Orlando Sanford International Airport
- CAPA Analysis
- Schedule Analysis
- Cargo Analysis
- Route Maps
- Print Summary
- 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
- 1830m x 46m
- Airlines currently operating to this airport with scheduled services
- Allegiant Air
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
89 total articles
7 total articles
Allegiant Air continues its expansion from Cinncinnati as smaller airlines seize on hub de-valuation
Allegiant Air continues to capitalise on US major airline consolidation through a continued push from Cincinnati, a hub with diminishing importance within Delta Air Lines’ network.
By late 2014 Allegiant is set to offer roughly 18 weekly flights from Cincinnati, and has indicated the airport could become a base for the airline. It is a rapid plan of expansion for Allegiant, which only initiated service from Cincinnati in early 2014.
Cincinnati is a unique opportunity for Allegiant, which largely shies away from major expansion at network airline hubs. But the market seems to be responding to Allegiant’s low-fare leisure product that for now does not seem to be sufficient to annoy Delta into a response.
Ultra-low-cost airline, Allegiant Air’s roughly 17% growth in operating revenue year-on-year for CY2013 reflects the solid foundation of a niche business model that appears safe from duplication within the North American market place.
As the final stages of consolidation within the US market near completion, it would seem that Allegiant’s opportunities for growing its leisure-only customer base will continue to grow, evidenced by its expansion from Cincinnati, a Delta hub whose importance continues to diminish in the legacy airline’s network.
But even as Allegiant’s unique model continues to deliver solid returns, it faces challenges of rising costs driven by factors that could linger for the foreseeable future – salaries and maintenance.
Allegiant Air Group believes it can reap some of the benefits created by US consolidation by entering larger markets that would normally fall outside the carrier’s spectrum, evidenced by its recent expansion from Cincinnati, a Delta hub with waning influence in the major carriers' networks.
New service from Cincinnati is part of a raft of new markets Allegiant is launching during 2Q2014 as it attempts to shake off the effects of 1Q2014 when a host of unusual items created cost pressure for the carrier. These appear likely to extend their effects throughout 2014 as Allegiant predicts an uptick in its unit cost for the full year.
As Allegiant makes a push from Cincinnati, Los Angeles and Myrtle Beach during 2014, the carrier is shelving plans to start transborder service to Mexico, instead apparently considering expansion to Canada - which is interesting given the country’s typically higher operating costs.
Allegiant Air begins 2014 with aspirations of launching transborder service to Mexico, betting it can replicate its business model in near-international markets. Its approach to international service seems a bit more conservative than its experiment in Hawaii, which has perhaps not lived up to the carrier’s initial expectations.
Despite some missteps in trans-Pacific service to Hawaii, Allegiant’s financial position has remained strong, and its ultra low costs are the best in the US aviation industry. Those results show Allegiant’s underlying business model remains strong, and the carrier is confidently planning capacity growth ranging from 9% to 13% during 2014 with Orlando Sanford playing a prominent role in its network.
Through its low fare, low frequency routes from small US cities to large leisure markets Allegiant remains the only true niche carrier in the US. And with no significant challenger to its business model, Allegiant seems poised to sustain its favourable financial results.
Excitement exuded by Allegiant Air a year ago over its then-impending service launch to Hawaii has been dampened by the realities of operating the market. Allegiant has admitted the dynamics have changed in the US-Hawaii market place since it opted to acquire Boeing 757s during 2009 to link its small market US destinations with Hawaii. Now the carrier is tempering its expectations for its expansion into Hawaii and reining in capacity as a means to bolster its performance from the US west coast to the Hawaiian islands.
Allegiant is likening its seasonal capacity management from the US to Hawaii to adjustments it regularly makes in its Florida markets to properly align its supply with demand. But it is unclear just how firm the airline’s commitment is to Hawaii as it has not assured that some routes undergoing a seasonal suspension will return, and has hinted its Hawaiian operations are likely to be smaller in scale than originally planned.
A network overhaul undertaken by Frontier Airlines in 2011 that entailed significant pull-downs in Kansas City and Milwaukee in favour of new point-to-point markets and a focus in Denver and Colorado Springs appears to be bearing fruit as the carrier in 2Q2012 recorded pre-tax income of USD14 million, reversing a USD33 million pre-tax posted in the prior year. Much of the improvement can be attributed to the network revamp that served at the centre of a restructuring at Frontier that delivered a total of USD136 million in cost improvements.
Frontier parent Republic Airways Holdings estimates that network and fleet changes represented USD50 million in the cost improvement programme as both unprofitable markets and aircraft were eliminated from Frontier’s operations.
Between 3Q2010 and 3Q2012 the relevance of Milwaukee and Kansas City in Frontier’s network dropped markedly. During 3Q2010 Milwaukee and Kansas City accounted for 16% and 5%, respectively, of Frontier’s capacity. By 3Q2012 Milwaukee represented just 1% of the carrier’s available seat miles while Kansas City dropped 3 ppts to 2%.