Cathay Pacific, in the Dec-2011 issue of CXWorld, stated the carrier is optimistic regarding the future despite current economic conditions continuing to "make life difficult for the aviation industry in 2012". The carrier conceded that the "global uncertainty has bitten deeply into business this year, particularly on the cargo side". The carrier expects to increase passenger capacity (ASKs) by 7% in 2012 with cargo capacity growth of 10%, down from a previously anticipated 17%. CEO John Slosar stated the carrier needs to be "mentally flexible" to meet "whatever challenges might be thrown the airlines' way" in 2012. He continued: "Aviation is what it is and it will take a lot of grit – things are not going to come our way easily next year." COO Ivan Chu warned one of the big challenges in 2012 will be to keep costs under control. "We cannot afford to allow costs to grow faster than revenue and capacity growth," he said, adding all departments within the airline have been asked to minimise discretionary spending in 2012.
Cathay Pacific: Current economy making 'life difficult for the aviation industry in 2012'
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Cathay Pacific ends 747 flights, its future defined not by 777s/A350s but by diversifying
For 37 years the Boeing 747 brought Cathay Pacific to the world. As it did for so many operators, the 747 transformed Cathay into a global airline. Cathay's final passenger 747 flight was on 01-Oct-2016. The occasion is filled with sentiment and the usual remarks of being the end of an era; the aircraft of course is iconic, and Cathay, which turned 70 in Sep-2016, has known the 747 for longer than it has not.
Yet the 747 era at Cathay ended long ago. The 747 gave Cathay a global footprint, but this is true for most current and former 747 operators. Cathay's position today against competitors is defined not by network reach but rather – depth. Mainland Chinese airlines, some of Cathay's closest competitors, know they have the local market and lower costs but acknowledge the one-stop challenge Cathay brings with hyperfrequency and a stronger product/brand.
That depth and domination, especially in the key North American market, was achieved with the 777-300ER. Cathay operates 53 777-300ERs – more than twice the 24 747-400s the airline had at its peak. Although A350s are arriving, Cathay's next evolution is defined not by aircraft and flying but rather by bringing new non-flying businesses into the group. For aviation this is seen as a partial surrender to competition. For the company it is a graduation to consistent and higher profits. As with the 747, it is time to move on and pursue a more productive future.
Cathay Pacific adds A350 to Vancouver, preparing for Hong Kong Airlines' long haul entry
Cathay Pacific's fortunes have been weakened in recent years as competition mounts, mostly from greater regional capacity, some of which feeds other airlines' long haul hubs. Locally Cathay has faced home market competition from Hong Kong Airlines and LCC HK Express, which together have weakened Cathay on its regional services. Yet Cathay has been relatively insulated from the growing direct competition on long haul routes, which have supported its network in recent times and account for a high share of revenue.
Hong Kong Airlines is growing long haul to Australia and New Zealand, but its major threat to Cathay is on North American and European routes, to be launched with forthcoming A350s. Cathay appears to be making a pre-emptive strike by deploying its attention-getting A350 to increase flights to Vancouver, which Cathay expects to be an early Hong Kong Airlines destination.
This is the first time that Cathay is growing Vancouver since the entry of Oasis Hong Kong in 2007. After Oasis' subsequent collapse Cathay withdrew the additional capacity it had mounted. Hong Kong Airlines, however, has stronger backing – HNA – and is already known in the territory. Hong Kong Airlines' impact is guaranteed, but the question is to what extent. This depends on how Hong Kong Airlines sharpens as it becomes the city's second flagship airline.