{"id":163909,"date":"2024-01-08T09:39:38","date_gmt":"2024-01-08T08:39:38","guid":{"rendered":"https:\/\/www.voyages-d-affaires.com\/?p=163909"},"modified":"2024-01-08T11:27:04","modified_gmt":"2024-01-08T10:27:04","slug":"interview-paul-chiambaretto-chair-pegase","status":"publish","type":"post","link":"https:\/\/www.voyages-d-affaires.com\/en\/interview-paul-chiambaretto-chair-pegase","title":{"rendered":"Interview with : Paul Chiambaretto, Director of the Pegasus Chair"},"content":{"rendered":"

What are the trends and challenges facing the airline industry in 2024, particularly for business travellers?<\/h3>\r\n\r\n\r\n\r\n

Paul Chiambaretto -<\/strong> Macroeconomic trends, and the economic and financial figures for IATA <\/strong>confirm it<\/a>are rather optimistic about the air traffic demand<\/strong> at global level. This will enable us to exceed 2019 levels. There is, however, a major downside that all the airlines are highlighting: the return of leisure customers is much less marked on the professional segment<\/strong>. This can be explained both by the alternative offered by the video<\/strong>but also by the greatest environmental sensitivity<\/strong> among companies. This is true of large groups, but VSEs and SMEs are less sensitive to this issue. They are less concerned about financial and, above all, non-financial reporting. Unlike large groups with subsidiaries, for whom a lot of travel has been replaced by videoconferencing, small organisations are more focused on prospecting, and need to convince external contacts, which means travelling.<\/p>\r\n\r\n\r\n\r\n

The Pegasus Chair had tried to project itself into 2021 on the basis of a sustainable transfer of air travel to videoconferencing<\/a>...<\/h3>\r\n\r\n\r\n\r\n

Paul Chiambaretto -<\/strong> It was a complicated exercise. Today, it is estimated that between 25 and 30% of professional demand is not being met. So I'd say we weren't too far off the mark! The big question is: will it be sustainable? I remain convinced that the current projects were initiated before the health crisis, and that to really launch new projects, large-scale projects, or go out and find new customers, you have to go and see them face to face, whether by train or by plane. There's another point that has an impact on business customers: the loyalty programmes<\/strong> have not changed one iota. In fact, they are tending to get tougher. We find ourselves in a paradoxical situation: business customers, who have been enormously loyal to the carriers in recent years, and who are going through a difficult period because their company no longer allows them to travel as much, are being punished. Perhaps the airlines need to work on reducing the number of flights required for some of their loyalty programmes, quite simply because the volumes required are no longer feasible<\/strong>. For example, someone who only flies with Transavia on domestic routes and who wants to become Platinum must make 150 flights a year. That's 3 domestic flights a week, with no holidays... And you can't make that calculation while talking about measured consumption.<\/p>\r\n\r\n\r\n\r\n