John M. C. King
In this opening part, the authors consider a number of elements which initially may be thought of as extraneous to the work of the practical manager involved with operations. However, closer analysis shows that each of the chapters provides either operational or strategic context for the activities that an airline undertakes in doing what it does â transporting passengers and cargo. This part provides the legal and regulatory framework in which aviation operations are conducted. While domestic interstate1 aviation in Australia is regulated only in terms of safety, many readers of this book have experienced economic and policy regulation impacting on both their domestic and international operations. Thus, the focus is on the legislative controls which are placed on the operations of airlines, their contractors and suppliers, and the airports from which they operate. The other key providers of services to the airline industry are air navigation service providers or air traffic control systems. The pricing regulation of air navigation services is an important element in an airline cost structure, but is not directly linked to the day-to-day operations of the airline and the airport.
The product in the marketplace is sometimes seen differently by different participants in the air travel business. The perception of Michael OâLeary, the CEO of Ryanair, is that Ryanair provides transportation and only transportation, whereas Etihad is providing total luxury in its âResidenceâ first class suites. Etihadâs âluxury in the skyâ is seemingly incidental to the transport function which the airline and its aircraft provide. So the focus moves to the customer and consequently the market. While the customer is an individual, that customer constitutes part of the market. The passenger market for air transport has been considerably enlarged by the arrival and growth of the low-cost carrier.
There is also an examination of two business models and strategies: low-cost and hybrid carriers, as well as alliances and cross-alliance activity. While KLM was the early initiator of the sixth freedom hub, the Gulf State carriers â in partnership with the airports from which they operate and the government (which is the owner of both carrier and the airport) â have developed extensive networks and very large fleets. Alliances, both branded and unbranded, are considered and there is an extended discussion of low-cost carriers and their place in the market. The focus then changes to examining options for a carrierâs network; in particular, there is consideration of the main drivers of network design, and the performance indicators for the measurement of the success of network design are shown. Each airline will have its own specific framework for designing its network and elements of this framework are identified, drawing attention to the trade-offs between long- and short-term objectives.
Consideration is also given to the customer points of contact: the travel agents, call centres, carriersâ websites, and the airport experience. In this regard, issues of self-handling versus third-party handling are discussed. Overall attention is given to the interface between the passengers and the airline and, in particular, expert deliberation to pricing issues and revenue management. This part concludes with a comprehensive review of the airport infrastructure required, especially the terminal planning process, and shows how terminal design should meet the needs of its two primary users, the passengers and the airlines. There is also recognition of the relationships among meeters and greeters, farewellers and suppliers with the airport and its terminal. Finally, consideration is given to the importance of airport access, especially public transport.