- Former Members
- Continental Airlines (joined 2004, exited 2009)
Northwest Airlines (joined 2004, merged with Delta Air Lines in 2009)
Copa Airlines (former associate member)
- Daily Departures
- In service: 2904
In storage: 145
On order: 856
- Haarlemmermeer, Netherlands
SkyTeam is the second-largest global airline alliance founded in 2000 by Aeroméxico, Air France, Delta Air Lines and Korean Air. On 22-Jun-1999, Air France and Delta Air Lines signed an exclusive long-term strategic agreement that laid the foundations for a major global alliance. One year later, the CEOs of Aeromexico, Air France, Delta Air Lines and Korean Air met in New York to announce the formation of SkyTeam. SkyTeam Cargo was launched in Sep-2000.
See CAPA's consolidated page on Global Alliances, complete with consolidated data and a Capacity Predictor tool, that shows the likely impact on capacity at airports, countries and regions if an airline enters or leaves an alliance.
|Air Europa Lineas Aereas||Member||2007|
|China Eastern Airlines||Member||2011|
|China Southern Airlines||Member||2007|
|CSA Czech Airlines||Member||2001|
|Delta Air Lines||Member||2000|
|KLM Royal Dutch Airlines||Member||2004|
|Middle East Airlines||Member||2012|
427 total articles
Star Alliance holds 40% market share at Tokyo Narita Airport, LCC share to increase to 20% by FY2015
Garuda Indonesia preparing to enter Skyteam in 1Q2014, seeking to maximise presence through alliance
165 total articles
Star Alliance considers new platform for low-cost airlines, targeting Brazil's Azul & India's IndiGo
The Star Alliance is looking at following SkyTeam in offering a partnership platform for low-cost and hybrid carriers. Star sees the new platform, which would fall short of full membership but provide a model for selected LCCs to work with members, improving coverage in key markets.
Star has started to court Brazilian LCC Azul and Indian LCC IndiGo to join the potential programme, which would facilitate connections with participating Star members. Star has been trying to find a solution for India since 2011, when efforts to bring in Air India as a planned new member were suspended, while earlier this year Brazil’s largest carrier, TAM, began the process of transitioning from Star to oneworld.
But Star’s plan for a hybrid and LCC platform is controversial. Some Star members are against the concept of bringing in LCCs, fearing it could water down the alliance’s offering. Star’s pursuit of Azul is particularly controversial as at the same time the alliance has begun working at bringing in full-service carrier Avianca Brazil.
A new air services agreement recently forged between Mexico and Indonesia opens up an opportunity for a codeshare between Aeromexico and Garuda, which in early 2014 will be joining the Mexican flag carrier in the SkyTeam alliance. The expected partnership should result in the first of many codeshares between carriers from Southeast Asia and Latin America.
Southeast Asian and Latin American carriers are starting to seek out opportunities to partner with each other as ties and trade between their regions increase. The current lack of partnerships between Southeast Asian and Latin American carriers give Gulf and European carriers an advantage in carrying passengers between two of the world’s fastest growing aviation markets.
Aeromexico is the only Latin American carrier serving Asia, where it sees opportunities for expansion using its new Boeing 787 fleet. But Aeromexico only serves North Asia and will need to rely on partnerships to serve Southeast Asia.
India's evolving global alliance mosaic: Star/SIA-Tata, oneworld/Air India-Qatar; SkyTeam/Jet-Etihad
Breathtakingly rapid changes in India are exposing a whole new panorama of the country's future international airline status. Just over two years ago, Star rejected Air India as a member, and the following year oneworld placed the admission of member-elect, Kingfisher on hold due to the carrier’s financial challenges. India's airlines were basket cases and its regulatory constraints promised to keep it that way. Today, thanks to some important (and long overdue) liberalising moves by the government, the country is shaping up as a potentially well balanced centre for each of the major BGAs.
Etihad clearly will have the first mover advantage, with its equity investment in Jet now having received regulatory approval to proceed, along with a substantial increase in seats in the Indian market. Meanwhile though, the long term pickings are so rich that other groups can no longer ignore the pressure to make a move.
All that is needed now is for India to remove its "5/20 rule" on international operations and - astonishingly - the country could leap from international dysfunctionality to commercial coherence in one bound. The impact for the national economy would be enormous.
But - there are one or two more barriers to be cleared. In India there always are. Perhaps this time the government will get it right, but don't bet on it just yet. And, although the alliances may be interested, they will remain wary of Indian pitfalls.
Oneworld has increased its presence in Colombia, Latin America’s third largest market, with LAN Colombia formally joining as an affiliate member on 1-Oct-2013. LAN Colombia is the second largest domestic carrier in Colombia after Star Alliance member Avianca and has a small but growing international operation.
Colombia is an important growth market but the impact of adding a Brazilian member is much more significant. Oneworld has set a 31-Mar-2014 ascension date for Brazil’s largest carrier TAM, which is now part of the LATAM Airlines Group along with LAN Colombia and four other LAN-branded carriers that are already oneworld members.
With LAN Colombia and subsequently TAM, oneworld will become the largest alliance in Latin America with a projected 27% share of seat capacity. Star will still have a respectable 16% share, which could grow to about 18% based on probable new members, and will remain the dominant alliance in Colombia.
Delta Air Lines' recent outlining of planned expansion from Seattle to Seoul and Hong Kong reflects its continuing strategy of building the airport into an international gateway partially in partnership with Alaska Air Group, Seattle’s largest carrier. Delta has been steadily expanding its operations in Seattle during the last couple of years, a market it may deem more suitable for growing further into Asia than some of its existing hubs – evidenced by the transition of service to Hong Kong from Detroit to Seattle.
Largely absent from Delta’s discussion in the latest Asian expansion from Seattle is any cooperation with SkyTeam partner Korean Air, who has ample service from Seattle to Seoul.
Delta’s silence could be illustrative of a logic that alliances are not a cure all for network optimisation that became especially pronounced during 2012 with the landmark deal between Emirates and Qantas, Air France’s forging of a partnership with Etihad and Delta tabling plans to take a 49% stake in Virgin Atlantic. Those two carriers recently won the US Department of Transportation’s (DoT) approval to forge a trans-Atlantic joint venture whose launch will coincide with Delta’s introduction of Seattle-London Heathrow in Mar-2014.
Alitalia had another bad start to the year. Its 1H2013 net loss, reported on 26-Sep-2013, was EUR93 million worse than the same period last year and it faces the real prospect of running out of funds before the year end.
Only eight months after requesting an emergency loan from shareholders, its Board will seek a EUR100 million capital increase at a shareholders’ meeting on 14-Oct-2013. 25% owner Air France-KLM has signalled opposition to this plan and this sum may not even be sufficient beyond the short term.
Alitalia’s 2013-2016 industrial plan, announced only in Jul-2013, aims for breakeven at the net profit level in 2015. This will not be worth the paper it’s written on if Alitalia does not manage to raise survival funds quickly. The Italian government, although not a shareholder, is reported to be talking to Italian banks about additional loan finance. If Alitalia’s short term needs can be met, this could give vital breathing space for a long term solution to be found, possibly involving new shareholders. But more "last chances" cannot be anticipated.
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