Orlando International Airport
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- United States
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- Orlando Executive Airport
Orlando Sanford Intl Airport
- 3659m x 61m
3659m x 61m
3048m x 46m
2743m x 46m
- Airlines currently operating to this airport with scheduled services
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Delta Air Lines
Virgin Atlantic Airways
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Air Europa Lineas Aereas
Air New Zealand
All Nippon Airways
China Eastern Airlines
China Southern Airlines
KLM Royal Dutch Airlines
LOT Polish Airlines
South African Airways
Orlando International Airport is the major international gateway to the city of Orlando, Florida. Orlando is a major tourist destination and is served directly by international airlines from Europe, Canada and South America. Low-cost carriers Southwest Airlines, AirTran, JetBlue and Allegiant Air maintain a significant presence at Orlando International. The airport is the largest airport serving the Orlando metropolitan region and is managed by the Greater Orlando Aviation Authority.
Location of Orlando International Airport, United States
Ground Handlers servicing Orlando International Airport
365 total articles
Air Canada rouge launches Orlando services with frequencies to increase; introduces retrofitted A319
45 total articles
As Indigo Partners moves closer to finalising its acquisition of Frontier Airlines and heightens the efforts underway to transition the airline into a true ultra low-cost carrier similar to Spirit Airlines, certain nuances to Frontier’s strategy should prove interesting for Indigo to navigate as it works to place Frontier squarely in the US’s growing ultra low-cost business model. Overall, the ultra low-cost business scheme has so far proven fruitful for Spirit in terms of the carrier’s financial performance; but passengers still bristle about being nickel and dimed even though they are paying base fares lower than most other airlines (even so-called low-fare airlines) by a significant margin.
Headed by former Spirit Airlines chairman William Franke, Indigo was a major owner of Spirit as it began the transition to an ultra low-cost carrier in 2006. As is now well documented, he set the wheels in motion to purchase Frontier earlier in 2013 when he resigned as Spirit’s chairman and Indigo sold its stake in Spirit.
The deal is expected to close some time during 4Q2013; but Indigo has no doubt been plotting a strategy specific to Frontier’s network to ensure the successful execution of the business model change. It is a formidable challenge for a long-standing brand that for a long period of time offered at least some medium frills. Indigo’s biggest challenge may lie in avoiding isolating a loyal Frontier passenger base in Denver that has already endured a number of significant changes since its 2009 purchase by Republic Airways Holdings.
JetBlue’s recent launch of new service from Fort Lauderdale to its southern most destination Lima, Peru, marks an important milestone in the carrier’s strategy in Southern Florida that entails building up Fort Lauderdale to roughly 100 daily departures. Once Fort Lauderdale reaches that point, its strategic importance in JetBlue’s network will be solidified as the carrier penetrates deeper into the Caribbean and Latin America from Southern Florida.
The airline’s expansion from Fort Lauderdale continues unabated during 2014 when it launches flights to Montego Bay, Punta Cana and Port of Spain, further pressuring Spirit and Caribbean Airlines.
JetBlue presently serves two out of the three destinations – Montego Bay and Punta Cana – from other points in its network, so it believes it is executing the expansion from Fort Lauderdale efficiently as highlights its method of “connecting the dots”.
LATAM Airlines Group during 2Q2013 marked the first anniversary of its landmark merger between South America’s largest airline groups LAN and TAM with an overall loss of USD300 million for the historically weaker quarter, which also reflects the continuing struggles LATAM faces in the depreciation of the BRL against the USD.
But against those challenges LATAM has seen improvement in its domestic Brazilian operations as unit revenues in those markets grew 14% mainly driven by load factor growth.
Unlike Brazil’s second largest carrier Gol, LATAM’s scale is providing opportunities for the company to reduce its exposure to currency fluctuations, decrease its capital commitments and realign its fleet in certain operations to improve unit costs. All those initiatives allow LATAM’s management to remain confident that all the reasons behind their tie-up remain sound, and the underlying potential to deliver long-term financial benefits remains intact.
Spirit Airlines' latest expansion shows it has no concern over potential ultra low-cost encroachment
Spirit Airlines is turning its attention to Minneapolis in late 2013 with a seasonal push to four new destinations to complement its existing service to some of the largest markets from Delta’s fortress where the legacy carrier offers 456 daily departures.
The new links Spirit plans to introduce from Minneapolis in Nov-2013 reflects its stated goal for 2013 of connecting the dots in its network after making a huge domestic push beginning in 2010 into a number of major US metropolitan areas including Chicago, Dallas, Denver, Houston and Minneapolis, a market Spirit entered in Jun-2012. Just prior to that push the carrier plans to transition its Phoenix operations from Mesa Gateway to larger Sky Harbor, joining Frontier Airlines in jumping from Mesa to the larger and more well-known airport.
Spirit is forging ahead with its business model against the backdrop of the recent resignation of board chair William Franke and the sale of Spirit stock owned by his investment firm Indigo. The moves have fuelled speculation that Mr Franke is pursuing Frontier in order to fully transition that airline into a true ultra low-cost carrier.
After rationalising its own capacity in markets from the US mainland to Hawaii and seeing relief from competitors shrinking their supply, Alaska Airlines is facing pressure on long-haul markets to the state of Alaska alongside the build-up of new US transcontinental markets that crimped its unit revenues during 2Q2013. The carrier is also warning that its unit revenues will fall again year-on-year in 3Q2013.
The carrier previously warned of a tough 2Q2013 as more carriers added capacity from the US mainland to Anchorage during the summer high season. Its predictions crystallised as Alaska reported significant decreases year-on-year in its yields and unit revenues during the quarter.
At the same time Alaska is feeling pressure from some of its own rapid growth – the introduction of roughly 30 new markets within the past three years. With the bulk of that expansion complete, Alaska during the next year plans to digest the rapid expansion, and states it may not introduce any new markets during 2014.
The timing of Frontier Airlines’ parent Republic Airways Holdings disclosing that it had reached a non-binding deal in its long-awaited sale of Frontier followed by an announcement by Spirit Airlines that Indigo Partners was divesting its stake in the carrier, fuelled intense speculation that Indigo’s head Bill Franke was circling around Frontier. Mr Franke also resigned as chairman of Spirit’s board of directors.
It would seem logical for Mr Franke to make a move to purchase Frontier given Indigo’s ties to low-cost carriers Volaris, Wizz Air, Avianova and Tiger Airways. But the unfolding events pose an interesting question as to whether the mature US market really needs another ultra low-cost carrier (ULCC), and if Frontier can successfully transform itself into a true no-frills carrier based in Denver. Mr Franke, a shrewd operator, may think so.
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