year for South America as LATAM Airlines Group came first in our Mega Airlines category with on-time performance of 85.60%, climbing a remarkable seven places and knocking Japan Airlines off top-spot. The success follows in our Medium Airports category as Panama City climbs from 3rd to 1st.
\nWe also welcome five new entrants in the Small Airports category, with Minsk going on to claim first place, but it is Japan which continues its excellent standards by winning the Large Airport and Mega Airport categories with Osaka and Tokyo Haneda respectively holding onto the top spots.
\nWith so many airlines and airports anticipating this report, it's no wonder the Punctuality League is being recognised as the world's definitive measurement of on-time performance. There's plenty of hot topics and discussions set to arise from these results, so make sure you're part of the action and download your very own copy using the form at the top of this page.
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