See below the list of current and pending members of the Alliances.
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Korean LCC Eastar Jet has become the fifth member of the U-FLY LCC Alliance, established in Jan-2016. Eastar Jet also becomes the first member not affiliated with the HNA Group or based in Greater China. Eastar Jet's membership comes after its larger competitor Jeju Air became a founding member of the competing LCC Value Alliance in May-2016.
For now both alliances are more like commercial partnerships, where new technology (Air Black Box, compatible with IATA's New Distribution Capability) enables the member airlines to cross-sell not just seats, but also the critical components of varied ancillary revenue. Both alliances have small costs – and thus low risk – while the U-FLY Alliance is unique in being a platform for the ever-expansive HNA Group to foster synergies among companies.
Although it is Korea's smallest major LCC, Eastar Jet has the largest LCC operation into mainland China. Eastar expects to benefit from potential cooperation through U-FLY; it will allow it to reach more inland and western Chinese points that are too far or thin for its network, but are where U-FLY's three mainland members are based.
Malaysia Airlines is stepping up its focus on partnerships as part of an initiative to generate more codeshare and alliance traffic. The airline’s new regional focus makes it an attractive partner, but it also needs to extract more from partnerships to restore profitability and growth.
Malaysia Airlines implemented a landmark partnership with Emirates in early 2016 and has been a member of oneworld since early 2013. But the airline is not yet fully exploiting the Emirates relationship or its membership in oneworld.
Malaysia Airlines is establishing a new team to better manage its relationship with Emirates and drive more codeshare traffic. Within oneworld the airline is planning to promote its fares and regional connectivity more effectively. Malaysia Airlines is the only Southeast Asian member of oneworld.
The decision to merge by Avianca and Grupo TACA in 2009 is what kickstarted consolidation in Latin America. The merger of the two companies, now operating as Avianca Holdings, arguably triggered the combination of LAN and TAM to create LATAM – the region’s most powerful grouping of airlines.
As Avianca and TACA and LAN and TAM were integrating their respective operations, other South American airlines garnered investment from foreign airlines – SkyTeam partners Air France-KLM and Delta invested in the independent Gol, and United and HNA Group took stakes in Azul.
Now Avianca is seeking a strategic investing partner, and many airlines are reportedly interested in obtaining a stake in the company. The investment will allow Avianca to weather difficult near term economic conditions and remain on equal footing with its competitors, while the company’s suitor obtains strategic positioning in one of most important growth markets – Latin America – for the next decade and beyond.
Asia’s LCC sector is further evolving by embracing partnerships and a new loose form of alliances. The newly established Value Alliance and the smaller China-based U-FLY Alliance – launched in early 2016 using the same technology platform – represent a new competitive response to Asia’s leading LCC groups.
Partnerships are critical for unlocking a new phase of growth in the relatively crowded and increasingly competitive Asian market. This is particularly important for independent LCCs that are outside the region’s three major groups – AirAsia, Jetstar and Lion. Value and U-FLY members combined account for approximately 19% of LCC capacity in Asia Pacific; this compares with 16% for AirAsia/AirAsia X, 11% for Lion and 9% for Jetstar.
Of the 53 LCCs based in Asia Pacific, nine are members of the Value Alliance and four are members of U-FLY. AirAsia/AirAsia X has eight affiliates or subsidiaries with a ninth to be launched by the end of 2016. The Lion Group consists of three LCCs and includes Asia’s second largest (along with two full service airlines), while the Jetstar Group has four subsidiaries or affiliates.
Jordan’s economy is surprisingly robust for a country that is surrounded by others with an actual or historical predilection for political instability. It has established itself as an attractive location for foreign direct investment and as a home for regional banks and finance houses.
Jordan’s main airport competes for business alongside a number of international ones, and also with another airport within Jordan. The national airline, Royal Jordanian, is an alliance member, but while Queen Alia International Airport’s geographical location hints at a possible hub role there is no desire to compete with the MEB3 intercontinentally, and such ambitions are limited to the Levant area of the Eastern Mediterranean.
This report examines Queen Alia International Airport by way of several sets of metrics, looking at the airports that can be considered rivals to it, and at its construction activities and ownership.
Compared with many other regions in Central and Latin America, Mexico’s stable economy is benefiting the country’s two publicly traded airlines Aeromexico and Volaris. There are apparent opportunities for both companies to stimulate traffic, but their business models are completely different. Volaris characterises itself as an ultra-low cost airline while Aeromexico is Mexico’s only full service airline, leveraging its position at Mexico City Juarez international airport to build what it considers to be a major connecting hub and gateway in Latin America.
Ratification of a revised bilateral with the US by the Mexican Senate, and tentative Mexican government approval of a joint venture between Aeromexico and its fellow SkyTeam partner Delta Air Lines, are major steps in Aeromexico’s strategy to distinguish itself as Mexico’s only global, full service airline.
Volaris continues to strengthen its business foundations of VFR (visiting friends and relatives) traffic, and diversifying its network into more US transborder routes. Although Volaris is planning healthy capacity growth in 2016, the company believes that there is enough demand to absorb its projected expansion.