- Category: Column
- Written by Shejanie
- Hits: 1401
The Middle Eastern Big Three (MEB3) is about Emirates, Etihad Airways and Qatar Airways. These three carriers are the ‘new generation’ of airlines. They all have one vision in common, every airline needs/wants to expand its route network. Although these airlines are located in the same area, they have a completely different view on how to expand.
These different views on the airlines will be discussed in the following article, after which the methods will be compared to each other
Emirates, the giant from Dubai. Emirates has 177 destinations and partnerships with TAP Portugal, South African Airways, Qantas, Japan Airlines, Alaska Airlines and Easyjet. However, the expansion of the Emirates network is mainly done by the company itself. Route development is crucial for these three carriers and Emirates opens route after route. Where in Holland and Europe flying over night is not encouraged, in Dubai, they are able to keep up the pace even in the middle of the night in Dubai. The opening of new routes costs less than leaving aircraft on ground, Emirates is looking for new markets and is pulling travellers towards Dubai. With the Kangeroo Route (Sydney-Dubai-London) Emirates started its first big partnership with Qantas on one of the world most famous air routes.
(Photo: Emirates Annual Report 2012-2013)
- Category: Column
- Written by Shejanie
- Hits: 2420
With the increase of India’s GDP, being the ninth largest economy in the whole world, flying has become more accessible for middle class families. This caused for multiple new airlines to be formed and one particular airline rose and fell so quickly, the Indian government was forced to withdraw its domestic and international right to fly.
Kingfisher Airlines is the airline spin-off of the United Breweries Kingfisher Beer brand. Vijay Mallya (CEO Kingfisher) must have thought, “If I can own the half of the beer market in India, why not try the aviation market”. On May 9th 2005, Kingfisher Airlines’ commercial operation was started. With a promising tag line ‘ Fly the Good Times’ this new airline was able to have its main hub at Bangalore International Airport and secondary hubs at Shivaji International Airport (Mumbai) and Indira Gandhi International Airport (New Delhi). The first route was from Mumbai to Delhi with a brand new A320-200s.
Figure 1: Kingfisher A320 (Airliner Gallery)
'In 2008 Kingfisher started with international flights, with its maiden flight from Bangalore to London Heathrow, Kingfisher was at its high peak with plans to expand the international flights, as the Indian market had huge benefits of the increase of the liberalisation of the market.
- Category: Tech & Developments
- Written by Dominique
- Hits: 2452
How to create an added value with an unique selling point at an airport?
Developed by Nico de Bock and Dominique Vos for KAIA Airport master plan 2033.
Large intercontinental hub airports are facing difficulties transporting passengers through the terminal(s) with the shortest MCT and making money with retail at the same time. The passengers are too stressed to arrive in time at the gate and pay no attention to the retail facilities. Airports can do better, because research has an answer for this; the living room effect.
What do passengers expect when they use the terminal building of an airport? This is of course different per passenger, as they come from all over the world and have many different cultures, habits and needs. One thing they have in common is the clear overview they want and need, to find the facilities they search for at the airport.
The airport would like the passengers to use the retail area, as this makes the revenue for the airport higher. But due to long walking distances for transfer and possible departing passengers, retail is skipped by the passenger to make sure they are in time at the gate.
AMC I: The aircraft maintenance basic philosophies, hard time, on condition and condition monitoring
- Category: AMC
- Written by Aeroteaching Blog Author
- Hits: 6632
The original article on the Aeroteaching Blog, it is provided courtesy of Aeroteaching Blog Author.
In aircraft maintenance, we perform maintenance according to the specified aircraft maintenance program. This maintenance program specifies all the maintenance tasks and periodicity that we need to comply in order to maintain the aircraft safety. But all maintenance tasks are developed according to some industry standard and they all obey to basic maintenance philosophies. These maintenance philosophies can be found in all aircraft component maintenance task cards. But what are these philosophies? When I look to a maintenance task, what will be the maintenance philosophies applied? What will be the adequate maintenance philosophy to apply to my aircraft component? At some point in your maintenance engineer life you will made these questions and this post will help you to identify the aircraft maintenance philosophies used by the industry.
- Category: Social Media
- Written by iCarms
- Hits: 2908
A few years ago, the question was still a point of discussion, to get social or not? And all airlines have found a reason to why they should get social, being the incident of the ash cloud or that they noticed their competitors were coming up with all kinds of ideas to get their brand out there. Now, a few years later, every airline has at least one social media platform, and social media is here to stay. What have we seen in the airlines business the past few years?
- Over 75% of airlines invest more than 90 person-hours per month- and only 3.4% dedicate less than 10 hours.
- Cross-functional roles are commonplace for social media teams, with 85% employing cross-functional teams.
- Customer service emerging as the most common cross-functional role.
- Business goals of social media investment are: 1) brand engagement 2) customer service 3) revenue.
- The biggest challenge faced by airlines is the insufficient allocation of resources to social media.
- Over 70% of respondents plan to increase their social media budget in the next year, showing an increase over Simpliflying’s 2011 report.
Let’s discuss point four again, brand engagement, customer service and the ultimate goal (I would think), revenue. The first to points were a challenge in the beginning, but now, most airlines know how to get their brand out there with social media and use most of their social media platforms as a customer service. I bet most of us have already contacted an airline through Facebook or Twitter knowing we’d get a response sooner than filling in a contact form or finding the right number to call (right?).