{"id":75557,"date":"2018-07-18T10:00:36","date_gmt":"2018-07-18T08:00:36","guid":{"rendered":"https:\/\/www.voyages-d-affaires.com\/?p=75557"},"modified":"2018-07-18T12:02:10","modified_gmt":"2018-07-18T10:02:10","slug":"companies-launch-new-line","status":"publish","type":"post","link":"https:\/\/www.voyages-d-affaires.com\/en\/companies-launch-new-line","title":{"rendered":"The great lottery of new overhead lines"},"content":{"rendered":"

If there's one area where the 'globalisation' effect is in full swing, it's air transport, with its multiplication of networks and hubs, the famous hubs for connecting flights. There is no little more than a day<\/strong> without one or more airlines opening new routes. Sabre, a provider of technology services to the airline industry and travel agencies, estimated that in 2016 alone, more than 2,000 routes were opened by nearly 300 airlines...
\nThis growth in traffic seems inexorable. While there were 310 million passengers in 1970, then 642 million in 1980, the billion passenger mark was passed in 1990 and two billion in 2006... New record in 2017:<\/strong> The member airlines of IATA, the international air transport association, carried more than four billion passengers for the first time in the history of aviation, with a capacity increase of 6.3 %. At this rate, IATA forecasts 7.8 billion passengers by 2035.
\nThe airline model as we know it today has created new needs as a result of deregulation.<\/p>\n

For decades and decades, national airlines have been perceived by their home countries as as prestigious objects<\/strong>In those days, operating an airline had little to do with its profitability. They served as a kind of \"winged ambassador\". In a winter timetable dated 1970, for example, Air France announced a weekly - and oh so exotic - Paris Orly-Tel Aviv-Siem Reap, in Cambodia! It was also launching a Paris Orly-New York-Guadalajara service in Mexico. As you read on, you realise that Air France also used to fly to Berne, Barranquilla in Colombia and Karachi in Pakistan... destinations that are now nothing more than distant memories for the airline's management!<\/p>\n

From prestige to profit<\/h2>\n

The turning point came in the 1980s and 1990s with deregulation and the emergence of major international hubs. Profitability thus became the driving force behind any expansion strategy. Even if, here and there, there were still some remnants of a more 'romantic' era<\/strong> aviation. In the mid-1990s, an official trip by the Prime Minister of Malaysia to Latin America led almost immediately to the opening of Malaysia Airlines routes from Kuala Lumpur to Buenos Aires and Mexico City. These routes were of course closed two or three years later! In 2010, Air France - again following a friendly political suggestion - relaunched its route between Paris and Phnom Penh in Cambodia, after a 35-year absence to this destination. The route, operated with a stopover in Bangkok and then Ho Chi Minh City, only survived for 18 months...
\nSo how do we decide today whether to launch new routes? The airline generally follows a plan that encompasses several criteria. Passenger demand is essential, as are the socio-economic assessments of the future destination and the connectivity of the hub. Also taken into account are the type of aircraft, the impact on tourism and, finally, existing competition<\/strong>direct and indirect.
\nWhen it comes to the final decision, the most important criterion for the carrier is the prospect of making a profit on the route selected. Generally, each carrier has a planning department responsible for analysing the potential of new routes and making a shortlist. \"\u00a0We have a list of destinations; then, little by little, socio-economic and financial criteria are integrated which will mean that our management will give priority to one destination rather than another.<\/em>\" says Javier Roig, Finnair's Director for France and Southern Europe.<\/p>\n

Operation seduction<\/h2>\n

There are also specialised trade fairs where airlines meet airport and regional representatives such as tourist offices and chambers of commerce. It's a ritual that takes place all over the world, and today probably attracts more participants than the annual IATA General Assembly. At these trade fairs, it is primarily the airports and regions that seek to showcase themselves. It's up to each individual to be convincing<\/strong> to attract new airlines or to solicit network expansion from existing carriers, whether through additional frequencies or the opening of new routes. Who's competing? Hundreds of airlines competing against thousands of airports. The result: several thousand new routes.<\/p>\n

If there are some more obvious winners than others after all these discussions, it is first and foremost the airports that benefit from a large catchment area. Paris, with its 100 million annual passengers and an urban area of over 12 million inhabitants, is clearly more likely to attract new air services than Tirana, the capital of Albania, with its 800,000 inhabitants.<\/p>\n

\"Last<\/a>
Last May, Joon and KLM inaugurated services to Fortaleza, the hub of their Brazilian partner GOL. Air France<\/figcaption><\/figure>\n

While geographical location is an essential selection criterion, it is increasingly transcended by the hub function, which breaks down national or urban boundaries. The opening of an airline feeds not only point-to-point traffic - as, for example, on the Paris-Washington or Paris-Rome routes - but also connecting traffic. The more extensive the network, the more attractive the hub<\/strong> of the airline. As a result, carriers are working to offer as many connections as possible in order to maximise aircraft load factors. The most significant examples of this strategy are the Gulf hubs. Dubai, Abu Dhabi, Doha: all very wealthy emirates, but with little demographic weight. Yet, supported by ambitious governments, local airlines - Emirates, Etihad and Qatar Airways - have raised their respective bases to global status.
\nThe message from all these carriers is simple. Abu Dhabi, Dubai and Doha do not just serve the 30 to 40 million inhabitants of the Gulf, as their hubs aim to connect two-thirds of the world's population within an eight-hour flight. In less than twenty years, Dubai has risen to become one of the world's largest airports. at the top<\/strong> of the world's airports, with 88.2 million passengers last year, including 70 % in transfers.<\/p>\n

Connecting the whole planet<\/h2>\n

This summer, Emirates will be offering direct flights to no fewer than 144 destinations. Development is just as spectacular at Qatar Airways, which links Doha to 155 airports around the world. \"\u00a0With a dozen new routes by the end of 2018, we are demonstrating that Doha is a truly global hub.<\/em>\" insisted the airline's CEO, Akbar Al Baker, last March in Berlin. With this global approach in mind, these airlines have created routes to which no other<\/strong> would probably never have materialised. While Emirates, for example, links Dubai to Zagreb and Newcastle, Qatar is positioning itself this year on Thessaloniki and Malaga.<\/p>\n

\"As<\/a>
As the launch airline for the Airbus A330-neo, TAP Air Portugal will benefit from a kerosene-efficient aircraft from this summer. Airbus 2018 - H. Gouss\u00e9 \/master films<\/figcaption><\/figure>\n

Airbus forecasts that traffic between Western Europe and the Middle East will increase 2.5-fold by 2036. And it won't just be because of the region's cultural appeal! \"\u00a0The Middle East already connects more major destinations by direct flight than any other hub system in the world. The goal of becoming the world's dominant hub by 2025 is within reach.<\/em>\" says Antoine Medawar, Amadeus Vice President for the Middle East and North Africa.
\nSo the network effect is in full effect.<\/strong> Some airlines are concentrating on specific market segments in order to become key carriers to certain destinations. This is the case of Air France and Brussels Airlines in Africa, and Austrian Airlines in Central and Eastern Europe. But the two most remarkable examples of this strategy are certainly Finnair and TAP Air Portugal. Everything would seem to oppose these carriers, yet they have one thing in common: their geographical marginalisation in Europe. Finnair has based its strength on developing its Asian network via Helsinki.<\/p>\n

The Finnish capital is closer to the Asian continent than any other European city. This has enabled Finnair to position itself as one of the world's leading airlines. bridgehead between Europe and Asia<\/strong> with the launch of routes to destinations with little service from Europe. Finnair, for example, is the only airline to fly to Chongqing, Nanjing and Xian in China, Krabi in Thailand and Goa in India. In 2017, flights to Asia accounted for 2.27 million passengers, or 12 % of passenger volume in Helsinki, but also half of Finnair's international traffic. \"\u00a0Our aim is to double our traffic in Asia, because this continent allows us to operate our fleet over 24 hours. It's ideal in terms of yield<\/em>\" explains Rikke Christensen, Finnair's Vice President Planning, in a recent interview.<\/p>\n

\"Airbus<\/a>
Airbus 2018 - JV. Reymondon<\/figcaption><\/figure>\n
\"Being<\/a>
With the launch of their Airbus A350 and Boeing 787 Dreamliner, the two major aircraft manufacturers have provided airlines with ultra-comfortable, latest-generation long-haul aircraft that are also highly efficient. Boeing<\/figcaption><\/figure>\n

Further south in Europe, TAP Air Portugal specialises in Europe-South America traffic, particularly to Brazil. Of the 14.5 million passengers carried by the airline in 2017, the Portugal-Brazil market<\/strong> generated 1.6 million passengers, with the airline serving 11 destinations, including the two Sao Paulo airports. This represents 30 % of seat capacity on the Brazil-Europe route, with 73 weekly flights in 2017. \"\u00a0We are continuing to ramp up our presence in Brazil this summer, with daily frequencies to Belo Horizonte and Brasilia, a third flight a day to Sao Paulo, and ten flights a week to Recife.<\/em>\" says Miguel Frasquilho, Chairman of the Board of Directors of TAP Portugal.
\nThe arrival this year and in 2019 of the new long-range Airbus A330-neo and A321-neo LR will further increase the density of routes to South America. The A321-neo LR should allow additional flights to Brazilian destinations already served. \"\u00a0As for the Airbus A330-neo, its longer range will enable us to consider new routes to Latin America such as Buenos Aires, and probably Bogota and Mexico City.<\/em>\" says Miguel Frasquilho.
\nBecause one of the major factors in planning an overhead line is also the device used<\/strong>. The recent arrival on the market of the more kerosene-efficient Airbus A350 and Boeing B787 Dreamliner means that a large number of airlines are considering routes that would not have been profitable just a few years ago. Today, these new generations of aircraft can make routes from Lyon to New York, from Paris to Cape Town or from Brussels to Hong Kong entirely profitable...<\/p>\n

Going the extra mile<\/h2>\n

This was underlined by Pierre-Olivier Bandet, Executive Vice President Programmes and Fleet at Air France, in an interview published on the Voyages d'Affaires website: \"\u00a0There's no doubt that the arrival of the Boeing B787 and Airbus A350 is encouraging us to travel to far-flung destinations. From our point of view, there are still lots to do<\/strong> within a twelve or fifteen hour flight radius<\/em>\" . Especially as the passenger profile has changed significantly. Where the priority used to be to offer a constant programme of destinations - which hardly varied between IATA winter and summer schedules - more flexibility is now required. \"\u00a0Distribution methods have changed and everything moves much more quickly. 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.<\/em>\" explains Pierre-Olivier Bandet. As a result, planning times have been reduced to one year or even less.
\nThe volatility of passenger demand has been exploited by low-cost airlines, which are seizing opportunities, even ephemeral<\/strong>. Positioning an aircraft on a route, even for a period of three or four months, is an integral part of their strategy. For low-cost carriers, the potential of an air service and local competition are certainly factors, but so are the advantages offered by airports or regional authorities for launching a route. Another factor is fleet optimisation, since it's better to fly to a new destination than to leave an aircraft grounded. And if that doesn't work, low-cost carriers can quickly switch to another route, particularly on intra-EU segments, where traffic rights authorisation is automatically granted to EU-based carriers. For example, easyJet recently replaced its Paris Orly-Berlin Sch\u00f6nefeld route with a Paris Orly-Berlin Tegel route, more likely to attract both business and leisure travellers.
\nThe very essence of the low-cost business model - maximum profitability in the air and on the ground, and the use of state-of-the-art aircraft - is making airports, especially secondary ones, dream. With the arrival of low-cost airlines<\/strong> on long-haul routes, the hope of seeing the emergence of global networks outside the world's major metropolises is taking shape. The next revolution in air travel is already being prepared by airline and airport management!<\/p>\n

Also in this dossier: <\/span><\/strong>Markus Svensson, Managing Director, UK and EMEA, Qantas<\/a><\/p>","protected":false},"excerpt":{"rendered":"

On the face of it, opening a new route seems like one of the most trivial operations for an air carrier. But launching a new service is a long process involving many parameters. Success is not always guaranteed, and the 'luck' factor has to be taken into account.<\/p>","protected":false},"author":21,"featured_media":75559,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[59],"tags":[129],"type-darticle":[],"n_magazine":[1857],"class_list":["post-75557","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-aerien","tag-air-france","n_magazine-n157","vapo-free"],"acf":[],"yoast_head":"\nComment les compagnies a\u00e9riennes choisissent-elles de lancer une nouvelle ligne ?<\/title>\n<meta name=\"description\" content=\"L'ouverture d\u2019une nouvelle ligne semble, a priori, l'une des op\u00e9rations les plus banales pour un transporteur a\u00e9rien. Mais lancer une desserte est un long processus o\u00f9 interviennent de nombreux param\u00e8tres. Le succ\u00e8s n'est d'ailleurs pas toujours garanti et le facteur "chance" doit entrer en ligne de compte.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.voyages-d-affaires.com\/en\/companies-launch-new-line\" \/>\n<meta property=\"og:locale\" content=\"en_GB\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"La grande loterie des nouvelles lignes a\u00e9riennes\" \/>\n<meta property=\"og:description\" content=\"L'ouverture d\u2019une nouvelle ligne semble, a priori, l'une des op\u00e9rations les plus banales pour un transporteur a\u00e9rien. Mais lancer une desserte est un long processus o\u00f9 interviennent de nombreux param\u00e8tres. 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