Orlando International Airport
- CAPA Analysis
- Schedule Analysis
- Cargo Analysis
- Route Maps
- Airport Charges
- Fast Fact Report
- IATA Code
- ICAO Code
- United States of America
- Domestic | International
- Airport Type
- Other airports serving Orlando
- Orlando Executive Airport
Orlando Sanford International Airport
- 3659m x 61m
3659m x 61m
3048m x 46m
2743m x 46m
- Airlines currently operating to this airport with scheduled services
- Aer Lingus
Delta Air Lines
Norwegian Air Shuttle ASA
Thomas Cook Airlines
Virgin Atlantic Airways
- Airlines currently operating to this airport via codeshare
- Aerolineas Argentinas
Air Europa Lineas Aereas
Air New Zealand
Air Tahiti Nui
All Nippon Airways
China Eastern Airlines
China Southern Airlines
KLM Royal Dutch Airlines
LOT Polish Airlines
Royal Air Maroc
South African Airways
Orlando International Airport is the major international gateway to the city of Orlando, Florida. Orlando is a major tourist destination and is served directly by international airlines from Europe, Canada and South America. Low-cost carriers such as Southwest Airlines and JetBlue maintain a significant presence at Orlando International. The airport is the largest airport serving the Orlando metropolitan region and is managed by the Greater Orlando Aviation Authority.
Location of Orlando International Airport, United States of America
Ground Handlers and Cargo Handlers servicing Orlando International Airport
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Fuel & Oil Suppliers servicing Orlando International Airport
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121 total articles
For the past year Spirit Airlines has alluded to changes in its network structure to include a larger number of smaller to mid-size markets as competitive dynamics in the US market place have shifted. Few details have emerged other than announcement that smaller markets, including Akron-Canton, Ohio and Hartford, Connecticut would join its network.
Now more clarity about Spirit’s strategy is emerging. The airline has declared its future network composition will still feature a mix of larger and smaller markets, but some changes are occurring in frequencies operated. Spirit has concluded there are opportunities to serve a number of markets less than daily while still preserving its cost advantage. Some of those types of changes are occurring in its existing service from Akron, and from new routes debuting from Pittsburgh and Hartford later in 2017.
New basic economy offerings debuting from American and United have generated a lot of industry buzz, but Spirit maintains a belief the changes in fare structures will ultimately firm up the pricing in North America.
During the past few years the Brazilian airline Azul has acquired and merged with TRIP to grow its stature in Brazil’s domestic market, and attempted to access the public markets at least two times. After securing equity investments from HNA Group and United, the airline is once again attempting to raise funds through an initial public offering.
Azul’s decision to access the public markets once again falls against a backdrop of still tenuous economic conditions in Brazil. The airline has been adjusting its operations as Brazil’s economy has weakened – through lower capacity growth, transferring aircraft to partner airlines and returning jets to lessors. However, Azul still has a healthy order book on hand for aircraft replacement and future expansion.
Although Azul’s long haul flights to Fort Lauderdale and Orlando that were launched in late 2014 drew much fanfare, its international expansion continues to be measured, with expansion during 2017 pegged for South America, and most notably through the establishment of a new operation in Uruguay.
During the past year the US ULCC Spirit Airlines has been working to define itself in a new operating environment where it is no longer ignored by its larger rivals. The shifts undertaken by Spirit have included a minor pivot to smaller markets. They have also included its efforts to improve its operational performance to compete more effectively with large airlines that are in the process of using new fare classes to withstand the competitive threat posed by ULCCs.
In many ways Spirit remains in the early phases of crafting a strategy to address new market realities in the US, and progress is difficult to ascertain. Over the course of the past year, when the airline began undertaking changes to adapt to changing competitive realities, pricing in the US market sagged, with collective industry unit revenues plunging.
With the industry likely to return to positive unit revenue during 2017, Spirit’s performance and execution of its strategy to sustain itself as the leading ULCC in the US market place will be scrutinised. Comparison of Spirit’s historical performance in some financial metrics will reflect the new realities in the US market.
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.
Similarly to the largest US global network airlines, the ULCC Spirit is welcoming signs of a modest improvement in the US pricing environment. The company’s decline in total unit revenues year-on-year in 3Q2016 slowed to single digits – compared with some of the steepest decreases recorded among US airlines for the past year. If the overall trends in the US market stick Spirit’s sequential unit revenue improvements should continue, reflected in projected further improvement in 4Q2016. However, unlike some US airlines, Spirit is not offering a specific timeframe for a return to positive unit revenue.
Spirit also posted sequential improvement from non-ticket revenue declines in 3Q2016. The airline has been battling soft pricing in baggage fees tied to lower ticket prices. It has been in the process of incorporating ways to shore up non-ticket revenue, including adopting more dynamic pricing of its ancillary products.
Throughout 2016 Spirit has retained a number of smaller-gauge Airbus A319s as it adopts a pivot in its network strategy – to smaller markets. Looking forward, the company is not ruling out talks with other manufacturers about its long-term fleet needs, reasoning that with Airbus’ strength among low cost airlines other airframers are ultimately going to act aggressively to secure new business.