Articles in ‘Analysis’

Coming to terms with the disruptors

Within the context of global aviation disruption, Emirates and its low cost long haul-to-long haul model is right at the top of the tree. For years, as Emirates grew rapidly in Australia, Qantas railed at the government’s liberalisation of the UAE bilateral agreements, arguing this seriously undermined the flag carrier’s economics. Added to the longstanding impact of Asian airlines’ sixth freedom dilution of Qantas’ Europe traffic, Emirates effectively spelled the end of any long term aspirations to serve Europe effectively.

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Airbnb becomes a mainstream corporate option as Qantas adds it to its FFP partners

Qantas announced it had concluded a partnership with Airbnb, the world leader in the sharing economy’s accommodation revolution, on 04-Oct-2016. According to Qantas this represents “the first time Airbnb has worked with an airline in this way to reward Frequent Flyer members when booking accommodation through Qantas’ website – and is the next step in Qantas’ partnerships with innovative digital and technology businesses”.

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When worlds collide – The Qantas and AirBnB partnership

By Kurt Knackstedt

Qantas recently sent the Australian travel industry into media overdrive by announcing a new partnership with sharing economy darling AirBnB. Qantas CEO Alan Joyce in a press release on 4-Oct-2016 explained part of the reason behind why Qantas did the deal with AirBnB: “The way that people around the world plan, book and experience travel is changing rapidly with the digital revolution”.

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Is that a virtual (or sharing) airline on approach for landing?

By Johnny Thorsen

As we near the 10 year anniversary of the sharing economy giants AirBnB (founded in Aug-2008) and Uber (founded in Mar-2009) it seems appropriate to investigate whether the arrival of a virtual airline is likely to happen or not.

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Disruption in distribution in the travel industry – challenging the status quo

By Martin Warner

“A disruptive innovation is an innovation that creates a new market and value network and eventually disrupts an existing market and value network, displacing established market leading firms, products and alliances.” The term was defined and the phenomenon analysed by Harvard Business School Professor Clayton M. Christensen beginning in 1995.  Since then, the term has become the standard euphemism for any supplier who has a desire to change the status quo to their sole advantage.

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oneworld, in a complex solar system

oneworld is the smallest in size of the three global alliances but advertises itself as highest quality in terms of members and awards received. oneworld has strength in financial centres, is the alliance for the world’s largest airline (American) and with LATAM is a powerhouse in Latin America. It is also the loosest of the three major alliances, often described as more of a linked collection of bilateral partnerships.

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SkyTeam overlaps extensively with Etihad

The second largest of the three alliances overall, but the largest by domestic seats, SkyTeam has a particular strength in Northeast Asia and is the only one of the three alliances to include a cargo alliance. Its North Atlantic joint venture is to some extent complemented by SkyTeam member Delta’s JV with Virgin Atlantic.

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Star Alliance: inherently (too) rigid

The largest of the three global alliances, Star Alliance, is the market leader in Europe and Africa. It is also the largest alliance in South Asia, but by default as it is the only alliance with an Indian member.

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China’s airlines begin to dominate North Pacific markets – and to leverage transfer options

Despite a capacity restricted environment, Shanghai Pudong, along with Beijing and other Chinese airports and their home airlines, are redefining the trans-Pacific market.

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Europe-Asia appears likely to be a truly innovative and world changing market

Air traffic between Europe and Asia has achieved consistently moderate growth, unlike the high speed to rapid expansion between Asia and North America.

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