Atlanta Hartsfield-Jackson International Airport
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- IATA Code
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- United States of America
- Domestic | International
- Airport Type
- Other airports serving Atlanta
- Atlanta DeKalb Peachtree Airport
Atlanta Fulton County Airport
- 3624m x 46m
3048m x 46m
2744m x 46m
2743m x 46m
- Airlines currently operating to this airport with scheduled services
- Air Canada
CAL Cargo Air Lines
Cargolux Airlines International
Delta Air Lines
KLM Royal Dutch Airlines
Virgin Atlantic Airways
- Airlines currently operating to this airport via codeshare
- Aer Lingus
Air New Zealand
Air Tahiti Nui
All Nippon Airways
China Eastern Airlines
China Southern Airlines
CSA Czech Airlines
South African Airways
Hartsfield-Jackson International Airport is one of the world's busiest airports by passenger traffic and aircraft movements. The airport handles almost 90 million passengers per year, and has direct connections to cities across the US and international service to North America, South America, Central America, Europe, Asia, and Africa. The principle airport serving the US state of Georgia and its largest city Atlanta, Hartsfield-Jackson is the primary hub for Delta Air Lines and hosts passenger and cargo traffic from over 30 regional and international airlines.
Location of Atlanta Hartsfield-Jackson International Airport, United States of America
Ground Handlers and Cargo Handlers servicing Atlanta Hartsfield-Jackson International Airport
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Fuel & Oil Suppliers servicing Atlanta Hartsfield-Jackson International Airport
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168 total articles
Northeast Asia dominated the developments of East Asian airport growth in 2016. Beijing Capital, Asia's largest and the world's second biggest, further narrowed the gap with first place Atlanta. Yet with some Beijing Capital traffic due to start moving to the second airport Beijing Daxing in mid 2019, Beijing Capital may not overtake Atlanta in the near future.
Asia's second largest airport, Tokyo Haneda, is undergoing steady growth ahead of a slot increase to support more international visitors for the 2020 Olympic Games in Tokyo. Asia's third largest airport, Hong Kong, could soon be overtaken by Shanghai Pudong, which has had a dramatic growth story, especially in the last two years. Seoul Incheon has also grown rapidly and benefits from infrastructure developments.
Bangkok Suvarnabhumi posted record traffic, despite some traffic having moved to Don Mueang a few years ago. That initiative to make room for more growth gave only a few years of breathing room.
Asia's largest airports continue to be defined by pent up demand waiting for a combination of more runways, slots, terminals and air space.
Delta Air Lines is rekindling its partnership with Korean Air. Delta has previously used heavy-handed tactics – cutting off codeshares, nearly eliminating reciprocal frequent flyer benefits otherwise enshrined in their SkyTeam alliances – to bully Korean Air into a JV. The attraction to Delta is a JV partner in Asia, which American and United have long enjoyed.
Korean Air, until recently, has failed to see the benefits of a partnership with Delta, which has a smaller trans-Pacific footprint. Although Korean Air felt the damage from all but losing its North American partner, what Delta needed to give Korean Air was time. It has helped that Delta is no longer pursuing a hub in Tokyo – a rival to Korean Air and Seoul.
A deeper Delta-Korean Air partnership, as hinted at by Delta management in Dec-2016, starts with both feeling competitive trans-Pacific pressure but jointly holding a position of strength, with a JV slightly smaller than United-ANA's, but much larger than American-JAL. Korean Air brings wider coverage to Southeast Asia, as well as North American gateways.
Southwest Airlines:domestic changes, continued international expansion, as overall 2017 growth slows
Southwest Airlines plans lower system capacity growth in 2017. The company joins other US airlines working feverishly to return to positive unit revenue as oil prices and labour costs are forecast to rise for most of the country’s airlines.
Even as Southwest’s capacity increases are projected to fall year-on-year in 2017 the airline is broadening its international reach with the debut of new flights from Fort Lauderdale, and is making moves in its domestic network.
This includes its decision to launch service from Cincinnati, a market that has attracted significant low cost service during the past two to three years as its hub status for Delta has diminished. Southwest’s service entry at Cincinnati comes at the cost of flights from Akron and Dayton, which is not surprising, given Cincinnati’s potential to garner higher revenue.
Although Southwest cited some positive trends at the end of 2016, it struck a cautious tone about the operating environment in the US, noting that while yields were improving, the revenue environment remains challenging. US airlines, including Southwest, are being closely watched after declaring they will return to positive unit revenue in 1H2017.
A likely major focus for the US ULCC Frontier Airlines in 2017 is forging collective bargaining agreements with two of its largest employee groups – pilots and flight attendants. Although the airline’s transition to the ULCC business model is complete, Frontier’s employees weathered several challenges prior to the strategy change, including a bankruptcy during 2008 in which the company was sold. Now employees believe they should share in Frontier’s newfound profitability. When the company reaches new collective bargaining agreements with its pilots and flight attendants Frontier will face the challenge of offsetting the cost inflation generated by those new labour deals with higher revenue generation.
Frontier’s financial turnaround has spurred speculation during 2016 that the airline’s majority owner Indigo Partners was preparing the company for an initial public offering. Nothing has materialised in 2016 but Indigo has expressed interest in investing in other regions, so an IPO could become a more distinct possibility in the not too distant future.
As a privately held company Frontier does not offer forward-looking guidance on capacity growth or network plans, but it appears the airline should post double-digit increases in seat expansion for 2016, and with a steady stream of Airbus deliveries planned for 2017 Frontier’s growth for the year is likely to remain similar to 2016 levels.
When a new CEO took the helm at Spirit Airlines during 2016 the immediate reaction was speculation that the move was a first step to merging with fellow ULCC Frontier. Eventually the excitement over consolidation in the US ULCC sector died down, and Spirit outlined more subtle strategy changes.
The most significant was Spirit’s assessment that opportunities existed in small to medium sized markets, which was a pivot from its strategy of competing with bigger US airlines in some of their largest and most important markets.
In order to support the shift in its network strategy Spirit has made changes to its fleet composition during 2016, including retaining more smaller-gauge Airbus A319s and converting 10 A321neos scheduled for delivery in 2019 to A320neos. The fleet changes also help Spirit improve its financial structure through a higher number of owned aircraft.
So far, Spirit has only announced one new smaller market in 2016, with the addition of Akron-Canton to its route map. The remainder of its route additions have been in larger markets in competition with the larger US airlines. Perhaps more clues to the airline’s long-term network strategy will emerge in 2017.
For years United Airlines has operated at a competitive disadvantage to its large US network peers. The challenges that United never seemed to overcome were largely self-inflicted, and ranged from widespread employee discontent to consistent revenue shortfalls.
Now United finally appears to be charting a course to level the competitive playing field with its large global US network competitors, to close the long-standing revenue gap it has held with its rivals. The elements of United’s plan to shore up revenues include bolstering connections at its hubs, improved revenue management, and product segmentation that entails a new basic economy fare structure whose restrictions are more stringent than those of its peers.
United’s revenue transformation will not occur overnight, but for the first time since its 2010 merger with Continental the company seems laser-focused on shrinking the competitive challenges that have hindered its performance. It projects billions in improvement – to pre-tax profits by 2020 – as a result of its doubling down on efforts to shore up revenue. Obviously the measure of United’s success lies in its execution and its ability to navigate competitive responses to its revenue-generating strategies.
This is part one of a two part series examining United’s strategies to compete more effectively with its peers on revenue and costs.