Orlando Sanford International Airport
- CAPA Analysis
- Schedule Analysis
- Cargo Analysis
- Route Maps
- Fast Fact Report
- IATA Code
- ICAO Code
- Corporate Address
- Sanford Airport Authority
1200 Red Cleveland Boulevard
Sanford, Florida 32773
- United States of America
- Domestic | International
- Airport Type
- Other airports serving Orlando
- Orlando Executive Airport
Orlando International Airport
- 1091m x 23m
2026m x 23m
1830m x 46m
3353m x 46m
- Airlines currently operating to this airport with scheduled services
- Allegiant Air
Charter Air Transport
National Airlines (US)
TUI Airlines Belgium
TUI Airlines Netherlands
Orlando Sanford International Airport (SFB) is located within the boundaries of the City of Sanford, in the northwestern section of Seminole County, Florida, 18 miles northeast of Orlando. The Sanford Airport Authority is responsible for the operation, maintenance and development of the airport and its facilities. SFB benefits from a unique blend of local government and private investment that makes for a very customer focused airport. The Airport is operated through a public/private partnership between the Sanford Airport Authority and Airports Worldwide. Airports Worldwide has been contracted by the Sanford Airport Authority to manage both the international and domestic terminals, develop additional air service, and provide ground handling and cargo services. This public/private partnership has created service benefits for SFB airline customers and passengers.
Location of Orlando Sanford International Airport, United States of America
Ground Handlers and Cargo Handlers servicing Orlando Sanford International Airport
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Fuel & Oil Suppliers servicing Orlando Sanford International Airport
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23 total articles
Niche US ULCC Allegiant Air should be embarking on a period of greater stability after reaching an agreement with its pilots and completing a safety review with the US FAA. The airline also recently placed its first order for new aircraft with Airbus, which will help to accelerate the retirement of its ageing MD-80s that are creating reliability challenges for Allegiant.
Although the pilot agreement and aircraft deal will drive long term benefits for Allegiant, the airline faces some cost pressure going forward from increased labour expense and inefficiencies in operating more than one fleet type. As it braces for some cost inflation, Allegiant is also facing increased competitive overlap with fellow ULCCs Frontier and Spirit, which reflects subtle changing dynamics in the US domestic market.
For the moment, the overlap between Allegiant and other ULCCs remains small. But the likelihood of increasing competition is strong as the opportunities in medium sized markets created by consolidation among the US’ largest airlines continue to grow.
Efforts by Spirit Airlines to create some pricing traction in the US domestic market during the early high travel season during 2Q2016 have been foiled, largely by Southwest Airlines. The result was continued weakening of yields for the airline, a metric that has been a mainstay for Spirit during the last couple of years. The airline’s double-digit yield decline slightly worsened from 1Q2016 to 2Q2016.
Spirit is forecasting some improvement in the US revenue environment in 3Q2016 as the airline starts to lap the onset of pricing dilution in the US market that started in mid-2015, and as its own capacity slows in comparison with 2Q2016.
The airline is also making network moves in late 2016 to reflect its new strategy of adding mid-size markets that are less competitive. Spirit is making a push from a new market – Akron-Canton – and is also expanding from Orlando. At the same time, Spirit is exiting markets featuring a mix of low and high levels of competition as it works to change the structure of its network, now that larger airlines are more wilful in matching the ULCC’s fares.
Mexico-US transborder airline market Part 1: Interjet and Volaris capitalise on new US opportunities
Mexican low cost airlines Volaris and Interjet are engaged in a significant transborder push in 2016. Combined, the airlines will launch a dozen routes to the US as an upcoming new bilateral lifts restrictions on the number of airlines operating routes between the US and Mexico. With many countries in Latin and Central America experiencing economic weakness, the US is a safer bet for expansion in the near term.
Volaris and Interjet target different passenger segments, and the airlines have little overlap on the new flights that they are launching to the US. Volaris cites numerous route opportunities in the US transborder market, and has grown rapidly in that space during the past several years. Interjet has grown more slowly but has quickly broadened its US reach in 2016, entering some markets that already have ample service.
Although US airlines still dominate the transborder market Mexican airlines are working to chip away at the sizeable gap between them, growing their international passenger numbers 10% year-on-year for the first five months of 2016.
(This is Part 1 of two reports examining the Mexico-US transborder market. Part 2 will focus on the proposed joint venture between Aeromexico and Delta).
Although Allegiant Air has tweaked its unique business model during the last couple of years to capitalise on vacancies in medium-sized markets, opportunities remain for the airline in the more typical small markets that it links to its large leisure destinations. Its growth strategy is to operate a mix of those smaller routes and continue to add medium-sized markets when the opportunity arises.
The company may find increasing competition from US ULCCs that contemplate entering larger markets, but Allegiant believes that it can continue to grow in markets that Spirit and Frontier do not find attractive, and also that it has other structural advantages over those airlines.
Allegiant has not escaped the unit revenue pressure plaguing US airlines, but similarly to those airlines the company believes that it can achieve improvement in that metric during 2016. As it has previously noted, some of the revenue weakness is driven by Allegiant’s own growth which, the company stresses, is earnings accretive.
Some cracks are beginning to emerge in the immunity from the soft pricing environment that Allegiant Air has enjoyed in the US market. The company is feeling pressure from increased ULCC competition and large network airline discounting on connecting traffic in some of its markets. That added pressure, along with Allegiant’s decision to boost off peak flying in response to lower oil prices, is driving down total unit revenues for the company in 1Q2016.
In mid-2015 Allegiant began making a push into off-peak flying, reasoning that the added capacity could lower margins and unit revenues, but could in fact lift overall profits. The company’s top-line profitability did jump 154%; Allegiant has also concluded that the added flights, while still profitable, underperformed relative to the company’s expectations. However, Allegiant expects to sustain its increases in off peak flying as long as fuel remains at current levels.
Similarly to the situation at other airlines, falling unit revenues and increasing capacity seem to be pressuring Allegiant’s stock valuation, as concern grows among investors over its ability to withstand the pricing pressure in the US market place. But despite the pressure on Allegiant’s valuation, it will, together with most other US airlines continue to grow profits and returns as fuel prices lift performance. The combination of these measures is driving a different type of behaviour in the market place.
Allegiant Air works to take full advantage of lower fuel prices with a major push in off-peak flying
Allegiant Air’s business strategy has always been unique in the US market place – and even globally. Although the company has slightly modified its approach of linking small markets with large leisure destinations during the past couple of years, Allegiant’s business model has emerged as one that seems to withstand cyclicality and other challenges that airlines face.
During 2015 Allegiant has not escaped the unit revenue degradation that has swept through most of the US industry. But its decline stems more from internal factors than Allegiant’s exposure to the US domestic regions enduring the fiercest pricing pressure. Allegiant has opted to tilt its business in a direction to maximise the benefits of lower fuel costs, which show no signs of disappearing in the short to medium term.
Allegiant is steering its business toward off-peak flying, which is driving down unit revenues and margins, but lifting profits. It is a similar move adopted by larger airlines, but Allegiant’s niche business model creates more opportunity for the company to push the envelope on marginal flying.