Pierre-Olivier Bandet -<\/strong> We offer 5 weekly flights<\/strong> at peak times, provided in Boeing 777-200<\/strong> equipped with the latest long-haul cabins. But in fact, the aim is to achieve a daily frequency<\/strong>At least during the summer, as it's a fairly seasonal destination.<\/p>\n P.-O. B. -<\/strong> The route had good load factors, but profitability was not at the expected level. Air France was going through a difficult period, and we had to cut back on a number of destinations. Delta<\/strong> was in a better situation and had therefore taken over the line, which enabled us to maintain a commercial presence in Seattle<\/strong>. Since then, the environment has changed, Seattle has developed and many major American companies have set up there. Delta has also developed a hub structure<\/strong>In addition to the Pacific, Air France also serves the West Coast of the United States, enabling us to benefit from connecting traffic. At the same time, Air France has reduced its costs. We therefore believe that the time is right to take over this route, by offering a complementary timetable to the Delta flight<\/strong>.<\/p>\n P.-O. B. -<\/strong> Both leisure and business travellers. We're expecting more American customers travelling to Paris and Europe, with a connection from our airport. Paris-CDG hub<\/strong>. According to Delta's current figures, 65% of customers on this route are customers from the United States<\/strong>. The centre of gravity of the customer base is therefore tilting more towards the United States at the moment.<\/p>\n Pierre-Olivier Bandet -<\/strong>\u00a0The US market may be mature, but it is still a development market<\/strong>. We can count on the strengthening our joint venture with Delta<\/strong>and the arrival of Virgin Atlantic<\/strong><\/a> in this alliance. We will therefore continue to grow in the United States, by increasing frequencies to existing destinations or adding new routes.<\/p>\n P.-O. B. -<\/strong> We integrate joint venture with KLM and Kenya Airways<\/strong>a long-standing partner. We offer this flight in addition to the one insured by daily by Kenya Airways from Paris<\/strong>. The inaugural flight took place on 25 March<\/strong>. The schedules of Air France and Kenya Airways flights complement each other perfectly. We leave in the evening and return during the day. This is a destination more geared towards the premium leisure segment<\/strong>In addition, Kenya Airways offers flights to other destinations in West Africa. Historically, Air France has had a strong presence in West Africa, while KLM is more present in the east of the continent. Here too, in Nairobi, our aim is to gradually switch to daily frequency<\/strong>.<\/p>\n We are committed to growth<\/p><\/blockquote>\n P.-O. B. -<\/strong> The latest news in the programme is the strong growth in long-haul capacity this summer<\/strong> (+4%). We open five destinations from Paris<\/strong> - Charles de Gaulle<\/strong>We've only operated during the winter months up to now, and we're now extending this to the summer months, as we've already done with Cancun and Cape Town. So we're in a growth logic<\/strong>. On the medium-haul<\/strong> We have also announced a number of new routes and increased frequencies. This growth is mainly based on better use of our equipment<\/strong>. We don't have more aircraft than last year, we're just flying them more.<\/p>\n P.-O. B. -<\/strong> This is obviously a high-growth area for air transport. Air France is facing Increased competition in South-East Asia<\/strong>particularly from Gulf companies<\/a><\/strong>. But we're not standing still, and this summer we're launching a new route between Paris and Taipei<\/strong>a destination historically served by KLM. This route opening is part of a tactical partnership with China Airlines<\/strong>a partner in SkyTeam<\/a><\/strong>which wanted to position itself on the road. This is a joint marketing venture, with a seatbox system, not a joint venture.<\/p>\n Pierre-Olivier Bandet -<\/strong> Yes, but there are also many levers in the development of our existing partnerships<\/strong>. Le merger with Jet Airways<\/a> is starting to take shape, we are also working with two Chinese companies, China Eastern<\/strong> which has become a major partner since taking a stake in Air France - KLM last year, and China Southern<\/strong>. We may have to look for new partnerships, but we already have a good set of partnerships and alliances on which we can build.<\/p>\n test a certain number of destinations, and know when to stop if it doesn't work, don't have too much ego<\/p><\/blockquote>\n P.-O. B. -<\/strong> Something that had begun upstream but was amplified as part of the \"Trust Together<\/a><\/strong>is the idea ofbe more agile<\/strong> in deploying our capacities. It's a question of testing a certain number of destinations, and knowing when to stop if it doesn't work, and not having too much ego. This is all the more true for short- and medium-haul networks, which sell out relatively quickly. Sales periods are relatively short, so we can adapt with a few months' notice. On long-haul routes, however, we need to remain realistic: destinations such as Seattle or Nairobi need to be announced sufficiently in advance to be well marketed.<\/p>\n P.-O. B. -<\/strong> If we take the example of Joon in Fortaleza<\/strong>With the launch of our new route, we will have taken around a year from the time we identify the potential of the route to the actual launch. The time obviously varies according to the type of destination, but we generally have to put the product up for sale six months in advance. Sometimes even longer, for destinations targeting tour operators. We speed up the decision-making process<\/strong>A wrong choice of destination, aircraft type or timetable can cost millions, even millions of euros. tens of millions of euros<\/strong>. So there's no need to roll the dice when it comes to targeting destinations!<\/p>\n P.-O. B. -<\/strong> A few years ago, the priority was to build a solid programme in terms of frequencies, particularly for the business customers<\/strong>even if it means limiting the number of destinations. The paradigm has shifted somewhat. Distribution methods have changed, and everything moves much faster. Our customers no longer book their holidays six months in advance, or at least not any more. So we can afford to offer destinations for sale later. From this point of view, we have also become much more flexible. inspired by KLM<\/strong>who wasn't afraid to test certain destinations.<\/p>\n Joon allows us to test ideas before rolling them out across the Air France network.<\/p><\/blockquote>\nWhy did you stop this link in 2012?<\/h3>\n
What kind of clientele are you expecting on board your aircraft on this route?<\/h3>\n
So the US market still offers opportunities for growth?<\/h3>\n
The other news concerns the opening of the Paris-Nairobi flight...<\/h3>\n
More generally, how would you describe the development of Air France's flight schedule?<\/h3>\n
What about the Asian market?<\/h3>\n
Are you still looking for partnerships in this Asian market?<\/h3>\n
What has changed in programme and fleet management in recent years, particularly with the Trust Together plan?<\/h3>\n
How long does it take between a decision being taken and the opening of a new line?<\/h3>\n
How is the choice made today between the number of destinations and consistency in terms of frequency?<\/h3>\n
Qantas recently launched a flight between London and Perth<\/a>. To what extent is the performance of the new devices changing the mapping of the network?<\/h3>\n