The merger with US Airways has been official since December 2013. What has changed since then?
Craig Dewey - A lot has changed for American: we've created the biggest and best network, we've integrated the largest number of codeshares worldwide. We've also merged our airport lounges, while continuing to repaint our aircraft: 44%s in our fleet now display our new colours, including all wide-body aircraft. We also have a unique frequent flyer programme. At the beginning of the year we received a unique operating certificate from the FAA. The next stage, on which we are currently focusing, concerns the integration of the two reservation systems, which will be unified later this year.
When will the new American definitively replace the two "old" companies?
C. D. - This transformation is already underway. A merger is a three-year process. But most of the visible elements of this transformation are already in place: the new aircraft livery, the standardisation of service... We have also aligned the fare classes. For passengers, most of the results of the merger are already visible.
What role do Europe and France play in American Airlines' strategy?
C. D. - Europe and France are very important markets. The EMEA network (Europe, Middle East, Africa) is a priority for American, which will be offering 66 daily departures there this year. In France this summer, we are operating eight daily departures to seven destinations in the United States. With the exception of the UK, we serve more destinations from France than from any other European market, not to mention the other flights offered by our partners, particularly at Orly.
What's new on the European market?
C. D. - We have added three new routes this yearThese are Edinburgh-New York, Birmingham-New York and Frankfurt-Miami. Since the merger, our European network is bigger than ever, with 66 daily flights. And I am certain that our presence in Europe and France will continue to grow in the future.
Some companies feared that rates would rise as a result of the merger...
C. D. - Fares are linked to the law of supply and demand. The airline market is highly competitive. It always has been - at least for as long as I've been in it, which is about twenty years. Price rises and falls depend on the time of year and on demand. Passengers will choose the product they think is worth the price.
Are you developing new services for business travellers?
C. D. - Business travelers are a priority for American Airlines. A new aircraft joins our fleet every week. Whether it's the 777-300, our star product, or the A321T, which American Airlines is the only airline to operate in three classes on transcontinental flights from New York to Los Angeles and San Francisco. Aircraft serving European destinations are being refurbished, offering premium travellers enhanced on-board service, and we are in the process of equipping our aircraft with a Wi-Fi connection. So we make sure we give passengers the means to stay productive during their flight. We also offer various programmes dedicated to businesses, working in particular with our partners British Airways and Iberia, to guarantee passengers real flexibility in terms of choice. In fact, last month we launched a programme dedicated to small businesses, On Businesswhich enables them to obtain special fares on the American Airlines, Iberia and British Airways networks, not only in the United States but also internationally.
Europe's Top 5 airlines - including IAG - have just signed up a joint appeal arguing in favour of boosting the sector's competitiveness. Do you see consolidation and mergers between companies as the answer to this need for competitiveness?
C. D. - I can't talk about this joint declaration. But as I said, the sector is highly competitive. So is the European market for transatlantic services. Consolidation improves the customer's travel experience. It is necessary in order to build a network large enough to offer travellers the flexibility they need to travel. It also allows us to strengthen ourselves to provide additional investment in our product, such as the new aircraft we are integrating, or those we are renovating. Our two billion dollars of investmentThis consolidation will make it possible to offer our customers a complete range of products, not only in-flight but also on the ground.
