Low-cost carrier

Easyjet’s main competitors in the market are legacy carriers: Air France KLM, IAG, Alitalia, Lufthansa Group and Air Berlin. The main structural advantages of the company against legacies are: seat density, load factors, fleet, point to point vs. feeder, pensions/ crew costs and overheads. As opposed to Easyjet, the legacy has to charge the double amount of Easyjet fare to get same revenue for the aircraft. The cost advantage and the ability to offer affordable fares to the customers

(SkyWest) primarily competes as a domestic regional carrier. In this capacity SkyWest provides service from small cities using regional jets to support the network carriers’ hub-and-spoke system (Northwest, Delta, United, etc.). Regional airlines feed the large national carriers by bringing customers from small airports to major hubs to catch connecting flights. Most of the flights operated by regional carriers are in partnership with the major carriers. SkyWest has partnerships with Delta, United, and

on direct ticket booking, cutting out the travel agent, therefore saving cost. Moreover, being a “low-fare, low-frill” carrier also meant not having full food service on their flights, leading to a faster turnaround time (15-20 minute turnaround compared to industry average of 55 minutes) and no assigned seats to load the plane faster. Lastly, Southwest didn’t fly into major hub airports, which translated to lower gate costs and less congestion. (Southwest Airlines Case Study, page 474) Michael

October 2002, Southwest Airlines had apparently weathered the initial crisis to the airline industry that resulted from the September 11, 2001 ("9/11") terrorist attacks. Most of the large national carriers had experienced huge losses in demand, profitability and market share, while in contrast Southwest's low-fare operations had thrived, even in the face of declining earnings. Yet, only a year after the attacks, Southwest and the industry in general faced still unknown future changes to its operating

Constantinos Markides, Walter Kuemmerle, Luis Cabral. This Case Study details the rapid growth of easyJet which started operations in November 1995 from London’s Luton airport. In two years, it was widely regarded as the model low-cost European airline and a strong competitor to flag carriers. The company has clearly identifiable operational and marketing characteristics, e.g. one type of aircraft, point-to-point short-haul travel, no in-flight

what assessments can be made about SWA’s market and financial position on competitive routes based on 1994 4th quarter results (half page 5 points)? On October 1st, 1994 when United Airlines introduced their “Shuttle By United” high-frequency, low-fare, minimal amenity, short-haul flight operation, Southwest Airlines was already the industry leader in this market segment. Southwest was the eighth largest airline in the United States based on the number of passenger miles flown

five forces model suggests that the overall intensity of competition in the airline industry is likely to be severe. Back in the early 1980 's competition was very intense. During the late 1980 's the monopolization of major routes by a few major carriers, the limited availability of free landing spots at major hubs and the emergence of limited brand loyalty and tacit price agreements have all helped reduce the intensity of competition. However, as already mentioned, slumping demand in the early

| Airlines Low Cost Industry | | | | | | Situation It’s a chilly winter evening in Bangalore and Vijay Mallya looks out of the window with a Kingfisher Beer pint in his hand. He looks out at the reddish horizon and contemplates the future of his airlines - The Kingfisher Airlines. He has recently bought the first low cost carrier in India, Air Deccan. With the sale of Air Deccan, the industry

sharing capabilities Options feasibility Changing Boarding Process • Changing legacy system based on first come first serve basis with no assigned seats, low load factor • Change to reserve seats in advance • More concerns on who sit next to customers • Slowed the boarding process • Decision on maintaining the open seating • Allowed customers to reserve seats in waiting line to get preferred boarding treatment

The Hong Kong Polytechnic University MSc Marketing Management MM579 International Marketing Group Project Hong Kong Airlines – Expansion to India as a Low-cost Carrier Group Members: CHAN Ho Yan Anna (12016408g) CHAN Ling Yin Minty (12016376g) CHAN Tsz Ho Will (12017495g) LAM Yiu Hang Eric (12017557g) SUN Tsz Han Candy (12024075g) Table of Content 1. Introduction 3 2. Current Marketing Mix 4 3. Current Marketing Strategy 6 4. SWOT Analysis 9 5. Expansion