United States of America
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Air Travel is frequently the most practical method of covering the large distances between cities in the USA. The domestic air system is extensive, with dozens of competing airlines, hundreds of airports and thousands of flights daily. The US is the world's largest aviation market. Domestic airlines have mostly rebounded since September 11. Delta (now merged with Northwest), United (merging with Continental) and US Airways (merging with American) have each entered and emerged from bankruptcy still flying, though mergers and downsizing have had an impact on the travel experience. The US has five major international airlines that function in a similar manner and size as a national carrier; American Airlines, United Airlines, Continental Airlines, Delta Air Lines and US Airways. The expansion of LCCs such as Southwest Airlines and JetBlue has increased competition and lowered prices domestically and in some cross-border markets.
The Federal Aviation Administration (FAA) is an agency of the United States Department of Transportation with authority to regulate and oversee all aspects of civil aviation in the US. The Transportation Security Administration (TSA) is the government agency responsible for security in all modes of transportation and is solely responsible for carrying out screening of passengers and their baggage (both checked and carry-on) at 450 airports across the US.
Airports in United States of America
87,576 total articles
Charlotte Douglas Airport and FAA look into aerospace improvements as part of ‘Metroplex’ initiative
2,173 total articles
Global airlines increasingly pursue the notion of de-commoditising their products in order to create a strategic level of differentiation. But the reality is that the concept of creating new airline customer value propositions remains in its infancy; airlines and other travel companies are still navigating the intricacies of determining how to deliver more differentiated passenger experiences.
Understanding passenger preferences is a huge piece of the puzzle to be solved as travel providers work toward greater product distinction and personalisation. At the same time, passenger preference for the lowest price will always dictate a high level of commoditisation within the travel industry.
The key for travel providers is finding the right balance, and most admit that they are far away from mastering the move from product commoditisation to personalisation. But some signs are emerging that the industry is achieving small moves in that direction.
Nearly two years ago jetBlue debuted its Mint premium product, which was a bold move for a low cost, hybrid-like North American airline. The company is the only low cost airline in the Americas that offers a dedicated premium product, and the success of Mint has even surprised jetBlue’s senior management.
In an increasingly vanilla US marketplace, largely driven by Wall Street analysyt demands for short term profits, Mint’s success has beaten jetBlue’s own expectations, and now the airline is planning a massive expansion of Mint routes from its three largest bases – New York, Boston and Fort Lauderdale. jetBlue is undertaking the spread of Mint as Alaska and Virgin America work to gain approval for their merger, then to embark on a years-long integration process of the two. During that time jetBlue will leverage its strengths to inject a premium product into some of Alaska and Virgin America’s important transcontinental markets.
There is much for jetBlue to digest as it works to roll out Mint in several additional markets. But with Mint’s current track record, jetBlue is not surprisingly remaining open-minded about its scope.
Air Canada believes that changes it is making to business strategy – aircraft densification and the expansion of its low cost subsidiary, rouge – are positioning the airline to weather uncertain economic conditions in Canada and in other geographical regions.
A decline in industry domestic capacity later in 2016 should benefit Air Canada and rival WestJet, but Air Canada’s yields will continue to decline because certain components of its strategy blueprint – longer stage length and a higher proportion of leisure travellers – dictate a decrease in yields.
Although Air Canada has ceased offering capacity guidance, most of its planned expansion of supply in 2016 is pegged for international markets as it works to craft a global network that rivals that of its large North American peers. Perhaps to reassure investors that it is prepared to act rationally if conditions suddenly worsen, Air Canada is stressing the flexibility it retains to adjust its fleet and redeploy capacity from underperforming markets to other regions of its network.
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.
Panama City Tocumen International Airport builds to serve a thriving trading and financial community
Panama City has long played an important role in transportation, thanks in no small part to its pivotal geographical situation.
Firstly, situated at the entrance to the extended Panama Canal, it is a hub for international banking and commerce. Secondly it is a hub in the aviation sense, and a very important one for its region. The main airport, Panama City Tocumen International Airport, is not referred to as the ‘Hub of the Americas’ without good reason.
This CAPA report, which identifies the airport as ‘full service’ and with a high proportion of airline alliance traffic, compares Panama City International with a peer group of six other airports around the Caribbean and it identifies any weak points.
It also looks at construction activities, and at what opportunities might arise for a shift from public to private ownership and/or management.
The evolving Singapore Airlines (SIA) partnership strategy has reached another milestone with a new codeshare agreement with United Airlines. While SIA and United are longstanding members of the Star Alliance, their relationship has never been close and involved any codesharing.
SIA and United stated in a 9-May-2016 application with the US Department of Transportation they intend to start codesharing on 1-Jul-2016. Initially the codeshare includes eight United-operated domestic routes beyond Houston. However, the two airlines are seeking blanket codeshare approval, which would enable potential future extensions to cover United-operated flights beyond SIA’s other US gateways, SIA-operated flights beyond Singapore and their flights in the US-Singapore market.
United is launching non-stop flights to Singapore in Jun-2016 while SIA is planning to resume non-stop flights to the US in 2018. United and SIA are fierce competitors across the Pacific but the new codeshare could open the door to a broader and potentially game changing partnership. SIA has been actively seeking new or enhanced partnerships, an initiative that has already resulted in new joint ventures with Star members Air New Zealand and Lufthansa.