Airline Vergleich


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Airline Vergleich

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Airline Vergleich

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Airline Vergleich What Are the 3 Major Airline Alliances? Video

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Central Mountain Air. China Airlines. China Eastern Airlines. China Southern Airlines. China United Airlines. Coastal Aviation.

Condor Airlines. Copa Airlines. Corendon Airlines. Croatia Airlines. CSA Czech Airlines. Cubana Airlines. Cyprus Airways. Danish Air Transport.

Darwin Airline. Delta Air Lines. Dimonim Air. Dynamic International Airways. Eastar Jet. Eastern Airways. Edelweiss Air.

El Al Israel Airlines. Eritrean Airlines. Ernest Airlines. Estonian Air. Ethiopian Airlines. Etihad Airways.

Europe Airpost. Evelop Airlines. Far Eastern Air Transport. Felix Airways. Fiji Airways. Flair Airlines. Freebird Airlines.

French Bee. Frontier Airlines. Garuda Indonesia. Georgian Airways. Germania Airline. Golden Myanmar Airlines. Grand Cru Airlines.

Hainan Airlines. Hawaiian Airlines. Helvetic Airways. Henan Airlines. HK Express. Hong Kong Airlines. Horizon Air. Iberia Express.

Intercaribbean Airways. Iran Aseman Airlines. Iraqi Airways. Israir Airlines. Japan Airlines. Jazeera Airways.

JC International Airlines. Jet Airways. Jetblue Airways. Jetstar Airways. Jetstar Asia. Jetstar Japan. Jetstar Pacific.

Jordan Aviation. Juneyao Airlines. Karthago Airlines. Kenya Airways. Kish Airlines. Korean Air. Kuwait Airways. La Compagnie. LAM Mozambique. LAN Airlines.

LAN Colombia. Lao Airlines. Lao Skyway. Libyan Airlines. Loch Lomond Seaplanes. LOT Polish Airlines.

Lubeck Air. Madagasikara Airways. Malawian Airlines. Malaysia Airlines. Malindo Air. Malmo Aviation. Mandarin Airlines.

Mango Airlines. Mann Yadanarpon Airlines. Mauritania Airlines. Maya Island Air. Middle East Airlines. Mihin Lanka.

Mokulele Airlines. Moldavian Airlines. Monarch Airlines. Montenegro Airlines. Motor Sich Airlines. Myanmar Airways. Myanmar National Airlines.

Nature Air. Nauru Airlines. Nepal Airlines. Nordic Regional Airlines. Nordwind Airlines. Okay Airways. Olympic Air. Omni Air International.

Orient Thai Airlines. Pakistan Intl Airlines. PAL Express. Pan Pacific Airlines. Passion Air. PAWA Dominicana. Peach Aviation. Pegasus Airlines.

Peruvian Airlines. Petroleum Air Services. Philippine Airlines. Phuket Air. Pobeda Airlines. Porter Airlines. Precision Air. Primera Air. Privilege Style.

Qantas Airways. Qatar Airways. Ravn Alaska. Red Wings Airlines. Regent Airways. Regional Express. Rhein-Neckar Air. Rossiya Airlines.

Royal Air Maroc. Royal Brunei Airlines. Royal Jordanian Airlines. S7 Siberia Airlines. SA Express.

Safi Airways. Sansa Airlines. Santa Barbara Airlines. SAS Scandinavian. SATA International. Saudi Arabian Airlines.

SCAT Airlines. Seaborne Airlines. Shaheen Air. Shandong Airlines. Shanghai Airlines. Shenzhen Airlines. Sichuan Airlines.

Silver Airways. Singapore Airlines. Sky Airline. Sky Express Airlines. Skymark Airlines. Skytrans Airlines.

SkyWest Airlines. SkyWork Airlines. Small Planet Airlines. SmartLynx Airlines. Solomon Airlines. South African Airways.

Southwest Airlines. Over the next five years, many airlines will continue to develop their ability to deploy advanced analytics at scale.

See Exhibit 2. These use cases are enabled by the vast quantities of data available to airlines, including from third parties.

While traditional sources of competitive advantage for airlines such as cost base, scale, network, and product will continue to be important, we believe that increased use of data science and advanced analytics will help airlines reinforce these sources of advantage to deliver substantial performance improvements.

We will see changes in how offers are priced, moving away from traditional fare ladders toward continuous and dynamic pricing. Another area that will see huge changes will be marketing—algorithms will help airlines tailor messages to individual customers based on a combination of factors such as travel history, contextual variables, and customer preferences.

Use cases for advanced analytics will extend beyond commercial activities. For example, KLM has already made significant strides toward digitizing its operations to improve real-time decision making, and we expect other airlines to make similar strides in this area.

As airlines digitize their core functions, they will face the challenge of dealing with legacy technology. This is not unique to airlines.

In fact, carriers can look to the leading players in industries such as retail and financial services that have successfully developed digital capabilities despite their legacy technology stack.

Often this involves decoupled development, whereby new digital capabilities are built outside of the legacy system, which is gradually phased out over time.

Airlines will have to make choices on how best to develop these new digital capabilities. Our expectation is that most will reduce their reliance on traditional technology providers and instead will seek a hybrid approach, enhancing their in-house capabilities while working with niche tech companies in specific areas.

To capitalize on the growing applications for data science and advanced analytics, airlines should take the following steps:. Airlines will face growing pressure to address environmental sustainability over the next five years.

We have seen this topic gain significant momentum in just the past few months, and a number of airlines have recently announced ambitious targets to tackle emissions.

Pressure will continue to build: the question is when it will reach a tipping point—not if. Airlines will feel pressure from multiple stakeholders:.

Sustainability is an industrywide issue, and we hope to see airlines starting to collaborate more to generate meaningful change.

Some attempts are already underway. Already, 78 countries have pledged to participate in a voluntary pilot program, although there are several notable omissions, including Russia and India.

The ETS is a cap and trade system that sets a limit on the total amount of greenhouse gases that can be emitted by an individual power plant, for example, or by an individual carrier , while allowing participants to receive and buy emissions allowances.

Although airlines are gradually renewing their fleets with more efficient aircraft, the industry is unlikely to make meaningful progress until it addresses the area where environmental impact is greatest: fuel.

We expect airlines, oil and gas companies, and other interested parties to come together to jointly invest in the development of SAF, as the task will be too big for any individual player to tackle on its own.

Increased efficiency and biofuels can only account for a portion of the desired reduction in airline CO 2 emissions. See Exhibit 3. Subsequent improvements are likely to come from a mix of sustainability efforts including SAF, technological breakthroughs such as electrification, and carbon offsets.

As airlines wait for SAF to gain commercial scale and other technologies to arrive, they will rely mostly on offsets to help reduce their carbon footprints.

The current maturity of offset schemes is low, resulting in some overpriced and largely ineffective projects.

Over the next five years, we expect that the demand for high-quality offset projects will prompt significant development in the emissions offset value chain.

Airlines will have a choice on how to participate: buying offsets on B2B exchanges, partnering with a specialized company, or creating their own offsets.

As discussed above, the customer experience at most leading airlines trails far behind that offered by digital companies.

A key underlying reason for the disparity is distribution—an area where change is coming to the airline industry, albeit slowly. Over the next five years, distribution will be increasingly digital, and airlines will continue to increase their direct share sales—particularly via mobile and the web—at the expense of channels where the economics are less attractive for them, such as retail travel agencies.

We expect that a significantly higher proportion of bookings will be made using the NDC standard in the next five years.

But this does not mean that traditional global distribution systems will become redundant. They will also participate in NDC adoption and will remain fundamental in the future distribution landscape as content aggregators.

Some airlines already interact with customers postbooking via social media, and certain segments chiefly millennials and Gen Zers will increasingly seek flight bookings and ancillary bundles through these services.

We expect the tech giants to reshape airline distribution as well. For example, Google, along with other big players, is already well placed in the inspiration and planning elements of the customer journey, where it can take advantage of the vast quantities of data it has collected to develop personalized travel offerings.

One step further, Amazon and Alibaba are already operating in the booking space—Amazon through a partnership with Cleartrip in India and Alibaba through its Fliggy travel platform.

We expect both companies to continue experimenting across global markets. By partnering with airlines, Amazon and Alibaba can use ticket sales to access rich customer data and attract customers into their wider ecosystem.

There are benefits for airlines as well: teaming up with tech giants can help carriers gain a foothold in new markets.

We also expect that online travel agencies will continue to broaden their existing offerings to bridge gaps that airlines have not yet filled.

For example, they are increasingly creating product bundles combining seats and different ancillary products from the airline and providing virtual interlining capabilities, such as between airlines that are not interline partners themselves.

To succeed in an increasingly complex distribution landscape, airlines should take the following steps:. Capacity today is lower than it should be, for several reasons.

First, some airlines have chosen to constrain their capacity growth in light of economic uncertainty. Second, multiple airline failures, particularly in Europe primarily the result of fierce competition, a strong US dollar, labor unrest, and a range of issues within individual carriers , have removed capacity from the market.

In general, we expect capacity growth to be somewhat subdued over the next few years, before likely increasing as these issues abate. Over the next five years, by strategically planning the evolution of their networks and fleets, forward-looking airlines will be able to capture a number of opportunities.

We expect that, in turn, this will lead to an increase in point-to-point routes, in many cases serving smaller, secondary airports.

The new jets will allow airlines to serve these lower-volume routes profitably, avoiding heightened competition on connecting routes.

To capitalize on the shifts in airline fleets and networks, carriers should take the following steps:. Although the future of global alliances has been questioned in recent years, we believe they will remain in place for the foreseeable future.

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