- Category: Tech & Developments
- Written by MaximRoelen
- Hits: 5
The national flag-carrier of Angola, TAAG Angola Airlines, has big plans. As part of a (possible) upcoming partnership with Dubai-based carrier Emirates, the Central African airline will re-focus its growth plans on Europe. The new Angola International Airport in capital Luanda will be developed into a feeding hub into Dubai, hoping to play a role on a global scale. The new airport, replacing the current Quatro de Fevereiro Airport, will have a capacity of 13 million and is intended to become one of the largest on the African continent. The airport is being constructed by a cooperation of China International Fund, Brazilian construction conglomerate Odebrecht SA and Angolan companies.
According to ‘African Monitor’ the Emirates-TAAG cooperation will soon be signed in Luanda. Besides a codeshare-agreement, it includes an agreement to develop the new airport into a major hub in Central Africa, which will operate in conjunction with Emirates’ hub Dubai. The airport is expected to be operational within two years with an initial amount of 1.5 million passengers annually. The airport will have two runways of which the first is finished (3,800m long, capable of handling aircraft up to the Boeing 747-400), the second runway will be longer with 4,000m and wider so it will be capable to handle ICAO Category F aircraft (in particular the Airbus A380).
- Category: Research
- Written by Edgar Jimenez
- Hits: 321
The reality of flying is much different today than what it was during part of the 20th Century. Far behind are the glamorous days of commercial aviation when flying was also far from affordable. Market liberalisation (or deregulation) has been a game-changer experience since the last decades of the previous millennium. As airlines entered a truly competitive environment flying became affordable and more of a mass transport means.
Although airlines can still argue they are in a very competitive industry but subject to monopolistic providers (few options of aircraft manufacturers, air traffic control providers, airports, handlers, distribution systems, etc. in many markets), the reality is that the competitive pressure has transpired to other actors in the value chain of commercial aviation. Airports are, perhaps, a great example of this: traditionally considered as natural monopolies, times have changed significantly for them as well.
In a regulated era, most airports regarded themselves as mere infrastructure providers. In that context, airlines were the natural clients that bought airport services at published fares on a rather “take it or leave it” basis. But liberalisation (particularly in the intra-US and intra-European markets) now allow airlines to start and drop routes between any airport-pairs almost at will. This ability to switch, complemented by the rise of Low-Cost Carriers (LCC) and the popularisation of the Internet, brought about real competition for airports.
The role of the Internet, and the World Wide Web in particular, cannot be neglected. It was crucial to help LCCs skip traditional distribution of air travel (i.e. travel agents) and to reduce their costs when entering new markets. But it also helped customers to gain awareness of market alternatives, both of airlines and airports, and to more easily compare prices and characteristics.
Gradually, the airport industry witnessed the emergence of competition. In Europe this trend is more visible, as many wartime airfields were converted to civilian use and keen to capture growth, especially from LCCs.
- Category: Column
- Written by Shejanie
- Hits: 1820
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: Showcase
- Written by Marc van den Brandt, Deniz Dogan, Jotham Hensen
- Hits: 790
The London multi-airport system is facing a runway capacity constraint. Heathrow and Gatwick are the main airports, Stansted, Luton and London City are the secondary (reliever) airports of London’s multi-airport system. The Airports Commission examines the need for extra runway capacity, and advises the UK government accordingly. The Netherlands is also facing a capacity challenge. In 2020, 580.000 flight movements are expected, while Schiphol is capped on 510.000 annual flight movements. The Alderstafel has appointed Lelystad Airport and Eindhoven Airport as reliever airports. The question arises whether this is the right solution in order to solve the capacity constraints on the long term. This article reflects the London Case on the Amsterdam Metropolitan Region. Difficulties encountered with reliever airports in London include: insufficient traffic numbers, allocating traffic and the importance of surface access, especially with LCCs. If the Netherlands will encounter similar constraints as Greater London is facing now. The impact on Schiphol may be bigger than it is on London, due to Heathrow’s operating model and catchment area.
- Category: Column
- Written by Shejanie
- Hits: 2804
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.
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