Airlines in a Crisis

When it comes to utilizing the constantly changing nature of the CoVid19 crisis travel advices from diverce governments, startup airlines have a unique opportunity to take advantage. Where others are large and slow you will be small and flexible. As some pairings close others opens up. People are just booking short time out anyway so you don't have to publish a 6 month schedule. Many airlines take a week or 2 to react to government advisory changes. You should have it ready for booking by tomorrow. In addition most customer charter rules are temporarily suspended or not enforced so a 2 or even 1 week cancelling policy should be envoked. Cancel, refund and move your resources to a different route. As a new airline you are not lumbered with bookings done months ago that you want to fly to avoid refunding because you have spent the cash from them on paying for unused planes and other fixed costs.

It's not a crash / downturn / new normal for a business started now. They don't have a lot of parked planes they have to pay for or staff costs for people that have nothing to do, or now massively oversized other fixed costs for an airline 4 times what they are flying. Their start out cost base will be where other airlines are trying to get to through negotiating pay and lease reductions. And what for established airlines will just be a (partial) future return to normal will for them be a giant upswing. Add in a bit of what others can't do because it isn't like it used to be and you could be on to a winner. Something for CoVid19 times like optional social distancing through middle seat free. Flexible changes instead of outright refunds. Remember they don't have a massive presale either of seats that may or may not be taken up, so they should now that they who book now knows the pandemic story. New airlines now have a massive selection of used and new planes fro

An unprecedented amount of planes having been stored for 3 or more months some wiht minimal serviceing, have led to issues coming to the fore as planes are being taken out of storae and put bsck into service. It could be a risky business at the beginning as new and earlier unforseeen problems are cropping up. The most is the air check valve which due to corrosion might stick in the open position resulting in compressor stalls, double engine failure and inability to restert either engine. Airlines might have been better circulating all their planes into service regularly, sample a different plane each day, than parking most and only actively utilizing the same select few, like Norwegian. Or at least flying the unused for passenger service planes regularly on small test, like Ryanair. Pennies (relatively) saved can quickly become dollars needed, or worse. There is a reason planes are stored long term in desert like conditions and not just on any airport that is cheap and have space.

This time it is an originally military airport Ryanair launched as a Low Fares hub for germans. For Hahn read Frankfurt as Ryanair has advertised it as since they forst started flying to Germany and it was their main foothold in the country. Ryanair is so focused on their crew and airport negotiations that they abandon bases and airports rather frequently. Including markets they have built up over years. Ths may be part of their move up the service ladders and into more established airport that is seen as the city's main place to fly to/from. Regardless of if its closer or further from the city. Advantage for newcomers is that these airports will now be in shock and receptable for any offer probably even low balls like they Ryanair first came with when they moved in all those years ago. After all most of them are pivately owned and open to negotiations. You don't either have to spend your own advertising money on explaining how they really are an airport of whatever ciety,

The language in their lawsuit against Boeing in connection with their termination of the contracts for ExMax and Dreampliner deliveries is not sparing the expetives. A company in such a precarius position should be more careful when it comes to handling its in reality only supplier that it for a good while into the future still will be dependant on for the maintenance and value of its entire existing fleet. Could it be that top management of Norwegian do not really know what it entails to change from Boeing to Airbus, or the risk of going Chinese or Russian. After all they are lacking indepth airline experience between them, coming more from a finance and retail background. The pilot retraining and dual engineering maintenance and double parts storge costs alone would stop the company from being a Low Cost. And a Low Fares airline without corresponding Low Costs will be a loss making business no matter how many routes you cut or how much you shrink, or how many extra candybars you s

Looks like Wizz is fighting Ryanair over the use of the name Buzz for its Ryanair Sun operations claiming Buzz is to similar to Wizz. I doubt this similarity is conincidental but it is really Wzz that is on the backfoot. 2003 was a busy year in the Low Fares business. In the beginning months of that year Ryanair purchased a 4 year old airline called Buzz from its previous owner KLM. In the autumn of that same year Wizz was incorporated. So an ailine with the name Buzz existed long before Wizz started. Doubt that Wizz's name choice was that coincidental and there is proably merit in that they think the names are alike. They probably came up with Wizz exactly because it sounded like the already established airline Buzz. That Ryanair after continuing flying under the name Buzz before they concentrated on the name Ryanair and later rested the name for a few years is not that relevant. They always sat on the rights for the opportune moment. It is simply a case of what goes around

A single airline could completely dominate a reopened Rygge airport. Think all the slots just for itself with the whole airport designed around its own needs. Including passenger sluicing and offices. All available relatively reasonable since its closed at the moment with no reopening in site without an  anchor airline. It could certainly become a hub and an easy & smooth airport to connect through. We are thinking a transatlantic hub with incoming connections plus feeding and drawing from the Oslo east and Swedish market. Remember Oslo east is seen as the lesser part of Oslo with a lot of suburban somewhat high rise sprawl and even more OBOS. The last is the social way of financing your housing needs where only part of the loan is yours and part is a joint with the other apartment owners. This for they who don't have the financial strength to obtain the full mortgage themselves. Parking could be made much cheaper at Rygge than OSL where prices are on the expensive side and

Now when we have argued that an airline should be based near an airport to not only remember what its all about but also have some commonality so that management can be closer to the action, and office space can be co-used with operational staff, where would Norwegian with time move to. We have already established that Oslo Fornebu closed years ago as an airport and since all the land is sold off for building offices and housing it is not coming back. This means that Norwegian's current office has become so city center near that its prime real estate, and in the expensive Oslo southwest as well so a quick property developer financed buy and flip makes sense, leaving money over for somewhere else. The most likely new location would be somewhere near the OSL Oslo Airport. That is after all Norwegian's main base, where they retracted to for the pandemic lockdown, and where their headoffice management and staff have to go anyway if they want to travel anywhere within its network

How to set the pricing strategy for a profitable airline. You start with the costs. It is important to know both the set and variable costs for each leg (city pair) you would potentially fly.  Include everything like cost of plane, crew, maintenance, fuel and taxes. Plus an ad on for other costs like managment, admin and marketing. Hence lowering the costs is alpha and omega for creating a competititive airline that is also profitable. Ceate a pricing strategy fpr eah route that gives you a profit at 80% capacity, or lower if you think you can get away with it in the market. Create several steps in the pricing ladder so you have a low starting price for marketing purposes and the fuller the plane the more you get in. Now you have your base price model. Add on a percentage premium for more poular times of the week, or of the day, and if there are any events scheduled for that market. Add also on a percentage for any premium services you offer, example a 50% add on for middle seat

There are reports that some airlines have been light on aircraft maintenance during the CoVId19 lockdowns. This specially goes for they who have outsourced that maintenance and have done a light touch follow up. Since airfreight is still massively behind some airlines like, EasyJet, have found that parts are hard to come by now when everybody are ramping up their flying and all need the same parts at the same time. The situation isn't helped by that freight and especially airfreight is far behind normal operation. This has led to some airlines having to use their less fuel efficient planes insted of the newer and greener ones. Even if they have extras of the others in stock they just haven't been maintained to the standard required for an immediate return to service. Or even not so immediate since most airlines have had 2 to 3 weeks between announcing its uprated schedule to actually going live with it. It is ironic that planes can't get back in the air because planes